9 Truths About Marketers
Okay, maybe not the absolute truth across the board but it is a catchy title, no? Read on.
My last two jobs have been marketing to marketers. Marketing to the market you belong to couldn’t be easier, right? Wrong. What has me thinking about this? While the hip thing right now is using social media to target marketers, I’d posit that the pool is very small. Most marketers are behind the eight ball.
Marketers come in all shapes and sizes. While you might assume that most marketers a degree in marketing, that’s simply not the case. Many marketers have degrees in English, Journalism, Engineering (yes, true!), Business Administration, Fine Arts, Sociology, etc. and some do not have a degree at all, but have a ton of business experience. Having dissimilar educational foundations leads marketers to having completely different outlooks on what marketing is and how to execute it. Some end up being great marketers and others… not so much. The other consideration is the sliding scale of dedication to the profession. For many, it is just a job and for others, it makes up who they are as a person, it is their identity. One final consideration is what silos marketers place themselves. Marketing professionals tend to like specialties versus generalities. All of these things wrapped up make for a complicated market.
I have worked with all sorts of marketers and here is what I have found over the years:
- Marketing Executives Don’t Hire Agencies. No matter the size of the company—start-up to mid-market to F500—Marketing executives typically do not hire agencies. Executives will pass along an email or call from an agency trying to get in the door. Executives will sit in meetings with agencies to provide muscle. Executives will offer their opinions. But they leave the hiring (and firing) to their managers and directors. Why? Because they do not want a tarnished record with a bad agency hire. The perception that executives make agency selection decisions usually gets agencies in trouble. Thinking that they have an automatic “in” with management, often guides them to troubled waters. The biggest example I have seen of this is going above the heads of the ‘minions’ and it is a mistake that usually gets them fired.
- Marketers don’t use search to find vendors. The majority of marketers don’t use search to find agencies or consultants. They typically rely on WOM or recommendations (usually from their friends in the AMA, PRSA, IABC or BMA) or Top 100 lists. Why? Normally because they usually swamped and don’t have time to search for and vet new agencies. More importantly, they do not want their decision to jeopardize their job/career on an unknown agency. They want to use an agency that has been successful for someone else they know (whether that be another company in the industry or a friend) or that already has an “in” with another division. And if they do use search, the agency or consultant is still vetted through the above process.
- Marketers like bling. Flash is bad when it comes to SEO (and usability! Note: I mean an all Flash site, not minimal use). We savvy marketers know this. But most marketers like shiny things. They like Flash, case studies, cool graphics and themes. Marketers are visual people. The overall bling of a site attracts them first. Then like moths to a flame, the content sucks them in! Remember COOL sites translate into COOL work that will be done for them!
- Marketers don’t get data and analytics. Often, they don’t even get things like planning or measurement. Analytics and connecting the dots on data is a new—and scary—area for most marketers. In most cases, analytics lies with the SEO team or agency (depending on how large the marketing operation is). Typically, marketing management likes data and analytics as long as it’s the “right” data and analytics. READ: Analytics that help my case politically. Sometimes what analytics uncovers isn’t always the most welcomed!
- Marketers, brand managers, PR manager are vendor managers. Depending on the size of the company or the complexity of the product or service, most marketing, brand and PR managers are vendor wrestlers. They act by campaign, not by strategy, which typically falls to the agency or consultant. Most managers ride the waves of each campaign. Once the lead pipeline is full, they move on or lose interest.
- Marketers are behind. Permission Marketing – It’s the hot new topic! Enough said…
- Marketers are addicted to unique selling or value propositions. Having a killer UVP is what will move product, right?! Alas, most marketers are clueless as to what their market wants or why they are losing customers right and left . They provide the inside-out generated value prop and it’s the agencies job to give them a magic strategy will make things all better. If the agency does not deliver (even if one arm and leg were tied behind their back!) it’s time to face the firing squad.
- Marketers like to specialize. I personally don’t get this one, but marketers tend to like to silo themselves into buckets like direct marketing, branding, e-mail marketing, SEO, PR, product marketing, etc. It’s great that they might specialize and be an expert, but what happens when the industry has moved on?
- Marketers are stubborn. If it is not broken, why fix it? Campaigns on auto-pilot make the marketers life easier. Besides, all that new-fangled social media stuff? That’s what the agency is for!
Based on my own experience through the years of working with, talking to and teaching upcoming marketers, these truths have been my reality. I’ve written this somewhat tongue-in-cheek, but I think it is a fair assessment.
I think these ‘truths’ might unveil what’s broken—or not best (or effective) practice—in the industry. Until we all understand that, we can’t fix it and market to the best of our abilities. That said, no matter how hard we all try there will always be marketers who just don’t care (it’s just a job) and are happy to be 5-10 years behind their customers.
What truths would you share?
[Image: American Red Cross]
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Hi Beth, #4 “Marketers don’t get data and analytics” is a serious blemish on our profession’s resume. I’ve written about this topic for five years and it appears most marketers would rather discuss social media. Analytics – for marketers – is much more than SEO or web analytics. It’s a much broader category of understanding the value of integrated data and then using information to glean insight and gain competitive advantage. In fact, analytics is one of the few bastions of competitive advantage still remaining in a ‘me-too’ marketplace.
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Some interesting observations here but I’m a marketing professional and I can’t find a single truth here that relates to me!
I’ll agree that I’m a visual person, but have little tolerance for bling, particularly if it’s at the cost of accessibility. I prioritise strategy and gorge myself on analytics and metrics, valuing the insight that it can provide and the confidence and focus it can provide to drive ROI.
Am I unique or a marketing freak? Somehow, I doubt it.
Admittedley, I can think of other marketers who may fall into some of these trappings, but they’re in the minority.
So c’mon fellow marketers – shout up and let’s not take this sleight on our worthy profession!
Paul, you know that we are in complete agreement with that observation. I wish more marketers and their organizations would be data-driven. And I truly believe their customers would thank them for it.
Brendon, you are what I’d call the exception to the rule. Not a marketing freak, but someone who is passionate about the profession. I’d venture a guess that it’s “not just a job” for you. We often call that being a marketing nerd (it’s a good thing!). As someone who has devoted over 15 years and more hours than I can count to the profession, I can assure you this post isn’t a slight to the industry. It’s a wake up call… There are a lot of issues with the profession, a lack of understanding in how business has changed, and a TON of mass marketing that just doesn’t work still happening. Change will be minimal if we don’t address it.
Nice work, Beth. I particularly like No. 4. And if I had to add a No. 10 it would be that marketers think like marketers, customers don’t.
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Hi Beth,
Sadly I think you’re more accurate than tongue-in-check. Though I’m not sure I’d agree that most marketers are risk averse; it’s more likely that many work in organizations that don’t reward risk takers (and/or innovation).
I think No. 4 and No. 6 are spot on. I’m constantly amazed at how many people in our profession know little or nothing about social media tools–let alone how to integrate digital strategy (and channels) into the mix. As to the data piece, it’s even worse.
While these factors might give some of us a competitive edge, it’s not helpful to the image of our profession as a whole. Is it any wonder that marketing communications is often not seen as a core business function (or that too many marketers don’t have a seat at the table)?
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While I do know many marketers, like Brendon, who strive to get it right, I must sadly admit that each of your points reminded me of people I’ve encountered at one time or another.
As a Web marketer, #3 really struck home. I can’t tell you how many times people have asked for animations or giant pictures with no real strategy in mind. They say things like”We need movement and interaction to show how tech savvy we are.” Then I ask how that strategically supports their goal of selling widgets and try to push them towards messaging that will connect with their audience. There seems to be a real disconnect here between form and function. Yet most users just want the info they need to make an informed decision, read the content, buy the whatsit, etc.
#4 also rang true, yet I’m mystified as to why this should be. In my direct marketing days I was often burying my nose in spreadsheets trying to analyze my results and predict results for similar campaigns. My bonus was directly tied to increasing leads/sales while reducing costs, so it was imperative to figure out which tactics were most effective.
With the Web we have oodles of data at our fingertips, but the mistake too many seem to make is that of relevancy. I’ve seen marketers brag in presentations about getting 500 hits in a month for new site X. They don’t seem to understand that we no longer focus on hits, that 500 is a low number for their industry, that the site had a 90% bounce rate and no visits have converted to leads. By focusing on the wrong numbers they either believe (or are trying to fake) that they have successful results, without really understanding what is or isn’t actually working. They might as well be measuring the mass of marshmallows for all the good this does.
The common problem seems to be that these folks aren’t really understanding their real goals and they’re not getting into the heads of their customers (as Justin said). To me marketing is like matchmaking. If I’m selling widgets then I want to reach the people who most want or need those. If I can match the right customer with the right product then we all win. This to me is like a game or puzzle. Each campaign brings a new challenge, which is exactly what should keep us from becoming bored or complacent. If more marketers saw it this way I think we’d not only see more experimentation with new tools, but also more cohesive strategic thinking across the board.
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Justin, number 10 is a MUST add! That is the biggest mistake most marketers make. The cousin to that mistake is thinking that the know how the customer thinks (#11).
Daria, I truly believe, as I know you do, that if marketers could prove that they are strategic and can prove ROI (and DO NOT do campaigns that don’t pre-show the amount of ROI) they would be respected, have a seat at the management table and… get laid off less. That said, if management ties one hand behind their back when it comes to measurement, there’s not much that can be done. I’ve found in my experience that most marketing executives do not embrace planning and measurement.
Heidi, I love that you point out the “old” mindset for web metrics…it amazes me how agencies get away with selling on them. Why? Because the marketers who hire them don’t know any better. It’s like PR and AVEs, which are a meaningless metric. The relationship aspect is HUGE! That’s why I am such a proponent for data-driven, cutomer-centric marketing. That outside-in focus is what allows matchmaking to occur.
Beth, Great write/right – You combined humor with insight. I especially enjoyed # 9- I have played that out in the real world too many times not to relate.
Dear Beth, please blog more! This is sooooo good!!
I think all of your points are excellent, but the most important point you make didn’t have it’s own paragraph. Marketers are behind the eight ball. As in, we really have NO idea how far behind they are. But you’re right in that they want to go to the top 100 lists and listen to their friends when it comes to hiring, but they also don’t want to do the work to learn how their jobs, and the industry, are changing. If we’re on the agency side, it’s our jobs not only to support their efforts, but also educate them every day. How are we going to do it??
While I agree that most marketers like bling, I do not agree with your comment on flash. Flash not being ok for SEO purposes was true a couple of years ago but there have been great advances and Google now recognizes, spiders and “gets” flash. The biggest problem with flash is when it comes to mobile. Is it as great as good old html? Of course not, but it is also not impossible to optimize a flash website and optimize it well.
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Perhaps the biggest challenge that you forgot is that too many marketers are afraid to do anything out of the norm. When people fear for their jobs they tend to stay in the center of the boat and row rather than steer and lead. How many marketers do you know who are really innovating ? There aren’t too many because they use vanity metrics like reach, frequency, engagement and number of followers. As long as they are graded on how well they get along with others in their org instead of how much they actually produce and the value they produce for customers we will see more endless meetings and Power Points and less risk to embrace empowered consumers
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