For instance, marketing leaders provide the details of future market requirements to engineering and R&D – by this helping them develop better products. Correspondingly, marketing works alongside sales to locate opportunities. They suggest suitable channels for products; they research the behavior of present and potential corporate customers, both as buyers and influencers; and they participate in the innovation process for new services and products. Marketers can be tactical leaders. They can lead product innovation, new business development, positioning, channel plan, pricing, and communications - not merely providing services to the company’s strategists, but also helping to design and shape that strategy in a better customer centric way.

Marketing leader should take ownership of new tools and processes needed to enhance efficiency.
For instance, at British Telecom, marketing drives the IT in finding new tools or processes to improve customer interactions via web/Internet. The existing sales tools are constantly reviewed and means to improve competence are discovered. In today’s customer centric view of commerce, marketing has to driver all the tools and technologies - with which the business interacts with the client.

To provide growth, marketing leaders should:
Identify their contributions to income growth. It means they must be able to quantify definite revenue growth % that happened due to marketing activities.
For instance, the advertisement campaign in Q1 & Q2 resulted in 8% increase in income. If marketing leader can estimate their contribution to profits growth, then he/she can define the Return on Investments (ROI). Capability to define a ROI for marketing activities will help marketing achieve additional authority in taking business decisions.

Nowadays in conditions that paced economy, growth in income and profits are the most essential factors which determines the success of a business. Other metrics are significant - but they do not measure the success of the business on an yearly basis.
Coming from silicon valley where the confidence is unlimited opportunities but constrained resources, the only marketing metric that is of importance is growth. To achieve this growth, functions of the marketing department should stretch beyond the traditional objectives of marketing. This starts by marketing taking ownership of the organization’s key growth-support functions - though they are precisely not marketing functions.

Nowadays, consumers have developed confrontation to advertisements; the competition for customers intensifying; the growth of lots of companies and industries; especially in consumer products are slowing down; line extensions proliferating without an obvious benefit to brands; and the price of advertising being perceived as increasingly burdensome; the straight ways of organizing marketing departments seemed increasingly out of sync with company needs. For instance, McDonalds has been one of the most well recognized brands nowadays, yet in 2005 the company faced problems.