Unco-operative departments. Treat internal contacts like customers.
Creating great B2B content takes a village. Other departments are key to getting customer and product insights. But 41% say that's a big problem.
It's not just senior marketers who are in the way anymore. Sometimes, it's everybody else.
As Doug Kessler points out, senior marketers need to fight just as hard as everyone else.
Co-operation matters. Marketers can't produce content in a vacuum, and this is born out in the results. Respondents reporting a big problem with co-operation see worse outcomes: concepts, writing, feedback, business results and customer alignment are all below average.
Lack of interest or help from other departments that could actually really improve our content. Marketing is at the bottom of the list and they don't realise its importance for the business performing well.
Customer insights need co-operation
Marketers who have a big problem with internal departments are 24% less likely to produce content that reflects customers' priorities.
Everyone thinks they're a marketer, so I use sales techniques, and ask questions.
In most cultures, it's challenging to work with colleagues in other functional areas. I don't think I can code better than the software developers or do F&I better than the CFO; that's not a thing. But everyone thinks they can do marketing.
I treat internal stakeholders like customers and prospects. I anticipate their objections, and what their values are. I'm never going to pitch our Head of Sales on some fancy-schmancy thing I want to do, or talk about colours. I'll ask about her conversion rates, and where she wants to do better. Then I'll frame projects to her business objectives.
I've worked for five tech companies in Europe and the US, and the experience is exactly what Harvard Business School would say. There's a huge difference in working with teams who are collaborative, and who trust. The work and the results are both much stronger when the leaders actually know how to lead, than when they're micromanaging jerks.
When I'm mentoring colleagues, I tell them we're planting seeds. The first or second seed you plant may not grow or sprout ideas in their minds, but after a couple they start to understand your perspective.
I can tell you hands down: results follow great leadership.
