Marketing must be led by creativity, not technology

– By Neeraj Pratap Sangani, CEO, Hansa Sequit

The idea of ​​leading with creativity and not technology comes from the professional who offers Martick solutions because one of his key services can be insulting. But session after session (and there are many), I have heard that senior professionals go straight to execution and tactical things. Almost always when my team presents strategic behavior slides everyone wants to go for quick execution. The team is told, ‘Don’t worry about me.’ Sometimes I get frustrated with the state of marketing integrity.

What I’m saying is that CEOs need to redesign their marketing teams. I use the term redesign and not align with a purpose. The goal is for customers to make tremendous progress over the past decade and, increasingly, products and services to adapt their experiences to this new reality. Many marketers think of a new product as a brand launch project, and it is not. It’s not just about a new location statement, a new logo, a new campaign, a new CRM or CX strategy. In my opinion, this is not something that a team can do or more importantly should be allowed. It’s really a cultural, company-level change. One has to influence every department and every person in the organization. Everyone needs to know what the new product / brand is, and they need to realize that it belongs to them and owns it. Because if they don’t, it will show.

Organizations will need to be a design-led enterprise that supports a culture of ideas, problem solving and driving different customer experiences. Much has been said about the customer experience and I see many ‘experts’ on the topic of webinar hosting and discussions. But the fact is that most of them are viewed from a very narrow lens by Martich, Adtech, Social, and others. Almost none of them have a business level view. The CMO survey, conducted with 341 marketing heads, highlighted the following major challenges facing organizations:

Creating the necessary capabilities in the organization to design, deliver and oversee CX – this reinforces my argument that CX can only be managed on a large scale and should be led by the CEO or at least overseen by the CEO. .

Coordinating the various aspects of the organization to design, manage, deliver, and oversee the CX – this should be shared, the broad responsibility of the organization. It requires a cross-functional approach and shared goals and KPIs.

Determining the share of each touch point in the overall CX and identifying the key touch points – how to reach and agree on the attribution is a key point and is often the cause of disagreement. One CEO trusted me last year that when the sales, marketing, services and funding teams gave their quarterly presentations, each claimed that they contributed an average of 30% to their share! He said: “If these numbers were true, the company would have almost doubled! But the fact is that the real growth rate is in single digits!

If you look at the above, you will understand that most of the challenges are not attributed to technology or its absence. And so I say the answer lies in what problem you are trying to solve. All the pieces in the jig saw can be placed with a little imagination and creativity. If you are familiar with these challenges, you are not alone. Many organizations are aboard this boat. The current situation has only brought the above issues to the center stage. In a market where sales and revenue have suffered tremendous losses, it would be prudent for organizations to revisit the entire customer journey and customer experience and develop the habit of designing that leads to creative thinking. This alone will ensure that they not only survive in the present but also thrive in the future.

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