Marketing as a Leadership Task: Why Entrepreneurs Must Think Along

Marketing rarely fails due to missing budgets or tools, but due to missing leadership. Entrepreneurs delegate too much without giving clear direction – and wonder about inadequate results. Without strategic steering, marketing remains patchwork. The consequence: wasted resources and missed growth opportunities.

Growth emerges from precise decisions, not from actionism. The numbers speak a clear language: companies with clear leadership generate almost double the return from their marketing investments. It's not about doing more, but about deliberately setting the right course.

This article shows why marketing is a leadership task – and how, with a clear plan, you can make your results controllable.

From a task to a strategy: how marketing has changed

In the past, marketing was a purely operational function: produce brochures, run ads, organise trade-show appearances. Today it is a central driver of growth. The 4 Ps used to be worked through without asking the decisive question: where should this lead? That time is behind us. Marketing has developed into a strategic discipline that decisively influences growth or stagnation.

The difference lies not in better tools or bigger budgets, but in the acceptance of responsibility. Marketing used to be a cost factor. Today it shapes growth by linking product development, sales and innovation. Companies that lead marketing strategically and work with a clear plan generated around EUR 1,313 in revenue from each EUR 100 invested between 2000 and 2018. Companies with a conventional approach only reached EUR 744. The key is not more activity, but** precise decisions**.

This development challenges entrepreneurs: marketing cannot simply be delegated. It requires clear strategic direction to set the right course for long-term success.

Why marketing without leadership fails

Without clear leadership, marketing stays a collection of isolated measures. External service providers or internal teams do operate, but take no responsibility for sustainable growth. The problem: 64% of all marketing decisions are not based on data. Instead of pursuing clear goals, people experiment and optimise – often without an overarching plan.

The result is isolated activities: Google Ads run independently of social media, content is produced without supporting the sales process. Without an overarching strategy, even technically correct measures remain patchwork.

An example shows how to do it differently: Mustafa Shamseldin, CMO at PepsiCo International Foods, reorganised the operating model in early 2024. He integrated R&D, supply chain and legal into a shared system. Using proprietary analyses the team identified unused opportunities in 60% of global eating occasions. This strategic realignment led to organic revenue growth of 9% in the first quarter of 2024. The success lay in not delegating marketing, but leading it strategically.

Without clear leadership, marketing stays reactive. It answers short-term requests instead of actively shaping markets, and optimises campaigns without developing long-term business models.

What leaders must do for marketing to work

Entrepreneurs should stay out of daily operations and instead provide clear strategic direction. This requires three decisive steps:

First: define the "North Star". Before any measures, it must be settled what growth means for the company – whether market share, margin or customer value. This decision cannot be delegated.

Second: break down silos. Marketing does not work in isolation. Sales, product development and marketing must pursue shared goals and act as one unit.

Beate Rosenthal, partner at Roland Berger, emphasises: "While not all CMOs wish to be on the board, in a world of constant change, CMOs should all be striving for greater influence and to represent the voice of the customer where decisions are made."

Third: let the numbers speak. Marketing must be measurable – not in clicks or impressions, but in return on investment. Currently only 3% of CMOs can demonstrate a marketing ROI above 50%.

Leaders must set the strategic framework. At Nordsteg we always start with a Marketing Master Plan or a roadmap before executing measures. This plan explains not only what is done, but also why, in which sequence and with what goal. With clearly defined priorities and a structured plan, sustainable growth becomes possible. Only then do coaching and execution follow.

3 questions every entrepreneur must answer

Having laid out why leadership in marketing is indispensable, we focus on three decisive questions. These questions are the key to linking operational measures with your overarching business goals. They form the basis for strategic decisions. Without this clarity marketing remains patchwork.

Where do we stand in the market?

The first question is: how are we perceived by customers and competitors? By 2026, branding has established itself as the top priority for marketing leaders – a strategic means to stand out long-term and become more resilient. Today, perception is shaped more by authenticity, transparency and emotional bond and less by purely functional benefits.

The role of the marketing department inside the company also reflects the market position: does it act as a "growth champion" steering the 4 Ps in full? Or as a** "MarCom leader"** focused on communication? Or merely as a** "service provider"** supporting internal departments? Only 9% of companies use data and technology effectively to create relevant experiences across the full customer journey. Many decisions therefore continue to be based on incomplete information and assumptions.

This positioning is the basis for the next question:

Where do we want to go?

The second question aims at the target picture: what business goals should marketing achieve in the next 12 months? Vague aims like "more visibility" are not enough. Goals must be clearly defined and measurable – whether revenue growth, market-share gains, higher customer value or better retention rates. 72% of CMOs plan to raise their marketing budgets relative to revenue, yet only 3% can demonstrate a marketing ROI above 50%.

Marketing here has a double task: it should enable growth through strategic portfolio management and simultaneously achieve short-term performance gains by deploying existing resources deliberately. Mustafa Shamseldin, Category Growth Officer at PepsiCo International Foods, sums it up:

"That's the new expectation of CMOs: to fulfill business objectives and foster massive growth for our brands." – Mustafa Shamseldin, Category Growth Officer, PepsiCo International Foods

PepsiCo discovered through proprietary analyses that 60% of global eating occasions went unused. This knowledge led to organic revenue growth of 9% in the first quarter of 2024.

Once the goals are clear, the question remains: how do we get there?

How do we get there?

The third question connects strategy with execution: which concrete measures take us from the current position to the goal? Here it matters that marketing acts not reactively, but purposefully and predictably. The solution lies in a combination of long-term approaches like content marketing and SEO together with short-term effective tools like Google Ads and Meta Ads – always in a considered sequence.

Marketing unfolds its effect not in isolation but in interplay with sales, product development and customer experience. Companies that consistently pursue "Marketing Excellence" – with a clear focus on end-users, ecosystems and agile processes – achieved measurably better results between 2000 and 2018. The difference lies less in the tools and more in precise orchestration.

Nordsteg uses these three questions consistently as the basis for the Marketing Master Plan or a roadmap. Only when you know where you stand, where you want to go and which steps are necessary can execution begin. This turns unsystematic marketing into a clear leadership task.

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Frameworks that help entrepreneurs make marketing decisions

The three core questions form the foundation of your thinking. But to make decisions that drive growth deliberately, you need clear and prioritised tools. This is where proven frameworks come in that sensibly connect strategic communication and execution.

Simon Sinek's Golden Circle

Simon Sinek's Golden Circle puts the question of why at the centre. Many companies start their communication with the what – the product or service – and then explain the how. Successful brands, by contrast, start with the why: their drive, their purpose. Only then follows the how and the what.

This approach is more relevant than ever. Since 2026 branding has become the top priority. At the same time customers expect more** transparency** and a stronger emotional connection. The Golden Circle helps you position your brand from the inside out and develop a communication strategy that clearly shows what your company stands for.

While the Golden Circle defines the strategic direction, Nordsteg offers a framework that plans execution precisely.

Nordsteg's master plan and roadmap

The Golden Circle sets the direction – but for** execution** a considered concept is needed. This is exactly where Nordsteg comes in: with a** Marketing Master Plan** or a** Marketing Roadmap**. Both approaches create clarity but differ in depth and time horizon.

• The master plan (EUR 1,490) delivers the strategic foundations: goal definition, buyer persona and four prioritised action steps.
• The roadmap (EUR 6,990) goes considerably further. In a two-day workshop, audience analysis, positioning, budget planning and a visualised execution sequence are worked out.

The principle is clear: strategy before execution. With this approach, as an entrepreneur you keep control – over priorities, budget and results.

Connecting marketing tools with business goals

Having looked at the strategic decision frameworks, it's time to take the next step: how can marketing tools like Google Ads deliberately contribute to achieving your business goals? Reality shows that Google Ads is only effective when deployed with clear goals. Many companies run ads without a considered strategy – a costly mistake. Budgets trickle away, clicks remain without effect, and customer acquisition becomes a game of chance. Only 3% of CMOs can currently demonstrate a marketing ROI above 50% of their budget. The reason? Marketing tools are often used in isolation and tactically, instead of being strategically embedded.

Google Ads decisions: a leadership task

The decisive question is not: "How do I run Google Ads?" But: "Which business goal is to be achieved with it?" Define precise goals like reducing bounce rate by 5% or generating 1,000 qualified leads.

An example: PepsiCo International Foods analysed in 2023 under CMO Mustafa Shamseldin that 60% of global eating occasions remained unused. Marketing and product strategy were then realigned. The result: 9% organic revenue growth in the first quarter of 2024. The message is clear: strategy comes before campaign.

Rely on the right metrics. Cost per action (CPA) shows cost per lead or sale, conversion rate (CVR) measures how convincing your offer is, and MROI reveals the profitability of your investments. Yet 64% of marketing decision-makers still do not make data-based decisions. As an entrepreneur you cannot afford this negligence.

Only whoever defines clear goals can integrate tools like Google Ads sensibly into a comprehensive growth programme.

Master Plan vs. Roadmap: the difference is in the detail

Implementing strategic goals consistently – that's achieved with the right tool. Nordsteg offers two approaches: the compact master plan and the deep roadmap.

• Master plan (EUR 1,490): this entry point delivers strategic foundations, a buyer persona and four prioritised action steps. Ideal when you need quick orientation and want to define first measures.
• Roadmap (EUR 6,990): in a two-day workshop you develop detailed audience analysis, precise positioning, well-founded budget planning and a visualised execution sequence. Perfect when you want to synchronise multiple channels or pursue larger growth goals.

With the Nordsteg master plan and roadmap, as a leader you keep control. Google Ads becomes a tool that supports your strategic goals – instead of becoming an uncontrolled cost trap.

Common leadership mistakes in marketing

Having looked at the strategic frameworks and decision tools, one central challenge remains: avoiding typical leadership mistakes in marketing. Besides a clear master plan, the right delegation is decisive for long-term success. Entrepreneurs often fail at a poor balance – they either delegate too much or too little. Studies show that only 30% of leaders believe they can delegate effectively. This imbalance, whether through micromanagement or total withdrawal, costs not only time and money but also team motivation. With that you jeopardise building and executing a strategic master plan.

Delegation vs. control: finding the right balance

A common mistake: tasks are delegated without defining a clear goal – such as increasing qualified leads. Instead the focus is put on the process, such as designing ad copy. But this often leads to frustration. Matthew Page-Hanify of DDI puts it concisely:

"Focus on delegating responsibility for the outcome rather than detailing the process for how the work should be done." – Matthew Page-Hanify, DDI

Equally problematic is passing tasks on without context. If the "why" is missing, the team works purely operationally without understanding the strategic context. One example: Google Ads are run, but nobody knows how this measure concretely contributes to revenue growth. Darren Reinke, founder of The Savage Leader, warns:

"Delegating shouldn't resemble playing a game of tag. The recipient shouldn't feel alone and solely responsible for the outcome." – Darren Reinke, Founder, The Savage Leader

Another common mistake: responsibility is only transferred to the best employees. This often leads to overloading the high performers and prevents less experienced team members from growing. Instead responsibility should be distributed deliberately – with clear support and defined decision-making authority.

A clear responsibility framework is the key to implementing Management by Objectives effectively.

Establishing Management by Objectives in marketing

An effective approach to solving delegation problems is Management by Objectives (MbO). Every marketing measure should be linked to a clearly defined, measurable business goal. Instead of controlling operational details, you rely on SMART goals and regular reviews. SMART goals help structure measures: specific, measurable, achievable, relevant and time-bound.

Example: instead of pursuing a vague goal like "more social media reach", define concrete metrics to reach. This way the team knows exactly what it is measured against – and you relieve yourself from controlling every individual step.

Brian Macreadie of Addleshaw Goddard captures the essence of this approach:

"Only the board and the executives can change everyone's priorities. I've never, ever met a CEO or a managing partner in a business that doesn't want to hear what the market is telling you." – Brian Macreadie, Addleshaw Goddard

Through weekly short updates on the most important KPIs and monthly strategy conversations, you keep control of direction without blocking the team in its work. The difference is that you steer the decisive points and don't drown in details. With a lean management system you stay strategically able to act without becoming the bottleneck yourself.

Delivering results through leadership-driven marketing

Marketing only unfolds its value when it is systematically measured and steered. Whoever understands marketing as a leadership task needs a system that makes results visible – not just activities. Without central measurability, companies invest blindly and lose the basis for well-founded decisions.

The key is a central data source that bundles all channels: Google Ads, organic reach, CRM and analytics. An example: Signal Theory Inc. reduced reporting time through automated data pipelines from four hours to just 30 minutes. With this efficiency a single analyst could serve significantly more customers. Such central data capture makes it possible to convert marketing activities into concrete business results.

Marketing must prove itself in metrics like revenue, customer value and ROI – it must speak the language of finance. Beate Rosenthal of Roland Berger sums it up:

"In a world of constant change, CMOs should be striving for greater influence and represent the voice of the customer where decisions are made." – Beate Rosenthal, Roland Berger

The same applies to entrepreneurs: whoever doesn't understand marketing as a growth instrument will never be able to use it strategically.

Sustainable growth emerges from structured collaboration between management and marketing. Companies that rely on "Marketing Excellence" – creating ecosystems, putting the end user centre stage and staying agile – achieved returns of 1,313% between 2000 and 2018. By comparison: firms with conventional market orientation reached only 744%. The difference lies not in the budget, but in the leadership of marketing: clear goals, shared KPIs and regular alignment between sales, finance and marketing.

This strategic approach ensures every measure pays into a measurable business goal. This creates not only activity, but predictable results. With a clear master plan or roadmap, you keep control of priorities, budgets and growth.

Conclusion

Marketing is and remains a leadership task. Entrepreneurs who do not actively contribute risk losing control over growth, market position and profitability. The facts speak for themselves: strategically steered marketing delivers measurably better results.

Without clear leadership, marketing is quickly reduced to mere sales support. Beate Rosenthal of Roland Berger puts it aptly:

"In a world of constant change, CMOs should be striving for greater influence and represent the voice of the customer where decisions are made." – Beate Rosenthal, Roland Berger

The same applies to you as an entrepreneur: as long as marketing is not understood as a strategic tool, its potential remains unused. The key lies in a thoughtful concept that sets the right course from the start.

The first step: a clear master plan that defines priorities before money is invested. Only then come measures like Google Ads, SEO or funnels. This way you avoid expensive failed attempts and create the basis for predictable success.

Sustainable growth emerges from leadership – not mere activity. If you take marketing as your task, you create a solid basis for long-term and measurable success. A strategic alignment in marketing strengthens not only your growth, but the entire company.

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