Given all of the attention on accountability in marketing, it is a little shocking that only 63 percent of the respondents to a recent Reveries survey say that the feasibility of a marketing idea's implementation is usually factored into its planning.
 It comes as no surprise, however, that a plurality of 46 percent acknowledged that their marketing ideas are not executed as planned, most of the time. If only 63 percent factor implementation into their ideas, what else might we expect -- other than a lack of accountability and an unacceptable return on marketing investments.
The defining question -- at least for me -- concerned the importance of retailer compliance, because so many great concepts never get a chance to connect with consumers and influence a purchase simply because they aren't implemented. It is telling -- and unfortunate -- to see that only 60 percent say that getting buy-in from retailers is "very" important to the successful implementation of their marketing plans.
That number, by itself, speaks volumes. A marketing idea's feasibility certainly can be gauged at many different levels, and at many different places, along the way. Because retail is the place where a brand comes in closest contact with consumers makes it arguably the single most important place.
The reality is that the closer a brand and its marketing gets to the consumer (e.g., at retail), the less likely it is to be implemented as planned. But only 60 percent think getting retailer buy-in is very important. Of course, some ideas don't involve retail. The question then becomes, well, why not? Retail is not only a primary interface between brands and consumers; it is where much of the dollars-and-cents return on the marketing investment ultimately takes place.
In addition, the absence of program implementation at retail means that 1) control of the brand is ceded to the retailer; and 2) consumer purchase decisions will be driven primarily -- or even exclusively -- by price alone. Consequently, the marketing impact, for both the manufacturer and the retailer, is diluted.
From an organizational standpoint, the issue of "ideas versus implementation" goes beyond the classic gap between marketing and sales. It involves a broader business emphasis, with program effectiveness judged not only on customer buy-in, but also on timely and cost-effective implementation at retail.
The closer a brand and its marketing gets to the consumer, the less likely it is to be implemented as planned.
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The organization, as a whole, has to know what the priorities are. Unfortunately, marketing and sales often have different priorities -- or different interpretations of the same priorities. The result of this poor understanding invariably is poor implementation.
For example, we once were involved in a multi-faceted program that integrated a variety of media with programs at retail. The priorities that were driving sales, however, were not consistent with the priorities set by marketing. Specifically, the sales department thought that it would make sense to spread out the various program elements over an extended period of time. So, media and in-store program elements were executed sequentially, rather than concurrently.
Instead of making an impact that would have driven maximum consumer awareness, display support and sales, the campaign fizzled because the impact was diluted.. While media and PR elements exceeded expectations in terms of driving consumer excitement and awareness, none of the retailers had the brand on display, resulting in out-of-stocks and reduced retail velocity. All of the elements were in place for a "home run" success, with the program developed at the "A" level. However, it received a failing grade from a sales implementation and retail execution standpoint.
That experience is a great example of why it's a mistake to view execution as a sequential process -- it should be brought up into strategic planning. That's the only way to ensure that programs will realize their full potential to drive sales and build brands. Marketing programs today are more multi-faceted and complex because that is what it takes to connect with consumers who are more difficult to engage and influence, coupled with a more challenging retail landscape. Recognition of the critical link that retail plays in the program effectiveness equation cannot be understated.
Very often, marketing creates a program in a vacuum and simply hands it over to sales. Trouble is, sales can't sell the program because their customers -- the retailers -- can't implement it. The sales departments outlook typically is driven by what the retail buyer is going to say. That's important, sure. But to ensure that the program will be not only accepted but also implemented, it is even more important to know how well the program will work within the retailer's system.
Witness the recent challenges faced by Safeway, which has experienced significant sales declines driven by its move to centralization, and the resulting loss of executional effectiveness at the division/store level. To avoid sharing in Safeway's sales declines, manufacturers must put in place a proactive plan that recognizes the specific executional challenges at Safeway. A more enlightened approach, in which both the sales and marketing departments are involved is required.
Passion must be just as strong for the sweat of execution as it is for the glamour of conception.
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In another example, we recently were involved with a program with the objective of getting display support from a very large, mass merchandise retailer. This was accomplished by first meeting with the client, the sales force and the retailer to agree on a particular concept.
Once that was accomplished, it was a matter of designing a program to pay off the concept. This required using the retailer's data to analyze past programs, to identify the critical success -- and failure -- factors, including customer organization, retail environment as well as budget/ROI considerations. Finally, the right resources had to be put in place to ensure that the implementation plan could, in fact, be implemented successfully.
Ultimately, success largely comes down to communication of the plan to those who will implement it. It also is a matter of how resources are allocated. Most sales organizations are geared either for ongoing service or short-term blitzes and are not particularly good at doing both. In many cases, when a program is designed to influence a large number of stores in a very short period of time, resources are strained and the implementation falls apart. Recognition of this condition during the planning process, with a specific, actionable and cost-effective plan identified right down to the retail level, is required to ensure improved marketing effectiveness moving forward.
Finally, a number of respondents cited "passion" as a key element of success. That's a good point, but that passion must be just as strong for the sweat of execution as it is for the glamour of conception. Success is not simply a matter of being passionate about our brands and their marketing, but developing a passion for understanding where the gaps are in our ability to sell-in, and ultimately implement, those ideas.
Chris Maher is managing partner of Convergence Marketing (Norwalk, Conn.), an agency specialized in helping consumer packaged goods companies improve marketing effectiveness at the retail level. Chris may be reached at cmaher@convergencemktg.com or (203) 866-9686
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In general, to what extent is the feasibility of a marketing idea's
implementation factored into its planning?
|
| Responses |
Number of
Responses |
Percentage |
| significantly |
|
182 |
63% |
| somewhat |
|
84 |
29% |
| not at all |
|
10 |
4% |
| don't know |
|
6 |
2% |
| other |
|
6 |
2% |
|
|
288 |
|
|
|
|
Roughly speaking, what percentage of the marketing
ideas with which you have been involved were fully implemented as planned?
|
| Responses |
Number of
Responses |
Percentage |
| 100 percent |
|
2 |
0% |
| 75-99 percent |
|
35 |
12% |
| 50-74 percent |
|
109 |
38% |
| 25-49 percent |
|
45 |
16% |
| 1-24 |
|
86 |
30% |
| other |
|
11 |
4% |
|
|
288 |
|
|
|
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In most cases, how important is retailer compliance
to the successful implementation of your marketing plans?
|
| Responses |
Number of
Responses |
Percentage |
| very |
|
170 |
60% |
| somewhat |
|
63 |
22% |
| not at all |
|
16 |
5% |
| don't know |
|
13 |
4% |
| other |
|
26 |
9% |
|
|
288 |
|
|
|
|
What are the keys to ensuring that a marketing idea
is implemented as planned?
|
| Responses |
Number of
Responses |
Percentage |
| advertiser/marketer/brand |
|
81 |
28% |
| ad agency |
|
38 |
13% |
| promotion agency |
|
39 |
14% |
| direct agency |
|
4 |
1% |
| PR firm |
|
10 |
3% |
| consulting firm |
|
39 |
14% |
| marketing services company |
|
38 |
13% |
| media firm |
|
14 |
5% |
| retailer |
|
11 |
4% |
| other |
|
14 |
5% |
|
|
288 |
|
|
Number of years in marketing?
|
| Responses |
Number of
Responses |
Percentage |
| fewer than five |
|
32 |
11% |
| 5-10 |
|
66 |
23% |
| 10-15 |
|
69 |
24% |
| more than 15 |
|
121 |
42% |
|
Total
|
288 |
|
|
|
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