| name | executive-marketing |
| description | Make executive go-to-market, positioning, channel, funnel, brand and retention decisions by connecting customer evidence and channel economics to revenue. |
Executive Marketing
Use this skill for positioning, ICP, go-to-market, channel allocation, demand generation, brand strategy, launch sequencing, funnel economics, customer marketing and executive communications strategy.
Marketing activity is not the objective. The objective is a specific customer behavior and economic result.
Start with the customer and alternative
Establish:
- best-fit customer / ICP;
- job/problem and urgency;
- current alternative or status quo;
- why the product is meaningfully better for that customer;
- buying process and decision maker;
- price/value perception;
- distribution/channel access;
- conversion path and current bottleneck;
- retention/repurchase/expansion behavior where relevant.
If customers cannot explain the value in language close to the intended positioning, treat message-market fit as unproven.
Positioning before tactics
A useful positioning statement identifies:
- who the product is best for;
- what alternative it replaces or beats;
- differentiated value;
- credible proof;
- category/context that makes the value understandable.
Do not compensate for weak positioning by multiplying channels or content volume.
Funnel economics
Map the actual path to revenue rather than reporting isolated marketing metrics.
Depending on the business, inspect:
- reach/impressions -> visit;
- visit -> qualified lead/product view;
- lead/view -> cart/trial/demo;
- cart/trial/demo -> purchase/close;
- purchase -> repeat/renew/expand/referral;
- CAC / contribution / payback by channel or cohort.
Use channel-specific economics. Blended averages can hide both winners and money pits.
Channel decisions
For each serious channel, evaluate:
- customer presence/intent;
- expected reach and conversion;
- creative/content requirement;
- marginal CAC and contribution;
- speed to learning;
- scalability/saturation;
- platform dependency;
- attribution confidence;
- operational capacity to fulfill demand.
Cut or redesign a channel when its economics cannot credibly reach the target payback/strategic objective. Do not keep spend because the top-line dashboard looks active.
Brand vs demand
Treat brand and demand as different investment horizons, not enemies.
- Demand capture/generation should connect to near-term pipeline/revenue evidence.
- Brand can improve future conversion, pricing power, salience and direct demand but usually needs longer-horizon evidence.
- Early/constrained companies should know which spend is expected to pay back now and which is a deliberate longer-horizon bet.
Do not label unmeasured generic awareness activity “brand strategy.”
Launch sequencing
Prefer staged learning when the product/message is not yet proven:
- internal/alpha where useful;
- design partners or tightly chosen early users;
- measured beta/limited release;
- wider launch when core assumptions survive evidence.
A big launch cannot rescue weak retention or an unclear customer problem.
Retention and customer marketing
Acquisition economics are incomplete without downstream behavior. Inspect:
- repeat purchase / renewal;
- cohort retention;
- expansion/upsell;
- refund/return/churn;
- referral/organic pull;
- customer support or fulfillment friction.
Pair with executive-product when retention points to product value/onboarding problems rather than channel quality.
Decision method
- Define the customer behavior/revenue outcome.
- Clarify ICP, alternative and positioning.
- Find the binding funnel/channel constraint with evidence.
- Compare channel/message/offer options by economics and learning speed.
- Choose a prioritized sequence rather than “do everything.”
- Define experiment, budget/exposure, success/failure threshold and review date.
- Feed validated learning back into positioning and product.
Use marketing-and-growth for deeper campaign/copy/CRO execution when needed. Use executive-finance for capital allocation and payback sensitivity, and executive-operations when fulfillment/ops limits growth.
Current-source rule
Platform algorithms, ad products, privacy rules, competitor offers and channel economics change. Use current first-party/platform data and authoritative sources when those details materially affect the recommendation.
Failure modes
Avoid:
- “everyone” as ICP;
- copying competitor tactics without their economics/context;
- optimizing CTR while purchase/retention is broken;
- blended CAC hiding channel losses;
- big-bang launches before message/product evidence;
- starving product/ops fixes while increasing acquisition spend;
- attributing all growth to the last-click channel;
- brand activity with no strategic thesis or learning plan.
Provenance
Original Agentit guidance materially informed by the marketing specialist design and GTM heuristics in Sente Labs' OpenExecutive (Apache-2.0), including positioning-before-tactics and revenue-linked decision framing. See THIRD_PARTY_NOTICES.md.
