A rapidly growing organization requires its employees to stretch beyond their job descriptions, addressing countless urgent needs as quickly as possible. Often, during these early stages, you do not have the time nor budget to build the robust team that you need. In this fast-paced environment, it makes sense to hire individuals who can be trusted to wear multiple hats and put out fires as they arise.
No matter how much drive and energy you have, there are only 24 hours in a day. It can be tempting to become accustomed to controlling every move within the business. While there is reassurance in knowing you have the final say, micromanaging every process in your organization is not a sustainable solution. There comes a point when trying to do everything yourself becomes detrimental and requires you to work twice as hard to hit your target growth rate.
Plus, adding marketing specialists to your team can boost ROI. Tasks ranging from copywriting and design to SEO and PPC require experience in both strategy and execution. While you could develop an in-house team to perform many of these marketing duties, some capabilities are stronger when they are outsourced to a group of specialists who can bring more to the table than a single individual.
Once your startup achieves a certain level of growth, you can round out the team with specialists who can expertly tackle specific needs. However, seeing tangible results from marketing programs is not always instantaneous. It can take weeks or months until you see the full benefit of new marketing programs. In the meantime, you may lose valuable time if you do not have experienced specialists on your team.
And by the time you realize your strategy is not working, your business will have lost valuable momentum. Unfortunately, developing in-house talent takes time as well. In situations where an internal resource is not in place, it is a good idea to reach out to third-party to bridge gaps.
If you have several positions to fill, the time and energy required to make the right hire can be time-consuming. In these circumstances, hiring an outside agency can create momentum, accelerate learning curves, and improve the efficacy of your resources. Working with a third-party gives you a reliable and experienced team, so you are not putting all of your faith in a single in-house hire to deliver the results you need.
Turn to an advisor who does not prefer one specialization or channel more than others. This outlook will provide objectivity that takes into account your target segment and your goals.
Imagine if you are considering hiring a social media manager. An impartial consultant will advise against hiring an in-house social media manager or paying top dollar to outsource to a social media agency if your customers do not spend a lot of time on social media. However, if most of your traffic is through organic search, then you stand to benefit by outsourcing your SEO needs. If you ask a social media agency for advice on whether you should outsource, they have a powerful incentive to ensure that you solicit their services.
Generally, unbiased advice will hinge on a few key factors:
Deciding whether or not to hire can be daunting, especially when you have a limited budget. Fortunately, TBGA can help answer your most crucial hiring questions. We have helped organizations large and small grapple with the same questions, and we can put you on a curated path toward successful growth. Take the first step and reach out today for a free consultation.
Your organization quickly expanded as a result of the people you have hired, most notably the handful of employees who have worked alongside you since the beginning. Naturally, you feel a great deal of loyalty toward these employees. After all, you want to keep the people around that helped you bring the company to where it is today.
In the early stages of any business, you often have to find people who can do a little bit of everything. This is especially true for marketing. If you did not hire a person (or two, for that matter) with at least a base knowledge of how to engage consumers and build brand awareness, you could easily count yourself as one of the nine out of 10 startups that fail.
As your business grows, your marketing needs will inevitably become more and more specialized with each passing year. Every campaign must deliver greater insights, results, and returns. Otherwise, your products or services could easily fall off even the most loyal of your customers’ radars.
This is not to say that you should replace all of your generalists with specialists. When industries shift, as they often do, it will be your generalists – and their innate ability to pinpoint issues and adapt – who will enable your business to come out on top. Their broad knowledge and problem-solving can piece together the big picture for the rest of your organization, helping predict the best next move.
As a marketing leader, you must build an organization that can support a rapidly evolving landscape. You must balance developing in-house talent against partnering with external providers. With each hiring decision point, you should evaluate whether you are striking the delicate balance with your in-house team or if an external agency can fill any gaps in executing your marketing strategy.
You do not need to have all of the answers — and even if you do, team shakeups can still feel uncomfortable. Often, it can be hard as an entrepreneur to know when to bring in a new perspective. Fortunately, you can turn to a consultant to assess your marketing team, map them against your goals, and provide an unbiased recommendation for what to do and how to get everyone on board. However, you must select an advisor that brings first-hand knowledge in aligning a marketing organization with corporate strategy to get a real return on investment.
While advice will vary from business to business, here are four steps to set yourself up for growth:
Here is an example: With mobile phone penetration expected to hit nearly 83 percent by 2020, this channel will serve as the primary path to purchase for many customer segments. As you map the opportunity, you have to understand how consumer behavior differs across devices. This presents a golden opportunity to strengthen your team with expertise in mobile marketing. If you lack this expertise, your business likely will not see the same results for this marketing effort as competitors who are prepared. After you find skill gaps on your team, you must answer the following difficult questions: If you were to bring someone in to handle mobile marketing capabilities, would that person have enough work to fill up a 40-hour week? Or, would a better option be to hire a freelancer or agency to execute this task?
If a time comes when you need an unbiased opinion, you can rely on TBGA’s proven track record of improving marketing ROI and implementing time-tested solutions to get the most value out of your marketing spend. Get started, and reach out today for a free consultation.
You hired a strategic consultant to help make some much-needed changes in your company. Now, it is time to get the ball rolling.
While your head might be ready to make those adjustments, your heart might be throwing a bit of a tantrum. Constructive criticism can be difficult to digest when you feel protective of the teams and systems you have worked so hard to put in place. Even if the recommended changes are completely rational, some might surprise you while others insult you.
But after the initial sting, you will soon realize that being open to criticism makes you a stronger leader. Deep down, you know that you hired a consultant because your business is not reaching its full potential. In order to implement the changes that will encourage your business to grow and thrive, you need to open yourself up, listen, and really take part in tough conversations.
Let us take a look at some of the toughest pills that a strategic consultant might prescribe you and consider why (and how) you should swallow them with a smile.
But in many cases, personal attachments to team members can blind leaders from seeing the dysfunctions that are actually holding the company in a rut.
It is important to look clearly at the skills and experience of your team members. Ask yourself, “Who do I need today to take my company to the next level?” Goodbyes are always hard, but it is better to say them now than after your business has collapsed.
The saddest thing I have witnessed is when founders realize this strategy problem too late. For example, we once had a client come to us with Google-sized aspirations, but the company had been hemorrhaging cash for the past several quarters. Unfortunately, it was far too late to make the crucial changes in the product strategy.
To avoid this dreadful situation, do not delay. Instead, complete the tough work now to ensure your business model is healthy.
If your strategic consultant comes to you with this criticism, do not start backpedaling with excuses. Instead, go against your natural instincts and thank them.
While being told to focus might make you initially feel constrained and less entrepreneurial, that discomfort will soon ease once you see what a little focus does to your chosen idea. Move forward by pinning down what this focus looks like for your company, and then keep tabs on new ideas and ventures so they do not go astray.
A lack of structure in a company can be just as damaging as a bad idea. When departments are not communicating or collaborating, everyone moves forward without a clear purpose.
If this is the problem your team faces, there are many ways you can start bringing structure into your operations. From regular conversations between teammates to clear, shared documentation, adding structure helps team members stay accountable by giving them distinctly defined roles, priorities, and goals.
Know in your head — and heart — why you are inviting a strategic consultant into your company, and understand what your goals are for the process. If you really want to push your company to new heights, you need to be willing to embrace and find value in these tough conversations.
Is a marketing team different than any other workgroup? Sort of.
Marketing is one of those disciplines that can look easier than it is. Those who are great at it are constantly updating their tactics to stay fresh and continually grab attention. They stay on top of breaking news; customer feedback; new technologies and media; and the vast amount of first-, second- and third-party data. The best marketers then consolidate all the ingredients into integrated, immersive programs to achieve the company’s goals.
Because marketing teams do not produce traditional widgets, a truly great marketing team will be extremely diverse. Ideally, marketing teams leverage data to come up with concepts that deliver results — revenue, users, subscribers, customer experience and more. They use words and visuals in select mediums to encourage desired actions. This requires that the team have strengths in analytics, creative design, content development, project management, marketing communications, product development and cross-functional leadership. The one skill that cut across all functions is creativity. (Yes, data scientists and project managers are just as creative as designers and writers.)
Managing such a diverse team can be a challenge, but surprisingly, it is not too different than managing other groups of people. According to R. Keith Sawyer, a professor at Washington University in St. Louis, anyone can learn to be creative, and good creativity is further stimulated by working with other people. But for businesses trying to create a dynamic, productive atmosphere for their creative teams, here’s how to start:
Overall, optimizing a marketing team’s performance can be tricky. Good managers can find a way to do so, such as how people rank individually and collectively on department goals. Better managers will find ways to not only quantify everyone’s efforts but foster a dynamic culture — it’s going to take time and buy-in, but the results can create a solid, efficient team.