Marketing Chain of Evidence
Far too many subjective marketing promises are being made without substance (measurable profitable results). Organizational decision-makers and their CMO’s and outside marketing advisors must develop and maintain marketing processes that draw a linear trajectory between a prospect’s awareness of the firm’s product directly through to the actual point of sale (POS).
Why is it that organizations allow so much wiggle-room relative to their perspective marketing plan and the ultimate actual sale’s results? Why is this phenomena still permeating today’s high-tech – data-available environment? What can be done, more efficiently, to render more marketing accuracy on behalf of today’s marketing campaigns when the resources are readily accessible?
The Probable Cause
The cause of this severe problem is likely due to under-educated – under-experienced marketing advisers teamed with companies who painfully suffer by relying upon unrealistic and immeasurable expectations. In other words, both sides of the aisle operate from a position of subjectivity rather than from a position of objectivity.
Organizational leadership must demand linear (direct) correlations between prospecting new customers and their decisions to buy. Decision-makers must call upon and take advantage of today’s technological sale’s tracking advancements (resources) before, during, and after the sale. CMOs and company-retained marketing consultants must be able to unquestionably prove that their marketing strategy is directly responsible for “ringing-the-register.” That is, organizations must learn to base present and future marketing investments on raw and real results (objectively) rather than a “ready-fire-aim” (subjective) non-transparent approach.
Organizational decision-makers must have the savvy to ask the following questions of their CMO and/or their outside marketing consultant contractors:
- Now that you have presented your marketing plan, how will you prove that the plan, in and of itself is directly responsible for each sale transacted?
- What will be the margin of error?
- How did you arrive at this specific margin of error?
- What proof do you have that this marketing plan will render the claimed results?
- What contingencies do you have in place should the marketing plan not render the claimed results?
- What consequences should you suffer if the plan fails to meet your promised expectations within the promised time-line?
- Can you draw a direct (linear) line between the initial prospect product awareness phase straight through to their final purchase point? If yes, what “specific” method will you be using to accurately track this process?
On behalf of the organization’s stakeholders and shareholders, leadership must demand objectivity by holding its CMOs and other marketing developer’s feet to the fire. In other words, if it cannot be accurately measured, it is likely not worth doing.
Be smart and be encouraged,