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Focus, My Dear, Focus!Premium Member
Posted By: anna10 on 9/1/2006 10:53 AM (CST) 250 Points
We are not for want of creative ideas and marketing strategies at our company. However, as a marketer, my challenge lies in having to prioritize these objectives; sometimes from week to week! These objectives have turned into two very large spreadsheets (strategy, marketing programs) that are now starting to look more like ever expanding "to do" lists!

Since this site, in my opinion, includes the best of the best in marketing, can everyone offer pointers on how they segment, manage, and prioritize their marketing objectives in a way that doesn't have them breathing into a paper bag every Monday morning? Yes, I know this sounds simplistic, but the time I waste just trying to manage the objectives vs. executing them is unacceptable to me.

Thanks in advance for your advice.

Posted by: W.M.M.A. Accepted Answer
9/1/2006 11:02 AM (CST)
Anna, I have for 35 years addressed this very "issue".
As a mentor shared with me, "...if Custer had only called for reinforcements".

Unfortunately, if this is your problem, hiring qualified temps, or hiring an assistant is one of the few ways out. The other is to call upon those within the group to take on an additional function, and/or helping by moving forward a bit further before you get them.

I know, I know...no budget for help...yeah. Well, there will be no budget for marketing if too many client projects get dropped...right?

Someone in here will offer-up a software program, but those do not get the work done, does it?

I have been absolutely no help, other than perhaps another shoulder offered up to you.

I could send you some bags!!!???

Randall
WMMA
 
Posted by: wnelson Accepted Answer
9/1/2006 11:16 AM (CST)
Anna,

Great question! Prioritizing has to be done everywhere and in a "service function" like marketing sometimes becomes, you have to justify to the managers of other functions as to why you aren't going to get to their brainchild until sometime in December - they all want everything to be #1 priority! And you have to balance strategic actions versus the tactical (diving catches in the endzone - non planned items). First, it has to be driven at a process level. Implementing a strategic process helps. Annually, in most cases, the plan is put together with a three to five year timeframe in mind and activities are sanctioned for this year necessary to implement that strategy (this is a total organizational consensus) a 3W's action plan for each activity - What is going to be done by Whom and When. Goals are set over all and for each activity, metrics defined, and measurements are taken. Periodically, reviews are held to see if all the 3W's are getting done and to assess how the organization is doing on the metrics. This is typically a monthly review. Then, quarterly, perhaps, a strategic review is held to make sure the strategy is still appropriate. Of course, if obvious issues surface, then a review is called immediately for either strategy or tactics. For instance, if these creative ideas about which you speak come up and someone feels they should interrupt planned activities, a review is held to make sure everyone agrees with that re-prioritization.

With the measurements and metrics, like all investments, the organization should concern itself with return on investment (ROI). Most of the time a revenue and/or profit goal is set for the organizations and for each marketing activity, a supporting goal should be set. Costs for the marketing activities are known, so you can calculate expected ROI by either dividing expected revenue or profit by expected cost. Revenue can be used if the product/service costs are fairly uniform for each of the products/services targeted by the marketing activities. If you have a wide range of product/service costs, then contribution margin dollars(price - variable cost) can be used if the overhead costs are uniform. If not, then you have to use gross profit. I mention this because revenue is usually easier to measure versus contribution margin dollars versus gross profit. With an ROI ranking, you can prioritize the activities according to their expected payback. An exception point might be an activity that is agreed upon as "strategic" and just has to be done now might be difficult to see an ROI until years out. With agreement of the team, the ROI priority can be overridden. So when someone comes up with the "next big thing" to do in marketing, take a look at the ROI and file it on the things to do list according to it's projected impact to the business. And, on a monthly basis at the reviews, as resources become free, you can review that list and pick the next ones on the list to tackle - and get everyone to agree that these are the ones that are next.

I hope this helps.

Wayde
 
Posted by: anna10 Author Response
9/1/2006 11:21 AM (CST)
Thanks Randall. In my organization everyone is happy to initially take on a task, unfortunately, that "happiness" dies down real quick when the tasks don't get completed.

I guess I'm at least one step ahead of some folks by having the objectives outlined in front of me.

I know this is one of the biggest hurdles in our profession. Perhaps we should co-found a marketing support group complete with a psychiatrist....and paper bags. :-)

Thanks for your empathy. Not being alone in this situation helps!
 
Posted by: Frank Hurtte Accepted Answer
9/1/2006 11:24 AM (CST)
I know it doesn't make things easier, but what you are experiencing is a common occurrence. When I coach companies I often find they have 142 top priorities. The net result of this is zero - top priorities.

My suggestion... lock in on a calendar
with room for
10 long range initiatives (2year)
10 mid range (1 year)
10 Six month
5 next quarter

Once Five make it to the next quarter - allow only one change. Anything else that comes up is handled after the priority stuff.... if there is no time, it can either be the one change or it goes to the 6 month list.
 
Posted by: W.M.M.A. Member Response
9/1/2006 11:30 AM (CST)
That is the usual scenario....I'm sending bags...or, you could do as Wayde suggests. He deserves at least 10 points for that.
Hello Wayde.
 
Posted by: anna10 Author Response
9/1/2006 11:32 AM (CST)
Wayde, thanks! I think looking at each of these objectives and how they fit in with the big picture is generally the way I think. What happens is that they DO fit in with the overall picture (enter paper bag). I do like your excellent perspective and realize I have to think this way with every single action item that comes across my desk.

Additionally, my dream would be for my organization to be as formal as you've described with our marketing plan. We are a small, private 30-person services company. The revenue model is we receive recurring monthly/weekly revenue for the services we offer. Due to that, I'm sometimes subject to marketing on demand if that revenue stream shifts.

Thanks once again. This has been one of the best places in the world for marketing dialog!


Anna
 
Posted by: anna10 Author Response
9/1/2006 11:51 AM (CST)
Thanks Frank. I'm going back to my plan and reorganizing it. Thanks for everyone's responses. Very helpful.
 
Posted by: wnelson Accepted Answer
9/1/2006 12:42 PM (CST)
Anna,

Well, you have about 29 more people than me and I do look at it in this "process" perspective. Not because of a huge number of priorities to deal with but because I have limited resources (aka cash) to pour into marketing so I select carefully based on the expected return and execute based on that priority. Additionally, I measure the effectiveness of the activities and set time aside each month to sit down and review where I am and take necessary actions to get back on track if I'm not. Not so much formal as regular and routine. I have a client with 2 people and we do the same thing - for now on a weekly basis, since we just started, but soon to be monthly. We have identified "loser" activities that we have axed and other activities we put on the "to do" list with a date when we think we'll be ready to pick it up.

Randall, thanks for your generousity with Anna's points at allocating me a whole 10! And hello back.

Wayde
 
Posted by: anna10 Author Response
9/1/2006 1:17 PM (CST)
Well Wade, I may as well be a team of one, which is what's happening anyway. Whether a team of one, 30 or 100, you are right with your process perspective. I honestly have to say we don't do enough assessment or evaluation. Additionally, it's tough when there are others involved in the equation who are not as committed to the plan as I am. People seem to lose sight of the fact that in the end there is lost revenue and time.

By the way, I noticed you and Randall have way too many points already and that I should keep the points myself. LOL :-)

Cheers,
Anna
 
Posted by: NeaBoo Accepted Answer
9/1/2006 2:29 PM (CST)
If I may, I'd like to tag on to anna10's question. I agree with the proposed measures to keep objectives in perspective and agree that the plan and process should be reviewed often. But how do you manage that process up?

My co-worker and I who are tasked with actually fulfilling the marketing efforts of our company, which lack a solid plan and consistent process for measuring our efforts. Even when planning is attempted, once our year is in full swing, we are often blindsided with last minute promotions that aren't completely thought out. We both agree on what needs to be done, but isn't in line with the way our boss works. Seeing as the boss is the VP, how do we go about getting her to "see the light?"
 
Posted by: wnelson Accepted Answer
9/1/2006 2:50 PM (CST)
First to Anna: OK, we may have a lot of points, but we have egos to match, too! It's necessary to have that many points or we'd run away crying (well, Randall would, anyway)!

And now to Linnea: For companies (and Vice Presidents) not into processes, what I describe is like herding cats. First let me describe my perspective on marketing. The Marketing Process consists of three distinct phases: Strategy, Planning, and Execution. In the strategy phase, you analyze the market, customers, competition, and your company. Then, you do direction setting, which is strategic actions, position statements, product/service definition, and brand strategy. During the Planning stage, you set your goals and objectives, define your metrics and measurements, your marketing activities, and the review cycles. During execution, you're a project manager of your activities, a process manager for the reviews and handling exceptions, and score keeper.

Hey, things happen. The plan is a living document. But, when they do happen, as a company stakeholder and the "process manager," you have the right to ask how the new things stack up against the present plan in terms of the expected. In doing this, you may highlight that this interruption has to be shelved so that another crucial activity is completed. I do agree it isn't easy to do this when the exec management team doesn't buy in, however.

You are only 4.5 hours drive from me. I give half day seminars on this kind of thing. If you would like to discuss that off-forum, eMail me separately.

Wayde
 
Posted by: anna10 Author Response
9/1/2006 2:57 PM (CST)
NeaBoo I'm there with you! I report directly to the CEO, who when you finally do get him in a meeting offers great input but later is not committed to it. Additionally he is part of the "marketing on demand" issue.

I'm at the point where I'm always questioning how last minute objectives are in line with our overall plan. Questions like "How much of a priority is this?" or "Where does this fall in line with the rest of our objectives?" are commonplace with me now. They help to put things into perspective for the boss or anyone involved.
 
Posted by: mbarber Accepted Answer
9/1/2006 5:20 PM (CST)
Gidday Anna.

I'm going to tackle this somewhat differently given the great advice you have already received along with the ongoing dialogue you've added (always helpful).

I reckon what you are lacking is a 'reality check' system. An abundance of start up enthusiasm and lack of follow through is highly indicative of the reason you have lots of ideas to play with. And sooner or later reality kicks in.

So, as a longer term strategy I would start hiring more 'steady' and 'follow through' types. Sure they may not have as sexy a resume but they'll ultimately give you what you lack - delivery!

In the meantime I'd borrow from the After Action Review process developed by the US Marines. It evolves around 4 simple questions
1. What was supposed to happen?
2. What actually happened?
3. What caused the difference between intention and result (if any)?
4. What can we learn better for next time?

You hold fortnightly meetings with your ideas council - all the people that come up with and start new projects.
And in turn you ask each one of them these questions for their project - "So Bob, you were running the project to put our business card into every can of softdrink - how's that going?'

And Bob gives his 'creative response' about the idea and where it is at and why it is YET to be completed.

And then you say, 'okay given what we now know about the idea, what the hassles were and what we can do better in the next fortnight, by what date will this project be completed?"

Every fortnight, for every idea for every person. What will happen is that the really useful and worthwhile ideas wil percolate to the surface. There is likely to be recognition over lack of resources (time, people, funding) and recognition over skills and implementation challenges.

That allows you to pose the question of many of the creative ideas 'so is this idea really a priority or will it be a distraction?'

The group will start nominating ideas as non priorities and as distractions.

Now you indicate 'okay I'd like to park those 3 great ideas in the 'Not Yet' folder and come back to them at a later time when we are ready for them. From what I can see now, Sue, Bob, John and Lucy, your projects are now on hold - are you prepared to help Anne, Grace, Derrick and Steve on their projects which we agree are more improtant?

Ummms and aaahs and 'yeah sure I guess'es all round

Reallocate the staff and again at the end of the fortnight run through your AAR.

What this process will also do is enable the team to learn to self edit ideas as they emerge making your job far more effective. Instead of having a brainwave for another great project, they'll come to the group and say 'I've got this idea but not sure if we are ready yet or if it can be implemented - what do you think?'

The group can then assess the idea based on current priorities and resources and state of projects underway. If there is time and resources you set up the implementation team. If there isn't, you park it in the not yet folder.

In my strategy work with organisations I implore the senior management team to understand that there is a big difference between activity and productivity. Busy-ness does not equate to Effectiveness.

E James Rohn also says 'Affirmations without actions are delusions'. Your wish list of projects without implementation is not helping your business even if there is an initial 'buzz'

Best of luck
 
Posted by: NoStressXpress Accepted Answer
9/3/2006 10:13 PM (CST)
Anna,

I am truly impressed with the outstanding and quality postings you have received in response to your question.

I faced the same situation when I was a marketing executive in my younger days. It's all a blurr right now even though I held the job for nearly two decades but I did employ a method in prioritizing and/or discarding objectives (with justification). I recall it wasn't that difficult because the company I worked for was into business re-process engineering & change management in a very big way. (Lean & Six Sigma .. .primarily).

Under these programs the top executives had to define and describe an "IDEAL" State of the company, ie, what would the company look like if EVERYTHING was perfect?
Now, being realistic, everyone knew that perfection would never be achieved. However, it was a useful exercise in developing the metrics we needed to gauge performance.

Once the IDEAL state was defined/described we went about in defining the PRESENT state. . . or how the company looks today. From their we developed strategies to realistically achieve a FUTURE state (which lies between PRESENT and IDEAL). Once the FUTURE state is achieved it now becomes the PRESENT state and then a new FUTURE state is established as a new objective.

With the scenario above in mind I would prioritize the marketing objectives. The proponent for the objective had to demonstrate how the objective
(1) supports the company in achieving the FUTURE state
(2) contributes value to the customer and
(3) can be achieved within budget and resources.

During the course of the Fiscal Year I would get numerous marketing program requests from the CEO and The Board. My group would study the request and reply back if it met the conditions above.

The marketing objectives that met criteria were prioritized using qualitative analysis techniques and quantitative analysis techniques (if the objective had activities that were part of the critical path towards achieving the future state).

I hope this helps and didn't confuse anyone.

Conrad
 
Posted by: anna10 Author Response
9/5/2006 8:51 PM (CST)
Thanks all for the amazing responses. I am taking these to my office and have ideas I can implement to at least decrease the number of paper bags I'll need :-)

I'll see everyone around.

Anna
 
Posted by: W.M.M.A. Member Response
9/5/2006 9:39 PM (CST)
Anna:
Will you please keep us posted as to the results of your program implementation? I, for one would like to hear that you created a success. OK?

Randall
WMMA
 


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