I recently ran across an excellent article in "strategy+business" (an on-line and exhausting copy magazine devoted to strategy problems) that shed some fascinating light-weight on a very important selling issue.
The article, entitled "Six Types of Promoting Organizations: Where Do You Fit In" , is based on a study by Booz Allen Hamilton and also the ANA (Association of National Advertisers) that identified six basic types of "promoting organizations" within companies. I found it to be a fascinating and insightful look at the importance of making certain the marketing operate aligns with what the business extremely needs.
Per the article, the six sorts of promoting "organizations" (i.e. the selling people, systems and processes within a business and also the activities they perform) are as follows:
1. Growth Champion. Promoting drives strategy at the senior level and plays a serious role in generating revenue and leading new product and business development.
2. Senior Counselor. Although still functioning at the strategic level, promoting is a lot of of an advisor to the CEO than a formulator of company-wide strategy.
3. Whole Foreman. Functioning in a very additional of tactical role, promoting focuses on providing numerous services to support the company's brands. This could embody developing communications strategies and inventive initiatives, also campaign execution.
4. Growth Facilitator. Kind of like the growth champion, except here selling mainly supports different major functions instead of initiating and leading strategy on its own.
5. Best Practices Advisor. Promoting is additional of a tactical weapon whose primary purpose is to assist every business unit achieve most effectiveness in their promoting efforts.
6. Service Provider. Promoting acts much like an outside vendor, providing advertising, promotions, public relations and other marketing services to the company's business units and products groups as needed.
The danger, warns the article, is that almost all selling organizations believe they cover all these functions, when in fact they really perform only one. Thence, there is often a significant disconnect between what the business wants from the selling function and what it really gets.
The key to resolving this dilemma lies in answering 3 critical queries:
1. What kind of marketing organization currently exists in your company?
2. What sort of marketing organization needs to exist in your company (based on your strategic goals, value proposition and the future direction of your business)?
3. How do you properly align the promoting team thus that 1 and a couple of are the identical?
A Simple Test
What I extremely liked concerning the article was that it included a link to the Booz Allen/ANA Selling Profiler , a brief questionnaire that identifies your promoting organization's current profile and offers recommendations for your moving your selling organization closer to where it desires to be. In addition, the profiler offers resources and readings (based upon your profile) to assist formulate the proper strategy for this "migration path."
I took the profiler for Townsend, Inc., and located it to be quite accurate (we have a tendency to came out as "Growth Champions") in its assessment of our current marketing function. More necessary, the recommendations offered to enhance our selling organization were dead on. They helped focus my thinking in several necessary areas and strengthened a couple of initiatives we have recently begun. For example:
* Recommendation: Develop metrics and call tools (like promoting ROI) to measure the performance of individual product, channels and segments.
* Lesson learned: At Townsend, we need to try and do a better job of measuring our marketing ROI. We tend to have already started down that road by shifting primarily to direct promoting and Web marketing, that ought to create it easier for us to trace and measure results.
* Recommendation: Do not keep all call-creating authority at the CMO (Chief Selling Officer) level. Instead, allocate these "decision rights" to acceptable levels of the organization to ensure accurate, speedy and continuous responses to service requests
* Lesson learned: This was a smart reminder that we have a tendency to want to induce our internal teams additional involved in the promoting method thus they will help choose where we have a tendency to prospect and ensure that we generate the proper kinds of clients for Townsend.
* Recommendation: Create positive your capabilities are properly aligned with each the selling agenda and also the CEO's priorities. Understand precisely what skills are required in individual areas.
* Lesson learned: If we'll market through the Web, we want to build internal Internet-based selling skills as quickly as possible.
* Recommendation: Involve other organizational areas (operations, product development, finance, sales) early in the process of making selling investments
* Lesson learned: Again, a sensible reminder to urge our internal teams additional concerned in how we have a tendency to market as an organization.
The Rise of Samsung
It would possibly be easy to dismiss this type of assessment as an attention-grabbing but not particularly valuable exercise. Before doing therefore, but, consider what assessing their selling organization did for Samsung.
According to the "strategy+business" article, Eric Kim took over as vice president of world selling for Samsung in 1999, simply as the company initiated a replacement strategy to go from "a coffee-value producer of electronics, sold primarily underneath the complete names of its OEM customers, to a manufacturer of high-end digital products." This represented a huge and very difficult shift for the company, one that would lead to failure on a large scale if all the right elements weren't in place.
Upon analyzing the abilities, structure and core competencies of his selling organization, Kim quickly realized they did not align with the new direction. He then spent 5 years remodeling Samsung's entire selling organization thus that it more closely matched the firm's newly identified needs.
Last year, Samsung became the globe's twenty first most valuable brand (consistent with the Business Week/Interbrand 2004 rankings), only one spot behind the vaunted Japanese electronics giant, Sony. Whereas many factors contributed to the present meteoric rise, developing the correct kind of marketing organization clearly played a major role in elevating Samsung to its current position together of the planet's elite brands.
Thus -- what sort of selling organization do you have got? And additional vital, does it deliver what your organization needs?
To seek out out, take the Booz Allen/ANA Selling Profiler. I also recommend reading the article to induce a full understanding of the concepts involved. You'll discover that you are promoting organization is correct on target with where it wants to be. Or you will find out that you're trying to pound a round peg into a sq. hole.
Either approach, my guess is you will realize it time well spent.