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5 Skills Marketing Employees Must Have

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Years ago, I helped construct a playground fort at a summer camp.  I remember one particularly hot day we were putting on the finishing touches which included cutting the railings for the top decking. A co-worker and I were calling out measurements from the deck to the saw operator who was on the ground cutting the rails.  For the first railing, my co-worker called down, “36 and three-eighths.”

When the saw operator finished cutting, he handed us one rail measuring 3 feet, plus three rails each measuring 8 inches.  What he heard was a measurement that called for “36 and three 8’s.”  After a good 5 minutes of laughter, we submitted a requisition to have the saw operator reassigned to something else besides carpentry.  He obviously did not have the right skill set.

Many B2B organizations are facing the same thing today: a lack of skill sets.



  • In a recent study performed by Accenture 13% of respondents stated that a lack of skill set is keeping their company from success.


  • Another study conducted by Frost & Sullivan and recently highlighted on the Propelling Brands Blog showed that of 250 respondents, 109 (44%) said that not having the right people was a roadblock (in this case it was not overall business success but success with marketing automation).


A significant number of organizations are struggling to find the right people to ensure the success of their marketing efforts.  If you fall into this category, here are a few characteristics you should look for in future marketing employees to fill the potential skills gap:

1. An Understanding and Willingness to Work With Sales
Over the years, I’ve reviewed planning and strategy with hundreds of marketers. When I ask the question “What does sales think?”, I usually get the roll of the eyes and comments about sales people being “just ‘coin-operated’.”  The truth is we are all coin-operated.  I have never encountered anyone in a company that puts in his or her weekly hours on a volunteer basis. Everyone works for the money, so don’t blame sales for being the same way.  Instead, marketers would do well to understand the sales person’s perspective.  A marketer who understands and values the unique viewpoint and input of sales can be invaluable to your marketing team.  Sales people are the ones who spend the most time with the customers and are “in” the market on a daily basis.  To not listen to them is to reject a unique perspective and in many cases, the voice of the customer.

The best marketers are often those who have been in a sales role at sometime in their career. They use that experience to connect with a sales team and to create programs that sales can embrace.  Finding a marketer who appreciates sales to the point of engaging them can be hard to find, but it is certainly worth the search effort.

2. A Process-Based Approach to Lead Management
One of the keys to making marketing work is developing the right business processes.  To do so requires thinking at an operational level.  This is most important in the area of lead management.  A marketer who views their role as simply filling the top of the funnel (i.e.. demand generation) will not be of as much benefit to an organization as one who develops a process to manage a lead through every step or phase of the of the funnel (i.e, the buyer’s journey).   By performing the latter, the marketer’s goal is now focused on lead quality not quantity.  This in turn increases the likelihood of producing more revenue because sales spends more time on higher-quality leads.  A process-minded marketer will quickly stand out from the rest. When you find them, make them an offer they cannot refuse.

3. Knowledgeable About Direct Marketing
Too many B2B marketers have been raised at the foot of the branding tree and believe it is their job to make communications look good or to enhance the corporate brand.  While these areas are certainly important, it is no longer the sole duty of marketing. Good B2B marketers know there is more to their role.  Marketers who have a demonstrated proficiency in direct marketing (online, offline, inbound and outbound) know that it takes more than just a pretty design or catchy subject line to engage a buyer.  They know that listening to a prospect is just as important, if not more important, then speaking to one.    This kind of marketer has experience in mapping content to each stage of the buyer’s journey, and they understand the value of engaging the customer in meaningful dialogue to further the relationship.  They understand that if this engagement with the customer is done well, it automatically enhance the corporate brand, thus achieving two objectives at once.

4.  Understanding of Role of Technology
If you listen to most of the marketing technology vendors that are crowding into the B2B marketing space, you would think that technology is the answer to all of your problems.  Though technology can certainly help enable some of your current processes and automate a repeatable communication to your buyer, it is not the savior to your marketing challenges.  A good marketer will understand the role that technology can and should play in an organization and how, when integrated with CRM and other key technologies, it can help enhance the overall communication to the customer.

5.  Market by Numbers
The practice of marketing is not a gut feel kind of discipline.  Good marketers are driven by metrics. They use numbers to show their ROI on campaigns, track the marketing contribution to revenue, measure conversions along the sales funnel and use the business intelligence in their metrics to help plan for the future.  The next time you are looking to fill a role for your marketing group, list “Metrics Driven” as one of the criteria for the role. then ask each candidate to show you specific examples of how they have measured marketing effectiveness in the past.

As the B2B market place continues to change, it will be imperative to get the right people in the right roles in order to ensure you’re engaging with your buyer, aligning with sales and having a positive impact on revenue.  Those organizations who understand the people part of the B2B marketing equation will certainly be a step ahead of their competition.


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Carlos Hidalgo is CEO of The Annuitas Group the leader in the development of marketing & sales lead management processes. He is a frequent speaker on the topic of lead management process, demand generation and marketing automation and is passionate about helping their clients improve the return on their marketing and sales investments.

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Comments

  • by Eric Goldman Thu Aug 19, 2010 via blog

    Carlos;
    This is a great post - thanks for sharing! You have written about something which we find interesting as we have been observing this same effect but perhaps from a slightly different perspective: our client's needs have been changing as the trends you speak of above have been developing.
    So much so, that we wrote a post about it ourselves (http://bit.ly/bf6qHy). The article was called Marketing Analytics and the Changing Face of Marketing and it delves into the subject of data analysis and how the availability of data is changing the way marketing works. Used to be more of an art and it's now becoming more of a science.

  • by Neil Anuskiewicz Sun Aug 22, 2010 via blog

    You got it exactly right with this post. These should be called the "Key 5" or something.

  • by Kimberly Durand Mon Aug 23, 2010 via blog

    Right on about sales. All of us should be focused on generating revenue, so what a shame to call anyone "coin-operated". If a marketer wants to be of value to a CEO, they absolutely must use the insights from sales in their process. Was just reading "How to Create an Unstoppable Marketing & Sales Machine" by Christopher Ryan. As he mentions, any marketer "playing-to-win" must work well with sales.

  • by Kelly Jones Mon Aug 23, 2010 via blog

    These are good. I'd also add "Analytical Capabilities" to the list. There are a number of marketers who are measuring results, but they aren't results tied to the company's strategy. For instance, how do their marketing programs and spend align to key initiatives, products and growth areas? How do they align by acquisition/retention strategies, and by the level of relationship they are driving (user/influencer/decision maker)? Having this insight and helping to position the company related to growth aspirations earns the marketer the respect of the sales force, and a seat at the table....and you don't have to be a CMO to start thinking this way.

  • by Doug Hartley Tue Aug 24, 2010 via blog

    A great blog that once again states what I learned in college in 1980 in Calgary, Canada. Especially point #1 regarding sales and marketing. It still amazes me that after all these years marketing folk do not understand the vital role that sales plays in the overall success of any marketing campaign and vice versa.
    One thing I would like to add is that data is good, information is better but intelligence is best. Yes, data needs to be up-to -date and as accurate as possible yet it deals with the past only. I think businesses these days need to acquire intelligence (including data) to properly position and take advantage of the many coming opportunities.

  • by kyalwazi Yunusu Tue Mar 27, 2012 via blog

    how can i carry out marketing 4 a new small businiess

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