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Ask MarketingSherpa: Getting approval for your marketing ideas from your company’s business leadership or from clients

July 7th, 2021
年代hare

We frequently receive questions from ouremail subscribersasking marketing advice. Instead of hiding those answers in a one-to-one email communication, we occasionally publish edited excerpts of some of these conversations here on the MarketingSherpa blog so they can help other readers as well. If you have any questions,让我们知道.

亲爱的Marketingserpa:丹尼尔,我想知道我是否可以从与数字营销“专家”的对话中分享一个思想,我今天有......

Theory:

If almost all ads/campaigns/approaches are likely to have weak VPs (value propositions) and non-compelling CTAs (calls to action), would an alternate approach to marketing knowledge delivery be to identify the most-likely-to-produce mediocre-result approaches. Would that have more affect on marketing performance than to rely on the main perception that MECLABS tries to get across based on fundamentals?

My thought is that no matter how hard a real marketer tries to use fundamentals, ultimately the decision makers, who will never understand the basics, will oppose the approach in favor of a futile effort that’s proven over and over not to work?

Here is how you do it properly

Vs

Based on your lousy approach you seem to want to defend with all your heart, it would be best to waste less by tackling your goal this way.

想法吗?

Dear Reader:I sense some frustration with getting a client on board? Or working with business decision makers to优先考虑您的营销花费?

最终,无论谁写的谁都会做出决定。我们能做的最好的是希望尽可能地影响它作为积极的方向。我认为这与其他行业非常相似,例如政府。

所以是的,除非我们是最终决策者,否则我们生产的营销永远不会完美无缺。但我们的工作是采取一些典礼,20%的好,并将其转移到50%的好处。这不是100%,但它比0好。

As Confucius said: “Better a diamond with a flaw than a pebble without.”

Now don’t get me wrong. I’m not saying to just let it slide. The typical brainstorming technique of pretending there are no bad ideas actually isn’t helpful. (It’s calledregression to the mean, says Harvard Business Review).

As a marketer, you must be the voice of the customer and an advocate for the audience. Without quality internal marketing, the world gets ideas like Zippo perfume. And no, I’m not making that idea up. You can read about it this New York Times article:Brands Expand Into New Niches With Care, but Not Without Risk.

Here are five tactics to help you win the yes for your next marketing strategy…

This requires a value proposition

它基本上是内部营销。不要忽视这项任务的重要性。就像任何值得做的事情一样,它需要投入你的时间和关注。我正在与一家财富500强科技公司的渠道营销经理交谈,当时她说的东西真的困扰着我。她正在研究一个主要的领导培育活动,在这个项目上花费大约一半的时间在内部销售了项目(来自Internal Marketing: The 3 people you must sell to in your own office).

你需要一个prospect-level value propositionfor each type of decision maker involved, as well as a process-level value proposition for the action itself.

We built this tool to help our readers –Free Template to Help You Win Approval for Proposed Projects, Campaigns and Ideas.

And this free template as well –狗万

Testing can help

年代ometimes you need straight-up data to prove the mettle of your idea.A/B testing是获取数据的一种方法。

你可以沿着那条线说“好的,让我们试试你的方式,尝试我的方式,让客户决定。”

我们实际上在我们自己的组织内部发生了一个很好的例子 -Headline Writing: How a junior marketer beat the CEO’s headline by 92%

Educate about new technology

年代ometimes the pushback you’re getting is because the decision maker just doesn’t understand the technology involved.

Educate execs on the latest technology and why their pushback to your ideas might not make sense. Let them see the flaws in their logic for themselves. For example, MECLABS (parent organization of MarketingSherpa) created afree mobile optimization course为了帮助营销人员了解他们应该在移动环境中专门考虑的考虑因素。

合作

Never look at it as a Me vs. You battle.

给出你讨厌疑问的福利的决策者 - 他们可能想要你做同样的事情。业务结果。和幸福的客户。

They just may not have spent as much time focused on the project or objective as you. They have other concerns.

Try to get some of their time for avalue proposition workshopto build the fundamentals of your marketing together. Or at least get a meeting to present acompetitive analysis.

良好的意向,有能力的人可能仍有不同的结论。但在一起旅行后,你将更好地能够理解他们的推理,他们更有可能理解为什么你建议你选择的方法。

帮助他们感受到客户体验

“Wouldn’t GM executives learn more about the problems that customers face, [exec William Hoglund] was asked, if they had to drive used cars and deal with repair problems like everyone else,”詹姆斯上升在拉时代写道.

You may have a disconnect with a decision maker because they are too far removed from thecustomer experience.

In that case, before even presenting your ideas, share some form of the customer experience with them.

I was encouraged to see this line from Gabriel T. Rubin在华尔街日刊最近,“Gop Rep。密歇根州和民主党彼得梅耶。明尼苏达州的迪恩菲菲利普斯在国会大厦的鞋子上换下鞋子的步骤,以”在别人的鞋子里走一英里。“

A bit tongue-in-cheek of course. But if national leaders are willing to try it out, our business decision makers can as well.

If you can’t literally put them in your customer’s shoes, at least start your pitch meeting with a few slides that clearly illustrate how customers’ experience the brand’s product or services. Direct feedback from customers – say, from customer reviews or ratings – can really illuminate executives. Just make sure the reviews accurately represent a major set of customers and are not an outlier.

Reader, you are far from the only one with this struggle. I find we marketers are often better marketing externally than internally. Best of luck in getting approval for your ideas.

亲爱的Marketingserpa:非常感谢这一点。你说的一切都共鸣和验证。

I find your mention of this very interesting: “But our job is to take something that is say, 20% good, and shift it to 50% good. That’s not 100%, but it is better than 0.”

It may support my original thought that the problem I’ve been trying to solve is not actually an accurate understanding of the true problem.

“Marketing underperformance” may actually be a symptom of a problem, and this may be where my frustration comes from.

我觉得我一直试图通过坚持坚持基本的原则方法是唯一的方法(带锤子综合征的人)来解决表现不佳。

I think if I adjusted my perception in a way that’s more aligned with the decision maker’s rationale, then I think I’ll find my way back to enjoying solving marketing problems without expectation that the engine has to be perfect from the foundation. This is a fool’s errand when working within an imperfect business landscape.

It may be a good approach for a building that has a problem, even though the logical choice is not to tear the building down…but instead shore it up in the areas that make the most sense according to the unique variables for that particular issue – building, budget, timeline, outcome, etc.

I really appreciate being able to dialog this stuff with someone who gets it.

再次感谢,

You can follow Daniel Burstein, Senior Director, Content & Marketing, MarketingSherpa and MECLABS Institute, on Twitter@danielburstein.

Related Resources

Five Tips From a Personal Care Industry CEO for Setting (and Getting Approval for) Your Marketing Budget

What are the most valuable marketing skills? (with free resources to improve those skills)

1,681 (and counting) free business and marketing case studies– Another great way to make your case for a marketing idea is by sharing a case study with decision makers

我作为领导者的五个最大的错误:30年的痛苦数据(可能为您提供帮助)

October 24th, 2018
年代hare

In my field, we often speak of “data-driven decisions.” But for the leader, sometimes the most important data is derived from a source thatevades our metricsplatforms. Indeed, such data can only be gleaned throughbrutal self-confrontation.

Confessions

The philosopher Kierkegaard reflected that “… the artist goes forward by going backward.” It is a paradoxical concept and yet an apt observation.

If the leader wants a different outcome than the one he is currently achieving, he may do better tolook backwardrather than forward.

For me, this means doing the hard work of reflecting on my most significant failures, and in particular, the root causes of these failures. This is especially painful becausethe “root cause” of the “root causes” of my organization’s failures lies within ME.

Looking back over 30+ years of (my) leadership data, I can see patterns … negative patterns. This observation leads to an inevitable question:What can I do to prevent their recurrence?

这是一个复杂的answer; there is a concise answer. Here is the latter.

Read more…

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