Why Some Executives Think Marketing Sucks?

At one point in my career, I worked with a bunch of people who didn’t think marketing was important. It’s funny; one of the guys has a Bachelor of Science degree in Marketing from a university. They were believers in what they described as “hard core sales.” Hmmm, “hard core” sounds like a marketing term to me. Born in another industry, it must have passed by them.

I would look at the trail of successful executives walk through the door. One had a watch on his wrist that was so big he could have had someone along with him to carry his hand. I wondered if the exec was “sold hard” on that watch. Did the salesperson threaten or work him on price, delivery, or service? Was it a “deal he couldn’t refuse”?

One day I bumped into another executive and board member on her way to the car park. We traded pleasantries as she climbed into her swanky car. I hopped into my Hyundai and sat for a moment in the driver’s seat. I thought about the marketing luxury car brands did and how the product was a self-promoting machine in and of itself. I resisted banging my head on the steering wheel. Why hadn’t I been able to prove what had been so evident to me? That marketing activity enables sales. That the purpose of a business is not profits. That the purpose of a business is to create a customer. From customers, profits flow, particularly from happy customers. These are fundamental Peter Drucker truths they teach in business school. All of these guys had been to business school, except me. So why did I understand the central role of Marketing when they did not, or would not?

I could do better but I wondered why and how. I decided to go back to my roots. When shit happens, go back to basics. One of my friends told me. I reflected. How come a lot of activity turns out to be no activity? If you haven’t signed any new clients and you add two, why doesn’t that mean anything? Is this even possible? The answer is yes, and here are three reasons why. It is here where Marketing fails and why it often has a bad name with senior executives.

1. Good marketing can’t make up for poor marketing’s prior sins.

Apple’s marketing is legendary; so are Nike’s and Budweiser’s. Go hire the teams from these companies to come in behind the crew that delivered Sprint’s magic or the debacle that is Quiznos. You won’t have results in the same ball park. Why? The hole is too deep for even the best marketing in the world to change. Marketing takes it on the chin for being an expensive failure the first time around. Next, it is an even more costly effort to try to fix the failure. Add it all up and marketing is expensive and sucks. That creates a reputation that hangs around for a while.

2. Good marketing can’t hide poor products.

The lipstick on a pig analogy works here. People did this to fraudulently sell stock research back in the early 2000s. If your product doesn’t work, or you are breaking the law to pretend it does, marketing won’t fix it.

3. Good marketing can’t fix ineffective sales operations.

Sales operations are distribution. It’s how your products get into the hands and environments of your clients. Done well, it is the most important area of any company. However, poor sales performance can kill a product, brand, and company.

What did I learn from my experience? I had dealt with all three issues simultaneously. I had no chance, regardless of the numbers that I put up. But there is a silver lining to my story. Even at this point in my career, I learned some of the best lessons in my business life. At a minimum, I can share them here.

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