Are You Driving the Stagecoach?

Are You Driving the Stagecoach?

As more and more mechanisms for customer contact and prospect outreach are developed, businesses have more and more people actively engaged in spreading their messages, talking about their products or services, explaining their competitive advantages, and why, ultimately, people should buy from them.

We have social media managers, e-commerce managers, mobile marketing managers, product managers, ad agencies, PR agencies, and on and on – all in addition, of course, to marketing managers.

And people being what they are, all of them know that their function is critical to the success of the organization.  And all of them are busy creating strategies to insure that their function fulfills its promise in the marketplace.

But who is pulling all these “strategies” together and making sure that they are cohesive and form a coherent whole when presented to the customer or prospect?

If you look at all these functions as horses pulling a stagecoach, the situation becomes crystal clear:

Are all the horses going off in what seems to them to be the best directions?  Or is someone (like the CMO) keeping them in harness and pulling together?

If the horses are choosing their own directions, the stagecoach isn’t going anywhere.  If the stagecoach has a driver managing the horses (creating and managing the implementation of an over-all business and marketing strategy), you have a much better chance of getting to your destination.

Are you driving your stagecoach?

2 thoughts on “Are You Driving the Stagecoach?

  1. Emily, this is one of the best analogies for what ails marketing in many organizations. CEOs in setting up their organization for accountability will benefit by these questions you ask. More important is thinking how this really plays out in many organizations where marketing roles (those you list, and others) are distributed in other teams, with other unaligned agendas.

    I always go back to the corporate goals, its vision and mission. If what the organization, and the people in it, and how it is organized, and the leaders of each function, can’t draw a legitimate straight line to the primary goals of the organization, then this requires examination – by members in the C-suite? or the Board.

    • As always, Andrew, your comments are insightful and on point. I believe that this is a serious issue that remains stubbornly under the radar because it is not sexy. I also think that companies that don’t deal with it are in danger of losing more customers than they acquire with their messaging and marketing efforts.

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