A CMO's First 90 Days | The Twelve Decisions to Settle in the Opening Quarter
Published:
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Category: Marketing Strategy, Campaign Management
Published:
Last Updated:
Category: Marketing Strategy, Campaign Management
Authors: Shusaku Yosa
Newly in charge of marketing, it is hard to know where to start. The temptation is to launch something new, but there are things to settle first. This article organises the twelve decisions to make in the first 90 days, by period.
The boundary matters because budgets and targets run on quarters.
Spend the first quarter only understanding the current state and you cannot get your own judgment into the next budget cycle. You end up running another year on the plan your predecessor built.
Moving too aggressively on arrival is equally risky. Before you know what is working, you can stop something that was.
This period is more about learning than deciding.
Start in the first week. List every live campaign with its spend and its results side by side.
Without this, every decision rests on hearsay. It is a lot of work, but skipping it makes everything that follows guesswork.
There is an order: sales first, then the executive team, your own department last.
Ask sales what they expect from marketing. The complaints that surface here become material for later decisions.
Your own department comes last because hearing from them first pulls you toward their existing view.
Without settling this, you run on their design indefinitely.
The guide is the end of the current quarter. Declaring that nothing changes until then lets the team settle and hand things over properly.
Building the list surfaces things that are clearly running on inertia.
Stop one of them. You do not need sweeping change, but it matters that people see someone who makes the decision to stop things has arrived.
With the current state visible, this is the period for deciding direction.
Chase volume, raise the average value, or open a new audience?
Until this is settled, every later decision floats. Budget allocation and staffing both follow from the target.
Mid-year, the range you can move is limited. Annual contracts and booked inventory will not shift immediately.
At this stage, separate what you can move now from what changes at the next planning cycle. It is natural for the latter to be larger.
Hiring takes time, so this has to start moving in this period.
Whether you are short of people who execute or people who decide changes who you should hire. The team will always ask for the former; when both are short, start with the latter.
Check whether anything carrying a judgment has gone outside.
An agency proposing your budget allocation means the judgment has effectively been delegated. That needs taking back.
The period for making what you decided run on its own.
Narrow the metrics. Five per sheet is the guide.
The test is whether a bad number would change anything. Numbers that never change behaviour move to a reference sheet.
Starting to think about a response once a miss appears makes meetings run long.
Decide the response by size of miss in advance. At 90 percent of target or above, watch it; between 50 and 90 percent, the owner takes a plan away; below 50 percent, discuss changing the campaign on the spot.
Listing campaign progress gives other executives nothing to decide with.
Fixing the reporting format now makes every later explanation easier. Set what you spent against what it became.
Too early to report results. Changing campaigns takes several more months to show in the numbers.
What to report is what you established, what you decided, and what you left behind. Presenting the criteria for future decisions in particular makes it easier for the board to assess you later.
Some things are better left alone during the 90 days.
None of them suffers from waiting until you have the inputs to decide.
Promising an improvement in the numbers pushes you toward whatever produces quick wins. Commit instead to what you will decide by when. A schedule of decisions is something you can promise on day one.
With no handover, building the list takes longer. Working backwards from contracts and invoices is the reliable route. Listing who you pay reveals what is running.
Declaring that nothing changes for the first 30 days reduces the guardedness. If people can see when change comes, they can prepare. Changing things without warning generates the most resistance.
Of the twelve, the minimum is 1, 5, 9, and 10. Establish the current state, set a target, decide what you watch, and fix the procedure for a miss. Even that much gets decisions moving.
How many days the initial list takes shapes everything that follows. When spend and results by campaign live in different places, two weeks disappear here.
Xtrategy manages campaign schedules alongside budget and KPIs on a single screen. With the current state visible on one page, you can start deciding from day one.
What helps most on arrival is not a new campaign but a list of the current ones. Start by setting out what is running and what each costs. That alone will surface the first thing to stop.
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