Tag Archives: Business

Giving marketing a rebrand- step 3

Ivory Towers

Ivory Towers (Photo credit: James F Clay)

In previous posts on the theme of ‘giving marketing a rebrand’, I have suggested a number of steps marketers can take to raise their profile, credibility and effectiveness. I have called for them to Fight the Fluff and Manage the Magpie.

In this third and final post in the series, I feel it’s time to Trash the Tower.

Marketers are sometimes perceived by other functions as living in an Ivory Tower which, according to Wikipedia, is a place “where intellectuals engage in pursuits that are disconnected from the practical concerns of everyday life”.

Sometimes we are worthy of the ‘ivory tower’ perception because we have become internally focused and disconnected from the customer. Sometimes workload and organisational politics conspire to make it harder than it should be to spend more time with front line staff and customers, but how else will we get to hear firsthand accounts of how the products and services we are marketing solve (or cause) customer problems?

Does this sound familiar? If so, when was the last time you were able to escape the confines of the head office ivory tower and hear the customer’s voice at firsthand?

And I mean truly firsthand, not sitting through a 72 slide debrief on ‘wave 58′ of the latest customer satisfaction survey (showing a 3% improvement from ‘wave 57′ but with a +/- 5% margin of error!).

Here are three practical ways in which you can reconnect with everyday life in your customer’s world and learn some actionable insights to improve their experience:

  1. undertake regular customer site visits with front line staff and witness firsthand how your product or service is used in their business – look for new ways in which you can tell these stories to prospective customers
  2. listen to customer calls in contact or service centres – your colleagues in these teams have more experience of the day to day client experience than most in the organisation, so make sure you tap into it when developing new initiatives and campaigns
  3. read the 10/20/50 most recent customer complaints – look for emerging patterns and identify an issue you can own and solve, even if this means stepping outside of your organisational silo to do so

How do you gain actionable insights in your team? What are your best practice tips for getting out of the ivory tower and listening to the customer? Where have you seen innovative techniques employed that you wouldn’t expect to see being led by a marketing team?

Giving marketing a rebrand- step 1

This is the first in a series of three posts on a subject very close to my heart, ‘giving marketing a rebrand’, where I’d like to offer three steps which marketers can take to raise their profile, credibility and effectiveness when faced with cynical non-believers.

Step 1- Fight the Fluff

Marketing is too fluffy and doesn’t add any real value to the business.

English: Marshmellow fluff

Image via Wikipedia

Sound familiar? Has your marketing function been referred to as the ‘brochure and brolly’ team? The colouring-in department? I’ve heard all of these and worse, so why do marketers attract this perception?

A common trap is that some marketing people focus on outputs that matter to the marketing team rather than outcomes that matter to the business. Who has ever won a piece of new business because the logo is exactly 7mm away from the top right of the brochure? Or grown market share purely thanks to the consistency of the secondary colour palette in PowerPoint decks? Your customers don’t notice or care about this stuff, so why should you?

As experts in brand management, isn’t it time we applied this knowledge to develop our personal brand and reposition that of our profession, rather than obsessing over minutiae that purely serves to reinforce the stereotype?

Top tips for fighting the fluff

  1. Begin with becoming obsessively curious about the wider business performance and how marketing can drive or influence it.
  2. Celebrate new customer wins within your team and make sure every one of them understands the key financials.
  3. Make a public commitment to link your team’s outputs to directly driving these business outcomes.

I’ll be sharing steps 2 and 3 in subsequent posts, but in the meantime I’d love to hear your thoughts. What has driven you to despair over the ‘fluffy’ perception of marketing, and what steps have you taken to overcome it?

Should marketers act like they own the business?

I’ve been in marketing for over a dozen years now in a number of different B2B sectors and businesses. One of the constant challenges throughout my career to date has been the variability in how marketing is perceived by ‘the business’ (the collective noun that marketers often use to describe non-marketing stakeholders and decision makers).

 More often than not, when perceptions are negative, it’s down to the fact that the marketing function has failed to demonstrate and communicate the value created through its efforts. Often, there is no direct alignment to the business strategy and objectives.

This isn’t a new problem, and I can’t say I’ve not been guilty of this at times in my own career, but the scale of the challenge is as high as it has ever been.

A recent CIM/Deloitte survey revealed that a mere 7% of respondents ‘always set KPIs clearly for each initiative’, and only [maybe the same?] 7% ‘always set clear accountabilities for objectives’. 

By my maths, this means that a staggering 93% of Marketers must be hoping for the best when embarking on marketing programmes. If we don’t know what to expect and we don’t know who’s responsible for success or failure, it is no surprise that marketing teams sometimes struggle to articulate the value they create.

Is acting like you own the business the answer?

So, should Marketers think (and act) more like shareholders when developing marketing programmes? I believe so. If you think (and act) as if you owned the company you work for, and imagined it was your money you’re investing in marketing, would you sign off on the investment?

Here are three ways that marketers can demonstrate they are thinking (and acting) like the owners of the business when building and implementing their marketing plans:  

1) Aligning marketing objectives to business strategy will help to tangibly demonstrate the value you are adding to the business. This isn’t easy (only 37% of organisations ‘think their business strategy is clearly translated into marketing objectives’ according to the CIM/Deloitte survey) but it shouldn’t stop us trying.   

2) Define truly SMART objectives that demonstrate the clear line of sight between business strategy and marketing strategy. Set the right metrics and make sure you take accountability for achieving them.

3) Communicate your plans and progress in the context of how it is supporting the achievement of the business strategy.  Keep communication open and two-way. Tell the broader business what you are doing, how it is going, and gather feedback from functions that are critical in the achievement of your objectives (sales, finance, operations etc). Repeat.

I’m keen to hear your views on this. What are the benefits and drawbacks of thinking like a shareholder? What are the challenges of adopting such a mindset?