ThinkCap Advisors

Content In the AI Era

The difference between content that gets read — and content that gets ignored — comes down to one thing: who's driving. When a real expert with real experience is in the driver's seat, AI becomes a powerful co-pilot. When AI is driving solo from a one-line prompt, you get noise. 

AI Powered Marketing Blueprint

It's not just "use ChatGPT for your blogs." It's a connected system — original content that ranks on SEO and gets cited in AI answers, multi-format distribution that builds your brand, and smart outreach automation that fills your pipeline.

This blueprint shows exactly how a fractional CMO puts it all together. Take a look

Looking for fractional CMOs to power your AI centric marketing system? 

In a world where artificial intelligence is reshaping every corner of marketing — from how content is created to how outreach is automated — businesses face a paradox.

More tools are available than ever before, yet fewer organisations know how to use them in a way that actually builds brands and drives revenue. This is precisely where fractional CMO services have become not just useful, but essential.

A fractional chief marketing officer brings something no software platform can replicate: the strategic clarity to know which tools to use, how to use them authentically, and why the foundational principles of good marketing remain as relevant today as they were before the first AI model was trained.

At ThinkCap Advisors, this is the philosophy at the heart of every fractional CMO engagement.

The AI Marketing Boom — and the Trap It Lays

There is no shortage of excitement around AI in marketing. Tools can now generate blog posts in seconds, automate email sequences, produce social media captions, and spin up ad copy at scale. Businesses, understandably, are rushing to adopt them.

But speed without strategy is a liability. When every competitor starts publishing AI-generated content that sounds the same — generic, keyword-stuffed, experience-free — the audience notices. Worse, so does Google.

In its latest guidance on optimising for generative AI features in Search, Google makes an unambiguous statement: the best practices for SEO continue to be relevant because generative AI features on Google Search are rooted in core search ranking and quality systems. In other words, the rules have not changed. The game has simply become harder to win without genuine expertise.

Foundational SEO Is Still the Foundation — Full Stop

One of the most important messages in Google's updated AI optimisation guide is what it pushes back against. It explicitly warns against tactics like "chunking" content for AI systems, creating LLMS.txt files, and rewriting content purely to game AI responses.

Google's stance is clear: continue prioritising foundational SEO best practices, such as building a clear technical structure and creating unique, valuable content — these are the foundation for visibility in generative AI search experiences and Google Search overall.

Read More: https://developers.google.com/search/docs/fundamentals/ai-optimization-guide

What does "unique and valuable" actually mean? Google draws an important distinction. Commodity content — something like "7 Tips for First-Time Homebuyers" — is based on common knowledge that could originate from anyone and adds little unique insight, whereas non-commodity content provides unique expert or experienced takes that go beyond common knowledge and the ordinary.

This is a direct signal to businesses: if your content could have been written by anyone — or by any AI model given a one-line prompt — it will not stand out. Not to your audience, and not to search engines.

A fractional CMO with deep domain experience understands this instinctively. They bring the industry context, the practitioner's perspective, and the editorial judgement to ensure that every piece of content carries a point of view that cannot be replicated by a prompt.

Content Originality: The Human-AI Partnership Done Right

The most effective approach to AI-powered content creation is not to replace human expertise with a prompt — it is to amplify human expertise with AI assistance. Here is the model a seasoned fractional chief marketing officer advocates:

Start with substance, not shortcuts. A subject matter expert — a practitioner who has worked in the domain — drafts the core insight, the real-world experience, the nuanced perspective. This is the raw material that makes content genuinely valuable.

Use AI to polish, not to create. AI tools are extraordinarily effective at refining structure, improving readability, checking grammar, and optimising tone. When fed quality input, they produce quality output. When fed a one-line prompt, they produce generic filler.

Layer in supporting formats — this is where AI truly multiplies output. A single well-crafted piece of written content can now power an entire content ecosystem. AI tools can transform that original article into:

Infographics that visualise key data points for social sharing

Short-form videos optimised for LinkedIn, Instagram Reels, or YouTube Shorts

Video scripts and voice-overs for explainer content or thought leadership series

Email sequences that nurture leads through the sales funnel

This is the content generation engine that a skilled fractional CMO designs and manages — one that combines original human insight with AI-powered execution to produce volume without sacrificing quality.

Google's own guidance reinforces this: adding high-quality images and video creates more opportunities for a website to appear in generative AI search results beyond standard web page links. Multi-format content is not just a best practice for audience engagement — it is increasingly a visibility strategy.

Cross-Industry Experience: The Fractional CMO's Greatest Asset

Here is an honest truth about marketing strategy: deep domain knowledge within a single industry creates blind spots. A marketing director who has spent fifteen years in financial services may be excellent at compliance-aware content — but may have never seen the content velocity strategies that transformed a SaaS brand, or the community-led growth model that scaled a healthcare startup.

A fractional CMO breaks this limitation by design. Their career spans industries. They have seen what works in B2B technology, what converts in professional services, what builds trust in healthcare, and what drives loyalty in consumer brands. They bring this cross-pollination of strategy into every engagement.

Fractional CMOs does not arrive with a template. They arrive with a toolkit shaped by genuine breadth of experience, applied to the specific context of your business.

Staying Current: Why Continuous Learning Is Non-Negotiable

The AI marketing landscape is not just evolving — it is accelerating. Google's AI Overviews, AI Mode in Search, generative engine optimisation, agentic browsing — these are not future concepts. They are live features shaping how audiences discover content right now.

Google itself advises staying informed about emerging technologies that allow AI agents to interact with your site, such as browser agents and new protocols, as part of a forward-looking SEO strategy.

A fractional CMO earns their relevance by staying on top of these developments — not just reading about them, but understanding their practical marketing implications. When Google updates its guidance on AI search optimisation.

This continuous learning posture is what separates a truly effective fractional CMO engagement from hiring a generalist or relying on an agency running on last year's playbook.

AI-Powered Marketing Automation

Content is only one dimension of the AI marketing advantage. The other is marketing and sales automation — and here too, the fractional CMO's role is to architect the right stack, not simply to adopt every new tool.

One powerful example is the integration of Apollo.ai — one of the leading platforms for B2B sales outreach and lead intelligence — with AI models like Claude by Anthropic. This integration allows teams to:

Personalise outreach sequences at scale using AI-generated messaging informed by prospect data

Analyse prospect profiles and automatically draft tailored connection messages

Enrich CRM data with AI-summarised insights about target accounts

Generate follow-up sequences that adapt based on prospect behaviour

The result is a marketing outreach engine that operates with the personalisation of a human-crafted message and the scale of automation. For mid-market businesses that cannot afford a full-time team of SDRs and copywriters, this is a transformational capability.

A fractional chief marketing officer who keeps pace with martech developments knows which integrations deliver real ROI and which are expensive novelties. They configure these tools with strategic intent — ensuring that automation serves genuine relationship-building, not just inbox flooding.

Powering SEO, GEO, Brand Awareness, and Lead Generation — Together

The most sophisticated marketing strategies in the AI era do not treat SEO, GEO, brand building, and lead generation as separate work streams. A fractional CMO sees them as an integrated system:

Original, expert-driven content earns search visibility (SEO) and citation in AI-generated answers (GEO)

Multi-format distribution — video, infographic, audio — builds brand recognition across platforms

AI-assisted outreach converts brand awareness into qualified leads

Marketing automation nurtures those leads through the funnel with relevant, personalised touch points

Conclusion

Artificial intelligence has not made great marketing easier — it has made mediocre marketing more obvious. The businesses that will win in this landscape are those that combine the timeless principles of content originality, audience value, and authentic expertise with the amplifying power of AI tools deployed strategically.

A fractional CMO is uniquely positioned to deliver exactly this: the strategic depth of a seasoned chief marketing officer, the cross-industry perspective that sees patterns others miss, and the continuous learning posture to stay ahead of a fast-moving landscape.

ThinkCap Advisors offers fractional CMO services designed for the AI era — grounded in fundamentals, powered by the best available tools, and driven by a genuine commitment to marketing that works.

Article Written By: Rahul Iyer | Lead Marketing Consultant (fractional CMO)

FAQs

What exactly is a fractional CMO, and how is it different from hiring a full-time marketing director?

A fractional chief marketing officer provides senior-level marketing leadership on a part-time or project basis, giving businesses access to CMO-calibre expertise without the cost of a full-time executive. Unlike a full-time hire, a fractional CMO typically brings experience across multiple industries and business models, which means they arrive with a broader strategic perspective and a more diverse toolkit.

Do basic SEO principles still matter now that AI is changing how search works?

Absolutely — and Google has said so explicitly. Generative AI features in Google Search, including AI Overviews and AI Mode, are built on top of the same core ranking systems that have always governed search. Content that is original, expert-driven, well-structured, and genuinely helpful to readers continues to perform well. What has changed is that low-quality, generic content is even less effective than before.

How should businesses be using AI in their content creation process?

The most effective approach is to use AI as a refinement and amplification tool, not as a replacement for human expertise. Domain experts and practitioners should supply the core insights, real-world experience, and unique perspective. AI tools can then polish the writing, reformat content for different channels, generate supporting visuals, and assist with distribution. This approach produces content that is both scalable and genuinely valuable to readers.

What role does a fractional CMO play in marketing automation and AI tool adoption?

A fractional CMO brings the strategic judgement to identify which automation tools and AI integrations will deliver genuine business value — and which are expensive distractions. From configuring AI-powered outreach platforms to building content workflows that leverage generative AI, a fractional CMO ensures that technology serves the marketing strategy, not the other way around.

How does ThinkCap Advisors approach fractional CMO engagements for businesses at different stages?

If you have spent any time researching CRM software lately, you already know the experience: dozens of tabs open, conflicting reviews, vendor websites that make every platform sound like the answer to all your problems, and a lingering sense that you're still not sure which system is actually right for your business.

This article is different. We've done the legwork — pulling together insights from leading IT & CRM publications and our own CRM consulting experience to give you a compiled view of the top CRM platforms in 2026.

And at the end, we will share something that most CRM comparison articles skip entirely: why the platform you pick matters far less than how you implement it.

What Is CRM Software — And Why Does It Matter More Than Ever?

Customer Relationship Management (CRM) software is the central nervous system of modern sales, marketing, and service operations. It captures every interaction with a prospect or customer, keeps that history accessible to your whole team, and helps you move deals forward with more intelligence and less guesswork.

The numbers tell you everything you need to know about how fast this space is growing. The global CRM market has already reached $112 billion in 2025 and is on a trajectory to hit $262 billion by 2032. Businesses are taking notice because the ROI is hard to argue with — on average, companies earn $8.71 for every $1 they invest in CRM.

CRM use can also boost lead conversions by up to 300% and reduce sales cycle time by 8 to 14%. (https://www.kixie.com/sales-blog/crm-statistics-and-market-insights-for-2025/)

With AI now woven into virtually every major platform, CRM is no longer just about storing contact data. It's about predicting which deals will close, automating the repetitive work that burns out your sales team, and creating customer experiences that keep people coming back. Gartner has noted that 80% of companies expect to compete primarily on customer experience — and CRM is the technology that makes that competition possible.

The CRM Market in 2026: Who's Leading and Who's Gaining Ground

Before we dive into individual platforms, it's worth understanding the overall market landscape, because it shapes what you can expect from each vendor in terms of maturity, ecosystem, and long-term support.

Salesforce remains the dominant force globally, holding approximately 21% of total market share with over 327,000 customers worldwide — a lead larger than its next four competitors combined. Microsoft Dynamics 365 holds around 5.2% market share and has seen revenue growth of 23% in recent quarters.

HubSpot has emerged as the fastest-growing major CRM vendor, with an estimated 4–6% global market share and a paying customer base of over 228,000 businesses. Zoho CRM, often underestimated, serves over 250,000 businesses worldwide, particularly strong in price-sensitive markets and among SMBs. (https://www.resonatehq.com/blog/hubspot-market-share)

The Top CRM Platforms of 2026

Salesforce For Enterprises

Best for: Enterprise organisations with complex sales processes and dedicated CRM/IT teams.

Salesforce is the platform that every other CRM gets compared against — and for good reason. It has the deepest sales automation capabilities on the market, the largest app ecosystem (AppExchange offers 7,000+ integrations), and the most mature AI capabilities through Einstein and the newer Agentforce suite. If your organisation has a dedicated sales operations team, multi-stakeholder deal cycles, and the budget to support a serious implementation, Salesforce is the benchmark.

What analysts say: Forbes Advisor consistently places Salesforce at the top for enterprise capability. TechTarget's comparison highlights Salesforce's unmatched depth in sales automation, lead scoring, forecasting, and CPQ functionality.

Pricing Sales Cloud (2026):

•         Starter Suite: $25/user/month

•         Pro Suite: $100/user/month

•         Enterprise: $175/user/month

•         Unlimited: $350/user/month

(https://www.salesforce.com/sales/pricing/)

Customer base: 150,000+ direct customers; approximately 327,000 when counting all Salesforce product deployments globally.

Working with Salesforce? ThinkCap Advisors provides expert Salesforce Implementation & Staff Augmentation to help your organisation get full value from the platform.

Microsoft Dynamics 365 — The Microsoft Ecosystem's Natural CRM

Best for: Enterprises already using Microsoft 365, Teams, Outlook, and Azure.

Microsoft Dynamics 365 Sales has matured significantly over the past few years and in 2026 it shines brightest when it's operating within an existing Microsoft environment. The native integration with Teams, Outlook, SharePoint, Power BI, and LinkedIn Sales Navigator creates a level of connectivity that no other CRM can replicate for Microsoft-heavy organisations. Copilot adds deal summaries, conversation intelligence, and predictive forecasting directly inside the tools your team already uses daily.

What analysts say: TechTarget places Dynamics 365 among its top 20 CRM platforms, noting particular strength in enterprise environments. TechRadar recognises Dynamics as the go-to choice for Microsoft-infrastructure organisations. Forbes Advisor gives it 4.2 stars, praising its depth while acknowledging a steeper implementation learning curve.

Pricing (2026):

•         Sales Professional: $65/user/month

•         Sales Enterprise: $105/user/month

•         Sales Premium: $150/user/month

Customer base: Over 400,000 organisations globally across its full suite of business applications.

ThinkCap Advisors offers end-to-end Microsoft Dynamics 365 Implementation & Staff Augmentation — from initial design to go-live and ongoing support.

Zoho CRM — The Value Champion

Best for: SMBs, mid-market companies and cost-conscious growing businesses that want enterprise features without enterprise budgets.

Zoho CRM is, frankly, one of the most underrated platforms in the market. At $14–$52/user/month, it delivers features that overlap significantly with platforms costing three to five times as much. The Professional tier at $23/user/month includes workflow automation, inventory management, scoring rules, and custom reports.

Zoho's AI assistant Zia provides lead scoring, email sentiment analysis, and anomaly detection. Beyond CRM, Zoho offers 45+ integrated business applications covering accounting, HR, project management, and more.

What analysts say: TechRadar highlights Zoho as a top pick for businesses that need robust functionality at an accessible price. TechTarget notes Zoho's strength in SMB markets and its broad ecosystem.

Pricing (2026):

•         Free: Up to 3 users

•         Standard: $14/user/month

•         Professional: $23/user/month

•         Enterprise: $40/user/month

•         Ultimate: $52/user/month

Customer base: 250,000+ businesses worldwide across 180+ countries.

ThinkCap Advisors specialises in Zoho CRM Implementation & Staff Augmentation, helping businesses configure, customise, and deploy Zoho to match their exact sales processes.

HubSpot CRM — The Marketing-First Platform

Best for: Marketing-driven organisations, inbound sales teams.

HubSpot offers a free edition. As you scale up, HubSpot's suite expands into a comprehensive platform covering marketing automation, service hub, operations, and content tools. It's the go-to platform for companies that think of sales and marketing as one connected motion.

HubSpot serves over 228,000 paying customers across 135+ countries, and its year-on-year revenue growth of 20–25% makes it the fastest-growing major CRM vendor in the market today.

Pricing (2026):

•         Free CRM: $0 (upto 2 users)

•         Starter: From $10/user/month

•         Professional: From $100/user/month

•         Enterprise: From $150/user/month (plus platform fees)

Customer base: 228,000+ paying customers across 135+ countries.

Pipedrive — The Sales Team's Favourite

Best for: Small sales teams that want a simple, visual pipeline tool without the complexity of a full CRM platform.

Pipedrive was built by salespeople for salespeople, and that DNA shows in every part of the product. The visual drag-and-drop pipeline is among the most intuitive in the market, and the activity-based selling methodology keeps reps focused on next actions rather than just deal stages.

Pricing (2026):

•         Essential: $14/user/month

•         Growth: $29/user/month

•         Premium: $49/user/month

•         Ultimate: $69/user/month

Freshsales — AI-Powered Sales for Growing Teams

Best for: SMB sales teams that want AI-driven insights at an accessible price point.

Freshsales (part of the Freshworks suite) stands out for its built-in AI-powered lead scoring, real-time email tracking, and deep WhatsApp integration — making it particularly well-suited to teams working across digital and messaging channels. The Freddy AI assistant brings predictive deal scoring and next-best-action recommendations even to lower pricing tiers.

Pricing (2026):

•         Growth: $9/user/month

•         Pro: $39/user/month

•         Enterprise: $59/user/month

https://www.freshworks.com/crm/pricing/

Choosing the Right CRM for Your Business Size

Small businesses: Freshsales, Zoho CRM can be the starting points. They provide solid automation and pipeline management without overwhelming small teams.

Mid-sized companies: Zoho, or Dynamics 365 can handle increasing complexity across multiple departments. The right choice often comes down to whether you're already in the Microsoft ecosystem or whether marketing automation is a key priority.

Enterprises: Salesforce or Microsoft Dynamics 365 are the serious contenders. They offer the depth, scalability, and enterprise-grade security that large global operations require — but both demand significant implementation investment and ongoing admin commitment.

The Part Most CRM Articles Don't Tell You: Implementation Is Everything

Here's the truth that gets buried in most CRM comparison articles: the platform you choose is rarely the reason CRM projects succeed or fail.

The industry-wide data on this is sobering. CRM failure rates — defined as implementations that don't deliver the expected business value — have historically hovered between 30% and 70%, depending on the study. The reasons are consistent across every industry and every platform: poor implementation planning, inadequate training, and low user adoption.

Think about it from your sales team's perspective. They have been managing their contacts in spreadsheets, email threads, or a previous system for years. Now you are asking them to change how they work, log every interaction, update deal stages, and trust a new system with their pipeline — all while hitting their quarterly targets.

Without a thoughtful implementation that addresses their specific workflows, answers their questions, and genuinely makes their job easier, the CRM becomes one more thing to avoid rather than the tool that transforms how they sell.

What separates successful CRM implementations from failed ones

Successful implementations start with a clear understanding of the business processes the CRM needs to support — not just a list of features to configure. They involve key stakeholders (especially the salespeople who will actually use the system) from day one.

They invest in training that's practical, not theoretical. They build internal champions who can answer questions and troubleshoot minor issues. And they measure adoption metrics — not just whether the system is running, but whether people are actually using it the way it was designed.

User adoption isn't a one-time event. It's an ongoing process. The organisations that get the best ROI from their CRM are the ones that treat the implementation as the beginning of a journey, not the end of a project.

The choice between Salesforce, Zoho, Dynamics, or HubSpot will shape your costs and your capabilities. But proper implementation and genuine user adoption will determine whether you see any return on that investment at all.

How ThinkCap Advisors Can Help

No matter which CRM you choose, working with an experienced CRM consulting partner dramatically increases your chances of success. ThinkCap Advisors works with businesses across industries to ensure their CRM investment delivers real, measurable results — from initial platform selection through configuration, data migration, training, and ongoing optimisation.

Our CRM consulting and implementation services include:

CRM Strategy & Consulting (thinkcapadvisors.com/crm-consulting) — Product agnostic platform selection, requirements definition, and implementation roadmap aligned to your sales and marketing goals.

Salesforce Implementation & Staff Augmentation (thinkcapadvisors.com/salesforce-implementation-staff-augmentation) — End-to-end design, configuration, data migration, and training for enterprise-grade Salesforce deployments.

Zoho CRM Implementation & Staff Augmentation (thinkcapadvisors.com/zoho-implementation-and-staff-augmentation) — Full Zoho deployment from initial setup and workflow automation to custom integrations and team onboarding.

Microsoft Dynamics 365 Implementation & Staff Augmentation

(thinkcapadvisors.com/microsoft-dynamics-365-implementation-and-staff-augmentation) — Dynamics 365 design and deployment including Power Platform integration and Copilot configuration.

The CRM you choose should work for your business — not the other way round. Reach out to ThinkCap Advisors to start a conversation about which platform fits your needs, and what a successful implementation looks like for your team.

FAQs

What is the best CRM software for small businesses in 2026?

Small businesses in 2026 can evaluate Freshsales and Zoho CRM. Freshsales starts at $9/user/month with built-in AI lead scoring, while Zoho CRM offers a free plan for up to 3 users and paid tiers from $14/user/month. Both provide automation, pipeline management, and AI features without overwhelming small teams or budgets. Companies can also evaluate open source CRMs like Suite & Vtiger.

How much does CRM software cost in 2026?

CRM software pricing in 2026 ranges widely by platform and business size. Entry-level plans start at $9–$14/user/month (Freshsales, Zoho CRM), mid-tier plans run $65–$105/user/month (Microsoft Dynamics 365), and enterprise plans reach $150–$350/user/month (Salesforce).

Which CRM integrates best with Microsoft 365 and Teams?

Microsoft Dynamics 365 Sales is the strongest CRM for Microsoft 365 environments. It natively integrates with Teams, Outlook, SharePoint, Power BI, and LinkedIn Sales Navigator, and includes Copilot AI for deal summaries and predictive forecasting inside tools your team already uses.

Why do CRM implementations fail, and how can I avoid it?

CRM implementations fail primarily due to poor planning, inadequate user training, and low adoption — not the platform itself. Industry failure rates range from 30% to 70%. To succeed: involve end users (especially sales reps) from day one, align the CRM configuration to real business workflows, invest in practical training, build internal champions, and track adoption metrics continuously. The platform choice is secondary to how it is implemented.

What is the market share of Salesforce vs HubSpot vs Microsoft Dynamics in 2026?

In 2026, Salesforce leads with approximately 21% global CRM market share and 327,000+ customers — more than its next four competitors combined. Microsoft Dynamics 365 holds around 5.2% share with 23% recent revenue growth. HubSpot holds an estimated 4–6% share with 228,000+ paying customers and 20–25% year-on-year revenue growth, making it the fastest-growing major CRM vendor. Zoho CRM serves 250,000+ businesses globally, particularly in SMB and price-sensitive markets.

Article written By CRM Consulting team | ThinkCap Advisors

Sources & Further Reading

  TechTarget: Compare the Top 20 CRM Software Option

  TechRadar: Best CRM for Startups 2026

Forbes Advisor: Best CRM Software

Disclamier: All links were working at the time the article was published

Under Section 135 of the Companies Act 2013, every qualifying company must spend at least 2% of its average net profits — computed over the three immediately preceding financial years — on CSR activities. 

The law is clear that this net profit is not the figure appearing on your profit and loss account. It is a distinct, adjusted number calculated under Section 198 of the Act, read with Rule 2(h) of the Companies (CSR Policy) Rules, 2014. 

Read the full article: https://www.thinkcapadvisors.com/post/net-profit-calculation-for-csr-why-section-198-is-not-the-same-as-your-p-l 

Common Mistakes In CSR Obligation Calculation

The errors highlighted by the infographic appear regularly in CSR obligation workings prepared without CA-level oversight. None of them are edge cases — each involves a straightforward misapplication of the statutory framework.

Under Section 135 of the Companies Act 2013, every qualifying company must spend at least 2% of its average net profits — computed over the three immediately preceding financial years — on CSR activities. The law is clear that this net profit is not the figure appearing on your profit and loss account. It is a distinct, adjusted number calculated under Section 198 of the Act, read with Rule 2(h) of the Companies (CSR Policy) Rules, 2014. Getting this calculation wrong — in either direction — has direct regulatory consequences.

Every year, finance teams and Company Secretaries across India sit down to calculate their company's CSR obligation for the coming financial year. And every year, a surprisingly large number of them use the wrong number as their starting point.

The instinct is understandable. The audited financial statements are readily available. The Profit Before Tax figure is prominent. It seems like the obvious place to begin. But Section 135 of the Companies Act 2013 does not ask for your PBT. It asks for your average net profits calculated in accordance with Section 198 of the Act — and these two numbers can be materially different.

This article explains what that difference is, why it exists, how the calculation should actually be done, and the mistakes that consistently appear in CSR obligation workings prepared without CA-level oversight.

The Legal Foundation: Section 135 Read with Section 198

Section 135(5) of the Companies Act 2013 requires the Board to ensure that the company spends, in every financial year, at least two per cent of its average net profits made during the three immediately preceding financial years on CSR activities pursuant to its CSR policy.

The Explanation to Section 135(5) is decisive: it states that for the purposes of this section, average net profit shall be calculated in accordance with the provisions of Section 198. This was made explicit by the Companies (Amendment) Act, 2017, which substituted the earlier explanation to remove any ambiguity.

Section 198 is titled 'Calculation of Profits' and it sets out a methodology that deliberately diverges from conventional accounting. Its purpose — originally designed for managerial remuneration — is to measure a company's genuine operational earnings by stripping out capital gains, certain notional items, and income tax. The same methodology now governs CSR obligation.

Rule 2(1)(h) — The Two Exclusions That Sit Above Section 198

Rule 2(1)(h) of the Companies (CSR Policy) Rules, 2014 adds two further exclusions on top of Section 198:

  (i)  Any profit arising from any overseas branch or branches of the company, whether operated as a separate company or otherwise.

  (ii) Any dividend received from other companies in India that are themselves required to comply with CSR provisions under Section 135.

The correct computation is therefore: Section 198 adjusted net profit, minus these two additional items under Rule 2(1)(h).

It is worth pausing on the purpose behind this design. The legislature's intent was that CSR should be funded from a company's domestic, operational earnings — not inflated by overseas windfalls, capital transactions, or inter-company dividend flows. Section 198, read with Rule 2(1)(h), implements that intent arithmetically.

How the Calculation Actually Works

Start with Profit Before Tax — Not Profit After Tax

One of the most frequently asked questions in CSR compliance circles is whether the starting point for the Section 198 computation should be Profit Before Tax or Profit After Tax.

The answer, confirmed by MCA FAQs and professional consensus, is Profit Before Tax.

Income tax is not a deductible item under Section 198. If you begin with Profit After Tax, you have already removed income tax from the figure, which then needs to be added back in the Section 198 computation. Starting with PBT avoids this step and reduces the risk of error.

Adjustments Required Under Section 198

Once PBT is established as the base, Section 198 requires a series of additions and deductions. The underlying logic is consistent: items that inflate profits beyond genuine operational performance are excluded; losses from operations that have already been captured in prior years are deducted to avoid double-counting.

Some of the adjustments covered under section 198 are as under:

The practical implication of the 'cannot deduct' category is particularly important: items that companies routinely charge to their P&L — such as capital losses on asset disposals — are not allowable deductions under Section 198. If they have already reduced PBT, they must be added back before arriving at the Section 198 profit.

Best Practices for Preparing the Calculation

The legal framework is clear, but the mechanics of preparing a defensible, auditable Section 198 computation require deliberate process choices. These are the practices that distinguish a well-prepared calculation from one that will not withstand scrutiny.

Maintain a Standalone Section 198 Working

The Section 198 computation should exist as a separate, documented working — not as a note appended to the CSR policy or buried in a Board presentation. It should show PBT as the opening figure, each adjustment line-item with the statutory basis for the adjustment, and the resulting Section 198 profit for each of the three years. This working becomes part of the company's CSR records and may be examined in the event of regulatory enquiry.

Compute Each Year Separately

Average net profit under Section 135 is the mean of the Section 198 profits for each of the three preceding financial years individually computed. This is not the same as applying the Section 198 adjustments to a three-year aggregate.

Companies that calculate a three-year aggregate PBT figure and then apply adjustments to the total are using an incorrect methodology — one that may also obscure the impact of loss years, which we return to below.

Handle New Companies Correctly

A company that has not yet completed three financial years uses the data available to it. If the company is in its third financial year, it uses the prior year’s only. If it is in its first financial year, no obligation arises for that year since there is no preceding financial year from which to compute the average.

This is straightforward in principle but frequently mishandled in practice when companies extrapolate hypothetical profits for missing years.

Apply Consistent Treatment Across All Three Years

Section 198 requires judgement on certain line items — particularly where items may or may not constitute 'capital' receipts or 'capital' losses in specific fact patterns. Whatever treatment is adopted must be applied consistently across all three years that form part of the calculation.

If a company determines that a particular item should be treated differently from prior years, that change in treatment must be applied retrospectively to all three years involved. The justification for any change in treatment should be documented.

This consistency requirement is not merely procedural tidiness. If a company adopts a more favourable treatment of a specific item in one year to reduce its obligation, while retaining a different treatment in the other two years, the resulting average is methodologically indefensible and cannot be sustained if reviewed.

Common Mistakes in CSR Net Profit Calculation

These errors appear regularly in CSR obligation workings prepared without CA-level oversight. None of them are edge cases — each involves a straightforward misapplication of the statutory framework.

Using PBT Directly as the Obligation Base

The most widespread error is calculating the CSR obligation by taking the average PBT of the three preceding years and applying 2% to that figure — without making any of the adjustments required under Section 198.

This is not a minor shortcut. For companies with significant capital payments/receipts, large government subsidies or a new accounting transaction in a particular year, the unadjusted PBT figure may be materially different from the Section 198 profit. The resulting obligation— are calculated on the Section 198 figure, not on PBT.

Omitting the Rule 2(h) Exclusions

Section 198 and Rule 2(h) are two distinct sources of adjustment, and both must be applied. Companies that correctly perform the Section 198 computation but fail to then exclude overseas branch profits and dividends from Indian CSR-obligated companies are stopping the calculation one step short. For companies with significant overseas operations or holding company structures, this omission can be material.

Not Adding Back CSR Expenditure Itself

If a company charges its current year CSR expenditure to the profit and loss account — which reduces PBT — that amount has already reduced the starting figure for the Section 198 computation. Since CSR expenditure is not an allowable deduction the question of whether to add it back requires careful analysis. Companies that do not address this create an inconsistency in their calculation.

Using Consolidated Figures

The CSR obligation under Section 135 is determined and discharged at the standalone company level. A holding company calculates its obligation on its own standalone profits. A subsidiary calculates its obligation on its own standalone profits. The group consolidated financial statements are irrelevant for this purpose.

Companies — particularly those where the holding company's standalone profits differ significantly from the consolidated picture — sometimes use consolidated numbers for convenience. This is incorrect and may result in a systematically overstated or understated obligation.

Excluding the Loss Year

When one of the three preceding years results in a loss under the Section 198 computation, some companies simply exclude it from the average on the grounds that a 'negative contribution' does not feel meaningful. This is the opposite of what the law requires — and, notably, it may actually work against the company's interests.

A loss year, when included in the three-year average, reduces the average net profit and therefore reduces the CSR obligation. Excluding it inflates the average. The loss year must be included in the computation.

The Role of a CSR Consulting Firm in Net Profit Calculation

CSR consulting services firms are typically engaged to manage the full lifecycle of a company's CSR programme — from policy drafting and implementing agency selection through to monitoring and year-end reporting.

Within that broader scope, the obligation calculation under Section 198 represents the foundational step on which everything else depends. An error here does not just affect a number on paper; it determines whether a company is underspending (and therefore in violation of Section 135) or overspending (and therefore leaving value on the table).

For ThinkCap Advisors, this calculation is not outsourced to a generalist. It is performed by Chartered Accountants who work within the same team that advises on NGO due diligence, impact assessment, and CSR programme design.

This integration matters for one straightforward reason: the Section 198 profit, once correctly determined, directly shapes the size of the CSR programme that needs to be designed, monitored, and reported on. An accurate opening number leads to accurate planning.

What CA-Led CSR Consulting Firms Do Differently

A qualified CSR consulting firm with CA expertise approaches the Section 198 computation as an audit-quality exercise, not as a financial planning estimate. In practice, that means the following:

Preparing a line-by-line Section 198 working for each of the three preceding years, with statutory references for each adjustment, held as part of the client's permanent CSR records.

Reviewing the company's P&L for items that require careful classification — distinguishing operational from capital gains, identifying government subsidies, set off past losses— before any adjustment is made.

Applying the Rule 2(1)(h) exclusions as a separate step after the Section 198 profit is established, with particular care for companies with overseas branches or holding company relationships involving other CSR-obligated entities.

Examining how CSR expenditure itself has been treated in the P&L and whether it needs to be added back to PBT before beginning the Section 198 computation.

Confirming that the calculation is done on a standalone basis and flagging immediately if the client's finance team has been working from consolidated numbers.

Including loss years in the three-year matrix explicitly, documenting the resulting reduction in average profit, and noting this in the CSR obligation working as a favourable outcome for the client.

Maintaining consistency in the treatment of judgement items across all three years and documenting the basis for any change in treatment.

The consequence of getting this calculation wrong goes beyond the arithmetic. Under Section 135(7), a company that fails to spend its mandatory obligation — in full and in the prescribed manner — faces penalties that can extend to twice the unspent amount plus an additional fine.

Directors are personally accountable for compliance. A CSR obligation that has been understated through a flawed calculation does not provide any protection from these consequences. Regulatory scrutiny of CSR filings has increased since the 2021 amendments, and obligation calculations that cannot be substantiated under examination present a material compliance risk.

The obligation calculation is also, in a practical sense, the single number that determines whether the company's CSR programme is appropriately sized. A company that has underestimated its obligation may find itself with insufficient programme commitments in the final quarter of the year, scrambling to identify eligible spend. A company that has overestimated it will have committed to a programme larger than its statutory minimum requires.

How ThinkCap Advisors Approaches CSR Obligation Calculation

As part of ThinkCap Advisors' CSR consulting services, we calculate CSR obligations under Section 198 for mid-to-large corporates across multiple business lines

Best Practices For Calculation of Net Profit For CSR Spending

The practices highlighted by the infographic distinguishes a well-prepared net profit calculation from one that will not withstand scrutiny.

Looking for CSR consultants for accurate quantification of CSR obligation (net profit)? 

Prevent CRM Implementations Failure with a Fractional CMO 

A fractional CMO who is building your go-to-market plan is the same leadership voice shaping your CRM selection criteria, defining your pipeline configuration, specifying your integrations, and driving adoption across your marketing and sales teams. 

There is no hand-off. There is no gap. There is just a CRM that works. The video above explains it aptly. 

Our Fractional CMOs work with companies across India, USA and global markets. Visit https://www.thinkcapadvisors.com/fractional-cmo-services 

A fractional CMO who is building your go-to-market plan is the same leadership voice shaping your CRM selection criteria, defining your pipeline configuration, specifying your integrations, and driving adoption across your marketing and sales teams. There is no handoff. There is no gap. There is just a CRM that works. The following infographic explains it aptly. 

Need a fractional CMO to help you in selecting the right CRM?

Visit: https://www.thinkcapadvisors.com/fractional-cmo-services 

Looking for a CRM consulting firm to assist in CRM selection and implementation?

There is a conversation that happens in boardrooms and sales floors far too often. A company invests significantly in a CRM system — months of evaluation, a substantial implementation budget, a roll-out plan — and yet, six months later, the sales team is still working on spreadsheets.

The marketing team has no idea how their campaigns are performing downstream, and leadership is questioning whether the whole thing was worth it. The technology is rarely the problem. The gap almost always comes down to alignment — or the absence of it.

When a CRM is implemented without the active involvement of the people who will use it most — the result is a system that reflects someone's idea of how the business works, rather than how it actually works.

Campaigns run by the marketing team generate leads from a dozen of different sources, but the CRM only tracks three. The sales team follows a specific process for different customer types, but the pipeline looks the same.  No one trusts the data. No one uses the tool.

This is not a technology problem. It is a go-to-market alignment problem.

The Root Cause: End Users Are Left Out of the Implementation Conversation

CRM implementations are typically driven by IT, operations, or a senior leadership mandate. The CRM consulting firm comes in, maps out a process, configures the system, runs training sessions, and hands it over.

What is often missing is a strategic voice from the people who run marketing and sales — someone who understands both the commercial strategy and the operational reality, of how leads are generated and how deals are closed.

Marketing teams run campaigns across multiple channels — digital, events, PR, partner programs, WhatsApp, SMS. Each of these generates leads, with different characteristics and conversion behaviours. If those lead sources are not correctly defined in the CRM from the outset, you lose the ability to measure which campaigns are actually working.

You lose attribution. You lose the ability to make informed decisions about where to invest your marketing budget.

Sales teams, meanwhile, do not sell in a straight line. A company selling financial accounting software will approach a retail business very differently from the way it approaches a manufacturing company, evaluating the same product as part of a larger ERP investment.

The sales stages are different. The decision-making process is different. The gestation period — the time from first contact to closed deal — can vary by weeks or months depending on the customer type.

If the CRM treats every opportunity the same regardless of the product or the customer segment, it creates a fundamental disconnect between the tool and the reality on the ground.

Pipeline reporting becomes unreliable & sales managers lose confidence in forecasts. The system starts to feel like an administrative burden rather than a business asset.

Where the Fractional CMO Changes the Equation

A Fractional CMO is not just a marketing strategist. In a growing business, the fractional CMO is typically the architect of the go-to-market plan — the person who understands the ICP, the product portfolio, the sales cycle, the channel mix, and the competitive positioning.

That makes them uniquely qualified to bridge the gap between a CRM consulting firm's technical expertise and the commercial reality of the business. Here is what that looks like in practice.

Defining lead sources that actually reflect how the business generates demand

A fractional CMO and their team run marketing programs across a wide range of channels — organic search, paid media, social, events, PR, email, and partner co-marketing programs.

They know exactly where leads come from because they are the ones generating them. When a CRM is being configured, that knowledge is invaluable.

Rather than the CRM ending up with a generic drop-down of lead sources that no one maintains, the fractional CMO can provide with precise set of lead sources — including campaigns run jointly with channel partners, resellers, or co-marketing alliances. This input, given at the right stage of implementation, ensures that the CRM is set up to capture lead attribution accurately from day one.

Configuring pipelines that reflect the real sales process for different customer types and products

One of the most common and costly CRM configuration mistakes is a single, generic pipeline applied across all products and all customer segments. In reality, most businesses of even moderate complexity sell differently depending on what they are selling, and who they are selling to.

A fractional CMO who has built the GTM strategy knows the ICP for each product line. They know that the retail buyer for an accounting software solution has a shorter evaluation cycle and fewer stakeholders, than the manufacturing company evaluating the same platform as an ERP.

This knowledge needs to be translated into CRM configuration — separate pipeline stages, different probability weightings, different expected gestation periods — so that the data the system produces is useful for decision-making.

Specifying the features and integrations that marketing actually needs

A fractional CMO is in the best position to define the functional requirements that the marketing team needs from a CRM — and these requirements have a direct bearing on which CRM platform is selected.

Does the business run structured campaigns that need to be tracked end to end?

Does the sales team communicate with prospects over WhatsApp or SMS?

Is there a telephony system that needs to be integrated so that calls are logged automatically?

Are there specific reports that the marketing team needs to measure campaign effectiveness or lead-to-opportunity conversion, or the contribution of different channels to closed revenue?

These are not after-thoughts. They are selection criteria.

A CRM that cannot support WhatsApp integration for a business where prospect or customers communicate on WhatsApp, is simply the wrong CRM. Regardless of its other features.

The fractional CMO is the right person to articulate these requirements to the CRM consulting firm before a platform decision is made — not after.

Owning CRM adoption as an extension of GTM leadership

Perhaps the most underappreciated role the fractional CMO can play is in driving CRM adoption after implementation. CRM adoption is not a training problem. It is a leadership and incentive problem.

When the head of marketing is actively using the CRM to track campaign performance and holds the team accountable for keeping lead data clean and up to date, adoption follows.

When the fractional CMO is pulling pipeline reports from the CRM and using them in leadership conversations, the sales team quickly understands that the system is not optional.

In many ways, the fractional CMO is the ideal CRM manager — not in an administrative sense, but in the strategic sense of ensuring the system remains aligned with the evolving go-to-market strategy as the business grows and changes.

The Case for an Integrated Approach

The traditional model — hire a CRM consulting firm to implement the technology, hire a marketing leader to run campaigns. This creates the very gap that causes CRM implementations to fail.

The consulting firm does not have visibility into the marketing strategy. The marketing leader is not involved in CRM implementation. The two workstreams run in parallel, and the business ends up with a CRM that reflects a process the marketing and sales teams do not recognize.

The smarter approach is to treat CRM implementation and go-to-market strategy as a single, connected work-stream — with the fractional CMO serving as the bridge between commercial strategy and CRM configuration.

This means involving the fractional CMO in the CRM selection process, ensuring that their input shapes the brief that the CRM consulting firm works from. When this alignment exists, the CRM stops being a system that the business is trying to fit into, and starts being a system that fits the business.

ThinkCap Advisors: Built for This Exact Problem

Most businesses have to coordinate between a marketing consultant and a CRM consulting services firm and hope they talk to each other. ThinkCap Advisors is built differently. As a firm that provides both fractional CMO services and CRM consulting under one roof, ThinkCap brings the commercial strategy and the technical implementation into the same conversation from the start.

That means the fractional CMO who is building your go-to-market plan is the same leadership voice shaping your CRM selection criteria, defining your pipeline configuration, specifying your integrations, and driving adoption across your marketing and sales teams. There is no handoff. There is no gap. There is just a CRM that works.

Article Written By - Rahul Iyer, Lead Fractional CMO & CRM Conultant, ThinkCap Advisors

FAQs

What is the connection between a CRM strategy and a go-to-market plan? 

A go-to-market plan defines how a company reaches its target customers — the channels, the messaging, the sales process, and the customer segments it is going after.

A CRM strategy defines how that commercial activity is tracked, managed, and measured inside a software system. When these two are aligned, the CRM becomes a genuine business intelligence tool. When they are not, the CRM becomes a system the teams work around rather than work with.

Why do CRM implementations fail even when the technology is good? 

The most common reason CRM implementations fail is that end users — particularly marketing and sales teams — are not involved in the implementation process. The system gets configured around a generic process rather than the specific way the business generates leads and closes deals. This creates a gap between the technology and the people using it, which leads to poor adoption and unreliable data.

How does a Fractional CMO help with CRM implementation?

A fractional CMO brings go-to-market knowledge directly into the CRM implementation process. They can define lead sources based on actual marketing campaigns, configure pipeline stages to reflect real sales processes across, specify integration requirements for channels like WhatsApp or SMS, and define the reports needed to measure marketing effectiveness. This input, provided early in the implementation, dramatically improves the quality of the CRM configuration.

Why do pipeline stages need to differ by customer segment or product? 

Different products sold to different customer types have different sales cycles, decision-making processes, and gestation periods. If the CRM applies the same pipeline stages to every opportunity regardless of the product or customer segment, the data it produces is misleading. Forecasts are unreliable, and sales managers lose confidence in the system. Configuring segment-specific pipelines ensures the CRM reflects how deals actually progress in the real world.

What CRM features should a Fractional CMO prioritise?

The features that matter most depend on the business, but a fractional CMO should typically evaluate campaign management capabilities, integration with communication channels such as WhatsApp, SMS, and telephony systems, lead source tracking, and reporting tools that measure marketing effectiveness and lead-to-revenue conversion.

Can a Fractional CMO manage CRM adoption? 

Yes — and in many ways a fractional CMO is better positioned to drive CRM adoption than a project manager or IT lead. Adoption follows leadership. When the most senior marketing voice in the business is actively using the CRM, pulling reports from it, and holding teams accountable for data quality, adoption becomes a cultural expectation rather than a technical challenge.

What makes ThinkCap Advisors different in CRM and marketing consulting? 

Fractional CMO Vs Marketing Agency

Most companies make the mistake of buying execution when they actually need strategy. Here’s the difference:

• Fractional CMO → owns strategy & revenue • Agency → executes campaigns The best setup? A Fractional CMO leading strategy, with agencies executing.

A marketing agency is a vendor. You brief them, they execute, they deliver outputs but they are not accountable for pipeline or drive revenue. 

Fractional CMOs are members of your leadership team. They own the marketing strategy, manage the marketing budget, and are accountable for marketing’s contribution to business growth. The following infographic explains the distinction. 

A fractional CMO is a part-time senior marketing executive who owns strategy, leads your internal team, and is accountable for business outcomes. A marketing agency is an external vendor that executes specific marketing functions (content, SEO, paid ads) under your direction.

For B2B SaaS and growth-stage companies, the core difference is ownership: a fractional CMO owns the marketing strategy and is measured on pipeline and revenue. An agency owns deliverables and is measured on outputs. Both have a role — but they solve different problems.

It is one of the most common questions founders and CEOs ask when they decide to invest seriously in marketing: should we hire a fractional CMO or engage a marketing agency?

The honest answer is that they are not direct alternatives. They solve fundamentally different problems. Understanding the distinction will save you from one of the most expensive mistakes in B2B marketing: buying execution when what you actually need strategy.

The Core Difference: Ownership vs. Delivery

A marketing agency is a vendor. You brief them, they execute, they deliver outputs. Good agencies deliver excellent outputs. But they are not accountable for whether those outputs build pipeline or drive revenue. That accountability sits with you.

Fractional CMO’s are members of your leadership team. They own the marketing strategy, manage the marketing budget, and are accountable for marketing’s contribution to business growth. They may direct agencies as part of their work. But the strategy layer — and the accountability for outcomes — belongs to them.

Most B2B SaaS companies that are frustrated with their marketing results are not under-executing but under-strategizing. The agency is doing exactly what they were briefed to do. The brief is wrong.

Where Agencies Excel

A good marketing agency brings three things a fractional CMO does not: a team, specialist depth, and scalable execution capacity.

• Specialist execution: The best agencies have specialists in specific channels — SEO, paid media, content, email. Their depth in a single channel is typically greater than any generalist leader could match.

• Production capacity: Agencies can produce volume. If you need 20 blog posts per month, a social media programme, and a campaign running across three channels simultaneously, an agency has the team to deliver it.

• Speed to launch: Agencies have existing processes, tools, and templates. For specific campaigns or channel builds, they can move faster than building in-house capability.

Companies often make the mistake of building a large internal marketing team, which we only recommend for extremely niche industries. As marketing consultants and Fractional CMO services provider, we believe a good agency can add great value and generate ROI.

The Trap - Assuming that agency execution replaces strategic leadership. It does not. Execution without strategy is activity without direction.  

Where Agencies Fall Short for B2B SaaS

Agencies are incentivized to deliver what they were hired to deliver.

• Output metrics vs. outcome metrics: Agencies report on deliverables (articles published, ads served, leads generated). Rarely do they own pipeline or revenue impact. If your CAC is rising and conversion is dropping, the agency will keep producing content.

• No skin in the strategy: Agencies execute briefs. If the brief is wrong — wrong ICP, wrong positioning, wrong channel mix — the agency will execute it anyway. The strategic error compounds.

• Percentage-of-spend models: Many agencies charge based on ad spend managed. This creates an incentive to increase media budgets even when the data does not support it, shifting financial risk onto the client.

• Senior access, junior delivery: A common complaint across B2B agencies: the senior person sells the engagement, the junior team delivers it. Strategic alignment erodes between pitch and execution.

Where a Fractional CMO Excels

A fractional CMO’s value is strategic clarity, leadership accountability, and cross-functional alignment — things no agency can provide.

• Strategy ownership: The fractional CMO defines the ICP, owns the positioning, sets the channel hierarchy, and builds the GTM framework.

• Revenue accountability: Unlike an agency, a fractional CMO is measured on pipeline, CAC, and revenue contribution. Their success is defined by business outcomes, not output volume.

• Cross-functional leadership: Marketing does not operate in isolation. A fractional CMO aligns marketing with sales, product, and customer success — eliminating the handoff friction that kills pipeline in B2B companies.

• Investor-ready reporting: For VC-backed companies, a fractional CMO builds the marketing metrics framework that investors actually want to see: pipeline coverage, CAC by channel, LTV:CAC ratio, and NDR contribution.

• Technology Automation: The fractional CMO leads CRM and marketing automation selection and implementation. Whether you are looking at Salesforce or Apollo, a fractional CMO has the skill and expertise to suggest, and get the right solution implemented.

The Decision Framework: Which Do You Need?

The simplest way to decide: are you missing strategy or execution?

The Best Model: Fractional CMO + Focused Agency

For most B2B SaaS companies between Seed and Series B, the optimal structure is a fractional CMO directing one or two focused agencies. The fractional CMO owns strategy, leads the internal team, and briefs the agencies. The agencies execute specific channels under strategic direction.

This model delivers the best of both: executive-level strategy without full-time cost, and specialist execution without strategic drift. ThinkCap Advisors frequently works this way — leading the marketing function while directing SEO agencies, content teams, and paid media specialists on behalf of the client.

What ThinkCap Advisors Delivers as Your Fractional CMO

ThinkCap Advisors provides fractional CMO services across India, the USA, the UAE, and the UK to B2B SaaS and growth-stage companies. Our engagements are built on a 90-day onboarding model.

We are not an agency. We are your senior marketing leadership — accountable for strategy, outcomes, and the marketing function as a whole. If execution partners are needed, we identify, brief, and manage them on your behalf. We also have credible agencies as part of our partner network.

Retainers are flexible, month-to-month, and structured for your growth stage. Book a 30-minute strategy call to discuss whether a fractional CMO is the right model for your business right now.

Frequently Asked Questions

Q: Can a fractional CMO replace our marketing agency entirely?

A: It depends on what the agency is doing. A fractional CMO can replace an agency that was providing strategic consulting. For specialist execution (SEO, paid media, content production), many companies retain focused agencies alongside their fractional CMO.

Q: What does a fractional CMO cost compared to an agency retainer?

A: Fractional CMO retainers typically run $3,000–8,000 per month. Full-service B2B agencies often charge $5,000–25,000 per month depending on scope. The fractional CMO provides strategy and leadership; the agency provides execution. They are not directly comparable on price alone.

Q: Our agency isn’t driving results. Is that an agency problem or a strategy problem?

A: Usually strategy. Agencies execute briefs. If results are poor, audit the brief first: is the ICP right, is the positioning clear, is the channel mix appropriate? These are strategy questions that a fractional CMO should own.

Q: How quickly can a fractional CMO improve our marketing results?

Based on experience with CSR impact assessments across various business sectors, these are the most frequently observed failures as depicted by the video.

The 6 Step CSR Impact Assessment Process

Internationally recognised frameworks — including ISO 26000 (Social Responsibility) and OECD evaluation standards — inform what a robust impact assessment should contain. In practice, a well-conducted impact assessment for a CSR project in India typically follows these six steps.

What Is CSR Impact Assessment?

This video explains what CSR impact assessment means in the Indian CSR context - who is legally required to undertake one.

Read the full article: https://www.thinkcapadvisors.com/post/impact-assessment-in-india-the-complete-guide-2026