How to start strong in a new marketing position

Advice on how to start a new marketing position in the right way.

 “As marketers, we naturally have good sales, but sometimes we feel very confident about that,” said Ashley Small, founder, and CEO of Medley, Inc., a Houston-based public relations and digital marketing agency.

Small is offering advice to marketers who could potentially change jobs and brands, thanks to the 2020 hiatus, which is likely to last until 2021.

What are the best ways to get your new job off to a good start? “You have to leave the stage for a better understanding,” said Small, “and start by putting yourself in the consumer’s place and assessing the experience, including your fears and frustrations.”

Watch the match

“[When you start a new role], you should immediately consider three or four major initiatives,” said Lacy Surber, vice president of customer experience at Hyperlocology, a multi-site marketing platform. Surber, a former Salesforce manager, joined Hyperlocology in August. ‘Make sure the initiatives are flexible enough and see how they can be improved. This means that you should always look at the customer experience from start to finish and immediately find the best ways to communicate with them.

Before taking on the new role, research the customer experience that similar companies are providing in the new employer industry and identify their strengths and weaknesses. Plus, a fresh pair of eyes never hurts seeing the internal customer experience and journey and can lead to ways to make it more effective – a quick way to earn points with the C-suite.

“When you start a new role, you need to look for situations that create and build long-term success for customers,” said Surber. “Start by looking at the data and researching national campaigns to see what works.”

Rethink your budget

Marketing departments of all sizes across all industries need to do more with less when budgeting for 2021. For tight budgets, the move to video production and online advertising tools speaks for itself. The new marketing manager needs to research to find out the marketing department’s budget history, determine what has been cut and why.

“See what has worked for the past few years and in today’s new environment, don’t be afraid to rethink traditional budgets,” said Small. “You may want to get rid of billboard ads, as car traffic has fallen dramatically, and you also want to see the value you get from print ads. Enjoy digital ads, but not just the big four: Facebook, Instagram, LinkedIn, and Twitter. “

Small advises marketers to carefully research the use of Pinterest for advertising, as 86% of users are increasingly using it for retail purchases. Small also recommends transferring your advertising budget to YouTube, if the company doesn’t already.

“YouTube is getting a lot of publicity for a very affordable investment,” he said. “It’s important when everyone is trying to get the best out of their budget.”

Balanced content

For marketing executives who want to take on a new role and implement consistency in the content, Small proposes a guideline in which 40% of the content is informative, 40% of the content is consumer engagement and 20% of the content is a branded business.

Marketers need to identify their current relationship with the content and then understand why the current balance exists. Is it done for specific strategic reasons, or is it simply a random balance of previous campaigns, strategies, and tactics?

“New executives need to look at social media content, newsletter content, and marketing content in general,” Small said. “Use this data to leverage existing assets and rely heavily on content performance with significant demographic data.”

Products and processes

Marketing managers in new roles need to have an idea of the impact they will have on business operations before determining the product and process strategy. Once this is known, marketing managers need to intervene and play a proactive role in product meetings.

“Work with product leadership to promote what you hear from the field and bring it back to the product team,” Surber said. “It’s an ongoing process and it does not take much business experience to take the lead.”

If the business does not hold regular product and leadership meetings, find out why. It also determines whether certain decisions underlying processes and products are the result of planned strategies and tactics or old plans reviewed by previous managers and teams.

“Large companies can have existing code and legacy processes,” Surber said. “Find out why and talk to the people who use it every day to measure its true effectiveness.”

Avoid the pitfalls

Starting a new job should always be a positive experience, but enthusiasm can give way to cynicism if the new marketing manager becomes frustrated with people, processes, products, or services. Marketers should avoid passing on experience from the past and consider ending up in a similar situation as previous positions, even if they work in a similar sector or sector.

“Getting in and guessing, especially at the corporate level, is never a good thing,” Surber said.

To perform successfully from the start, Small and Surber’s traders strongly recommend giving up an omniscient attitude, retiring, and accepting the learning curve to achieve long-term success. “With a beginner’s mindset when starting a new job,” Surber said. Take a step back and ask basic questions and simple questions. You can not go in and say, ‘I’m the vice president with all the answers. It’s a whole new world now and we’re all learning along the way, so accept

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