Marketing that Matters #031
Macro trends won't save you, but they can help you grow (if you know how to use them).
Hey there.
I saw a LinkedIn post this week from a founder sharing that their industry was projected to grow at a 13.5% CAGR through 2032. Say no more (I said to myself). Next newsletter topic locked in.
I get the intent. Posts like that, and the reports they come from, are meant to show momentum and market potential. But CAGR is one of those numbers that sounds serious but rarely holds up. Most people don’t know what it stands for. Even fewer know how it’s calculated. And when you actually dig into the report behind the number, it’s almost always based on incomplete, outdated (and, frankly, useless) data.
It usually shows up to signal inevitability. “Look how big this market is going to be.” But the real question is what that has to do with your company.
Macro trends can be useful. They can help you earn media, sharpen your story, and explain why your company makes sense right now. But only if they support your narrative.
This week’s newsletter is about how to use macro trends to your advantage. And what to avoid if you want to sound like a company with a plan, not just a projection.
Let’s get to it.
Why macro trends matter
Used well, macro trends help build momentum around your story. They don’t replace product-market fit or actual traction, but they can:
Support earned media by connecting your company to something reporters are already interested in
Reinforce timing for investors, especially in early-stage fundraising
Help educate your audience when you're building something in a category that’s still being defined
But none of that works if you’re using trends as window dressing. This isn’t about attaching your company to whatever’s hot. It’s about understanding what forces are shaping the market and showing how you fit into them.
What not to do
Over-index on market size stats
Quoting industry value projections and CAGR figures doesn’t help your case unless the path between that number and your business is obvious. Most people include these stats because they’ve seen other decks do it (or investors have asked about it), not because they actually support the story.
Let the trend lead the narrative
Your product still needs to solve a specific problem for a specific customer. If your positioning relies too heavily on the existence of a macro trend, you likely don’t have positioning at all.
Use trends to compensate for a lack of clarity
Macro tailwinds can help push a good idea forward. But they won’t rescue a fuzzy value proposition or lack of a go-to-market plan.
A more useful approach
Here’s how to incorporate macro trends the right way. The goal is to support your story, not distract from it.
Choose trends that actually intersect with your business
Start with what’s real. Don’t reach for what’s buzzy. Focus on the shifts that make your business more relevant. Specific and niche always beats general and broad.
Track actual signals
Skip the white papers and fluff reports. Better sources include:
Google Trends and Google Alerts, focused on your customers’ world (set a lot of these up - you will find value from them)
Reddit, Twitter/X, other places for real behavior, not headlines. block time off because they are each and all cesspools and time sinks if not managed properly. 30 minutes every 1-2 weeks is more than enough.
Newsletters, both broad and industry specific (same as above: set aside a block of time every 1-2 weeks to at least skim through).
Use macro trends across your messaging stack
Deck: a clear “Why Now” slide with 3–4 macro forces that support your company
Comms: lead with the broader story, not your newest feature
Content: publish thoughtful takes on the trends you’re close to, not just updates on your product
The last two only work if you do them consistently. It might be the first pitch. It might be the 14th. Keep sharpening the message. Keep creating your own sense of urgency.
When the trends themselves are challenging
A lot of the most important macro trends right now aren’t feel-good growth stories. They’re structural challenges:
Tariffs and trade uncertainty
Aging populations and rising healthcare costs
Climate volatility and infrastructure risk
Budget cuts and regulatory hurdles in public sectors
If your company touches one of these, lean in. Don’t avoid the hard parts of the story, buyt try to be the one offering clarity.
Have experience with international shipping or trade policy? You can help explain what’s actually happening, and what it means for the companies caught in the middle. Built something for public health? That’s valuable perspective, especially for media who are trying to make sense of a messy system.
Earned media isn’t just about being loud. It’s about being useful. Especially when the conversation is full of noise.
Using trends to your advantage
If you’re early-stage and trying to build something that stands out, macro trends can help. But only if they’re used with intention.
Start by picking a few that actually support your business. Not the ones that sound good in a press release, but the ones that make your company more relevant right now.
Be specific. Show the connection between the trend and your product, your customer, or the shift you’re betting on.
Lead with perspective, not spin. Offer clarity. That’s what investors, media, and customers are looking for.
The companies that grow the fastest are usually the ones who know how to anchor to a moment and make it matter.
Yours in marketing,
Jeff