Safeguarding Your Marketing Strategy With the

If you ‘just do something with marketing’, there is a good chance that it will become a cost item, instead of a ‘business driver’. In this article I will go deeper into how you can guarantee marketing accountability at board level.

 

Earlier I wrote an article with 7 lessons about hiring your first marketer. And the first lesson was about guaranteeing marketing accountability at board level.

What is that, accountability?

Since it is an English word, it might be good to explain the term ‘ accountability ‘. The literal translation of accountability is accountability, responsibility and accountability in one. Accountability perhaps covers the load the most. But since that word is hardly used in the Dutch language, I think the term accountability in this context best describes the load.

The literal translation of accountability is accountability, responsibility and accountability in one.

Because if you are ‘accountable’ for something very concrete, then it is crystal clear to everyone what you do and where the focus should be. In theory this is a good idea, but in practice it Chief VP Operations Email Lists doesn’t always work that way. Especially when it comes to marketing, SMEs are often looking for where accountability belongs.

The answer is actually quite simple: marketing accountability should always be guaranteed at the board level.

Chief and VP of Operations Email Lists

Guaranteeing marketing accountability at the board level

If there is no active buy-in and involvement within the board or management team, that is a recipe for failed marketing. To give you some guidance, I’ll give you a 5-step plan to safeguard marketing accountability at board level. Let’s dive right in:

Understand the world of management

Understand first, then understand words. That wisdom certainly applies to a marketer who wants to make an impact in an organization where marketing is still a neglected child.

It is therefore a good idea to first have an exploratory conversation with the management. In this conversation, you can ask questions such as:

  • Where do you want to grow in the next 12 months?
  • Why is that important?
  • What is the biggest commercial challenge you are currently facing?
  • What is your personal ambition for the next 12 months?
  • What are your ‘hopes & fears’ when we get to work on achieving these goals?

In such a conversation you do not speak much yourself and you are mainly listening and taking notes. In this way the conversation opens up and you can make the link with the added value of marketing in a very natural way.

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