Las Vegas Sun

March 28, 2024

Marketing 101 - Back to the Basics - Part II

Last time, I wrote about the importance of getting back to the basics with regard to marketing. One thing I have deduced about this new economy is that business will not return to the way it was before. Today, a firm will need to rethink everything it does and find the true value points for its clients. More than ever, clients are looking for value, not just services or goods. To move forward, one must develop a marketing culture in one’s firm. If you believe that your culture is already marketing focused, congratulations! Your company is in the top 10% of firms in the country. For the rest of us, I offer a few ideas on how to build a marketing culture.

Marketing is not a department. Too often, those within a firm perceive marketing as the responsibility of one department or the firm’s principals. In reality, marketing is a system with processes that should engage everyone in the company. The sooner you can shift the perception to reality, the better. This perception is fueled by the misconception that marketing consists only of business development or sales. Many people do not see themselves as salesmen and avoid sales like the plague, based on poor stereotypes. In reality, everything one does involves elements of salesmanship; it is what and how sales efforts are conducted that differentiates a firm from those stereotypes. Marketing involves everything a company does to create awareness and demand for its services. Marketing is not just sales and business development, but sales and business development are essential for a company to thrive.

So, how does one create an understanding in the firm that marketing functions are the responsibilities of all? By talking about it and making it important within the firm. One can tell when a firm has a strong marketing culture just by walking into its office. Customer service is excellent; relationships are important; collaboration is evident; and technical, administrative, and marketing professionals work closely together.

Over the years, I’ve been approached many times by technically-oriented people who want to help in the marketing process, but don’t want to be front-line business developers. That’s great! I suggest finding out the strengths of these people and find ways to engage those strengths in the marketing process. Perhaps they are great writers, excellent graphic designers, or great idea people. All of these strengths can support the marketing efforts of your firm.

Consistency, consistency, consistency. Build consistent processes within your company. One of the elements of brand creation is a consistent message and consistent behaviors within your marketplace. A trap that many firms fall into is a haphazard business development process--occurring only when there is down-time or in-between assignments. Business development should be about building relationships and most relationships need to be built slowly and surely. Trying to build relationships when you need work is like changing your oil when your “check-engine” light goes on. It is too little, too late. It is difficult to find work when one needs it--and a sense of urgency is not a valued element of relationship building.

One scenario that works is to develop relationships with those whom you would like to conduct business before there is business to conduct. Strong relationships are also built while one is performing services for a client. Unfortunately, once the job is done, the project team usually does not keep in contact with clients. Have the people delivering the services for your firm keep in touch with those clients. Quarterly phone calls or appointments work best. Stress how important it is to keep in touch with those clients that you would like to work with again.

Meet regularly and celebrate victories. Schedule regular meetings within your company to discuss and share the marketing efforts. These meetings will eliminate duplication of effort and serve as information sharing and teaching opportunities. Celebrate the victories, even the small ones. Share the reasons the task or effort was successful and conversely understand the reasons other efforts were not. I once worked for a firm who celebrated each new project with champagne. The job name and date were written on the cork and the cork was displayed in the break area for all to see. This simple ritual helped build confidence in the firm’s marketing system.

It is very important to build a marketing culture within your company, and it can be very fun, too.

I’d like to hear from you:

• Does your firm have a marketing culture?

• How are sales and business development conducted within your company?

• Do you have any special ways in which you celebrate your successes?

Until next time…

Craig

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