Marketing effectiveness, increased marketing capability

Marketing influence surveys and articles

In 2008 Deloittes did a big global survey and Marketing published the findings last week.   It is a great survey based on authoritative opinions of 217 C level executives mainly CEOs, CMOs, and CFOs.

Access to Deloittes survey results click here

This reminded me that 10 years ago we published two papers in co-operation with The Marketing Forum. These were based on survey findings from over 500 senior executives across all the business functions. One paper was about marketing influence and the other about the future of marketing as a business function.

Download marketing influence   click here
Download the future of the marketing function click here

Also take a look at our marketing influence programme. click here .   This programme was developed from these insights. We work with the marketing team and conduct a 360 degree department feedback. We encourage the team to think about why they should view the rest of the business as their customers, how this will help them achieve their goals, where they need to improve their communication skills and how to engage other colleagues to accomplish this

Our observations on what has changed in the last 10 years

Some things have changed Reading both the 10 year old and the new papers I noticed that Marketing is now more central to strategy for the CEO.

Now 81% of CEO's see marketing as a key driver of growth "the chief executive is much more open to talking about marketing these days" CMO 2008

However what has not changed is that marketing teams remain detached from the rest of the business and often do not own the customer agenda within the business.

In 2008 - 77% of C-level respondents believe their employees do not fully appreciate the value of marketing "I worry that I am seen as too specialised compared with my peers in other functions" CMO 2008

In 1998 we found marketers do not communicate well with the rest of the business are often seen as specialists who spend a lot of time talking to each other and their agencies but not enough time engaging with their own business.   Our report identified three characteristics of typical marketers that help to explain this

Marketers lack breadth and are conspicuously more loyal to their own professional development rather than broadening their career within the company
Marketers tend to be highly creative and analytical. These strengths quite often go with weaker people and team player skills
Colleagues in other functions have much better people and influencing skills and this helps them exert more influence within the business.

Our conclusion in 1998 was

The marketing profession was optimistic about its future. The rest of the business wants it to succeed. The role of marketing is to champion the cause of the customer throughout the business and ensure the business meets the needs of the customer in a profitable manner. In many ways marketers are well equipped to do this. The have the respect of the business for their creativity, intelligence, technical skills, energy and drive.

BUT

Marketing teams must develop new skills and operate in some different ways if they are to deliver this role in an effective manner. It is essential that marketing earns the respect of the business so that the whole business becomes market led. The key to this would seem to lie in new communication skills and having robust tools for identifying opportunities, analysis and measurement. Without this the creative brilliance and smart analysis will lose its impact.

Since then, whenever we have worked with marketing teams who do spend more time working cross functionally and engage the whole business in their plans. we found they have much greater influence, are more highly regarded and create stronger top line growth.

So naturally this insight shaped the development of the Growth Game. Our whole approach is designed to overcome these issues .

Deloittes conclusions in 2008

It is also instructive to examine Deloittes conclusions in 2008. They have similar themes. These remain important challenges for marketers who want to create growth orientated customer focused businesses

There is often a misalignment about the role of marketing amongst board members
CEOs must help the CMO to align the organisation around growth
The role of marketing is often misunderstood
Marketers need to broaden their commercial skills to play an increasingly strategic role in organisations
The focus on marketing measures is intensifying
Deloittes report click here

If you recognise any of this, look at our marketing influence programme. click here This works with the marketing team and includes a 360 degree department feedback. This programme encourages the team to think about why they should view the rest of the business as their customers, how this will help them achieve their goals, where they need to improve their communication skills and how to engage other colleagues to accomplish this.

Download our paper on increasing marketing influence

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Download our paper on increasing the impact of the marketing function

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