Optimal Marketing Organiztion
Your competitor’s marketing organization should not be your marketing organization.
Professional services firms were once leaders in relationship-driven marketing. Today, technology, culture, globalization, market disintermediation and buyer sophistication have left most of them behind.
Buyers have digital access to firm performance, client reviews, business insights, and highly competitive, specialized experts around the globe. Few marketing organizations have the leadership, skills, technology, culture, or courage to compete in this new environment of transparency and immediacy.
Making things pretty no longer gets the job done.
“The prudent course is to make an investment in learning, testing and understanding, determine how the new concepts compare to how you now operate and thoughtfully determine how they apply to what you want to achieve in the future.”
My Point of View
There is no perfect marketing structure, but…
…there is an optimal structure for your business strategy, firm culture, and desired level of investment. Before building, cutting or reshaping your marketing organization, your firm must answer the 5 Tough Questions required for optimization.
Prudent Pedal’s Value
As a marketing leader at leading professional service firms, I have built high-performing marketing teams in unique business models, under all business conditions, in large and small organizations and across the globe. My teams drive above-industry growth rate and many of my former team members are now leading marketing organizations around the world.
I worked with Jeff on a joint consulting engagement and was immediately impressed by his ability to inspire and empower those around him. He has exceptional marketing strategy, vision and consensus building skills. Jeff is an asset to any organization pursuing positive change and growth.
Get the optimal structure for your business strategy, firm culture, and desired level of investment.
I help you:
- Clarify marketing’s role in your organization
- Identify the roles and skills you need to achieve your objectives
- Assess gaps in your marketing capability
- Develop your “Rising Stars“
- Build the appropriate marketing technology stack
- Establish the proper performance metrics to help your team deliver
- Set up your organizational structure
A firm underperforms its growth potential until it gets focused on its growth priorities.
Having limited marketing resources means having to make difficult choices about where to invest.
Not choosing leads to dabbling in marketing; squandering your growth investments, and putting your firm at a competitive disadvantage.
Listening to past episodes of Rattle & Pedal really made me appreciate how blessed Jason and I are with phenomenal guests and listeners. Here are a few of my favorites.
In my last post, How to Evaluate Your Marketing Leader, I laid out a rubric for managing partners to assess the performance of their marketing leaders. My approach delineated between my two schools of marketing thought in the professional services world--the...
If you're a managing partner, practice leader, sales leader, or chief administrative officer in a professional services firm, you probably have responsibility for “managing” marketing. If this is you, you may be feeling a little uneasy as we approach that dreaded time...