How to Host a Wildly Successful Weekly Marketing Call

One of the most valuable things you can do as a marketer is to run the department through a weekly marketing call. Do it right – this connection can bring the team together, identify potential problems before they explode and build a deeper relationship between them. This, in turn, can turn your scattered firefighters into calm, successful, and effective salespeople.

The first process you are looking for in your marketing department is:

Is the marketing department doing many things?

I don’t see any organization that I consulted as a fractional GMO where the marketing department conducted some campaigns. On the contrary, it appears that every organization is committed to completing a year of marketing campaigns “as soon as possible”. This may be because the organization’s managers are pushing for new ideas for the marketing department and a well-meaning marketing team to adopt these guidelines, or it may be a marketing director or a marketing director, given the complexity and time to understand . . I don’t understand the job. these campaigns successfully.

Whatever the reason, we all agree: with a tight budget and limited team capacity, it is impossible to run all of your marketing campaigns at once.

The best way to support drivers and create realistic schedules to get the job done is to run a two-week sprint. This means that every two weeks there is a process for the marketing team to determine which tasks need to be completed, supporting the quarter’s results. The marketing team prevents post-eaters from working on specific tasks in their calendars.

This is crucial. I don’t trust a marketer who simply does this without going through the agenda first. I ask that you show me the day and time that you are working on a specific campaign. This enforced clarity encourages self-awareness and ensures that the team member understands the complexity of the tasks they perform.

After starting a two-week weekend, it is best not to do any new running activities. Any new activities can be added to the next sprint or backlog (a list of activities of varying importance).

If a team member completes the sprint’s activities before the end of the sprint, he can access the activities for the next sprint or backlog.

The next important part of a functioning marketing department is a good scorecard

You need a KPI scorecard

Simply put, a scorecard shows the main characteristics of the marketing department and how marketing relates to sales. The score sheet should include performance indicators, such as:

• Marketing spend per channel

• Marketing results by channel (CPC, CPL, CPS / CPA, ROAS)

• Email statistics (deliveries, open rates, CTR, sales)

If applicable to your organization, you should add other metrics, such as affiliate results, SEO keyword rankings, etc.

The goal here is to have a document that is updated weekly and shows “just the facts”. Non-marketers, such as their CEO or chief operating officer, can see an effective scorecard and fully understand the health of the business.

If you’ve never rated one, you should create it on a shared spreadsheet like Google Pages. List all of your statistics in column A. Determine your quarterly goal for each measure in column B. Calculate your weekly average in column C. Then report the data in column D and then every subsequent week.

What is a perfect marketing company?

The premise of a marketing meeting should be to remind all participants of the agreed quarterly results, to share relevant KPIs to indicate what is happening, and to discuss conflicts or issues.

In general, information exchange meetings should not be held. E-mail is the best place to exchange basic information.

The reason is that it is expensive to get in touch with the whole team. Considering everyone’s hourly rate, a one-hour meeting can quickly cost more than $ 1,000. Then narrow it down with a rigorous, clear, and straightforward meeting that keeps the exchange of information to a minimum.

Marketing meetings must contain conflicts.

Conflict is a good thing here … a meeting is a great place for the team to discuss different opinions about a marketing campaign, strategy, or content. Bring everyone together and facilitate a discussion that creates the clarity needed to move forward.

Therefore, your schedule for your weekly marketing call should look like this:

1. Rapid recovery (5 minutes)

one. During the first five minutes of conversation, the goal is to get everyone to land and settle down. Talking to each other. Ask about each other’s family or what they watch on Netflix. These personal problems create deeper bonds within the team.

2. Results (5 minutes)

one. View the current KPIs using the scorecard. Shows the trends of the past week. Indicate why the numbers were changed. Did the team launch a new promotion? Did they abandon a promotion?

Goals (10 minutes)

one. Discuss the high-level quarterly results agreed upon during the quarterly planning session. There should be 3-7 significant and measurable quarterly results. Remember all the main findings previously defined so that new ideas that seem more interesting do not attract attention. It is necessary to develop discipline in the team to achieve quarterly results without transforming the intermediate course into something new.

3. Open the discussion/conflict (30-40 minutes)

one. Over time, identify the problems that the team wants to investigate. So prioritize and compress based on impact or importance. Allow interested parties to share their opinions and facilitate discussions that lead to an outcome. The best result as a facilitator is to identify:

Myself. What is the task, the initiative, or the outcome?

ii. Who’s the owner?

iii. When is the expiration date?

4. What is the first action they should take?

It is very important to start and end the marketing conversation at the right time. Respect the team’s time (and the company’s payment) and limit the conversation to 60 or 90 minutes. Let everyone go first if the conversation can end sooner.

By following these simple but important steps, your weekly marketing call will become a place to connect with the team, remind each other of quarterly results, support each other in their tasks and resolve conflicts. You will be disciplined to focus on KPIs and the team will consider this call a welcome part of your workweek.

The difference between a functional and effective marketing department and a dysfunctional one is how priorities are set, how they are assigned, how conclusions are encouraged, and how results are shared.

Regardless of your marketing role, if your organization does not have a weekly marketing meeting, I encourage you to be the creator of the change. Based on the above, make an appointment and send it to your manager. Schedule your first marketing meeting for next week, if you are the CMO or VP of marketing.

Take on that leadership role if you want to grow in your career. You are quickly seen as the innovator who focuses on business and ensures that more work gets done in less time.

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