When people think of marketing, they tend to think of the old glitz and glamour (Mad Men?) side of what marketing appears to be: advertising, commercials, websites and colorful brochures or collateral. And while that is a visible aspect of marketing execution, in reality it is only a small part of what a marketing professional can deliver for a business.
We are often asked by young, upstart talent in waiting, what area they should focus on in college to “get into” marketing after they graduate. The immediate inclination is to suggest they stay away from college marketing programs entirely. “Marketing” in itself is like “premed” as a course of study. It is so broad an area that until someone specializes, it is rendered almost useless. It would be better to focus completely on a specific avenue of discipline immediately instead of larger concepts, waiting for those larger concepts to come into play after they gain experience in the work world.
Aside from the almost certain initial disheartenment such a proclamation might provide, a better consideration is to suggest a more useful avenue of study, a path that may actually help businesses grow in a practical manner rather than theoretical one. And that is to recommend they focus on finance, lean process development or design.
Look at yourself in the mirror. What do you see? We never really see the same image others do. The reflection is, instead, the reverse of what others see. Curiously, how we emotionally connect to the visual presentation that is reflected (versus how others view us) is often far removed from other perceptions as well. When what we see before us is distorted even more than what would be considered reasonable—typified by deeply negative or critical feelings—we could be subject to a disorder called dysmorphia. Dysmorphia is based off the Greek word for “bad form” and means “malformation; an abnormality in the shape or size of a body part; also called dysmorphism,” as defined by Dictionary.com. Similar to a person who has dysmorphia, a company can have marketing dysmorphism.
The ability to develop substantial brand communication has suffered. It’s not necessarily the fault of the brands themselves but seems to rest on delivery and communication methods. Arriving in the last 10 years is an unprecedented accessibility to publication and consumers. Gone is the slow burn and thoughtful presentations brands relied on. In it’s place the quick, down and dirty availability of social media and online distribution is an often careless “push marketing” frenzy. More succinctly, in a world that proposes to deliver profundity in 140 characters and relies on large images and brief quotes to provide impact and substance for consumers, the ability to create deeper, long-lasting foundations for brand building has faulted.
How does someone who owns his or her own business become a more effective marketer? There are some important things to look at this summer that can help a business develop more pro “active” marketing implementation and become less focused on “after the fact” indicators. While it’s a good idea to know the response indicators of poor performance, relying on them for business decisions is not priming the business for success. Using leading indicators and creating success with known expectations is a more powerful position for any business marketing plan. It’ll help you now, and during the oncoming lull that summer can lead you to believe it is…but if you are active, isn’t.
Marketers should be called “key makers.”. They are always selling the keys to your business success. When looking at what each marketer sells as a whole group, of course, the “keys to success” number somewhere in the hundreds or even thousands. New angles and spins on classic marketing crop up every day. Add different solutions to that for the digital age, and you can see what I mean.
There is a lot to be confused by in advertising: releasing a new Google AdWords campaign with all the appropriate extensions, daily budget limits, network display opportunities and URL paths that can measure conversion; or retargeting Facebook ads with the correct marketing spends; or even capturing names through pop-ups on a website. Never mind simply tracking list serve opens and closes, clicked on links and the dynamic traffic flow or TSO. All of it adds to the difficulty of understanding the options available. Toss in SEO practices, such as domain management, keyword placement, linking structure, conical tagging and other “keys” to better traffic development, and the brew cooked up in any marketer’s cauldron is an intimidating one.
Brand is a conversation. What you say, when you say it, and how you say it are all important to ensure the conversation makes sense. Merge Left Marketing provides an array of brand development solutions that help companies engage their consumers in deep, meaningful ways. We elevate the main communication streams for any organization we partner with, while keeping a strong eye on design, articulation and revenue goals for the company. If the company doesn’t know what its revenue goals should be according to marketing campaigns, we help develop that through strong predictive modeling and strategic outlays.
While not exact in their estimates, grade school kids are aware the world spins fast enough to whisk around the solar system at incredible speeds (rotating at 1,000 miles per hour and 67,000 miles per hour around the solar system), and yet slow enough for us to remain balanced and fairly steady on our feet as we move throughout the day. Imagine the oddity or—even strangely interesting possibilities—if this truth came to a sudden, crashing halt. The entire population that didn’t happen to have a firm grip on something attached to earth would fling outwards, into space in one amazing, albeit terrifying “large step” for mankind.
The dynamic is something science fiction writers can toil on about. It’s also something smart business is aware of as they craft their next marketing strategy. The reality is at a moment’s notice the business world can stop spinning one direction and head another, and things can be tossed erratically into the air. Whether it’s a small but painful bad customer review, or something more significant like an expensive product release failure, as business men and women who try to remain balanced and steady on your feet, the dangers of being unprepared or simply not having the capacity to withstand such unexpected movements in the marketplace can create a catastrophic outcome. It requires agility in approach, exit strategy and metrics to fully prepare for best and worst case scenarios in the business world. It’s a contingency process that requires anticipation, planning (and then more planning), talent and execution to provide for a more fluid, responsive and likely successful implementation in any situation.
The big things we see aren’t really even the worst things we can prepared for. The slow, silent killers of marketing are the death of small business and very damaging to large producers. After all, what is the likelihood the earth stops spinning, and we all tumble outward?
What is the likelihood that employees lose the company money due to repetitive, unnecessary communications, or poor management of resources?
What is the likelihood you are spending (wasting?) marketing dollars on poor CRM tools, or ineffective outbound lead generation?
Do you have customized branding collateral or inconsistent design from a number of freelance outsources?
More akin to a leap year adjustment in our daily lives (another day in the year – what do we do?), these much smaller but more frequent dangers are the ones that can ultimately lead to a company’s undoing. And the ability to respond appropriately, to have checks in place to contain them, and to have an implementation strategy that mitigates risk are important to providing your business with the agility it needs to succeed.
Think about the Chipotle news from late 2015 and early 2016, where an E. coli scare amounted to millions in revenue loss as well as brand damage. Or harken back to an Eron from many years ago that shuttered an entire company built on the premise of successful business modeling. Quickly, would your company or business be able to withstand a devastating unbalance like those? Think smaller. Maybe you’re not looking at the millions and millions of a larger corporation. What about the loss of several thousand a month, or a blanket “hate” review from several clients or past customers? Or even smaller—would you be able to overcome a slow leak of revenue from a client who doesn’t pay on time, or doesn’t have the capacity to pay long term?
Whatever the changing environment or risk presents, there are practices a business can seek to understand in order to “ground” them in an ever-changing world. Some of those answers can be found in basic, but often not fully-realized strategic marketing deployments. Here are a few steps that may keep your world from spinning so much:
Create strategic marketing overview plans and initiatives that directly correlate to quarterly, semi-annual and annual milestones as a guide for monthly or daily task management. Without understanding where you are allocating resources in your strategy, you’ll continue to spend money poorly, or in chasing rabbit trails from whatever vendor happens to come your way. The deliberate nature of planning an overview can provide strong results from both sides of the dollar, the spend and the result of that spend.
Integrate your communications with your strategic overview plans. Accountability and transparency in your expectations by listing initiative tasks alongside your communications will greatly improve your marketing implementation. Don’t separate the actual work from the documentation of the work. Together they provide a clear, specific picture of where you are at any given time.
Understand your strategy. If you don’t have a marketing strategy, get one—not the advertise and spend money sort either. Rather, create a marketing strategy that includes advertising, team building and education, business objectives and initiatives, implementation via collateral and sales, and examine how each of those facets contribute to the success of your company’s financial goals.
Make everyone aware that revenue is the expected outcome from your marketing spend. Even if it isn’t immediate, the goal for developing any agility-oriented or responsive marketing plans should have metrics and be tied to financial implications.
Dwight D. Eisenhower said, “Plans are nothing; planning is everything”. Are you willing to become more deliberate, accountable and steady in your marketing plans, preparing for the worst, the middle ground and the best? When you do you set yourself and your company up for a less dangerous world. That is to say – the business world remains dangerous, but you don’t.
Have you ever been in a really horrible meeting? You sit there for hours thinking, I’ve got so much work to do and this is going nowhere. Worse than that, your peers and leaders are distracted by their phones buzzing, or department heads are arguing about which way to go with a particular idea and it reaches a heated, unprofessional level.
Years ago I worked for a book publisher. Once a quarter we had meeting to lay out the upcoming publishing plan for the next quarter. Approximately 20 people attended. There was a lot to cover in four hours or so. The first meeting I attended, I noticed a big, orange, bell (probably from a Pit game) positioned within reach of the president’s chair. Anyone in the room could ring the bell if someone went off scope of the meeting agenda. I remember a few times someone even rang the bell when the president drifted off course (to which everyone responded with laughter.)
“…a few important ideas of how you can ensure success for the incoming leadership to key positions… ”
When I was five years old, my dad decided it was time for me to learn to swim, and he picked me up and threw me off the deck into the lake. I remember him standing on the dock yelling, “C’mon, swim…you can do it.” I’m not sure where my mother was at the time, but I am sure if she’d been within a mile of the incident, she would have jumped in and rescued me. I puttered around thinking, I’m going to drown and dog paddled back to shore, determined never to get near water in my dad’s presence again. I never had swimming lessons, but I eventually, taught myself to swim.
I can’t help but think about my dad tossing me into the water every time I hear about a person being thrown into leadership without a succession plan in place. I can count on one hand the times I’ve seen the handoff from one business generation to the next completed successfully.
Not all traffic streets are equal. I was leaving a meeting in an area of town that I’m unfamiliar with. The business owner gave me directions to get back onto the main road. Little did I know that I was now about to enter a Crossover Displaced Left-Turn zone.
As I made my turn, I found myself facing oncoming traffic. I stopped my car on the line and put my left turn signal on. The people who were stopped in front of me started waving their arms to my left, indicating I should complete my turn. Assuming this made sense, since when the light changed to green they would be plowing into me, I heeded their advice and made the turn onto the frontage road leading to the highway I needed to be on.