“There ain’t no rules around here. We’re trying to accomplish something.” Thomas Edison (1847-1931), Inventor and businessman
These days Chief Marketing Officers (CMOs) have a shorter tenure than NFL coaches. In fact, they barely get beyond two years before they move on. The chief marketer at GAP for two years, Jeff Jones, reported that he discussed 22 CMO positions over a five-month period. Not one, he says, spelled out coherently what he or she would be accountable for.
At this point, a quote from management consultant Peter Drucker is worth repeating: “Because the purpose of business is to create a customer, the business enterprise has two– and only these two basic functions: Marketing and Innovation. Marketing and Innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.”
In other words, what is it that makes the company or product/service unique or different? That’s the CMO’s assignment. Marketing’s role is to turn the one idea that differentiates your brand or product from all competitors into a full-scale program. The idea is the nail. The program is the hammer that drives it into the mind of the prospect.
It’s the differentiation, stupid. While most CMOs are worrying about customers or segmentation or return on investment or search-engine optimization, their brands are sinking into a sea of “just-like-everybody-else.” Drucker told them what to do, and they are ignoring him.
Forget all about data-mining or number slicing or niche segmenting. WHY should a customer buy your company’s product instead of the 10 or so other competitive choices? That’s the question you should be answering. Build a program around that answer.
Synopsis from Jack Trout. With more than 40 years experience in advertising and marketing, Trout is the author of many marketing classics including The 22 Immutable Laws of Marketing.









