‘Strategy is best left to the suits’  No, marketing must be at the heart of companies – not on the sidelines

Marketing is on the frontline of technology and commerce. Yet it remains a mystery to all too many in its own organisation. I’ve worked both agency- and client-side. I’ve held many directorships. Ambiguity about the role of marketing is common. An insipid vision of what integrated marketing can achieve is typical.

The perception problem

Marketing is just “the colouring-in department”. Marketing “just does social media”. Or even “marketers just make things look pretty”. I’ve heard them all. A two-dimensional perspective is emblematic of what I call the ‘perception problem’. Marketing is viewed in binary terms: it is a cost centre; it is not a strategic asset. Such perceptions highlight an alarming disconnect between marketing functions and the wider business.

Absence of understanding, clear expectations and imagination severely limits marketing’s potential. With a lack of strategic direction, marketing is often forced to operate in isolation. It finds itself responsible for the tactical execution of campaigns, in support of a strategy into which the department has likely little to no input. Over time, this tactical role morphs into a perception shared by the wider business.

This self-fulfilling prophecy is one I’ve worked hard to challenge. Why? Because I’ve seen first-hand what empowered, integrated marketing functions are capable of: only when fully integrated into the wider business does the true value of marketing become clear. To achieve this, marketers need the trust of their colleagues and the remit to not just execute – but to innovate.

Insights into understanding

Marketers must help educate the wider business about what they can bring to the boardroom. We’re lucky to have access to such a huge variety of tools that allow us to develop a deep, granular understanding of exactly who is engaging with a business, how they’re doing it and when. This in-depth breakdown of audience engagement allows marketers to tap into the mindset of customers. It helps us understand what motivates them, what drives them and how a product or service can fit into their busy lives.

This level of understanding is vital for nurturing long-term customer relationships. It provides a sustainable competitive advantage. And, when it comes to translating strategy from boardroom concept into reality, it’s the Rosetta Stone. Introducing this comprehensive understanding of the customer and the operating environment into strategy development adds an extra layer of context. It is something the marketing function is uniquely placed to do.

Overcoming obstacles to integration

Effective strategy needs vast amounts of insight and data. Yet information overload can lead to even simple goals becoming difficult to articulate. With the success of a strategy depending on stakeholder buy-in, it is vital to keep things pithy.

Marketers are well-versed in simplifying complicated ideas and creating a narrative. After all, great marketing tells a story that resonates on an emotional level – just think about Mastercard’s ‘Priceless’ campaign. The simpler the strategy, the easier it is to communicate to the people who make it happen. Core values – aligned to both mission and vision statements – are a necessary first step. But savvy marketers integrate these core values into additional channels like employee-engagement initiatives and customer-experience scripts, bringing things to life. This is where the value of marketing becomes clear.

The language we use in business can have a significant impact. In my experience, the lexicon we use for reporting puts marketers at an instant disadvantage. There is a focus on cashflow and profit margins. Yet brand equity and lifetime customer-value are often overlooked. Organisations must develop methods of reporting which account for the difference between short-term financial indicators and longer-term marketing indicators. Fostering cross-functional collaboration – especially at more senior levels – can help bridge the language gap. It can make communication more effective and impactful.

Implementation not execution

Strategy has an intrinsic impact on every element of a business; that’s true whatever you’re trying to achieve, whether it’s increasing profitability, reducing costs, boosting operational efficiency or some combination of those. As Michael Porter stated in his seminal 1996 essay, “The essence of strategic positioning is to choose activities that are different from rivals.”

Thinking has evolved since then. Differentiation remains necessary. But in today’s highly saturated and competitive marketplace it is insufficient. Marketing is the engine of growth. Only by embedding it into all aspects of strategy – from conception through to development and implementation – can businesses leverage the unique talents of marketing to gain a
competitive advantage.

In today’s fluid operating environment, the organisations that elevate marketing from a tactical function to a strategic partner will reap the rewards. Marketing’s unique blend of data-driven insights, creativity and storytelling can elevate strategy to new heights, driving innovation and customer engagement. Marketers are cast as colourers-in. Rather, it is marketers that join the dots.