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Marketing teams are under constant pressure on the market faster, but many faces of recurring narrow places that slow their progress. The inefficiency of resources, team limits and incorrectly aligned goals are one of the most common culprits. Although these challenges may feel stunning, their solutions are decisive for growing and ensuring long -term success.
Paul Ximena Mejia, vice president of the WIX Studio Business Marketing, is a marketing leader with many years of experience in solving these accurate problems in the customer’s success, electronic trading and incoming marketing.
Simply put, the marketing narrow profile is when the team is unable to produce campaigns or assets as quickly as they should, Mejia explains.
“I think it will sometimes have managers, but not as many as people on Earth will feel,” he says.
“It looks a lot like five rounds of reviews where you need to reconstruct panties.” It looks like a team frustration. It looks like missed terms and generally the feeling of things is too slow.
It is a scenario that most traders are likely to recognize according to Mejia. “It is an extremely frustrating position to be from the perspective of the team, but also from the perspective of the marketing goal. It is quite toxic, because traders are in a very fast environment where you are competing for attention, and the way you are able to compete is the introduction of your content before the audience at the right time.
“If it does it too long, then you can’t somehow get the feedback loops you need to create the most effective processes, and you won’t be able to get the most out of your resources.” whether it’s a budget or people. ”
Escapes are most likely to occur when marketing teams do not maintain the “why” of the Front of the Mind.
Traders focus on goals. They understand the goal of any particular campaign they work on. But why is this a goal? It is a key step in a process that believes that Mejia is skipped.
“In marketing, you can also catch in the metrics of vanity and how much he likes something he says.” “I’m not saying these metrics are not relevant.” They can be very much. It only depends on why it is important. And it’s not because the post becomes viral, that you are necessarily successful.
“You need to understand how it is associated with your bigger goal.” So it’s a goal, that’s the reason. And it really runs from a team plan for a quarter or year, to a specific campaign. ”
As for mejia, marketing panties are sacred, but also quarterly planning, because these documents, although they admit that they may feel as bureaucratic, are essential for marketing managers in accordance with the company management in terms of quarterly planning. And to keep up with their teams when it comes to deciding on what types of campaigns they work, why they work on them, and ultimately what success looks like.
“These are really important columns to ensure that things do not interfere and fall apart,” Mejia says.
However, there are three key action strategies to release these narrow places and help marketing teams become more agile and efficient:
• Team structuring to maximize efficiency,
• Defining key roles that each team must have, and
• Selection of the right technological magazine for streamlining operations and cooperation.
Team structure
“For a while, there was a trend for a very specialized marketing role, and there are situations where you need a professional content writer who will write really great content,” says Mejia.
“But I think that if your team requires more dexterity, have generals that you can attach and play in different situations, it can be a very strong advantage in terms of creating more agile work and testing.”
“I definitely fell into a trap of thinking, I really need a specialist who only works in this area, and then changed the goals and specific goals we have moved.” Suddenly this specialty was quite irrelevant for what I had to add. And then you have to think about restructuring. ”
Teams can take a long time to get together, and you have never really built them, Mejia notes.
“It’s not like,” Oh, I have finally hired everyone and we’ll just work and it will be amazing all the time “. Because things are constantly changing. So when you work in a truly dynamic environment that the marketing tends to be, I find that if you build Team with many generals, you can easily adapt to these changes.
“This is very specific to my experience in Wix today.” I know there are some situations where you need several experts, but I think it’s a good way to prepare for the potential of change, which is 100% guaranteed in my work. ”
Key roles
As for key roles, Mejia says you certainly need an operating manager when you think about processes and ensure everything is optimized.
He explains: “Depending on how much number you have, you can have a hybrid, someone who is really project management and project -oriented process, and something else. However, I think it is necessary to be responsible for someone in a team that could also be a manager, depending on the size and set of skills.
“I found that when you have someone who is measured about how smooth the processes are, how well everything works, how clear the goals for everyone in the team are, just a tendency to unlock a lot.” And I love writers and designers and product marketing managers. They are all very talented people, but I think if you just leave them, the processes can be a little dark and suddenly the terms don’t happen, right? Because you are doing your thing and working on your work, whatever it could be, and then you need someone there to have these very clear terms and work back from them. Tell people, “Okay, if this is happening in four weeks, the contents need to be performed until then and the design needs to be performed until then. And if we need it one way or another, there must be a very good reason. ”
Right technique
Like the assembly of the right people in the team, it is also important to have the right technological tools for use.
“I talked to many traders in the summer,” Mejia explains. “And someone told me about their technology storage for their marketing team.” It included three CRM and various things where there was so much redundancy. It’s expensive and it’s complicated and it makes work more difficult.
“I think anyone who manages a marketing team must make sure they are auditing the technology magazine.” Whether you own responsibility for your software or not, you will be a user at the end of the day.
“There’s an audit to help you understand what you have, for example, you can have licenses that you didn’t even know that you have, and just losing resources in the background.”
It is also important to understand how the different software licenses you have to connect to each other. If overlap, is there a reason?
Mejia says, “Maybe there is an ability that he has that B does not have, and therefore you need both. But probably not, right? There is probably a solution that can include them all.
“Make sure the team you have, and the software you have aligned is really important. So you can be in a situation where some software is extremely technical, but not everyone in your team is extremely technical. So is it anxiety? Some CMS require developers or a very technical person.
“If you create digital assets, it will become a narrow profile. But it doesn’t have to be. You may not need this level of technical skills for the types of resources you create, so make sure you are up to what you use, how it works, and then look at what is on the market.
“Because if you bought the software five years ago, especially with all the things that have taken place with AI in the last two years, there may be a much better and more advanced solution.” And then, of course, if you share this information with your financial team or your IT team, tell them, “We looked at all these things and turned out that I don’t need 50 seats for this license, and I would rather lower these two and instead get.
“They’ll be quite happy.” I think they’ll get on board and have a much stronger partnership with these teams. ”
And Mejia says it all and still acknowledges that there is a lot of pressure on traders and marketing. “It’s all about investment return and growth and growth,” he says. “So maybe the idea of owning responsibility for your technical magazines sounds depressing.” But for me it’s as important as saying that you have to be responsible for the people who work under you. ”
Focusing on the structure of your marketing team, defining these key roles, and really naiting your technology magazine, it can go a long way to remove marketing narrow places and eventually help to achieve any goals you have set.
Simply put, Mejia says, “Look what you are planning to do and be very honest about what you think it really is worth doing – and cut the rest.”
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