Marketing Hurdles: How to persuade your colleagues of the need for marketing

Recently I ran a training course for Barnsley Chamber of Commerce. One of the delegates said, “ this is great, but how do I persuade my fellow directors to adopt the ideas I have learnt?”

This is not such an unusual comment.

The challenge is to get “buy in” from colleagues to undertake marketing activities to increase sales and profits and not see marketing as a cost. To do this you need to understand their background and experience. You need to explain that the market has changed. You may talk about the new players that have entered the market and how they promote themselves to your customers. Today’s market has changed even from the one of 5 years ago. It is more competitive and it is no longer easy to attract new business simply based on reputation. Customers have far more choice of how and when they buy their products and services. It is vital that each and every piece of marketing has clear and measurable objectives set at the outset.

Review your current activity with your colleagues ask them for their opinions on the results. If you advertise every week in the local paper at a cost of £13,000 per year and you have only got 4 enquiries that is  £3250 per lead, what could perform better?

In today’s market most businesses face these distinct marketing challenges

• How to differentiate themselves from the competition.
• How to develop and maintain relationships with customers and prospects.
• How to demonstrate their ability to give the client the results they need.
• How to demonstrate the value of their services.

Before you start on any marketing or business development you must ensure that everyone has the same goals and that they understand that everyone in the business has a responsibility to develop sales. Everyone must know where you are going and how you are going to get their otherwise the individuals will go off and promote their own interests. Be careful you do not have a group of individuals operating under your brand but in reality acting independently and not for the best interests of the total business.

Firstly you do need a plan, call it a business development plan, a marketing plan whatever you are most comfortable with. Then get it down on paper. Make sure everyone is happy with the firm’s key messages. Each of your colleagues has a distinct and unique combination of skills, ability, personality, knowledge and experience. This is what sets you apart from the competition. Your firm must create the relationship with the target market; your colleagues develop the relationship with individual people.

Your plan is the blueprint for the development and growth of your business. It should set out the purpose of your activity explain how you will achieve your objectives and the benefits customers will receive. It needs to describe your target audience, your niche, position and the results you expect. It must outline the weapons you will use, your budget, timescales and identify who will do what when and how.

For help with your marketing plan either developing one or reviewing your existing one contact me on 01226 290288 or email: gareth@gapmanagement.co.uk

Also see How to build a marketing plan for a successful business in our free articles section.

Next, I recommend that you start a pilot programme. Start with something tangible for promote an existing service, target new customers. Try to clarify expectations, explain the goals of the activity and what you will regard as success over what time frame. Involve your colleagues, but be careful more input to design projects or sales letters is not always useful!

Once you are successful you can use the results to build trust and to develop the activity. Demonstrate that the plan works and your colleagues will be more prepared to try more.

There may be other reasons why your colleagues are not keen on implementing marketing activities such as:

“Don’t have time” They are so busy with the work they don’t have time to develop the business. In this case review the activities undertaken and decide which ones to say “no” to, to release time for marketing.  Set some time in the diary for marketing on a regular basis.

Lack of knowledge. Break marketing down into small bites and coach and train staff in each area, examples could be writing sales letters, answering the phone,

Send them on a course (preferably one of mine!)

Fear. People do not like change and being taken out of their comfort zone. Watch for phrases like “I have always done” Be careful how you respond to this, but the following is the sentiment you wish to get across “ if you always do what you have always have, then you will always get what you have always got.”

Finally accept that each individual has different strengths and will be happy with different aspects of marketing activities. Some will be good at networking, others at developing relationships. Try to identify what people will do and what they won’t do. Complete the gaps if necessary by bringing in outside specialist help.

About GAP Management

GAP Management helps business owners and managers to focus their sales and marketing efforts to be more effective and to find win and keep customers, to grow their businesses and be successful whether they market in person, in print or on the web.

For personal help with marketing and sales to grow your business contact me on 01226 290288 or email Gareth@gapmanagement.co.uk