Marketers who want to move at the speed of culture still need a reason for customers to show up and come back. Jesse Johnson, VP of marketing at Chili's Grill & Bar, explains why the casual dining chain got away from limited-time offers and built around a single value offer customers can count on. The "3 For Me" has run for nearly four years amid steady same-store sales growth.

Johnson says the approach lets marketers do more with less and spares restaurants constant change. He describes a rotation in which the value offer gets people in and the restaurant experience brings them back. That dependable baseline gave his team room for bigger creative swings, which he credits to pairing the offer with fixing the restaurant experience. Those are the "hard yards" Johnson says a lot of brands skip. His bar for a culture-led idea is whether it gets customers to come in and make their own content.

Johnson also explains why traffic is the measure he trusts over sales, how positive buzz among Gen Z tracked with the chain's sales peak and what he'd tell marketers who are tired of talking about value.

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An initial public offering (IPO) moves fast, and much of it is handled by bankers, lawyers and others who do it for a living. For Erika White, chief marketing officer at Navan, the risk for a CMO is getting so caught up in the checklist that marketing misses its chance to make the moment count. Having been through IPOs at Affirm and Navan, she uses the moment to set the company apart, treating it as a signal of staying power to enterprise customers, who buy on reputation.

White explains why she expects every marketer to know the business metrics in the company's S-1 filing and earnings reports, and why any marketing activity that can't be tied to one of them needs a conversation. She also discusses why a public company's marketing team needs both early employees who believed in the mission and people who have operated at scale, and why close partnership with the founder matters when positioning is effectively "on file forever."

Plus, how she defends experimentation once budgets face more scrutiny and her advice for CMOs heading toward an IPO: learn the company's story and love it, because they'll be telling it a lot.

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Companies facing a major technology shift don't need to be scared into it or buried in product specs, says Ada Agrait, SAP's global chief marketing officer. They need a partner that will see them through the transformation. And even when a sale runs through a buying committee, marketers are still selling to people. Agrait says SAP's own customers have moved past fear about AI and are asking which partners can help them transform, and she explains how that insight shaped SAP's recent campaigns with BBDO New York.

She also breaks down how SAP is adapting to AI-driven search. That includes answer engine optimization (AEO), generative engine optimization (GEO), Google AI Overviews and AI Mode, and a pilot of advertising in ChatGPT. For CMOs who feel out of their depth on AI, her advice starts with the data layer. Of roughly 100 AI pilots SAP's marketing team has run, about 40 have worked.

Agrait also explains why mid-size companies want enterprise-grade solutions and why SAP's 50-plus years of running finance, HR and supply chain processes is an asset rather than baggage. Drawing on 17 years at Microsoft, she shares how she brought a consumer marketing mindset to business-to-business marketing, including humor, clear value propositions and treating customers like humans.

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