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Al Berrios
Contributing Editor
Management Strategies
Al Berrios is Managing Director of al berrios & company inc., a hybrid management consulting firm he launched in 2000 to advise leaders on the impact of human behavior on their strategies and on how to change their organizations to address the behavior. Mr. Berrios also serves as the inexhaustible Editor of the Consumer Strategies Report, the highly-acclaimed al berrios & co. management publication. Contact Al at al@alberrios.com.

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Audit Your Marketing Excess: A Few Tips to Cut the Fat from Your Marketing Team

Written on
July 5th 2006
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by Al Berrios  |
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2) In an effort to win back a former agency-of-record client, an agency hired our firm to help them evaluate the intricacies of their beverage client’s audience by region. The information they wanted included: drinking, media, and recreational habits. But they also wanted to understand their audience’s religions and relationships with family. Although these latter datapoints are important to understand the audience, we suggested that for the purpose of this study — defending their account — it wasn’t necessary. But they insisted and ended up spending 26% more on this study than they should have.

Rather than waste precious marketing dollars over-studying without reason, advertisers should manage innovation in their area. An innovation management program within a marketing department is similar to the business development function of the larger organization, where marketing departments engage in active and on-going tracking of emerging and new tech, new consumer segmentations, and realistic expectations inside the marketing department. This incremental investment means that at crunch time, a marketing department won’t have to allocate unexpectedly and wildly to any initiative. And simply having a presence at industry conferences and subscribing to all the trades isn’t enough either, if learnings aren’t shared with the rest of the department, or worse, executives aren’t compensated to care enough to even learn for the benefit of the organization.

(Note that when these resources are provided by the company easily and freely, their value may be lost upon workers. What greater proof of personal interest can there be than when workers seek industry insights out themselves, and pay for them from their own pockets? If you measure brand loyalty when your customers do it, how can you measure your own worker’s brand loyalty when you don’t give them a chance to spend on the brand? Henry Ford figured it out almost a century ago. Why haven’t you caught on?)

3) It seems simple enough: if sales increase, marketing worked. If sales decreased, marketing failed. This, actually, is the greatest sign of how marketing has failed to evolve. Sales is different than marketing and requires an entirely different skillset. Those who sell enjoy facing people; those who market, don’t. How can a marketing person then be responsible for how a sales effort succeeds or fails if they themselves don’t have the prerequisite personality to understand it?

There should be little doubt that marketing and sales are collaborative efforts, but what isn’t clear is that both require separate metrics to evaluate. In other words, sales metrics are inaccurate metrics on which to gauge the marketing function. Thus, marketing should invest in identifying and measuring every possible metric of their performance, to drive the internal discussion of why they exist, what their objectives are, and how successfully those objectives are met.

During a 6-month analysis of a public relations promotion for a large fast-food restaurant chain, our firm discovered that awareness of the promotion decreased 57% upon entering a second phase, then decreased another 12% upon entering the third phase. Intent-to-participate in the promotion followed awareness downward with dramatic drops through the end of the campaign. The obvious is that the campaign should not have lasted longer than 1 month, or at least changed monthly.

But not so obvious is that with hundreds of media mentions, this campaign was judged successful by traditional means of measuring public relations. In fact, this success was an utter waste of millions, particularly since there were 21 other similar promotions occurring during the timeframe this campaign was running (out of 300+ promotions that occur during any given 6-month time-frame); one promotion even carried a name that sounded so similar to our tracked campaign that consumers already thought they were participating!

Overall, less than half of 1% of the general population that we tracked during this campaign were aware that they were being marketed to by our client. Based on this number, our client would have had to repeat this campaign nearly 5 billion times to generate an awareness level of the brand worth 100% of their entire investment on this effort!

As marketers respond (or react) to changes in the consumer landscape and evolving media habits, they tack on additional roles in a quest to grow headcount rather than productivity. The more that’s being spent on the greatest number of channels reaching the highest number of consumers is not the best gauge of marketing productivity, contributing to the challenge of accounting to bean-counting chiefs and boards.

A marketing department audit is the ideal opportunity to re-align your marketing strategy around corporate or business goals by adjusting partner relationships and managing innovation in your area and most important, reassess those productivity benchmarks to ensure that each quarter really is more attractive than the last.



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