An integrated sales and marketing health check as you plan for next year – Part IV: The integrated marketing mix matrix
In our final part of this series we will discus the marketing mix matrix.
So how does this matrix work?
Please download the whole ppt file here. The key dynamic that invariably drives an analysis of this nature is the correlation between sales complexity and maturity of marketing. The most complex sales (top of the vertical) are the solutions for large enterprise sales. The horizontal represents the range of marketing maturity from a compass type marketing environment to a full GPS-type marketing environment.
Unlike normal four box matrix models (Gartner’s magic quadrant for example), there is no perfect place. Highly commoditized products in very short cycles need a different type of integration than do complex and long cycles. We have built this model because integration is a complex, and in many ways, emotional subject. To be fully integrated we need to be completely in synchronicity with where the customers are. It also involves potentially letting go of some of the aspects you or your group might control or heavily influence if it is out of balance with the needs to move up the integrated value chain. Here are the simple, extreme positions.
Bottom left: “Boxes of activities”
For those targeting very short cycles (consumer, SMB, personal commodities) we may not need a lot of marketing or sales to work together in a very complex manner. Complexity does not work well in short time windows. The key here though is to move to the far right where key points of integration such as brand and demand activities work hand-in-hand or where content and messaging connect in the sales cycle.
Bottom right: “Two cogs work together”
These are often very basic short sales cycles. Brands here may well have one or two disconnected sets of actions that work really well; for example, brand position and demand generation. This may well be the ideal state for certain brands (SMB or consumer focus). The key here is to find ways to get these two cogs to work better and to see that brand and demand actions are often inextricably linked in the target’s minds. We can leverage better returns here: faster to market cycles for new brands, increased brand equity, quicker sales cycles. There are obviously limits here but the intent is to move a little upwards.
Top Left: “Well intentioned mass wastage”
In increasingly complex sales cycles with poor integration roots the intent is to throw as much money and resources at the problem to help the sales. Nothing is really sequenced to the customer’s journey so the disjointed nature of this leads to unbelievable wastage. Here is a simple example of using direct mail upfront in the sales process when in fact INE data shows it is far better used in the latter stages. Instead of shifting its delivery position (marketing triggered or sales activated), the client triples the amount of direct mail upfront hoping for improvement. Changing sequencing and forcing more focus on the customer journey needs is critical here.
Top Right: “Utopia, spends less and integrates more”
Seeing as maybe less than 5% of brands out there are in this position the chance that your brand is among them is questionable. Ask yourself which brands are the very best integrated sales and marketing brands in extremely complex situations and the answers will be very mixed. The ultimate test should be a completely dominant market share for a brand in services or complex software and solutions. That would be near impossible to find.
We have named the behavior of twelve possible personalities (do not panic) and twelve associated focuses. The intent is to give a real focus to answering three questions:
1. Do we need to move to another level of integration between sales, marketing, messaging, content and/or brand, or are we at the optimal levels of investment and performance in each area?
2. Where do we want or are we able to head next and what might that state look like? The long term future is often always far clearer than the immediate pathways. If you are looking for movement this chart shows the prototypical adjacent areas, some are next to them and some are diagonally opposed.
3. How do we move to the next level of integration? The barriers between each possible next zone will vary. Some are mechanical or process driven and some will be philosophies within functions.
Three steps
Step One
Think about where you are. The key is to lock into a place that best describes your position. We have included a somewhat complete view of the typical personalities inside each box.
Step Two
Look at the conditional or defining variables in adjacent boxes and think about what it will take to get to those places.
Step Three
Try experiments to get traction for movement.
We are very happy to talk and work with any of our partners to get to their ideal states so please email me at Michael@strategicoxygen.com