As Chief Marketing Officer (CMO) at Televerde, I get my fingers into all kinds of programs, campaigns and initiatives throughout the company which may not be directly focused on our marketing initiatives. I’m often working with other company leaders to add some strategic guidance, show support, or even determine which programs across all departments will be prioritized for resources and budget.
That got me thinking. I’m well-versed on what’s happening across our business – from sales to operations to finance, service and client success – because Televerde has made it a priority to work cross-departmentally. My peers understand my team, our role and priorities, too. I know, however, that’s not the case in many companies, especially when it comes to collaborating and supporting the impact of marketing automation technologies.
It seems that because marketing automation technology has ‘marketing’ right in the name, many leaders assume that only the CMO should care about the technology and what it can achieve. However, that’s not the case.
It’s important for marketing leaders to help our peers understand that marketing automation technology does a lot more than just send out personalized emails. We’ve got to share an executive vision of its operational efficiencies, how it drives sales opportunities and demonstrates its ability to enable ROI accountability across the company.
I felt so strongly about the need for the executive team to understand what marketing automation technology can do for their business that I wrote an article for Sales and Marketing Management, one of the nation’s leading professional trade publications, which was published recently. Take a minute to click on the link to read the full article, which goes over points such as:
- Marketing Automation Technology’s Cross Department Benefits: Pick a member of the C-suite and I promise s/he is impacted by marketing automation. From the Sales Leader and VP Human Relations to the CIO, CFO and the CEO, each role can be positively affected by a well-run marketing automation program. But it’s our job to make the case of impact to gain their support for budget and resource allocations for its implementation;
- ROI Through Stories: Marketing automation isn’t a small line item and its ROI cycle usually runs between 12 – 18 months. Your fellow executives probably would like that budget for their own initiatives. You’ll have to show compelling business use cases for marketing automation technology to gain their support and illustrate how its implementation can help super-charge their own programs;
- Leverage Strategic Partners: Once you have your peers supporting your marketing automation technology goals, you still have a lot of work to do. Marketing automation is not a plug-and-play tool, despite what the technology sales rep might tell you. Consideration for a strategic partner to support your implementation process is a must and can result in a smoother transition and quicker ROI.
Please check out the article and let me know what you think (firstname.lastname@example.org). What conversations are you having with your executive team and how prepared are you to set their expectations on functionality, implement and ROI? If you have questions, I would love to hear them. And if you have alternate options, please share those, too!