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Goals & Objectives For A Marketing Manager
Posted by Anonymous on
6/19/2006 at 4:35 PM ET
I am interested to see how other companies are measuring their marketers. Specifically, I'm looking for examples of a Goals & Objectives document for a Marketing Manager in a B2B demand/lead generation role.
Something that could ultimately be used in a performance review/appraisal.
6/19/2006 at 5:52 PM
These would differ from organization to organization. However, I typically set mutually agreed upon Objective Points. These are done on a quarterly and yearly basis. This sets the stage for good cooperation and growth of the employee...
6/20/2006 at 12:38 AM
Frank is quite right in that it would differ from organization to organization. Every organization has their own version of performance metrics and expectations for marketers. However, the good thing about the marketing and sales professions is that these professionals are primarily graded objectively (because of numbers achievement) as opposed to most professions that are graded subjectively.
Having been a marketing vice president for 18 years I was graded primarily on achieving numbers in market share, customer acquisition, inventory turns, product line profitability, and practically anything that is measureable! Also, at Toshiba I was graded on the accuracy of my forecasts and the attainment of my assigned objectives and the objectives that I have agreed to achieve that were above and beyond the requirements of the job. Since I worked for a manufacturing organization I was also graded on the quality of the marketing plans my group formulated - after all the sales generated by these plans "feed" the factory.
Without getting into too much detail I would recommend that you establish the grading criteria by listing down all the critical core functions of the marketing department and find a way to make them measureable. Make sure they correspond to the fiscal business goals of the organization.
I hope this helps.
6/20/2006 at 2:18 PM
I disagree -- I think marketing's role is to generate qualified leads that ultimately turn into revenue.
6/20/2006 at 3:03 PM
maybe dcmarketingguy, rbauman and I should do a conference call regarding counting leads or sales, and we can discuss this point.
I generate leads - but whether or not that turns into revenue for my clients depends on whether or not they close the business.
As a general rule, if you hand a seasoned, experienced, and established sales person 100 leads, the sales person will call 20 of them (using the 80/20 rule, the salesperson knows that 80% of the business comes from 20% of the leads). If you "prequalify" the leads, and give the salesperson 20 leads, they will call 4 of them (again, using the 80/20 rule, the salesperson knows that 80% of the business comes from 20% of the leads). Your sales will go DOWN from prequalification. Sales folks DO NOT follow up leads effectively, and this is not Marketing's fault.
6/20/2006 at 3:13 PM
I guess it depends on what type of organization you operate in. The company I work for grows its customer base with no more than a handful of expensive transactions per prospect per year. As a result, there are a limited number of leads and it's much easier to keep a closed loop between marketing and sales, and make sure the leads get followed up on.
6/22/2006 at 9:32 AM
To add a little extra measurement to the mix, my employer requires all of the things mentioned here, but I am also judged by the level of profitability my department delivers. I need to use my budget as best I can to deliver qualified leads to my client...who doesn't...but I am held to a 50% profitability mark for each. I consider that pretty high. In some cases, the marketing budget is low and it is my responsibility to find the right vehicles and messaging to accomplish the task...and get it right the first time.
6/27/2006 at 5:21 AM
Think part of marketer's role is to juggle between budget and revenue. A lot of creativity involved to squeeze the budget to the last drop and achieve the target.
My perception is that it is crucial for marketer to be involved in sales cycle as well. They need to be equipped with the domain knowlege, from product, operation and sales.
Some companies perceive marketers as forefront fighters, others treat them like support staff, while sales are the frontline. It really depends on the company's business direction.
6/27/2006 at 11:30 AM
What about database marketing? How do you measure the person responsible for the integrity of Salesforce.com/the CRM system?
7/3/2006 at 1:27 PM
By database marketing, I assume you're referring to creating, cultivating and maintaining an active database of potential and current clients. There are several metrics which may be of assistance to you in evaulating the effectiveness of your database...both finanacially and strategically. Too many variable are missing here to give you a substantial example, but, you may check out one of the following sites:
Writing & Marketing Consultant
7/6/2006 at 7:42 AM
I am closing this question since it's more than 2 weeks old. We do this to reward the contributions of participants in a timely manner + to give increased visibility to the newer questions.
Thanks for participating!
Carrie (Production Editor)
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