You’ve probably heard these phrases somewhere in your journey. Maybe during interviews or discovery calls. There may be a kernel of truth somewhere, but they are really confessing some serious flaws in their business. This blog post describes how to decode those flaws and use them to your advantage.
If we close more deals, we will get more money for marketing.
Their truth: In my 30+ years as a marketing professional, I have seen no link between closed deals and increased marketing spend. This even applies to deals that were brought in by marketing. Somehow, the person I met at a trade show, who had never heard of our company, turns out to be an old friend of the salesperson. Spurious at best, but once that deal finally closes it will not lead to marketing getting any more money.
Honest answer: Use your CRM as the single source of truth. Make sure the deal has a marketing attribution. Maybe the first encounter was at a trade show or webinar. Perhaps the lead has been nurtured via campaigns. Look for some tie to a marketing program.
We prefer to promote from within.
Their truth: Although it may be true for disciplines such as engineering or clinical, promotions from within just don’t happen in marketing. In his recent CMO Ladder newsletter, Michael Wright notes that 21 new CMOs were announced globally last month: 9 women + 12 men, and NOT A SINGLE internal promotion. All external hires. Evidently, when it comes to succession planning, many companies are still outsourcing ambition. My experience is they see you for who you were when you joined. Whether it was the person who installed and maintains Salesforce, or the person who speaks to the press on behalf of your company, or the person who writes the LinkedIn posts, you are frozen in eternity in that role.
Honest answer: They probably do not promote marketers from within. Sadly, the organization views marketing as a clerical or administrative function rather than a key leadership role.
You own the marketing budget.
Their truth: Most organizations have levels of spending approval. But I’ve also been in companies where even a vice president had to seek approval for every transaction. Here is my example. A tradeshow booth was slightly damaged in shipping to the venue. I could repair it easily, but alas, the tube of super glue in my repair kit was dry. I ran across the street to Walgreens to buy a new tube. I fixed the booth, and the show went brilliantly. However, my expense report was rejected. Why? That $3 tube of super glue came out of nowhere and freaked out the finance people.
Honest answer: Be prepared to justify everything. Yes, everything.
We have no real competition.
Their truth: This is either coming from a stadium-sized ego, or someone who has a totally narrow view of a competitive landscape. Even if there are no direct competitors, you are still competing against alternative solutions, substitutes, and the customer’s budget. A prospect that chooses to perform a task in-house rather than outsourcing is a form of competition.
Honest answer: Go back to the problem your solution is meant to solve. Always ask who else is trying to solve the customer’s problem, not just those doing it in the exact same way you are. Successful companies got there because they provided a better experience than the existing competitors, not because they had no competition.
You are our first marketing hire.
Their truth: This one should be a red flag during the interview process. Unless the company was literally founded last week, there is little chance that you will be their first marketing hire. Maybe not even their first full-time marketing person. I’ve heard this one a few times, only to find that there were lots of people who burned bridges with customers or salespeople, who may have had one of the skillsets of a marketer (graphic design, anyone?) but not the right combination of skills or considered the marketing role to be a sideline. The CRM is probably loaded with them.
Honest answer: Make the marketing role your own. Maybe you are the only person who has ever interacted with an industry analyst firm, or run trade shows, or developed a coherent product launch plan. Bring your own magic to the role.