Is your marketing director leading or following? Does it matter? A few thoughts.

Jobs that are as different as their companies

Just as no two companies are exactly alike, the marketing function at every company is somewhat different. I’ve worked with dozens of marketing directors, and no two have exactly the same job. The position seems to vary from company to company far more than sales director, finance director or IT director. Why?

A few predictable factors, and a few less predictable, determine the scope of the marketing director position. Predictable factors: the industry in which the company competes, the preexisting internal marketing organization (if any), and the size and history of the company. Less predictable: the personality and expertise of the marketing director and other senior management, and quirks of the business plan — often undocumented.

And, while any effective marketing plan has to be built on a solid foundation of understanding the customer, most often the problem can be solved in a number of ways.

In the end, “marketing” is more a reflection of the unique soul of a company than any other function. Some companies are marketing-oriented, and others are sales-only zones, unfriendly to any efforts that don’t seem designed to add to short-term results.

As a result, the marketing director position is likely to be unique at any company. And that’s before personality, style come into play and level of experience come into play.

A work always in progress

All marketing directors have limitations. I can’t think of any marketing director — even the best — who does it all, and does it well. (If you’re an exception, please tell me about it.) The key is to recognize any limitations, and address them intelligently. A marketing director has to surround herself with resources that can execute in areas where she doesn’t have the perfect skill set. Not every individual will know everything there is to know about managing databases, conducting research, developing strategy or executing creative. Understanding the objectives and managing resources should make up for a lack in any one area.

As I tried to compile an idealized list of marketing director responsibilities, I realized why there are so many book on marketing and branding. The job is what you make it.

I started this list as a reference for site visitors, my clients and myself. It includes areas where the marketing director should lead, and some specific things he/she should be able to do. 

The list isn’t final by any means. A complete list is probably impossible, because technology and methodology keep changing. So please send recommendations on what you think is important, and I’ll update the list whenever doing so improves it.

The list

1. Communication strategy

This is the strategy for determining the most compelling, most powerful messages. The Marketing Director should lead the development, facilitate input and drive consensus from key stakeholders. Communications strategy should include:

• Positioning, including definitions of
  – Company core competency, core values, vision and mission
  – Practical and emotional needs of existing and potential customers
  – Competition and its relationship with the company’s customers
  – A positioning statement that takes into account the company’s products, vision and mission; the customers’ needs; and the competition. The positioning statement should demonstrate “how we’re different.”            

• Value propositions, for brands and products
  – Define the value of products and services, using real numbers and case studies wherever possible
  – Compare your value to the cost of using competitive products/methods 

• Key messages for corporate, brands, products, lines, etc
  – Benefits first
  – Features second

• Refine brand strategy:
  – Develop and maintain the organization of brand systems
  – Define brand look and voice
  – Create comprehensive list of brand-to-customer touchpoints

• Research: Ongoing efforts to understand
  – Customers’ practical and emotional needs
  – Current brand image
  – Competition’s image and initiatives

• Present findings/strategies internally
  – Executive management
  – Board of directors
  – Key staff

2. Marketing program

Plan a program to support the company’s business goals

• Define/articulate long-term, strategic goals
  – Segments/industries to serve
  – Define revenue goals
  – Define market-share goals
  – Others

• Define/articulate short-term, tactical objectives
  – Short-term sales goals
  – Short-term market-share objectives
  – Tactical opportunities
  – Particular accounts/customers
  – Awareness objectives
  – Others

• Catalog all touchpoints               

• Manage strategic databases               

• Create/rationalize budget
  – How many customers/how much revenue is needed?
  – What is the expected cost per customer acquisition?
  – Compare/contrast previous budgets
  – Project ROI for spending

• Devise programs to achieve objectives and support goals
  – Evaluate current programs
  – Evaluate new opportunities
  – Choose complementary “best of” elements
  – Schedule program
  – Manage budget
  – Execute programs elements in alignment with communication strategies
  – Implement internal branding initiatives
  – Create “living document”; changes should be made based on measured effectiveness, new information

3. Marketing deliverables

Manage internal and external resources to deliver materials/projects that follow strategy and fulfill marketing objectives

• Manage all touchpoints
  – Visual identity
  – Tone of voice
  – Apply key messages

• Advertising in its many forms
  – Print
  – Broadcast
  – Direct mail/email
  – Interactive

• Public relations
  – Regular press releases
  – Press relations
  – Manage PR firm

• Websites
  – Update site as needed
  – Use site to complement all marketing efforts

• Collateral/sales materials
  – Update all collateral and sales materials
  – Create new materials as needed

• Trade show
  – Identify and evaluate shows
  – Create show presence
  – Create plan and support materials for each show

• Events
  – Identify and evaluate event opportunities
  – Marketing plan for each event

• Manage agencies and other vendors
  – PR firm
  – Ad agency
  – Interactive agency
  – Specialty firms

• Measure results               

• Adjust programs or approaches as needed               

• Keep records to add to institutional knowledge               

4. Build internal marketing team

• In-house creative capability

• In-house interactive capability               

• Managers for specific programs such as lead acquisition