2. Your Silo is a Barrier to the C-Suite.
Customer Marketing is typically subordinated to a major silo (typically, Marketing), and perhaps further subordinated to a division like LeadGen.
In most cases, CM is just one of several initiatives contributing to the silo objective, so it’s difficult for you to establish the impact that CM is having even on the silo objective—as opposed to objectives your C-suite actually cares about. Even then, CM leaders have to revert to watered-down impacts on the silo metric with qualifiers like “influenced” or “contributed” to!
Further, the silo itself tends to dilute your customers' power to impact growth, producing things like “happy talk" use cases or over-produced videos (customers prefer authentic and transparent).
In other words, your customers are deployed to just influence silo objectives. That’s a huge barrier. And a waste of our best customers.
They should be deployed to outright meet and even crush C-level growth objectives.