a salesperson as head global marketing? …mrkto.b2bmarketing.net/rs/085-vab-435/images/advancement...
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A SALESPERSON AS HEAD GLOBAL MARKETING? WHAT WERE THEY THINKING? DAVID DORLING SWISS POST SOLUTIONS
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Banking
Healthcare
Insurance
16 countries
Switzerland
Germany
UK & Ireland
North America
Core markets
global full-service provider of physical and digital Document Management
Business activities Segments
6,803 employees (abroad: 88.6%)2
20 million Profit (EBIT)1
558 million Revenue1
Zurich, Switzerland Headquarters
SWISS POST SOLUTIONS AT A GLANCE
Retail
Public sector
Swiss Post Solutions | 22/06/17 | v01.00 | public | Ignite B2B Conference | Global
1) in CHF 2) Full-time equivalent
NEVER A BETTER TIME TO BE IN MARKETING
We have all the technology and systems we need (to communicate with our target market)
The CMO has a seat a the top table
Leadership recognize the role and contribution that marketing needs to make to long-term success
Organizations understand the need and benefit of organizational alignment (joint strategy and planning)
Sales (management) understand that their role in the buying process has changed
That our market will consume engaging and relevant content (if we build it, they will come)
Our function receives the investment it requires
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SALES AND MARKETING ARE MORE ALIGNED THAN WE THINK
We are expected to speak the same language as our clients
We are both focused on understanding the needs and pain points of our clients
We are both trying to find out where our client is in the buying process
We communicate with the same buying centre
Our clients expect us to provide personalized and relevant content
We are both focused on the numbers (albeit different ones)
We have segments and territories
We are both storytellers (to different sizes of audience)
We share the same strategic objectives
We have complexity in managing our systems environment
We can suffer from high staff turnover
TWO PEAS, JUST MAYBE NOT IN THE SAME POD
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THE MARKETING TECHNOLOGY LANDSCAPE
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AND THE SALES LANDSCAPE IS AS COMPLEX
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THE ORGANIZATIONAL ALIGNMENT CONFLICT
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IT IS ABOUT DATA ANALYTICS AND INSIGHT
Agile Methodology: to manage the pace of change
Brand Storytelling: compelling, cross-platform narratives
Big Data: understanding needs of clients, across the buying process & customer journey
Desire to remove silos: to collaborate cross-functionally and foster communication
An understanding of customer retention
Mental Ambidexterity: to harmonize data, technology and creative
Culture: creating an environment of innovation and creativity
MARKETING LEADERSHIP SKILLS HAVE EVOLVED
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Embrace change (and new opportunities)
You attract more bees with honey, than with vinegar
Think Strategically, Act Practically (with a healthy dose of realism)
Surrond yourself with smart people that complement you (because you do not have all of the answers)
People management is a serious responsibility
Companies have selective memory (when it comes to internal decisions, versus what they sell)
Lack of communication from senior management is really de-stabilizing for staff
Try not to judge other functions, until I have experienced & understand what they do
Put myself in my customers shoes (and get my colleagus to do it was well)
PERSONAL CHECK & BALANCE
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