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Marketing challenges

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mike dj
Marketing challenges

Marketing challenges: management tasks in the digital era

Customer Relationship Management: CRM applications
Social networks as a marketing element: social media
Sistemas CRM On demand vs. CRM On premise(task marketplace)

What are the benefits of investing in technology for service companies?
Marketing challenges are so broad that the average tenure of an area manager in a company is three to four years, and is not likely to continue in the future. However, some marketing managers will be at the height of intense challenges generated by the driving forces.

To face the challenges of marketing, they will have to excel in the five priority actions necessary to navigate the growing complexities and uncertainties of their markets :

Provide the vision of the company's future
Promote adaptation skills
Incorporate digital technologies
Reinforce alignment with the sales function
Take responsibility for the return on marketing expenses
How are you going to develop these five priority actions to ensure that your organization can anticipate the driving forces that will shape the future?

First and foremost, when designing strategies, they will encourage the concept "from the inside out," which starts with the market, rather than the other way around. The winning strategies will have been observed through the lens of customer value and complemented by a deep market analysis. Second, they will accept twice the challenges of creating a first-rate marketing function that can anticipate and act on the forces of change.

Managerial functions to face marketing challenges

The ability of leaders to respond to these marketing challenges will depend on their work within the organization. While the financial director's job is perfectly understood and accepted, the job of the marketing leader is more ambiguous and diverse, depending on the sector, the role of the sales function and the importance of advances in information technology. The managerial tasks within the marketing functions can be grouped into four categories.(buy sell marketplace)

Marketing as a leader of expansion

According to this role, marketing has a central strategic function: it directs all the activities for the client and is responsible for the brand strategy, by leading the organic growth plans and positioning the company for the future.

He is responsible for the value propositions for the client. In many companies, the marketing director will participate in the liabilities on losses and benefits and will be responsible for the return on investments in marketing. You can have direct supervision over sales. This emerging model of marketing director occurs in companies with large global brands.

Marketing as a market advocate

Like the leaders of expansion, these directors have marketing challenges as client advocates and responsible for contributing long-term brand building and market ideas during the deliberations of the management team. They lead teams that monitor market conditions, detect changes in the media and the customer's environment and then interpret these consumption data to guide the development of new products.

The difference with the expansion leaders is that they will only have a limited role in broader discussions about strategy. Seldom will they directly supervise sales, strategy application or product development. Although their functions are extensive, they are mostly coordinators and communicators. Market advocates are especially present in sales-oriented organizations.

Marketing as a service resource

He is the least influential type within the marketing director's challenges. In fact, the leaders of these marketing organizations rarely hold the position of director, but are often sub-directors of marketing services. They lead a group of marketing professionals that operate as a cost center, overseeing central market research and coordinating relationships with key partners such as advertising agencies, market research companies, direct marketing agencies and new media.

Marketing as support for sale
In this model, marketing plays a subordinate and auxiliary function of sales and many of its activities are incorporated into the sales team. This model is particularly appreciated in small B2B companies , with heavy dependence on intermediaries.

In these situations, the sales team usually wins the battle of budget items. It gains a greater advantage even when the CEO has embarked on a short-term benefit creation campaign or when the economy is going badly. In the absence of commonly accepted measurements and credible data, the contribution of the sales team is easier to assess than the long-term investments in brand building, advertising or prospecting of new segments proposed by the marketing team.

conclusion
For an organization to thrive, succeed and face the challenges of marketing in the digital era developing its resources effectively and efficiently, the marketing director has to assume a double responsibility: creativity and good accounting results.

The marketing function exists to generate more value in the company in the short, medium and long term. And this is achieved by having the numerator and the denominator of the "value equation"; that is, optimizing the marketing capacity to generate growth and reducing the cost of creating such growth .(Pay Per Task)

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