Way of working
Does everyone on the team have access to knowledge?
Discuss lessons learned from the event, highlighting both successes and areas for improvement. Share key observations about competitor strategies, strengths, and weaknesses.
Establish a knowledge-sharing forum to document insights, best practices, checklist and encourage collaboration for future events.
Use the forum to share takeaways, brainstorm new ideas, and refine strategies for upcoming opportunities.
Shouldn't we all be full-stack marketers?
Ensure all team members have access to basic editing tools and resources.
Provide training on essential editing skills applicable to minor design tasks.
Empower individuals to create assets like social media posts, email templates, single-page flyers, and brochures independently.
Focus on upskilling the team to improve efficiency and encourage creativity in asset creation.
Am I really needed on this call?
Assess whether the call requires your direct input or if you can gain the necessary information through other channels.
Consider your role on the call and determine if your participation adds value to the discussion or decision-making process.
Reflect on how the call impacts overall team collaboration and project progress.
Avoid attending calls out of routine if they do not contribute meaningfully to your responsibilities or the organization's objectives.
Suggest alternative methods, like clear meeting notes or follow-ups, if your presence on the call is not critical.
Use your time strategically to focus on tasks with higher impact if the call is determined to be non-essential.
Is creativity optional in your KRA
Creativity fuels innovation, helping us develop unique solutions and stay ahead of the competition.
Creative thinking enables us to tackle challenges more effectively and find new opportunities.
Incorporating creativity in our KRAs keeps our work dynamic and engaging, enhancing team motivation and productivity.
Are we ready to say no?
Push back on low-priority transactional tasks to focus on high-impact activities.
Reassess the need for creating individual presentations for BUs/Heads during client visits.
Limit involvement in admin-related activities to optimize time and resources.
How are we making decisions?
Establish a dedicated practice for competitive and customer analysis to manage data on competitors, customers, and the overall industry.
Act as the custodian for all relevant market intelligence to support informed decision-making.
Focus on prioritizing internal alignment without losing sight of objective market realities.
Implement data-driven marketing strategies to enhance precision and effectiveness.
Adopt an "outside-in" approach by integrating external insights into strategic planning over internal assumptions.
Do we have the courage to be surgical when duty calls?
Clearly define the roles and responsibilities for all functions to establish accountability and clarity.
Break down organizational silos to foster collaboration and seamless communication across teams.
Address and resolve portfolio overlaps to eliminate inefficiencies and duplication of efforts.
Clarify ownership lines to avoid confusion and ensure effective execution of responsibilities.
We are good, but do we care?
Build trust and connection by demonstrating genuine care and deep understanding of clients' needs, making them feel valued and supported beyond just delivering quality work.
Is a stressed marketer a good marketer?
Minimize stress and prevent quality issues caused by last-minute requests by establishing clear timelines.
Define and communicate expectations to align cross-functional teams effectively.
Streamline marketing processes to enhance productivity and maintain high-quality deliverables.
Who should own the customer experience?
Marketing ensures all customer touchpoints reflect our brand ethos.
Marketing uses customer data to enhance satisfaction and loyalty.
Marketing and delivery teams together ensure the brand promise is met.
Are we truly creating impact?
Be it Employer Brand or Business Specific Campaigns - Embed customer impact as a success metric and ensure they connect with our brand promise to our customers, directly or indirectly.
Replace vanity metrics with measures that tie directly to, strategic recall, stakeholder’s action or even indirect revenue influence.
Are we forgetting to be human?
Highlight the real-life outcomes and feelings that stem from each innovation.
Showcase the imperfect, iterative process that drives progress, including the struggles and messy moments behind every breakthrough.
Celebrate the human effort and resilience involved in creating meaningful change.
Capture the in-between moments that reflect the authentic, unscripted side of innovation.
Are we having the right conversations with the stakeholders?
Target key clients exclusively to maximize impact and outcomes.
Launch warm connect programs to re-engage with old customers and strengthen relationships.
Build trust and credibility by fostering meaningful engagements that encourage references and loyalty.
Elevate collaboration with sales to ensure alignment and drive more impactful conversations.
How do we manage the dollars?
Conduct a thorough analysis to identify areas of wasteful spending.
Eliminate unnecessary costs immediately to enhance financial efficiency.
Redirect the recovered funds back to the company to improve resource allocation and cost management.
Collaboration – is it enough?
Replace vague “collaboration” with targeted ‘co-creation’. Mandating at least 1-2 campaigns that leverage unique skill sets for tangible contributions by everyone involved in the project.
How do we think beyond?
Encourage innovation and risk-taking by redefining the approach to B2B marketing, drawing inspiration from emotionally-driven, original brands like Nike and IKEA instead of limiting comparisons to direct competitors.