The marketing manager: the disposable employee

Have you ever grooved to an old tune that still has great rhythm? That’s exactly how we feel when reading some of Stéphanie’s past columns. This week, we’re dusting off a 2017 piece and hitting replay because, let’s face it, classics never go out of style!

I have the privilege of working in a fascinating world that’s constantly evolving. Since founding my agency in 1998, the industry has reinvented itself several times, especially with the arrival of the web and its little social and advertising friends. There’s never been a dull moment in marketing over the past 20 years!

Yet I’m fascinated to see that, in all this upheaval, one thing remains unchanged: the role of marketing manager is still ridiculously precarious.

Did you know that, year after year, we have to say goodbye to a significant portion of our client contacts? I remember a year when 14 of our clients’ executives introduced us to a new marketing manager mid-project. The turnover is dizzying, and most of the people who leave don’t do so voluntarily. They’re let go.

Why is there so much dissatisfaction with marketing staff in SMEs?

In small and medium-sized businesses, it’s possible to survive for years, even decades, without hiring a dedicated marketing professional. In this scenario, the sales manager or the owner takes on the role, doing their best. Far from ideal, this arrangement doesn’t prevent many companies from enjoying a certain level of success.

Sooner or later, though, the inevitable happens. The company needs to professionalize—whether at the request of new shareholders, to export or gain market share, launch a product or respond to a more aggressive competitor. The decision is made to bring a permanent marketing resource into the team.

The rest of the story will, slowly but surely, lead to disaster: the company hires a junior who—surprise!—is far from perfect.

Scene 1

The marketing budget, previously nonexistent, is consumed by the entry-level salary of a fresh university graduate full of enthusiasm but with no real-world experience or industry knowledge. Expectations will include filling the sales pipeline, building the brand and increasing customer lifetime value—but with little to no resources to do it.

…

Scene 22

With no strategic plan to execute, they will quickly feel overwhelmed. They’ll push to develop a marketing plan internally, but management will have neither the time nor the interest to “chase clouds” with them. They’ll end up pursuing random tactics to please leadership, who, of course, will have a new “great idea” every week.

…

Scene 48

They’ll request budgets that will be granted reluctantly, with a generous side of pressure. If they can’t get sales on board with their projects, they’ll struggle to convincingly demonstrate the ROI of their initiatives, and the ship will start taking on water.

…

Final scene

Ironically, this employee will end up being fired for not being “strategic enough.” They’ll be let go for not being all at once a copywriter, SEO specialist, art director and project coordinator. In short, for not “delivering.”

A problem that also affects large companies

An article published in the Harvard Business Review made a similar observation about the tenure of marketing executives in large companies. It revealed that 40% of Chief Marketing Officers have been in their role for less than two years, and 57% for less than three. This means a very high turnover rate for these positions, even at the highest levels.

Marketing specialists, take note: it won’t be easy, whether you’re at the bottom of the ladder or on the top rung!

Rewriting the script

Some companies make the same mistake two or three times before realizing that the problem rarely lies with the individual. Roles and expectations must be clearly defined, and the demands must be realistic. You can’t expect a young hire, no matter how motivated/creative/resourceful/sharp, to transform the organization and develop the marketing culture needed for success.

*****

In short, here’s how to be satisfied with a new, inexperienced marketing hire:

• Before hiring, a strategic marketing plan must already be in place.
• Choose a candidate whose strengths match your most urgent marketing needs—not someone who can “do it all” (they don’t exist!).
• Set up a training plan and allow the employee to develop concrete skills quickly.
• Ensure the employee is supervised by a senior marketing resource (internal or external).
• Management must be involved, establish a marketing vision and provide regular feedback.
• A budget must be available to call on specialized external resources.