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A priority for Directors

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Outsourced Marketing Support: A priority for Directors

The initial few weeks in any new position can be very challenging. Chief Executives and fellow Directors can have different expectations of a new recruit. The Marketing Team have high expectations of any senior marketer entering the business and have concerns about the potential impact on the team and their personal careers. Unlike many disciplines, marketing touches all areas of the business, so expectations are held across all business functions. As a result, for Marketing Directors, the pressure to perform can be particularly severe. Their success or failure is typically determined by the approach taken in their first critical 100 days.

The research commissioned by Oxford Strategic Marketing and Hunter-Miller has identified eight critical dilemmas for Marketing Directors in the first 100 days of a new role:

1. Hit the ground running

There is no honeymoon period. Many Marketing Directors conduct their own research, preparation and planning well in advance of starting the role. While it may not be possible to deliver results within the first 100 days it is important that Directors establish a clear forward agenda and build trust across the business.

2. Suppress the marketing psyche

In building relationships, Marketers need to engage and listen to others in the business, demonstrating empathy, humility and patience. Real leadership is not demonstrated through excessive use of jargon, but by fostering the support and commitment of the entire business.

3. Resist the quick wins itch

While many can be tempted to achieve quick wins, the research revealed that 60% of Directors surveyed believed that Senior Marketers had to resist the temptation in favour of building a thorough understanding of the business. It was recognised that where pressure exists to achieve quick wins the approach should be substantial and bold.

4. Build the role of the whole marketing function

70% of those surveyed believed that creating a strong business-aligned marketing function was the best guarantee of personal success. Here a balance is required between a broad mandate and maximum accountability. The building block is being the visible agent of customer focus and representing the voice of the customer across the organisation.

5. Recruit internal allies

The Marketing Director needs the support of all areas of the business. In particular the research identified the importance of working closely with and managing the expectations of the CEO. 42% believe that failure was the result of unrealistic expectations of the CEO. The report highlights the need to foster strong relationships with Sales and Finance and to speak in the language the business relates to.

6. Adapt your personal experience to the corporate culture

While Senior Marketers will have experience of techniques and models applied in previous roles, the research highlighted the need to blend the ideas and models to fit the business rather than the other way around.

7. Build your front bench rapidly

The issues of team and talent were cited as the greatest concern for Marketing Directors. 70% of those surveyed agreed that getting the team right was the first priority. Those surveyed were split in opinion on the need to be evolutionary or revolutionary. There was a general consensus on the need to fire poor performers as their impact can pull down the entire team. But hiring requires patience as the right resources to fit the business can be difficult to find. Marketing Directors had to balance the need to redeploy resources against the opportunity to reskill and develop resources. The best way to identify the potential is to set a challenge. Whatever route is taken it is imperative that the Marketing Director is loyal to the team and supports them in their efforts.

8. Treat your advisors as partners

The research revealed that most Senior Marketers opt for a blend of internal and external resources. Although internal resources may be available the capability may not be there yet. For those interviewed getting external support is a priority, where budget permits. Many Directors value an external opinion which is unclouded by any internal alliances. In some cases it can be easier for an external resource to raise the flag that nobody wanted to touch or see. This can help Directors to avoid damaging relationships in the business, while ensuring that issues get addressed. The research recognised the importance of the Director not ostracising the internal team and instead seeking ways for the external resources to build relations within the team and transfer learnings.

Overall, collaboration is regarded as the key to sustainable success for Marketing Directors. Of course the first 100 days is only the beginning. As the Director forges ahead with the new Marketing Strategy the business needs to see the impact for the customer and the business.

To discuss how Shaping Business could assist you with your business objectives, please email results@shapingbusiness.com or contact our office.

You can download the full report on the First 100 Days here.