Know-How Exchange : Other

Depends on the exec's objectives and what you set the person as goals. Is the MrgE focused on supportings sales, generating new income, forging a segmentation strategy, managing promotional spend etc. You set the targets as business objectives for the job. Then you evaluate the MkgE according to how they deliver on these objectives.

I agree that it totally depends on the company's direction and current situation. For the sake of this discussion I have simplified by breaking the objectives into two categories.

Category 1: Start Up Phase
Judge the Marketing Manager by:
- number of new leads generated
- number of new leads qualified
- number of new leads turned into clients

Category 2: Ongoing Growth
- number of new leads
- number of leads from existing customers
- brand recognition
- customer retention

If the person is new and pioneering a new territory, I gauge results on activity vs results. This person should have daily planned marketing activities-- and you as manager should "inspect what you expect". I shake my head when a manager critiques the work of the window washer but lets marketing go like "que sara sara" After a reasonable length of time, we delve deeper. When I run weekly meetings I go around the room and ask for what I call a SOFT report-- I want to know successes, opportunities, failures and threats. We share this as a group, no wrong answers and the group often solves issues. Since you have been monitoring activity, you will be able to find if/where the person is stuck. We identify those areas and work specifically on those areas.

The litmus test is-- is the person paying not only for him/herself but the others who support. Your person must be a profit center for your company. And your person must keep that in the front of their mind. It is why they are there.

Sell Well and Prosper tm