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Mobilising Value-ology in Your Organisation

Developing Coherent Campaigns

Now that you have the fundamentals, in this chapter we will explore how to bring your value proposition to life through a series of collective marketing activities.

We will look at:

  • • The definition of a marketing campaign
  • • How to develop and structure your marketing campaigns using the central themes you identified in Chap. 5
  • • A framework outlining how to execute a successful campaign
  • • How to get your team on board to execute a solid campaign

Let’s begin with a story.

Jane, a marketing leader at a well-known financial services company, had spent several weeks planning and working with her advertising agency—a reputable firm based in NYC, to develop a big marketing campaign. They were hoping to take advantage of a market downturn to promote some of her firm’s products that perform particularly well during this type of market.

Jane spent hours poring through industry reports, mulling over competitor sites and even talking to a couple of sales reps in order to come up with the campaign message. She developed a marketing plan after sitting down with her team, and they outlined goals for the campaign, such as increased website visits, time on site, number of email subscribers, number of webinar attendees. She thought she had all of the right pieces lined up: a well-defined

© The Author(s) 2017 S. Kelly et al., Value-ology,

DOI 10.1007/978-3-319-45626-3_7

target audience, a catchy campaign tagline, compelling creative and content, an integrated direct marketing and media plan.

They were moving fast, so when the campaign was nearly ready to launch, Jane called a brief internal meeting and explained the campaign details to the sales team. Their response was lacklustre. They wondered why this campaign would be any different to previous marketing initiatives. They didn’t see why their clients would be interested in a ‘clever’ webinar or find the ‘catchy’ collateral that the advertising firm created very useful. And while they thought the content looked great, it lacked substance and depth.

Despite the lukewarm internal response, the marketing team was ready to get the campaign out into the market. After all, they’d already invested significant time, energy and resources into the development of various marketing tactics. Over the next month, Jane and her team spent hundreds of thousands of dollars to generate a splash in the market. They used online advertising, sponsored email blasts and webinars. They tried to generate leads with the new value-added marketing content they had produced.

After forty-five days, the team had received only a handful of qualified leads. Their media budget was rapidly depleting, and they knew they couldn’t continue to generate demand without paying for it. So Jane decided to pull the plug on the campaign. It just wasn’t generating the results they had anticipated. In addition, the sales team wasn’t engaged or interested, and her firm had moved on to other priorities as the market landscape shifted.

This is an all too familiar scenario happening in organisations across every industry. So what went wrong? Could something have been done to prevent wasting so many marketing dollars and resources? Or was this marketing campaign doomed from the beginning?

Exercise 1: What do you think went wrong with Jane’s approach? Write down your thoughts, then let’s compare them with ours!

The takeaways:

Campaigns must have a clear goal. It was unclear what Jane’s marketing campaign was trying to achieve and how it fitted into the big picture for her firm. While she did set smaller, more tactical objectives, such as increased website visitors and webinar registrations, these goals did not set the overall vision for the campaign. In our view, this campaign was much more of a standalone initiative, as it wasn’t being executed under a relevant customer theme.

Where was the buy-in? One of Jane’s biggest mistakes, and ultimately what led to her failed campaign, is that she didn’t spend the time to get buy- i n from the sales organisation before developing her campaign. She created the marketing story and content in a bubble with her advertising agency.

Rather than checking in with the sales leaders, Jane was moving too fast and waited until the end to show them what the marketing department had come up with. Considering the important role sales plays in carrying the message forward to the customer, this was a huge miss. We cover the need to get sales buy in in some depth in Chap. 9.

It starts with the customer. By now, I’m sure you’re picking up on the trend that your initiatives will only be as good as your customer understanding. While Jane did some quick market research, she didn’t take the time to talk to customers directly to determine how big their pain points were; nor did she spend enough time with the sales team to understand customer feedback. As a result, the marketing content they developed lacked substance, insight and depth. There was no umbrella theme under which to talk about relevant customer benefits.

 
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