Hartford Business Journal

www.HartfordBusiness.com • February 24, 2020 • Hartford Business Journal 25 OPINION & COMMENTARY EXPERTS CORNER Nine mistakes that doom a company's marketing By John Graham M arketing has never been a laidback, trouble-free game anyone can play. Today, it's far more perilous than ever, particularly since prospec- tive customers are moving targets. Just when you think you have them figured out, they've moved on. If you don't know what they want and the way they want to get it, they're gone. If you disappoint them by betray- ing their trust, they'll strike back. Bank on it. Today's customers are touchy and unforgiving. They're in charge and they know it. While marketing can play a key role in a company's success, it's a fragile function; its ef- forts can easily be undermined and rendered ineffective. Here are eight common mistakes that will doom a company's marketing: Mistake 1: The boss as Marketer-in-Chief While there may be a marketing director or even a CMO, in many com- panies it's the boss who calls the shots as to what works and what doesn't. Although the boss may be knowl- edgeable in many areas, more often than not marketing isn't one of them. Those working in marketing get the message: either go along or go. Mistake 2: Lack of budget responsibility "Just let us know what you need and we'll do it." Even though the words sound helpful and supportive, control of the budget controls marketing. It makes a consistent and integrated market- ing plan irrelevant, along with turn- ing marketers into beggars. Marketing initiatives are designed so they get approved rather than meet verifiable objectives. Mistake 3: Always doing the same thing This is the "well-oiled" approach to marketing. Since everything is working smoothly, why make changes? It's not only an appealing mistake, it's also dangerous. Since conditions are always changing marketing should be responding with more appropri- ate customer-centric responses. Like others, marketers do their best work when they challenge their own performance, identify missed opportunities, make data-driven decisions, and get feedback from others in the company. Mistake 4: Failing to deal with unrealistic expectations It's common for marketers to be faced with unworkable expectations, particularly when it comes to time and cost considerations for market- ing initiatives. It's the old cham- pagne taste on a beer budget. Without a clear agreement of ex- pectations, marketers find themselves in the unenviable position of having to say, "But, I thought you meant … ," or "We don't have the budget to do that." Mistake 5: Not exploiting brand value Countless marketing messages shout self-serving messages in the hope that something will stick: "We're the oldest … ," "You can't do better anywhere else," "We love our customers … ," and more. Marketing's job is creating customers who decide it's in their best interest to do business with a brand. Self-serving messaging begs the question: What do you offer that aligns with their lifestyle, val- ues, aspirations or needs? In other words, taking advantage of your brand's value. Mistake 6: Dropping marketing initiatives too soon There's always pressure to try something new and different. While there can be good reasons for mak- ing changes, a strong case can be made for not quitting too soon. Messages sink in slowly and action occurs when there's a felt need. For example, the hazelnut cocoa spread Nutella has a year-long cam- paign to own weekend breakfasts that includes TV spots and social media. It offers rewards to consumers who report on their weekend breakfasts. Mistake 7: Not engaging individual customers "If you can't give me exactly what I want, you don't know me so I'm gone." This stark message tells the story. Fortunately, the expertise, data, techniques and channels are available to meet the challenge for engaging individuals. As one restaurant chain puts it, "You can't fake steak." Mistake 8: Permitting constant interruptions Uber's CEO last year said the company's 1,200-member marketing team was "bloated" and promptly fired 400 of them. Far from being overstaffed, most marketing teams are spread too thin. If that isn't enough, they face a steady stream of inter- ruptions. "Give it to marketing, they'll take care of it." Marketers are good at solving prob- lems, which is why companies turn to them when needs arise. Yet, if they are expected to do their best work, there comes a time to say no. John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. LETTER TO THE EDITOR PhysicianOne Urgent Care is a local, physician-founded care provider In response to your recent article "PhysicianOne gobbles up Greater Hartford urgent care provider," I wish to clarify a few points. PhysicianOne Urgent Care is a lo- cal, physician-founded, urgent-care company. As chief medical officer, I am responsible for oversight of clinical staff, developing clinical best practices and ensuring consis- tency in the delivery of high-quality, evidence-based care. I founded the company in 2008 with two other physician partners to assist Connecticut residents in getting the right care at the right time, and at the right cost. As medi- cal professionals, nothing is more important than providing high-qual- ity, convenient medical care to our patients. Since we founded Physicia- nOne Urgent Care in 2008, our mis- sion remains unchanged today, "[to] provide uncompromising, convenient care with a team of friendly and com- passionate professionals that treats [our patients] with the kindness and respect [they] deserve." Our expansion has included working with local physician-owned urgent-care companies that have decided it was in the best interest of their employees and patients to transition to a company that could best support their growth. My office is located in our Glaston- bury center, and I am excited to get to know the communities of our newest locations. (PhysicianOne Urgent Care has acquired New Eng- land Urgent Care and its practice locations in Bristol, Enfield, Man- chester and West Hartford.) Sincerely, Dr. Jeannie Kenkare , PhysicianOne Urgent Care, Chief Medical Officer and Co-founder John Graham Today's customers are touchy and unforgiving. They're in charge and they know it. While marketing can play a key role in a company's success, it's a fragile function; its efforts can easily be undermined and rendered ineffective.

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