If you're one of the 26% of small business owners planning to spend exactly $0 on marketing this month, you're not being frugal — you're setting your own growth ceiling. New data from 7,413 small business sign-ups shows 90% of small businesses spend under $200 a month on marketing, while growth-focused firms sit at 9.4% of revenue, per Duke University's Fuqua School of Business CMO Survey. That gap is a large part of why so many SME owners feel like they're working harder for the same result, year after year.

The data is stark. Of 7,413 small businesses surveyed on planned monthly marketing spend, 26.1% said zero, 39.4% budgeted $1–$50, and a further 24.9% sat between $51 and $200. Add those bands together and 90.5% of small businesses spend less on marketing in a month than most people spend on groceries in a week (UENI, August 2026).

Compare that to Duke's Fuqua School of Business CMO Survey — directed by Professor Christine Moorman, co-sponsored by Deloitte and the American Marketing Association. Its most recent edition — 281 marketing leaders, 99% at VP level or above — found marketing budgets had climbed to 9.4% of revenue, up from 7.7% the year before. That's not a small gap. It's a different business model entirely.

Here's the enemy in this story: the Referral Economy Myth — the quiet belief that if the work is good enough, word of mouth will do the marketing job on its own. It's appealing because it costs nothing and flatters the quality of the work. But referrals are a lagging indicator, not a growth strategy — capped by the size of your existing customer base, not the size of the market you could serve. A business spending $0 on marketing isn't undercutting competitors on price. It's opting out of ever meeting the customers who don't already know someone who knows them.

Every business — whether it's shifting cereal for Nestlé or coaching SME owners in Auckland — needs a marketing floor: a minimum percentage of revenue below which it stops being found. In nearly 40 years building brand budgets at DDB, Ogilvy and Saatchi and Saatchi for McDonald's, Nestlé and IBM, and now running the Simple-Growth System™, the principle never changes — only the number of zeros. Three tiers:

1. Survive (2–3% of revenue). The bare minimum to stay visible outside your existing network — enough for consistent content and basic paid reach. Below this, you're invisible to anyone who hasn't already met you.

2. Sustain (6–9% of revenue). This is where growth-focused businesses actually sit, in line with what Duke's CMO Survey shows established companies committing. It keeps your pipeline full at your current pace.

3. Grow (10%+ of revenue). What it takes to win market share from a competitor, launch into a new segment, or rebuild momentum after a slow patch.

The action is simple enough to do before 9am tomorrow: pull last month's revenue, calculate 3% of it, and compare that number to what you actually spent. That gap — not your competitors, not the algorithm, not the economy — is exactly what's capping your growth right now. Then put the gap into one channel, run properly, for a full quarter before judging whether “marketing doesn't work for my business.”

“Kevin D'Ambros-Smith was the first coach that helped us and he was so great. He understood the business straightaway, was able to identify some of the areas where we could grow it, and some of the things to park. I don't think the ROW branding would be nearly as strong without his input.”

— Sarah McGuinness, Founder and CEO, Revolutionaries of Wellbeing (ROW)

Most SME owners could recite this logic back without prompting. Almost none act on it, for three reasons: marketing feels optional in a way rent and payroll don't, so it's the first line cut when cash is tight — even though it's the line most likely to fix the cash problem; a budget never big enough to test properly never gets to prove itself, so “marketing doesn't work for us” becomes self-fulfilling; and there's rarely anyone reviewing the number monthly, so a floor written down once is just a line in a plan nobody reopens.

That's where the real gap sits — not in strategy, but in accountability. A budget without someone checking it against results every month rarely survives its first bad quarter. That's the specific, unglamorous reason coaching changes outcomes here: not better ideas, but someone in the room holding the floor steady when the instinct says to cut it.

Work out your Marketing Floor number this week — and if closing the gap between what you spend and what you need feels impossible to do alone, that's exactly the conversation Simple-Growth exists to have.