Friday, June 27, 2014

Marketers With Marketing “DNA” Perform Better




Marketing is so critical to the life of a business especially in a hyper-competitive world. A world where you compete with everyone for resources. You compete for talent, money, sales, attention, customers 24/7 around the globe. Some of you business managers and owners still don’t see the value and think marketing is nothing but a support entity. Well, I’m sorry to tell you, any business without strong marketing is dead meat.  Especially, any business without marketers with marketing DNA & business sense.

Inspiration for this article came from GE & HBR.


“For decades the company [GE] had been so confident in its technologies that it seemed to believe the products could market themselves. People designated as marketers were assigned to sales support (lead generation and trade shows, for example) or communications (advertising and promotional materials). In discussions about corporate strategy, marketing wasn’t at the table. At best it was considered a support function;at worst, overhead.”

“But things were changing. The businesses were maturing, and like other companies, GE was learning that it could not win simply by launching increasingly sophisticated technologies or by taking existing technologies to new markets. Some of its best-thought-out new offerings were fast becoming commodities.”

The traditional businesses and the new digital businesses should strongly consider the power of marketing which can take an ordinary tech solution into a multi-million enterprise. However as time goes  modern sales a.k.a consulting selling will merge with marketing.

GE [eventually] made marketing vital and recognized that successful marketers fulfilled four roles . They were: instigator, innovator, integrator, and implementer.

The Instigator

 Marketing leaders need to think strategically and challenge the status quo, using their unique external vantage point to see what may not be apparent to others in the business.Leaders must be willing to push change however be prepared to take responsibility if change doesn’t materialize. A reminder is that when people don’t like the change then resistance is inevitable.

The Innovator

While it was relegated to a support function passing information along to those centrally responsible for innovation—typically R&D engineering. The marketers might, for instance, recognize a customer trend and communicate it to the product R&D department or they might be called on to develop a creative advertising campaign for a new product. Other than that, marketing groups and CMO had no consistently good grasp of how to shape the company’s innovation agenda.

So your company and your marketer need to have in place systems that encourage innovative ideas from anywhere and anyone.

The Integrator

An integrator builds bridges across multiple organizational silos and functions to unite them on a single path. Sometimes he or she must act as a “translator,” making outside customer insights relevant and meaningful to those inside the organization.

The Implementer

All leaders must be able to execute, but marketing executives have to be particularly skillful in this area because they often, some industries, don’t have much organizational clout. At GE, if you don’t
run a P&L business, it’s assumed that you probably don’t have the influence to drive change. So marketing leaders have to build coalitions and persuade others, using functional expertise, insights, and teamwork rather than authority. They have to mobilize people and, quite simply, get things done.
If marketers want credibility, they have to deliver results.

Conclusion

All four are essential, but a marketing leader who has them all is rare. Fortunately, the function doesn’t require such a person. One GE business has two CMOs with complementary areas of expertise: The first is exceptionally good at integrating with other functions, especially technology and sales, and at getting things done.

The second peers around corners to decipher and analyze key trends and industry expectations.

So identify marketing stars with marketing “DNA” and making their development in your company a priority is really critical. For example, there are many home service companies  within a community however if one offered more value shouldn’t it find ways to emphasize that value? That’s were marketing comes in.

To find out if your marketers have the skills or want to know the health of your business marketing today, then find out by taking BJ MANNYST 24HRS MARKETING HEALTH CHECKUP***   www.bjmannyst.com


Skype:  amhiredaidto

***some content were originally presented by GE & HBR
***BJ MANNYST, www.bjmannyst.com, is a marketing service provider and proud partner of Founders Under 40™ Group

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