CM&A Consulting, LLC
Management Egos Can Stunt Business Growth!
By Ron “Cat” Mason
Founder and CEO of CM&A Consulting, LLC
For whatever the reasons companies, large and small, do not invest in marketing experts to create marketing programs for their businesses, and the explanations are inexplicably the same. The business’s management tends to have an aversion for marketing programs. Many top level managers do not understand the difference between marketing and sales. They seem to feel that marketing and communications programs are not vital when it comes to selling. They are inclined to believe that the only way to sell their products or services is through the old-fashioned way, with salesmanship selling face to face. They can't seem to understand positioning and the real purpose of marketing.
Management sees ‘itself’ as being the market! Far too many executives view the market as if they were a typical client. If a marketing program does not fit with the management’s perception of what the marketplace is; management decides the marketing program will not work. This is a typical thinking mistake. A company’s management often times find themselves without the time or resources to devote to long-term marketing plans. They spend their time on immediate operational problems, which takes away from the time that they should be devoting to planning for their company's future. Management tends to acquire tunnel vision; they do not comprehend that marketing programs are a must needed investment in their company’s future. They see marketing programs as an expense instead of an investment.
These managers think of marketing as advertising and expect immediate results. When the marketing program does not produce an increase in business right away, they want to eliminate it just as quickly. This is due to a lack of understanding of marketing and advertising, and what they are supposed to accomplish.
Management’s ego is the biggest obstacle to having an effective marketing program. They want to implement their own marketing program or look for someone inside the company to implement their marketing program at a lower cost. If they do decide to look outside the company they expect the program to fit their own perception of what a marketing program should be.This narrow minded thinking normally has no basis of reason; more often than not it is so that they can put their fingerprint on the program. These managers will change the content of the programs for no real justifiable reasoning, other than for ego sake. This stems from a serious lack of knowledge of the basic principles of marketing.
Management has a propensity of not being able to separate the strategy from the execution of the program. They do not realize that the marketing programs are to reach a particular goal. Instead of implementing the program, they want to analyze each aspect to find where it is more important to them instead of the company. There are company managers that have no clue on making decisions of what to do. They are unable to develop and implement the marketing program, a common reaction is to wait and see what happens.
When the economy is struggling, like it is now, do managers have the fortitude to do what is needed to by increasing the sales and marketing budget? Can these companies inform their salespeople that they have to be more proactive when it comes to generating business and not waiting for the phone to ring? These companies’ must be willing to continually to update their marketing programs as well as invest profits back into the company.
Finally, they must ask themselves can I really do a better job, or should I find someone outside of the company who is better suited in accomplishing the company’s goals. As part of an effective marketing program, these managers need to bring in an outside entity to train their salespeople, as well as themselves on the proper techniques of personal selling. Here is a good anecdote to utilize;
“If I have a bad tooth would I pull it myself or let an expert do it?”
Something to think about is it not? ©.
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