“The 12 Powers of a Marketing Leader: How to Succeed by Building Customer and Company Value” by Thomas Barta and Patrick Barwise (McGraw Hill, $30).Most marketers think of themselves as consumer- and product-oriented. The authors’ studies show that “being good at marketing” makes marketers a one-trick pony. To achieve better marketing results, they need to […]
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“The 12 Powers of a Marketing Leader: How to Succeed by Building Customer and Company Value” by Thomas Barta and Patrick Barwise (McGraw Hill, $30).
Most marketers think of themselves as consumer- and product-oriented. The authors' studies show that “being good at marketing” makes marketers a one-trick pony. To achieve better marketing results, they need to expand their leadership influence within the organization. Why? Marketers have a unique place in the “Value Zone (V-Zone)” where consumer needs and company needs overlap. Their product, consumer and trend connections make their expertise valuable to those involved with company strategy, product development, sales tactics, customer service, etc. — all of which affect the customer experience. To work in the V-Zone, marketers need to master “12 Powers.” Here are some of the key ones:
Power 1, “Tackle only big issues.” “If you work on things that don't matter to top management, you may be 'busy,' but you won't be listened to internally.” Live in the V-Zone. How? Identify the main customer issues and where the top priorities of the company intersect. Then look at your marketing priorities to see how they add value to achieving the company's top goals. Figure out ways to align the overlaps and make a business case (i.e. price tag and ROI, cost-benefit) for them.
You'll need some help with making and selling a business case. Executing power 5, “Walk the Halls,” addresses the task of finding allies. With allies, there's always a way to accomplish what seems to be too difficult, too complex and too expensive. Undoubtedly, there are non-marketing colleagues with a stake in the V-Zone overlap. Their perspectives create insight and alternatives.
Craft a customer-to-company priority story for them — much like you'd craft a marketing message to consumers. It should explain to these potential allies how marketing can help them in dealing with their customer-related issues (i.e. what's in it for them), and sketch out how to work together.
The authors make the point that “walking the halls” isn't just something you need to do when you're tackling “big issues.” Cultivating and maintaining non-marketing relationships will provide opportunities to create conversations about what's happening in their areas and the firm. Think of the conversations as ways of listening to internal customers and providing feedback.
Power 6, “You go first.” While stories are great at engaging “first followers,” “the language of action” fleshes out ideas and turns them into approved plans. Speak and write in terms of dollars [e.g. revenue, profit margins, cost savings, benefits to other areas of the firm (your allies), etc.,] and how the customer will be affected. When the higher-ups see that your ideas can increase the bottom line, improve operational effectiveness and please customers, they will pay attention.
Power 7, “Get the mix right,” relates to ensuring your marketing team lives in the V-Zone, too. Like you, they have conceptual and creative skills. They have to develop and marry “dollar” skills to trend-spotting skills. As the leader, you are their “marriage counselor.”
Dollar skills involve pricing; trend-spotting skills deal with brand definition, positioning, sales promotion and product innovation. The V-Zone marriage initially focuses on increasing margins through customer retention and looking for opportunities to better serve customers in certain markets. The authors' advice: Start with an expanded definition of marketing in terms of the V-Zone. Encourage them to take initiative in finding overlaps.
Provide learning opportunities by assigning externally focused tasks on a rotating basis. This connects them to others. Work with your allies to rotate marketing personnel into their areas. Sales, customer service, finance and operations experience broadens their perspective of the business.
Key takeaway: Working in and expanding the V-Zone gives marketers a seat at the table where key business decisions are made — and a voice in those decisions. n
Jim Pawlak is a nationally syndicated book reviewer.
