Other functions need marketing support and buy-in. Would product adoption increase if new features never get launched? Finance can’t make accurate models without a marketing leader who can forecast program spend and revenue sourced. Etc. On the flip side, we also rely on other functions to be great. Would you feel good promoting a product that doesn’t solve a clear need for customers? What good is an email to customers if only 60% of their contact information is in Salesforce? Want to build a customer testimonial strategy to support new business expansion? Better be tight with the success leader and make sure they know how to use these to impact NRR as well. It’s not easy, and a lot is outside of our control, but we need these teams in lock-step. The leaders who are great at partnering across the org, and making change happen with their primary team (the leadership team), will be more successful than those who choose to spend all their time writing ad copy. Internal communication…only works if you have a great strategy to back it up💪 Master internal communication - be able to explain what you’re doing, and why. Of course, good "communication skills" won’t help you if your tactics don’t map back to specific KPIs that the business cares about. Ideally marketing is aligned with the top 1-2 company level goals. With a solid strategy, everything you’re working on will make sense to other functions. It will fall into place. Think: marketing is running X initiative, to hit Y KPI, which will make Z business goal attainable. That is what separates marketing leaders from marketing tacticians. And this is what will drive revenue in the long term. Every campaign or play has a purpose. Make sure the specific metric targets of projects are known and openly discussed. And repeat yourself DAILY. You’ll feel like a psycho, but you’ll sound like a boss. And no one will doubt or be confused about what your team is working on. X initiative, Y KPI, Z business goal. It's magic. |
