This post originally appeared on the BDB blog but has been edited for the Marketing Assassin site.
The latest B2B Leaders report published by B2B Marketing at the end of 2013 provides some useful insights into the thoughts of senior marketers and their views on brand, performance, team and personal reputation management.
The B2B Leaders report, an online survey of 100 marketing leaders, involved marketing directors, heads of marketing and marketing with an average 15 years experience, reporting into board or leadership teams and controlling £188m of accumulated marketing spend.
Responding to questions around how they rate their rate their brand relative to the competition, 80% thought their organisational brand is clearly defined and 72% thought it was clearly differentiated from competitors. That said, less than 50% thought marketing gets the resource it needs
It seems brand is recognised as critical to long term business success from this survey. There are concerns about the support required to implement meaningful marketing though with more than half querying the resource and budget commitment.
Getting an uplift in budget means come delivering a tangible return. At the opposite ends of the spectrum, 6% said they could judge ROI all of the time and only 17% said rarely. So must could measure something.
But to be better respected, B2B marketers need to become more adept and more proficient in setting goal based objectives for every single activity and in evaluating achievement with appropriate tools.
Commenting on how they ensure their team was comprised with the right set of skills, 79% of respondents said their team had skills gaps, but only 26% said all the team had a structured development training programme in place.
If marketers are not making time for training in the latest advances in marketing best practice, creativity and technology it is perhaps no surprise that teams are ill-equipped to master modern marketing. This then has an obvious knock-on effect to performance and marketing ROI.
4. Personal reputation
Assessing their own personal reputation, 93% admitted they saw room for personal improvement.
Good B2B marketing leaders acknowledge areas for development of their teams and themselves, and recognise the importance of spending time on maximising harmony within teams towards the achievement of common goals. Reading between the lines, it’s undeniable that the skills and attributes of a modern B2B marketing leader are evolving, with facilitation, influencing and collaboration becoming ever more important.
As B2B Marketing editor-in-chief Joel Harrison comments, a perfect storm of the “post credit crunch economic strife of the last five years” coupled with a rising tide of technological advances and a need to return to true customer centric positioning has driven significant organisational change. This arguable affects the marketing function as much as any other area.
Understanding your operating environment, your customers and your ability to service them efficiently, profitably and knowledgably remain the underlying and enduring marketing challenges most businesses face.
Is this reflected in your business? How do you tackle some of the issues posed in this research?