Why you need to im­prove your mar­ket­ing team’s per­for­mance – and how to do it

Align­ing the right peo­ple, pro­cesses and tools with your com­pany vi­sion and strat­egy can lead to sus­tain­able re­sults.

Business First - - MARKETING -

Man­ag­ing a mar­ket­ing team’s per­for­mance is a peren­nial is­sue that is faced by all com­pany lead­ers.

While sta­tis­tics on rev­enue growth and mar­gins are laid out to see in black and white, it is more chal­leng­ing to re­spond to the ques­tion of what value the busi­ness re­ceives from its mar­ket­ing in­vest­ment.

Three cru­cial rea­sons why mar­keters can strug­gle to de­velop sus­tain­able mea­sure­ment prac­tices are: • They ne­glect us­ing met­rics to mon­i­tor in­creases in cus­tomer value to their com­pany over time’ • They fail to look be­yond the front of the pipeline to track the im­pact of their mar­ket­ing, par­tic­u­larly among ex­ist­ing cus­tomers • They do not close the cus­tomer in­ter­ac­tion loop with sales. Over my two decade-plus ca­reer in mar­ket­ing in Aus­tralia and the US, I’ve come to ac­knowl­edge that to have the most ef­fi­cient and ef­fec­tive mar­ket­ing team, it is para­mount to have the right mar­ket­ing driv­ers in place.

Im­ple­ment­ing the right peo­ple, the right pro­cesses and the right tools, and en­sur­ing all are aligned with the com­pany’s vi­sion and strat­egy are key el­e­ments to suc­ceed.

How Mi­crosoft is lead­ing the way

In July, Mi­crosoft an­nounced a new mar­ket­ing strat­egy un­der the ban­ner of ‘One Strat­egy, One Mi­crosoft’ af­ter the failed launch of its new Xbox the month prior.

The most sig­nif­i­cant change was in the or­gan­i­sa­tional chart – for the first time, Mi­crosoft’s chief mar­ket­ing of­fi­cer re­ports di­rectly to the com­pany CEO.

I’ve seen many busi­nesses fire blame to­wards mar­ket­ing for poor sales per­for­mances, so it is an in­stru­men­tal step for­ward to see a com­pany of the stature of Mi­crosoft mak­ing head­way into tak­ing the po­si­tion more se­ri­ously.

One Strat­egy, One Mi­crosoft sig­nals a tech gi­ant com­ing to terms with an ever-chang­ing mar­ket that re­quires agility and in­no­va­tion, rather than four sep­a­rate di­vi­sions that rarely com­mu­ni­cate with each other.

It goes with­out say­ing that Mi­crosoft has lagged be­hind Ap­ple in mar­ket­ing per­for­mances over the past decade. Ap­ple has po­si­tioned it­self as a mar­ket leader – sex­ier, smarter, fu­tur­is­tic and peo­ple-ori­en­tated.

I will watch with great in­ter­est how suc­cess­ful the shift to­wards One Mi­crosoft is – and take heed that the world’s two largest tech com­pa­nies have rec­og­nized that mar­ket­ing is cru­cial to growth, ex­pan­sion and im­pact.

How a CEO can have an in­flu­ence

Your com­pany’s mar­ket­ing ac­tiv­i­ties have a di­rect im­pact on the per­for­mance of your sales team.

If your mar­ket­ing team is not work­ing ef­fec­tively or to its po­ten­tial, you will likely com­mence look­ing for ways to im­prove sales per­for­mance.

This ap­proach is mis­guided, based on re­ac­tion rather than for­ward-think­ing strat­egy.

Here are the ques­tions that you, as a CEO, need to ask your­self: • Who does the head of mar­ket­ing re­port to? If it is not you, as CEO, what value does your or­gan­i­sa­tion place on its pur­pose? • Is your mar­ket­ing team high per­for

mance, or just ex­ist­ing? • What cul­ture do you in­stil in your mar­ket­ing and sales team and how can bet­ter re­sults be driven through great in­te­gra­tion, sup­port and un­der­stand­ing? • Does your com­pany have a mar­ket­ing dash­board in place pro­vid­ing up to date an­a­lyt­ics, to give you greater flex­i­bil­ity in chang­ing your in­vest­ment? • Do you have an ef­fi­cient mode for

the de­liv­ery of ef­fec­tive mar­ket­ing? • Is your team ex­pe­ri­enced enough to de­liver mar­ket­ing un­der­pin­ning your busi­ness goals? • How do you split the re­spon­si­bil­i­ties be­tween cen­tral and de­voted mar­ket­ing staff? • What mar­ket­ing KPIs are ap­pro­pri­ate and how can per­for­mance be mon­i­tored? • Do you spend too much or too lit­tle on mar­ket­ing? Once you are equipped with the an­swers, you will be best po­si­tioned to im­prove your mar­ket­ing’s team per­for­mance reap the long-term ben­e­fits. Mel­lis­sah Smith is a se­rial en­tre­pre­neur and busi­ness leader with more than 20 years’ ex­pe­ri­ence in mar­ket­ing. She runs an in­ter­na­tional mar­ket­ing con­sul­tancy firm that pro­vides small busi­nesses with a mar­ket­ing con­sul­tant and in-house team of cre­ative, web de­vel­op­ment and PR ex­perts.

Mel­lis­sah Smith is the founder of Mar­ket­ing Eye.

Newspapers in English

Newspapers from Australia

© PressReader. All rights reserved.