The new marketing department

A recent Forrester report concludes that “…business-to-business (B2B) heads of marketing who improve their team’s agility and simplify peer working relationships will enjoy more executive confidence….key to this transition will be their ability to span organisational silos and focus corporate strategy, energy and budget on enhancing knowledge of, and engagement with, customers.”

An urgent challenge content creators and marketers face today isn’t working out the new “normal” but rather how to build agile marketing departments that are equipped to respond to the unknown and unpredictable. Research supports this; for example, the Forrester report found that 97 percent of marketers are doing things they’ve never done before, and the same number are seeing a dramatic gap in the breadth and depth of skills needed.

It’s about change, not scale. We’re now at the point where we need to stop worrying about skillsets and start hiring for mindsets. We need to approach our marketing departments less like a machine to be controlled and more like a complex, dynamic system that can learn and adapt over time. This is the path to building fluid, organic processes that respond to new buyer behaviour, rather that the rigid structures with which we’re familiar. Companies around the world fueled by agile marketers are disrupting marketplaces, gaining customers bu subtle influencing and eclipsing their competition.

Agile marketers will serve as the agents of change that enable enterprises to respond to — and even lead — evolving customer expectations. This is how we’ll create truly integrated approaches in which content marketers are the ones who orchestrate all channels in an organisation so as to build long-lasting customer relationships.

By the way, this is called social business.

What is strategy?

The question “What is strategy?” has triggered many doctoral dissertations, countless hours of research and healthy debate among academic management thinkers. Perhaps this is why many of us also struggle with it.

Nonetheless, if you are seeking to steer a business to sustained success, you need a pragmatic view of what strategy is and how you can take a strategic approach to your marketplace.

Strategy is different from vision, mission, goals, plans, tactics and actions. It is a framework of carefully-considered business choices that we make, on where to compete and how to succeed. When people say “I have a strategy for this”, they really mean a worked-out plan based on a strategic framework.

The widely-accepted business school definition (from Johnson and Scholes’s Exploring Corporate Strategy) is “Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations”.

So “strategy” is a framework — the direction or scope of an organisation planned at the highest level. Take the Duke of Wellington at Waterloo, commanding 67,000 troops from an exposed position on the Mont St Jean ridge. His strategy had been set almost a year before when he made a detailed reconnaissance of the southern approaches to Brussels with his staff.

Wellington at Waterloo

The Duke of Wellington rallies his troops during the Battle of Waterloo. “The nearest run thing you ever saw in your life.”

Like any successful field commander-in-chief, the Duke had a keen eye for ground, particularly reverse slopes which protected his troops from direct artillery fire. His strategy was based on a defensive battle, hiding the true extent and location of his forces from Napoleon. Of course, he was leading a complex, multi-national army with three army groups under himself, the Prince of Orange and Field Marshal Blücher and the strategy included collaboration between the three groups.

The point I am making is that strategy was painstakingly developed over months, including meetings between the three army group commanders, while tactics — how he managed his dispositions during the battle — were what contributed to the victory on the day.

Your strategy will be determined by burning midnight oil and developed in the form of a business plan which might well have a section called strategy. Business schools have a host of tools for creating a strategic framework — Boston Matrix, Benchmarking, Competitor Analysis , Core Competencies, Five Forces Model, GE Industry Matrix and so on. Smaller enterprises simply need to grasp what their potential customers see as value and how to meet it, where to compete for that business and how they will do it.

Where does marketing planning fit in with the overall strategic planning of a business? By marketing I don’t mean merely promotion, or marketing communications, a common misconception. The definition from the American Marketing Association (AMA), the US equivalent to the CIM, reads: ‘Marketing is an organisational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organisation and its stakeholders.’

Strategic planning is concerned with marketing, of course. But it also involves decision-making about production and operations, finance, human resource management and other business issues.

Marketing has a key role to play in strategic planning, because it is the job of marketing management, or the solo entrepreneur, to understand and manage the links between the business and its environment. Sometimes this is quite a straightforward task. For example, in many small businesses there is only one geographical market and a limited number of products (perhaps only one product!).

Marketing is often seen as the voice of your customer within your organisation. This is becoming a key differentiator because, through social media technology and processes, customers can now actually collaborate in the conception, framing and development of product blueprints as Unilever’s customers did with the Dove brand. This is one aspect of what we mean by social business.

So to have a marketing strategy, a social media strategy, a content marketing strategy, a networking strategy, a sales strategy are all nonsense. Your main strategic framework  and business plan cascades down into plans for each of these areas.

Create a strategy and write it down. Use it as a section in your business plan to cascade into plans with tactics, actions and forecasts. Change it from time to time, as circumstances change. But please don’t wave the word around as a panacea for all business ills — “I have a strategy for that!”. You will confuse your bank manager, your advisors and stakeholders. And, worst of all, you will also confuse yourself.

Six types of social media user

At this point, no single customer engagement channel can deliver marketers a complete picture of consumer behaviour.

Google knows what you’re interested in, but not what you’ve done. Facebook knows who your friends are, but not what you buy. Pinterest knows what you share, but not how you act on it. Foursquare knows where you are, but not what you like. You get the idea.

Social media measurement is critical to success, but brands have been unable to get their arms around what it is and what it means.

Aimia, a loyalty management firm, has unveiled a new segmentation model that analyses trust and control as drivers of six distinct social media personas. The model is detailed in a white paper: Staring at the Sun: Identifying, Understanding and Influencing Social Media Users. The paper argues that specific social media personas can be identified and more efficiently engaged by understanding their online behaviour.

“Today’s approach to social media measurement – racing to rack up the most likes, retweets, followers, and recommendations – is the wrong approach. Marketers must define success not by social media activity but rather by customer value and engagement,” declares Aimia. “Marketers often struggle to understand the true motivations and purchase intent behind customers’ social media activity. Segmentation by persona allows marketers to more successfully identify, understand and influence customers in social channels.”

via The 6 Types Of Social Media Users | Social Media Today.

Social media: a marketing dilemma for the micro-enterprise

Social media are now mainstream. They are a pervasive part of nearly everyone’s everyday life, providing, of course, you have access to a PC and smartphone.

For a micro-enterprise, the dilemma is this. The moment has passed when it is simply a question of using, or not using, social media. Nearly every solo entrepreneur is already on at least one social media site like Facebook or LinkedIn: they’d be crazy not to be.

The primary decision is purely a marketing issue: there is a substantial difference between involvement in social media and social media marketing.

Smallholder selling lemons

Would social media marketing be relevant to this drinks stall?

Marketing is used to identify customers, to retain customers and to satisfy customers. It is also about being crystal clear about who these potential customers are and exactly how your product or service will satisfy them, beyond expectation. So, as a micro-enterprise, you should ask yourself the same question about using any tool in marketing: will my community of potential customers actually use social media? They might not.

If the answer is no, then use social media for other business functions like advice, sharing ideas, making useful contacts and administration.  If yes, then get ready to face up to all the possibilities, good and bad, presented by regular and immediate online communication with prospects and customers.

Your marketing strategy should include a digital marketing plan which should consider tools like a website/blog (which are increasingly combined), email marketing, social media marketing and content production. It will include marketing communications (identifying and retaining customers) and customer service (satisfying customers).

I have met small businesses which flourish without using social media marketing but rarely come across a business where social media hasn’t been relevant at all. We are all human and most of us are hypersocial. Social media gives us a reach and interactive capability which would have been unimaginable even five years ago. I have come across people that find the technology, etiquette and emphasis on ‘social’ quite challenging.

As a micro-enterprise, you can adapt and change and learn quickly. Your flexibility is your strength. Larger businesses are struggling with the transparency, openness and honesty that social media demands. You could even build social media into your product or service and become what has been called the hyper-social organisation*. And really differentiate yourself.

*The Hyper-Social Organization: Eclipse Your Competition by Leveraging Social Media; Francois Gossieaux and Ed Moran; McGraw-Hill Professional