February 2010 Big Wednesday

It’s not me, it’s you. And other marketing mistakes

Alicia Patterson, Director House Communications

‘My partner doesn’t understand me’ is probably one of the most frequent wailings of the frustrated. Right along with ‘they just don’t listen’ and ‘they only do what they want to do, they don’t care about what I want’. Ok. So we’re talking about not just one of your partners, possibly many of them. And we’re not making judgements about your life – we’re talking about work here.

Before jumping to conclusions that the leaders in your firm are just not that into you, or that they only love you because you represent an ‘idea’ of marketing rather than seeing marketing for what it truly is, let’s examine the relationship.

There are two things at play here – pretty much as in any relationship (I’m told – my qualifications are in other areas!). The first is expectations or preconceptions and the second is communication.

Getting good at one or both of these things will smooth even the rockiest of relationships, bring meaning and build foundations. If you’re not sure what I mean consider how you felt as the GFC hit. Who didn’t suddenly see with great and painful clarity just how perilous the marketing positions in the firm were?

I have seen the stupidest marketing strategies get off the ground because the communication – to the partnership – was brilliant. ‘Strategies’ involving mismatched sponsorships, dumb gifts for clients, large scale mail outs and ‘brand’ advertising. Don’t even get me started on social media!

Great communication sells, persuades and brings people along – even if the basic idea is rubbish. How? One boring but true method is compelling data. Actually, I’ve seen some pretty inconclusive data sell in ideas – so let’s just say that in the lowest form, numbers will impress.

Which comes to the more important aspect of the methodology – the style or way the communication is delivered. And in a partnership, clever communicators pick up the lingo and use terms partners like. (And sometimes forget to leave it at work – confusing and sometimes frightening  civilians on weekends with talk of ‘leveraging opportunities’ and ‘maximising the optics’ and funnels and horizons and what not…But I digress).

They use the words, the delivery and tone of the decision makers in the group. They avoid terms and ideas they know the decision makers will dislike. And what’s more, they have a knack (or a skill) in picking up vanities or aspirations and covering those needs in the structure of the communication – and can do this on the fly.

Sound like anyone you know? Probably your boss.

Closely linked to communication – but for an entirely different purpose – is the ability to uncover, and deal with, preconceptions and expectations within the partnership about marketing. When it all gets boiled down, why do partners want marketing? Because they think it will boost the bottom line. We all know that the longer it takes to make the link between the bottom line and marketing activity, the more perilous the marketing function is in the firm.

It’s true, firm leadership can have interesting ideas about what constitutes marketing – and these usually have some very creative links between theory and practical impact.

Example: Theory: If we had profile in the right media we will be well positioned and clients will think well of us. Practical translation: I want to be in AFR.

There is no point getting into an argument that perhaps there are better ways to reach hospital administrators, or senior government bureaucrats. Give your advice and let it go.

But if you want to get things done – and feel the love – you will introduce any marketing strategy with a clear articulation of what it is, what will be done, when it will happen and what (exactly) they will need to do (input, sign off – whatever) to make it work.

MOST IMPORTANTLY – and this is the worrying bit – you will also be clear about the actual results you are looking for and expect. Numbers are good here, very very good! How many meetings? How many responses? How many hits? How much money / files / briefs will it bring?

And if you’re smart, you will flush out their expectations of what might be achieved and deal with them early – and anticipate failure and manage that too (the old ‘Plan B trick’).

You don’t need your partner(s) to understand you; they just need to understand you’re onto the things that matter to them - and sometimes giving them the results they need in language they like. It is, afterall, all about them!

Alicia Patterson is the Director at House Communications. If you want assistance to present independent analysis to your firm about its marketing activities, how they’re prioritised and resourced, or to flush out partner expectations, House can help with a marketing audit and evaluation with recommendations. Contact Alicia on 03 8611 818 or visit www.house-communications.com