In this age of digital revolution, how do you keep up in terms of communicating with your clients? Marketing has a big role in presenting metrics that are holistic and strategies that work best. The traditional marketing approach can be very reliable and could produce great results, but being aware with new strategies just might work for you too, with customer satisfaction in mind.
The digital revolution has changed everything for marketers. Over the past few years, we’ve been given more power and more leverage within our organizations. And that power and leverage has brought with it sky-high expectations.
To do this successfully, we need to think about what occupies each of these stakeholders’ thoughts, what they want to hear, and what we can offer them in pursuit of their own goals.
In short, we need to change the way we think and talk about marketing, creating a new, cross-functional language capable of articulating marketing’s importance and value to everyone in the organization.
So, what is traditional marketing language? How do we talk about what we do right now?
For the most part, marketing speak has been entrenched in “funnel talk” for eons. We talk about top-of-funnel (TOFU), middle-of-funnel (MOFU), and bottom-of-funnel (BOFU) engagement—and that’s fine, to an extent. But with the evolving role of the marketing department, the traditional funnel has become overly simplistic and outdated.
The traditional funnel’s problem is that it views marketing merely as a supplier of leads to sales. It doesn’t fully explore its impact on the wider business or cover those harder-to-pin-down metrics like marketing-assisted revenue.
The reality of modern marketing is it has an impact at an operational, departmental, and enterprise level. And the way we speak about it needs to reflect that.
So, if the way we currently talk about marketing is outdated, what should our new language look like?
>> Steer away from outdated metrics and the traditional marketing funnel. We know that customer journeys don’t just have three stages, and we know that they’re not always linear. So, let’s move away from any language that suggests they are. Instead, align the marketing department with the diverse and wide-ranging set of corporate goals it actually tackles.
>> Articulate to all stakeholders how marketing drives revenue and meets the goals of all the key departments across the organization. Concentrate on the metrics that provide insights into what matters the most to these people. And that means every one of them. Have at least one key metric for each key stakeholder.
>> Focus on metrics that look at overall trends—like improvements in performance over time. If we can illustrate this, the influence of the marketing department will continue to grow for years to come.