Some organizations report they can spend months finalizing their annual plans, often stretching into Q2 or beyond. And, in the current economy, marketing budgets are often on the chopping block — so in-house digital marketing expertise, which is crucial for creating a visible impact, may be limited.
Yet, marketers are still on the hook to drive results.
This pressure can lead to a reactive series of tactical tasks. With marketers diving headfirst into creating even more content, posting more often, and finally getting that email newsletter out on a schedule — without an overarching strategy guiding these tactics towards meaningful impact.
So, what’s a marketer to do?
Reframing the Conversation
It’s time to change the narrative. Experienced marketers are experts in strategically allocating budget, accurately measuring outcomes, and aligning initiatives to market opportunities using proven digital marketing channels. And, the effect email, LinkedIn, and website have on driving business impact is well documented and consistently validated.
Marketing can no longer be viewed as a cost center — it must be recognized as an integral component of the business.
To make progress, marketing leaders build strategic marketing playbooks centered on real business challenges. These playbooks are driven by a compelling “why,” and include a flexible marketing roadmap that adapts to changing demands and fosters alignment across the organization.
Defining Strategic Priorities
Harvard Business Review (HBR) suggests the initial step is defining strategic priorities that matter most to the business involves examining the landscape through two lenses: problems and opportunities.
Once these core challenges are identified, the next step is to select the most effective approaches to propel the organization toward meeting its goals. HBR outlines six strategic concepts that distinguish high-performing companies. It’s also beneficial to reassess past strategies that may once again be relevant. Consider whether there was a previously unfulfilled strategy or one that was effective but became overlooked over time.
For ultimate CRED, offer a concrete rationale for your recommendations, accompanied by a summary of alternative strategies you evaluated. This approach demonstrates a thorough analysis and ensures the chosen strategies are robust and well-considered.
Building an Effective Roadmap
The playbook doesn’t stop there. Now, it’s time for an action-oriented roadmap. The most effective marketing roadmaps ladder up to immediate and long-term corporate objectives and targets.
At the same time, it should also inform execs of the investment required to maximize each channel and overall marketing results. Cut out the digital marketing buzzwords, and keep language closely tied to business impact.
“It’s so important for marketing leaders to tie their plans to clear outcomes that can be easily understood,” Crystal Gettemy Jones wrote on LinkedIn. “I think a lot of the time we get caught in our marketing language that doesn’t resonate with CEOs and Boards. We need to talk about how we are aligning with the organizational objectives that are top of mind for them.”
To further refine your marketing roadmap, make sure to incorporate tactics that align with current data protection protocols, including:
- Adjusting to a cookieless reality, which emphasizes the importance of zero-party data in marketing attribution.
- Improving email sender reputation, which can significantly impact the company’s ability to maximize campaign engagement and effectiveness.
Assess the necessary resources needed to get the work done — such as time, people, and expertise — and consider how outsourcing precise channel expertise can help.
Gaining internal buy-in
Every marketer knows the struggle of trying to convince the CEO or COO that marketing initiatives are crucial to business development, or that investing time and resources is necessary to promote brand awareness and demand generation.
As Patricia H. shared on LinkedIn, “The marketing plan should not be kept in a vacuum that only executive leaders are aware of — it should be widely communicated so all are invested in its success.”
Marketers can work in concentric circles to build support. Start with close allies and collaborators, then work outwards to other teams. This approach helps identify gaps and refine internal communications — because if that inner circle isn’t excited by the marketing plan, it’s unlikely other departments will buy into the vision.
To further strengthen your case, add existing data to support your recommendations, minimizing subjectivity. Or, present a plan to test ideas on a smaller scale before full-scale implementation, demonstrating a prudent use of resources and a commitment to delivering measurable impact.
Having a thoughtfully structured marketing playbook with a flexible roadmap lets you present a business case that leaves no room for doubt — giving marketers the space and trust they need to 𝐝𝐨 marketing.
Join the LinkedIn conversation and tell us — on a scale of 1-5, how complete is your marketing roadmap?
