In a meeting of likeminded marketers the other day I heard something I hear too much. “I went with it, it was gut feel”!
How is it that as a profession, some marketers seem to believe that “gut feel” is good enough?
Do auditors check their numbers on gut? Do accountants just close there eyes and throw a dart at a board when completing complex tax issues? Would a legal team, given the absence of precedent or any substantiating facts careen off into the nothing for a client? Of course, the answer is no.
So why is it that marketers and agencies seem to be happy to run expensive campaigns in the absence of any data or consumer insight in order to drive sound strategic decisions founded in some semblance of fact!?
I believe there are two reasons:
1. Deadlines!
“It would be lovely to go to that extra effort, but we just don’t have time. My budgets are slipping and the Board want results”. Give me a dollar… Thinking and strategy take time and effort. Take the time to do the work that needs to be done in order to make reasoned decisions.
Choose partners that challenge and drive better insight, thinking and strategy. In my experience, the result is always better. Hard conversations held with the highest levels of an organisation is what it takes for breakthrough results. I have never heard a CEO talk about this month’s numbers when faced with a long term brand strategy debate.
2. Laziness
I believe that some of us have done ourselves a great disservice as marketing professionals. Where other professions have cemented their place at the top of the corporate ladder, marketing is too often relegated to lower level positions and hierarchy. Clearly there is a reason for this, and my view is that it is because we do not show proof of value.
This failure to show proof is grounded in lack of analytical skill, a resistance to using numbers effectively, and a belief that this marketing gig is about the creative process only. Too many marketers simply ”make stuff”, “print stuff” or live in the endless cycle of tactical fixes.
If your CEO’s most significant discussion with you is the design of your annual report cover, you’re who I am talking about.
Look, don’t get me wrong, I have worked in organisations where all of this is the case. I have been one of those marketing people. It’s a tough gig to be in an organisation that doesn’t believe in your profession. But we have to push through those barriers and use all the tools we have to get noticed and respected. Our profession grows business value - and that’s a valuable thing.
I love it when I see strong, evidenced based communication linked with insightful, compelling creative and through-the-line media thinking, and trust me, so do consumers. We could see more of this kind of communication given a desire to push the boundaries at both client and agency level.
Do not accept mediocrity, information gaps, incomplete analysis, shortcuts. Fight for the time to discover, learn and debate.
Then when it’s time to launch (and yes, it will be past deadline!) you may have created something that is loved by your fellow executive - for the results, held in esteem by your peers - for the thinking and sought out by your audience - because you have built something that is relevant and connects.