Hiring Your First Marketer 7 Lessons

It is a recognizable struggle for many start-ups, scale-ups and SMEs: thanks to successful sales, the company’s first growth is a fact, but extra fuel is needed to be able to go to the next level . Good marketing can provide that fuel, but where do you get the right expertise from? Are you starting with an intern, cheap but still learning? Do you hire expensive specialists? Or do you immediately hire a CMO? In this article I discuss 7 lessons that I have learned from the selection process.

Choosing is difficult. Because choosing leads to toothache. Especially when you have to make a decision of which you do not yet know the consequences.

That’s why I’ll take you through 7 lessons that will help you Purchasing Directors Email Lists make better decisions when you’re about to hire your first marketer as a CEO, director or SME entrepreneur. Want to go straight to 1 of the 7 classes? Then click on one of the links below:

Purchasing Directors Managers Email Lists

  • 1. Secure responsibility at board level
  • 2. Provide a solid marketing foundation
  • 3. Hiring an intern is not the golden egg
  • 4. Hire someone with a growth mindset (and not a CMO right away)
  • 5. Provide strategic guidance for your internal marketing function
  • 6. Get your marketer a sparring partner/accountability buddy
  • 7. Secure (part of) the execution internally in the form of an agency or freelancers

1. Secure responsibility at board level

I once worked with Bert. A nice guy, and one who does his best. Within his company (a business service provider), Bert one day is given the responsibility to set up (online) marketing. The management is of the ‘old stamp’ and understands ‘that they have to do something with online marketing’, but also know – in their words – that they have the balls to do it.

As a result, Bert comes up with all kinds of creative ideas, but the actions are completely separate from the KPIs of the company and those of the sales team. After a few sessions with the management, Bert’s light comes on: decisions and actions must be based on company objectives. Together with sales, Bert makes agreements and exchanges ideas.

The result? Within this company, marketing changes from a cost center to a business driver. And that result is not only achieved by better formulating what the intention is together, but by assigning responsibility for the marketing results to management level.

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