Richard Mattson, The Partner Marketing Group

Welcome & Introductions Your experience—What

makes marketers successful?

My experience—What I’ve seen that worked and didn’t work

The six vital rules for internal marketing success

Discussion, Q&A, wrap up

What makes marketers successful in organizations where you have worked? Success is defined as

Contributing effectively to the business …and being recognized and rewarded for it

What I’ve seen that worked and didn’t work

Identify sources of cash flow and quantify their value Customer analysis and

opportunity analysis Competitive analysis Company’s ability to

compete Position, differentiate

and market your company and offerings to your targeted customers to produce cash flow Create demand against

promised value Essential to harvest cash

flow

Hierarchy of cash-flow responsibilities

Intermediate Marketing Outcome

Cash Flow Driver

Intermediate Marketing Outcome

Cash Flow

Cash Flow Driver

Intermediate Marketing Outcome

Marketing

Activity

Example: Event invitationattendees and leads (IMO)pipeline (CFD)sales (CF)

What do marketers tend to talk about? What do business leaders tend to talk about? Most business leaders are not impressed with

outputs…they want outcomes Save specialized jargon for specialized peers—

translate everything possible into business impact A case in point: Brands and Branding

Source: Marketing Profs 2005 Survey of companies of 1,000 employees or more

Reduces invention around structure and process; releases creativity for breakthroughs

Gives you an opportunity to open the process to views & ideas from your core stakeholders

Gives your function consistency & transparency throughout your organization

Enhances your perception as a mature, organized, business-savvy professional

Deeply understand your company’s business plan and goals and base your marketing goals on them.

Post the CEO’s and CFO’s KPIs above your monitor and treat them as your own.

Create a marketing plan that clearly addresses business strategy and growth goals and opportunities and present it for discussion and counsel to your executive team.

Define marketing as “work designed to identify sources of cash flow and to produce cash flow by solving customers’ problems profitably.”

Prove you know what you’re saying with your plan. Then provide regular updates on how your plan is performing against

company goals, cash flow drivers, and more. ** Demonstrate in everything you do that your work is about helping

your company stay competitive today, helping your company act today, helping your company stay fast and agile.

This does not mean you don’t build long-term proposals and plans to drive your brand or reposition your company.

It does mean that you adopt near-term steps that drive business impact and help your company evolve into the future at the same time.

Learn what compels executives to pay attention and adopt a new strategy.

“What you’ll lose” or “what you’ll gain”

• Economic segmentation• Profitable, unprofitable relationships• Customer defections

• Your strengths and weaknesses• What are customers buying, not buying?

• Differences among your competitors & their customers• Where are your competitors successful and not? Why?

•Gap analysis• Competitive opportunity• Unmet opportunities

• How will you adapt?• Kinds of customers• Nature of offerings

Make sure Finance knows you care about revenue accounting and what to continually upgrade marketing’s ability to support that.

Develop a close relationship with Finance at many levels

Typically, marketers think Finance is staffed by dull “green eye shades” Typically, Finance thinks marketing is staffed by wild-spending artist and

sales types Break down the stereotypes

Finance wants to see order, expertise and analytical thinking from Marketing

As you standardize processes, enlist Finance to help you develop and implement a Marketing Performance Measurement System.

It will be the only way for your key analytic data to have credibility with Finance and in the Board Room.

Source: Marketing Profs 2005 Survey of companies of 1,000 employees or more

Source: Marketing Profs 2005 Survey of companies of 1,000 employees or more

As you build your marketing plan, ask for opportunities to sit down with key functional players across your org to Review it in draft form and gather comments Learn about their plans Develop common ground around customers and markets, as well as

related business strategy Overall, keep active lines of communication open Working specifically with Sales, develop shared understanding

around The definition of qualified leads Clarity on how the lead pipeline is managed Valuing the pipeline Providing marketing strategies to help salespeople with price

resistance Finding ways to make the sales funnel flow faster

Lead

ers

hi

p

Cash Flow

HighLow

Hig

hLo

w

Source: Young, Weiss, Steward Marketing Champions

The Partner Marketing Group Virtual Marketing Director Program at

www.thepartnermarketinggroup.com Other Services

Marketing Resource Desk Marketing Collateral Audit Outsourced Project Management Newsletter content subscription service

(coming soon) And more.

Free Partner Channel magazine subscription: http://www.thepartnerchannel.com/register.asp

First 10 attendees from TPE that sign-up on website get a complimentary Marketing Audit Review your existing marketing materials and provide

feedback Review and evaluate up to 5 marketing pieces:

company brochures sales collateral event invitations direct mail pieces newsletters

Sign-up: http://www.thepartnermarketinggroup.com/contact.php

$750 Value!