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In such a conversation you do not speak much yourself and you are mainly listening and taking notes. In this way the conversation opens up and you can make the link in a very natural way with the added value of marketing.

2. Determine the direction together

In a second session you can then determine high-level direction together with the most important stakeholders. For example, invite the head of sales and other people who can provide valuable input.

I often do this myself on the basis of the online marketing canvas that you can find in my book ‘  ‘ (affiliate). By thinking together about, for example, ideal customers, high-level objectives, positioning and concrete follow-up steps, you increase the buy-in at board level and you have a foundation on which you can hang next steps.

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3. Prepare a high level strategy and business case

After a direction has been determined from the helicopter, you as a marketer can go wild on the ‘how’. But it is just as important to substantiate numerically within a proposed approach and strategy why you are making a particular recommendation.

You do not yet work out a detailed plan, but you take the management along in a presentation in which you explain your advice in a few slides, based on your experience, benchmarks and the possibilities of modern marketing.

And because you calculate a business case and outline different scenarios, the management can then choose one of the scenarios. Each scenario has an associated cost and budget.

Once this choice has been made, you have definitively reached ‘buy-in’ within the management. And that is a prelude to accountability, but no guarantee for that.

4. Cascade the business case to KPIs together

You then want to capture that accountability in KPIs, or ‘Key Performance Indicators’. This is therefore a time to make it crystal clear that revenue growth (or growth in profit, or growth in another VP HR Email Lists area) has a dependency on marketing. And someone from the board is always accountable for the overarching goal of that growth.

You then cascade this overarching goal together to underlying KPIs.

For example, you get the following:

et – Revenue growth from € 2,000,000 to € 2,500,000
Sales target – Growth from 200 to 250 deals
Marketing target – Growth from 100 to 500 leads via the website

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The strategy and business case you presented in the previous step literally shows what it takes to achieve the transition from 100 to 500 leads via the website.

You also showed how you can help sales achieve the targets with this. As you can see, the effect of marketing ‘cascades’ into the objectives that the management has set at turnover level. And magically, marketing has become part of the board’s growth strategy.

 

5. Include the KPIs in the organizational plan

Of course, you should not skip this step. Because as long as the intentions are not formalized in the organizational plan, the accountability is actually not yet guaranteed.

I myself like not to work with bulky plans, but with, for example, an or . In this way, it can clearly see the connection between broader and narrower goals and you express formal commitment to each other to work on those goals together.

When you have received approval on your business case, you can hold the responsible board member accountable for the corresponding budget.

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