If you’re not getting results after 4 months, it’s time to ask some serious questions—including whether the problem falls with you
Because marketing is not something with which many B2B companies—especially manufacturers and technical firms—are overly familiar, many leaders of these businesses have a lot of questions about how it all works. The first question most CEOs ask when they launch a marketing effort is, naturally, “How long does it take to get results?” But a close second is this: “How do we know if we’re marketing the right way?”
(This question is sometimes phrased more bluntly: ‘How will I know if it’s time to fire my marketer?”)
As I’ve outlined before, marketing does take time to show results, so impatience can seriously threaten to success. But at the same time, you shouldn’t have to wait six months to know whether your efforts are making any progress.
And as I’ve also written before, the first 100 days are the most crucial for setting your marketing efforts on the right path. That’s when your marketing team should be creating a strategy, defining your target market and value proposition and creating collateral to help the sales team to sell with confidence. A new website could fall in there too, depending on complexity of the job. If your marketer can accomplish all these tasks in the first four months of working with you, it’s safe to deduce that your firm on the right track.
But it’s important to note that if a marketer hasn’t accomplished those things, it doesn’t necessarily mean they’re failing—especially if your company has never done any real marketing before. As long as you see that progress is being made on coming to decisions and building the marketing foundation (that is, your messaging, website and collateral), you can probably stay the course.
But if after four months you have seen no tangible results at all from your marketer—no signs of a new strategy, no road map to new collateral, no talk of a new online presence—consider it a red flag. An inability to get anything accomplished in the early days is a harbinger for more of the same in the future. Either your marketer is incompetent (what many leaders tend to think), or your company is unable to make decisions. I’ve seen both. And while many CEOs like to think that their companies are perfect, if you’ve had a string of marketers who haven’t been able to achieve results, you need to consider the possibility that the problem lies with you.
With thanks to Profit Magazine; Lisa Shepherd || November 14, 2014
Lisa Shepherd is author of Market Smart: How to Gain Customers and Increase Profits with B2B Marketing and president of The Mezzanine Group, a business-to-business strategy and marketing company based in Toronto. She was the youngest female CEO of a company on PROFIT’s ranking of Canada’s Fastest-Growing Companies in 2007 and 2008 and is a frequent public speaker on B2B marketing strategy and execution.