Marketing managers and researchers need to own up to the elephant in the room. This is the first step toward becoming more respected in our organizations--something we need to do (see bullets below).
Researchers often sense the elephant's presence in meetings with internal clients. These clients know what they're going to do regardless of what the research says. Research is a weigh station to justify decisions they've already made.
However, many researchers are still in denial. Whenever I ask our workshop attendees about their organizations' ability to wring business benefits out of marketing research, the majority say their organizations' processes are well-managed, even optimal.
A quick scan of various business media suggests that those outside of marketing research feel otherwise:
- Dawn Lesh, in exploratory research presented at the Advertising Research Council Conference, found that only 17% of CEOs find marketing research useful, compared with 56% who consider financial reports useful. (Cited by Prof. Terry Childers.)
- An article appearing in the February 15th, 2006 edition of Marketing News, an American Marketing Association publication, is titled, "Is Research Dead?"
- In a leading marketing trade journal in the U.K., Marketing Week, professor Nigel Piercy opined that marketing research has become irrelevant. His article is titled, "Masters of All They Survey, and of Little Else".
- In Inc. Magazine's August 2, 2006 edition, columnist Adam Hanft writes, "In my experience, I'm seeing an over-reliance on research that is doing more harm than good." He adds, "...more often than not, [focus groups] are more about self-validation than any real learning."
- Here's an exchange between management gurus, Guy Kawasaki and Seth Godin, posted on August 7, 2006 on Mr. Kawasaki's popular blog:
Mr. Kawasaki: What is an example of company that created a brand by conducting a dialogue with customers?
Mr. Godin: You don't know many either, do you Guy? Ahh, we agree!
Feeling the face swat of the elephant's trunk? Others in marketing are also smarting:
- The July 15, 2006 issue of Marketing News shares results of a survey showing that CEOs perceive that innovation and communication are two key skills most often lacking in senior marketers.
- Dr. David J. Rebelstein, Wharton marketing professor, adds in that same issue, "the negative perception is that marketing is not well-positioned for driving innovation..."
- Spencer Stuart's research shows that the average tenure of CMOs at the 100 top branded companies is just 23 months, compared with an average 54 months for CEOs.
- Jim Heckman writes on the American Marketing Association's website that 40% of marketers have been fired or laid off in the last five years.
So, what's the solution? Very simply, we marketers and researchers need to engage our organizations in ways that we haven't before. The answers are likely to come from outside of the statistically-driven or creatively-driven disciplines that have traditionally defined marketers' yardsticks of accomplishment.
My ambition is to make The Market-Intelligent Executive an indispensable resource for helping you tame the elephant, and become more influential and fulfilled on the job. During my 20 years working with corporate marketers, researchers and consultants, and having been director of marketing research at two companies, I've learned a lot about what works.
I certainly don't have all the answers, but enough clients and colleagues have told me that I've helped them that it's compelled me to start this journal. There are testimonials on the "Experience" and "Training" pages of our website about this. While I mention my practice in this article, I promise not to make this a promotional forum! No one wants to read hype, including me.
What I will promise is that I'll continue to search through literature and tap the best experts I can find in areas that will help all of us become better marketers. I have a huge collection of material already, drawing on disciplines as diverse as business intelligence, organizational change, business process, strategy, knowledge management, financial analysis, leadership, marketing and market intelligence. I'll be updating this journal frequently and will strive to make each article valuable and applicable to your daily life at work. And, I'll be counting on you to submit your ideas and, when necessary, keep me on the straight and narrow.
Which brings me to my next point. This journal will only be as hard-hitting as we make it. Your participation is welcomed and encouraged! Make comments, submit articles and share your success stories!
I hope you'll take the next step with us. This is the first of twelve steps that have proven effective for millions of people who have improved their quality of life. So, close the door to your office and repeat after me...
I'm a marketer and there's an elephant in my room.
That wasn't so tough, was it? See you soon, right here.
-- Jason Sherman, Whyze Group
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