What’s driving Field Marketing Today?

Today the challenge for many marketers is to continuously drive install base and net new business. Companies of all sizes must capitalize on its future growth drivers by focusing on key customer segments and certainly high growth industries. To add some additional complexity – this all happens in a mix of established, mature as well as emerging markets all around the globe.

Organizations must quickly and effectively respond to customer demands and be relevant in a local market. When you drive demand in mature markets such as Switzerland, Germany or the U.K, it is a totally different story than driving demand in emerging markets such as Peru, Angola or Vietnam. Tools and techniques might be similar but the tone, style and depth of information varies substantially.

The key to successful “glocal marketing” is first to define the following parameters:

  • Development of a clear lead/demand generation process. Do we have the road maps and the key sales & marketing stakeholders engaged to draft a smart glocal plan?
  • Gaining a local insight to establish smart requirements for the lead/demand process. Do we really understand and listen to the locals to define a smooth and efficient process?
  • Definition of the demand generation techniques such as social, direct marketing, events, telesales, etc. Do we have an integrated approach to activate the techniques and the best know-how available?
  • Establishing various existing or non-existing routes to markets. Do we activate all relevant channels in a given market and do we have the resources to do so?

I am a strong believer of a global, regional and local marketing model. Often the big question is how to balance global, regional and local resources. At the end of the day it is critical to address market challenges rapidly in a relevant and efficient way. Who wants a marketing organization that targets a customer in a far away country with no direct sales impact or worse – damaging the brand?

First, companies must ensure that when defining their global, regional and local marketing organizations they understand the purpose – to better engage the field, to enhance communication and program syndication and most importantly to drive sales. It’s all about business after all.

Second, companies should then look towards a model, which fits the size of their company. A large growing international company might go for a global/regional/local model, while a super-fast growing enterprise looks first into a global/local model. A small but globally acting company might be efficient enough with a global model for the time being.

Third, smart companies then think about building a Marketing Program Framework as a foundation for their worldwide strategic planning process. They also make sure that corporate priorities are aligned with field and the local priorities. The key is to syndicate big bets or market themes into an umbrella brand positioning. The positioning must be mapped to business goals and with a close alignment to the local sales teams.

Often as an outcome marketing playbooks are worked out by the global teams. They are designed as reference tools that complement and support specific programs – for example, launch of a new product or entry into a new industry. These playbooks also include best global/local practices, how Marketing and Sales Automation Tools such as CRM Systems are being utilized to measure campaigns, smart localization techniques and all kinds of tips and tricks to ensure the wheel is not reinvented.

I strongly believe that in an age where it’s all about demand generation and measuring marketing efforts, a smart balance between global/regional/local marketing practices and resources combined with the right talent and execution capabilities, will be by far the most important contribution marketing can make.