What Do Marketing Problems Look Like?

Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

• Should you lower the price?

• Should you raise the price?

• Do you need to spend money on advertising?

• Do you need to kick off a public relations campaign?

• Do you need new sales channels, or do you need a program to "kick start" your existing channels?

Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

Another example of a potential marketing challenge is an important new product introduction.

• How do you ensure that you get the best press coverage?

• Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

• What literature and sales tools will you need?

• Does this new product
  You're as Good as Your Weakest Link
  I flew to Fiji from Singapore via Australia, requesting vegetarian meals throughout. But not a single vegetarian dish was provided.What’s unusual is that I checked and rechecked every step of the way: by telephone before departure, at check-in in Singapore, at the First Class Lounge in Sydney, aboard the airplane to Fiji, with airline staff on the ground in Fiji, during check-in at the Fiji airport, and once again in the Lounge in Sydney on the way home.Every step of the way my special meals were ‘confirmed’. I even received boarding passes issued from the airlines with ‘VGML’ (for ‘vegetarian meal’) printed in bold.The strangest experience was the last. As I boarded for the flight from Sydney back to Singapore, I asked the steward about my special meal. He confirmed before take-off, ‘Yes, Mr. Kaufman. Vegetarian. It’s in the record.’But during the meal service hours later he came back and said, ‘We thought we had the meal on board, but it is not here. Would you mind the chicken or fish?’ (I ate the fruit.)This whole experience was more entertaining than upsetting, but it certainly got me thinking. The travel agent, telephone reservations staff, check-in agent and cabin crew are not ‘responsible’ for catering on the aircraft. But they do rely upon their partners to deliver. Key Learning Point -----------------------
  Many sales problems can be solved by improved marketing. Selling harder is often not the solution. More . . . or just better . . . marketing may be what's needed. Marketing presents a special problem for any company that has not yet developed a professionally staffed marketing department. This article looks at the various marketing functions. It describes some successful approaches to determining when to add "more" marketing to your company.

  In The Beginning

  Most successful companies grow from a small enterprise based on the founder's idea or vision. In the early stages, the founder usually plays many roles. It's common to see a founder handling engineering and/or sales roles. As the company succeeds and grows, many of these tasks are delegated to others.

  The one area most often key to the long term success of the company is the function of marketing. This article covers:

  • The marketing functions

  • The problems they can prevent or solve

  • The contributions you can expect from marketing

  Marketing: The Difference Between Buying And Selling

  The definition of marketing has been attempted by many authors. It is commonly referred to as the process of relating the potential customers' needs and wants to the company, and then addressing the company's solutions to meet those needs and wants back to the marketplace.

  We have described marketing as the process of focusing on Who the customer really is, and What the customer is actually buying from you . . . rather than what you're selling. What customers can buy from your firm . . . that they cannot buy from another . . . is the real reason they do business with you.

  The marketing functions within your company that support this work can be divided into product marketing and marketing services to support demand creation and sales. Both functions are necessary to have an effective marketing effort. However, they are distinct. How much of each you need . . . and who should perform these duties . . . are important issues.

  What Is Product Marketing?

  The classic definition of product marketing includes the issues of product, price, promotion, and sales channel (place). The concept of product marketing holds true whether your company is a "product" or a "service" company. In the case of a service company, your "product" is the service provided.

  To succeed, these product marketing issues (product, price, promotion, and place) must be handled so they are effective from the customer's point of view. In the beginning, these issues are usually a key part of the founder's vision. When the company succeeds, they often become too complex . . . and too important . . . to be handled part-time, by the chief executive.

  Product marketing works over two different frameworks, each important, and fundamentally very different. These two areas are strategic and tactical.

  Strategic Marketing

  Strategic product marketing is the future component of the marketing problem. Strategic issues include:

  • What business is your company in?

  • What business should you be in?

  • What products or services should be designed and offered?

  • What technical capabilities need to be developed within the company or acquired from outside the company?

  Other related strategic issues include:

  • Marketing channel strategies (How do you reach your customers, then sell and deliver the goods?)

  • Competitive positioning (What sets your company apart in the minds of your customers?)

  • A complete understanding of, and ability to communicate to customers, What they can buy from your company that they cannot buy from any other company.

  The strategic role requires a person who is a generalist, with a broad view of the market, the industry, and the company. This is the role most usually maintained by the founder/CEO. Portions of this strategic function may be provided by a senior marketing manager or by outside consultants.

  Tactical Marketing

  Tactical product marketing deals with issues that relate to the success of current products or services. These include:

  • New products or services introductions

  • Promotion of existing products

  • Development of marketing programs and literature that are effective in reaching the customer

  • Communicating the unique position that separates your company from your competitors

  • Ensuring that the sales channels are being used effectively to reach customers

  The development of tactical plans is a product marketing function. The execution of some of these tactical items may be accomplished by marketing services, as described next.

  The tactical role requires a person with the desire and skills to "get it done." Both tactical and strategic roles require great communications skills, and the ability to deal successfully with a wide range of peo-ple, both inside and outside your company.

  What Are Marketing Services?

  Marketing Services executes tactical marketing programs. This may include sales contests, public relations, advertising, trade shows, dealer programs, direct mail campaigns, etc. This function manages or provides the creative, and produces items such as brochures, advertisements, press releases, trade shows, etc.

  There is obviously an overlap between tactical marketing and marketing services in the area of defining and planning these programs. A senior, experienced, marketing services professional may be able to perform some of the functions of tactical marketing. Unfortunately, many times we place an excellent marketing services person in a position which really is tactical marketing . . . and the results are not satisfactory.

  Marketing Services' function is to create and manage the tools, support materials, and collateral that tactical marketing has determined necessary to effectively implement the programs designed to achieve the strategy.

  Skilled marketing services professionals have excellent input regarding these tools and materials to assure effective results. Asking them to perform the tactical product marketing function is quite another thing!

  What Do Marketing Problems Look Like?

  Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

  You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

  • Should you lower the price?

  • Should you raise the price?

  • Do you need to spend money on advertising?

  • Do you need to kick off a public relations campaign?

  • Do you need new sales channels, or do you need a program to "kick start" your existing channels?

  Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

  Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

  Another example of a potential marketing challenge is an important new product introduction.

  • How do you ensure that you get the best press coverage?

  • Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

  • What literature and sales tools will you need?

  • Does this new product (
    How to Avoid Giving Away Free Consulting
    After spending 30 minutes in a coffee shop with a potential client, I realized that the sheet of paper they were writing on was almost full; full of ideas that I had just given away for free. If you consult, coach, or are in the advice-giving field, you may have had a similar experience. Here are some valuable techniques to practice that will prevent you from giving away free consulting.In most cases, arrange to meet with your potential clients for about 30 minutes, to see if you are a match; that is, can you offer a service to them and do they need it? Try to give something free to each potential client so they get a sample of your services. Giving one or two pieces of information away for free is okay, however, 30 minutes worth is not.Client Interviews (Get-To-Know Session)When meeting with a potential client, your goal is to uncover a need they may have that matches a service you provide. How can you do this? Ask open-ended questions, that is, ask questions that will evoke a conversation. For example, an open-ended question may start with the words: "Tell me," or "What is…" or "When do," etc. Open-ended questions will enable the client to give you more than just a yes or no answer, thus giving you more details about what they need.After hearing a series of problems that you can solve through your services, it is important to state that y
    what you're selling. What customers can buy from your firm . . . that they cannot buy from another . . . is the real reason they do business with you.

    The marketing functions within your company that support this work can be divided into product marketing and marketing services to support demand creation and sales. Both functions are necessary to have an effective marketing effort. However, they are distinct. How much of each you need . . . and who should perform these duties . . . are important issues.

    What Is Product Marketing?

    The classic definition of product marketing includes the issues of product, price, promotion, and sales channel (place). The concept of product marketing holds true whether your company is a "product" or a "service" company. In the case of a service company, your "product" is the service provided.

    To succeed, these product marketing issues (product, price, promotion, and place) must be handled so they are effective from the customer's point of view. In the beginning, these issues are usually a key part of the founder's vision. When the company succeeds, they often become too complex . . . and too important . . . to be handled part-time, by the chief executive.

    Product marketing works over two different frameworks, each important, and fundamentally very different. These two areas are strategic and tactical.

    Strategic Marketing

    Strategic product marketing is the future component of the marketing problem. Strategic issues include:

    • What business is your company in?

    • What business should you be in?

    • What products or services should be designed and offered?

    • What technical capabilities need to be developed within the company or acquired from outside the company?

    Other related strategic issues include:

    • Marketing channel strategies (How do you reach your customers, then sell and deliver the goods?)

    • Competitive positioning (What sets your company apart in the minds of your customers?)

    • A complete understanding of, and ability to communicate to customers, What they can buy from your company that they cannot buy from any other company.

    The strategic role requires a person who is a generalist, with a broad view of the market, the industry, and the company. This is the role most usually maintained by the founder/CEO. Portions of this strategic function may be provided by a senior marketing manager or by outside consultants.

    Tactical Marketing

    Tactical product marketing deals with issues that relate to the success of current products or services. These include:

    • New products or services introductions

    • Promotion of existing products

    • Development of marketing programs and literature that are effective in reaching the customer

    • Communicating the unique position that separates your company from your competitors

    • Ensuring that the sales channels are being used effectively to reach customers

    The development of tactical plans is a product marketing function. The execution of some of these tactical items may be accomplished by marketing services, as described next.

    The tactical role requires a person with the desire and skills to "get it done." Both tactical and strategic roles require great communications skills, and the ability to deal successfully with a wide range of peo-ple, both inside and outside your company.

    What Are Marketing Services?

    Marketing Services executes tactical marketing programs. This may include sales contests, public relations, advertising, trade shows, dealer programs, direct mail campaigns, etc. This function manages or provides the creative, and produces items such as brochures, advertisements, press releases, trade shows, etc.

    There is obviously an overlap between tactical marketing and marketing services in the area of defining and planning these programs. A senior, experienced, marketing services professional may be able to perform some of the functions of tactical marketing. Unfortunately, many times we place an excellent marketing services person in a position which really is tactical marketing . . . and the results are not satisfactory.

    Marketing Services' function is to create and manage the tools, support materials, and collateral that tactical marketing has determined necessary to effectively implement the programs designed to achieve the strategy.

    Skilled marketing services professionals have excellent input regarding these tools and materials to assure effective results. Asking them to perform the tactical product marketing function is quite another thing!

    What Do Marketing Problems Look Like?

    Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

    You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

    • Should you lower the price?

    • Should you raise the price?

    • Do you need to spend money on advertising?

    • Do you need to kick off a public relations campaign?

    • Do you need new sales channels, or do you need a program to "kick start" your existing channels?

    Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

    Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

    Another example of a potential marketing challenge is an important new product introduction.

    • How do you ensure that you get the best press coverage?

    • Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

    • What literature and sales tools will you need?

    • Does this new product
      Radio Advertising Commandments - Part 1
      In my last article "Local Advertising - The Biggest Mistakes" we took a look at the major media available for local advertisers to market their products. To follow up, I'd like to discuss the many uses of Radio. Sort of the 10 Commandments Of Radio Advertising. This will take up several pages, for sure, so I'll start by asking the most obvious radio questions.Q: How do I know if radio will work for me & why should I use radio?A: I usually have gotten these questions when a client is afraid & can't stomach the idea of paying for an Advertisement that they can't physically hold on to. In other words, they think that if they can't SEE their Ad, then no one else can. They seem to have a hard time believing that a disembodied radio voice can move people to buy their product.Yes, it's probably true that most advertisers get their feet wet with print advertising. Your typical print advertiser will place an Ad in a local weekly or daily newspaper and bingo, the next day - traffic. The results can be quite immediate.Radio is a different animal and although it can work as effectively as print, it can be equally disappointing to a seasoned print advertiser.Local radio advertising can turn off a new advertiser who expects immediate results, but it doesn't have to be this way. Here are 10 reasons why "immediate
      mpany in?

    • What business should you be in?

    • What products or services should be designed and offered?

    • What technical capabilities need to be developed within the company or acquired from outside the company?

    Other related strategic issues include:

    • Marketing channel strategies (How do you reach your customers, then sell and deliver the goods?)

    • Competitive positioning (What sets your company apart in the minds of your customers?)

    • A complete understanding of, and ability to communicate to customers, What they can buy from your company that they cannot buy from any other company.

    The strategic role requires a person who is a generalist, with a broad view of the market, the industry, and the company. This is the role most usually maintained by the founder/CEO. Portions of this strategic function may be provided by a senior marketing manager or by outside consultants.

    Tactical Marketing

    Tactical product marketing deals with issues that relate to the success of current products or services. These include:

    • New products or services introductions

    • Promotion of existing products

    • Development of marketing programs and literature that are effective in reaching the customer

    • Communicating the unique position that separates your company from your competitors

    • Ensuring that the sales channels are being used effectively to reach customers

    The development of tactical plans is a product marketing function. The execution of some of these tactical items may be accomplished by marketing services, as described next.

    The tactical role requires a person with the desire and skills to "get it done." Both tactical and strategic roles require great communications skills, and the ability to deal successfully with a wide range of peo-ple, both inside and outside your company.

    What Are Marketing Services?

    Marketing Services executes tactical marketing programs. This may include sales contests, public relations, advertising, trade shows, dealer programs, direct mail campaigns, etc. This function manages or provides the creative, and produces items such as brochures, advertisements, press releases, trade shows, etc.

    There is obviously an overlap between tactical marketing and marketing services in the area of defining and planning these programs. A senior, experienced, marketing services professional may be able to perform some of the functions of tactical marketing. Unfortunately, many times we place an excellent marketing services person in a position which really is tactical marketing . . . and the results are not satisfactory.

    Marketing Services' function is to create and manage the tools, support materials, and collateral that tactical marketing has determined necessary to effectively implement the programs designed to achieve the strategy.

    Skilled marketing services professionals have excellent input regarding these tools and materials to assure effective results. Asking them to perform the tactical product marketing function is quite another thing!

    What Do Marketing Problems Look Like?

    Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

    You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

    • Should you lower the price?

    • Should you raise the price?

    • Do you need to spend money on advertising?

    • Do you need to kick off a public relations campaign?

    • Do you need new sales channels, or do you need a program to "kick start" your existing channels?

    Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

    Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

    Another example of a potential marketing challenge is an important new product introduction.

    • How do you ensure that you get the best press coverage?

    • Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

    • What literature and sales tools will you need?

    • Does this new product
      How to Insure Job Security
      The attorneys I coach have one common problem. They don’t have enough hours in the day to do everything they need to do. Most are working long hours and that “To do” list keeps growing not shrinking. So it is no wonder that when I suggest that they find time to market their practice they think I am just plain daffy!If you are working in a successful law firm with plenty of business, why bother to market yourself? When clients are flowing in it is hard to imagine that it will ever stop!During the past few years here in Boston there have been law firms that closed down because they were no longer profitable, law firms that merged with other law firms, and lawyers who were asked to leave their firm because they weren’t covering their overhead. What used to feel like a stable environment now feels very unstable. What can an individual lawyer do?Nothing is constant in the work world today. Everything changes very quickly. To be really nibble attorneys need to be flexible so that they can make a move when circumstances change and their job is threatened.If you are absorbed in your work, it is sometimes difficult to even notice that the environment is changing. Michael Gerber in his book The E Myth Revisited talks about the three roles a business owner must take: entrepreneur, manager and technician.The entrepreneur sets the strate
      ns is a product marketing function. The execution of some of these tactical items may be accomplished by marketing services, as described next.

      The tactical role requires a person with the desire and skills to "get it done." Both tactical and strategic roles require great communications skills, and the ability to deal successfully with a wide range of peo-ple, both inside and outside your company.

      What Are Marketing Services?

      Marketing Services executes tactical marketing programs. This may include sales contests, public relations, advertising, trade shows, dealer programs, direct mail campaigns, etc. This function manages or provides the creative, and produces items such as brochures, advertisements, press releases, trade shows, etc.

      There is obviously an overlap between tactical marketing and marketing services in the area of defining and planning these programs. A senior, experienced, marketing services professional may be able to perform some of the functions of tactical marketing. Unfortunately, many times we place an excellent marketing services person in a position which really is tactical marketing . . . and the results are not satisfactory.

      Marketing Services' function is to create and manage the tools, support materials, and collateral that tactical marketing has determined necessary to effectively implement the programs designed to achieve the strategy.

      Skilled marketing services professionals have excellent input regarding these tools and materials to assure effective results. Asking them to perform the tactical product marketing function is quite another thing!

      What Do Marketing Problems Look Like?

      Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

      You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

      • Should you lower the price?

      • Should you raise the price?

      • Do you need to spend money on advertising?

      • Do you need to kick off a public relations campaign?

      • Do you need new sales channels, or do you need a program to "kick start" your existing channels?

      Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

      Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

      Another example of a potential marketing challenge is an important new product introduction.

      • How do you ensure that you get the best press coverage?

      • Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

      • What literature and sales tools will you need?

      • Does this new product
        Performance Evaluation Made Simple
        Nobody much likes performance evaluation systems. Managers find them unworkable and uncomfortable. Workers dread them. And many experts think we should scrap them altogether.But if you're a working manager you don't get much choice. You've got to do performance evaluations on your people using the system your organization has in place.You can make lemons from this lemonade, though. Here's how.Start by understanding that there are really two different things that go by the name, "performance evaluation." One of those things is your organization's formal performance appraisal process.Do whatever you must to handle your organization's evaluation system. You have to work with whatever system your organization has devised. Someday you may be able to change it, but not now. Devote your time and energy to making the system deliver good results.But the formal system is only part of the story. Usually the evaluation that happens there is like a report card. It's a summary judgment of performance that took place over a period of time.The real evaluation happens in hundreds of encounters during everyday work. It's what bosses should do several times a day as a key part of their job. Do evaluation every day. Then, use he formal evaluation meeting as an occasion to review and plan with your subordinates.There should be no
        erform the tactical product marketing function is quite another thing!

        What Do Marketing Problems Look Like?

        Sometimes it's easy to see a marketing problem. One example of this is a stalled product.

        You've spent many months developing a new product and feel sure of its merits in the marketplace. You've introduced the product, but it seems to be going nowhere. What do you need to do to take advantage of your investment and ensure the success of the new product (and perhaps your company)?

        • Should you lower the price?

        • Should you raise the price?

        • Do you need to spend money on advertising?

        • Do you need to kick off a public relations campaign?

        • Do you need new sales channels, or do you need a program to "kick start" your existing channels?

        Obviously some of these issues are tactical product marketing. Some may involve marketing services, or the problem may be fundamentally strategic.

        Possibly, you have an unneeded or unwanted product or service. Maybe you have not fully determined what the differences are your product or service provides which are valuable to potential customers.

        Another example of a potential marketing challenge is an important new product introduction.

        • How do you ensure that you get the best press coverage?

        • Should you introduce the product at a trade show? Or with a press conference? Or with a press tour?

        • What literature and sales tools will you need?

        • Does this new product (or service) fit your existing sales channel?

        • What is the competitive environment in which this product will be introduced?

        • How should the product be priced and positioned to take maximum advantage of the competitive situation

        • What do your prospective customers think of the new product?

        Again, some of these problems are tactical and some are Marketing Services. Executing an effective new product launch by relegating the planning and execution to Marketing Services, or worse, to your advertising agency, is a mistake. Given that 90% of new product introductions fail to achieve their sales goals, perhaps it's time to consider that the execution may not be the problem. Perhaps there was never a viable plan.

        Sometimes it's more difficult to recognize the problem as belonging to marketing. It can still clearly be rooted there however. An example of this is the conflict between sales and the factory. Often the conflict looks like this:

        The salespeople are frustrated. They see opportunity they can't turn into business, and they blame the factory for not listening to them, and for being unresponsive.

        The sales person says, "Why don't they hear what I am telling them?" The factory staff in this case is often frustrated with field sales. "Why can't they just sell what we have?", is a common question from the factory.

        Are the salespeople just complaining, so you should disregard them? Are the factory people being too "hardheaded?" Or is it possible that a marketing job, clearly defining the position of the product and communication of this to sales, has not been done?

        If sales does not know the positioning, you will be getting inconsistent results and information from them. Has this happened to you?

        Some marketing problems are easier to identify. You have an idea for a wonderful new product. But,

        • What features should it have?

        • What is the importance to your customers of each feature?

        • Is there something else even more important about which you are unaware?

        • How do you tell the story of the product so that you can get your sales people excited, and your customers to buy?

        To answer these questions, what do you do? Do you conduct a focus group? Or a user survey? By phone, or letter, or face-to-face interviews? Or just design it, release it, and hope you were right?

        The bottomline is that all of the above scenarios describe marketing problems which can be solved with the right marketing talent. Whether that expertise is full-time or a part-time, on-staff or from outside services are trade-offs you make to get the best solution your budget can afford.

        Final Thoughts

        The key to marketing is to see your company as you are seen by your customers. If you're satisfied with your company's results and feel that the future of your company is secure, then you may have all the marketing you need.

        If you feel better results are needed, that you should be selling more, or your profits should be higher, or you should be doing a better job of satisfying your customers . . . then you should seriously consider adding marketing talent to your team.

        (c) 1991, 2002 Customer Manufacturing Group