The importance of the Four Ms in marketingTerry Healey
Building a complete and differentiated go-to-market plan is something
all marketing professionals strive to achieve.
We typically follow a methodology to ensure the target customer is at
the centre of the plan and we have a clear and compelling value
proposition to generate a positive response.
Many of us learned about Neil H. Borden's "The Concept of the
Marketing Mix," circa 1964. The ingredients of Borden's Marketing Mix
centred on the four Ps-product, pricing, placement, and promotion. But
those four Ps require that the marketing professional develop the
optimal marketing mix, including market insights, marketing/sales
programs, and measurement tools and metrics.
Unfortunately, those actions too often become after-thoughts in
today's hurried time to market.
Assuring success with the 4 Ms
The key to a successful plan based on the 4 Ps means starting with a
framework from the outset that includes what I like to call "the four
Ms": market intelligence, modelling, mix, and measurement. The four Ms
are the marketing activities that act as the glue binding marketing and
sales together.
Ensuring that sales and marketing have skin in the game motivates
both teams to achieve marketing objectives while ultimately focusing on
revenue.
l Market intelligence and analysis
Just as anyone raising money to fund a start-up needs a great idea,
they also need a large and growing market they believe they'll be able
to address.
In the same way, regardless of the maturity of your company, you need
to develop a business case for which part of the market you intend to
address, why it makes sense, and how you are going to do it.
The process of researching the total addressable market for your
proposed product or service is only a small piece of the necessary
analysis. Identifying the viable market segments your solution can
address, along with understanding the customer profile and primary
business drivers, is the baseline for any plan. Whether you have a
solution that requires prospecting for new customers, or the benefit of
an installed customer base you can cross-sell and up-sell into, the same
rules apply.
Do your research: Analyze the data to determine which slice of the
market you intend to address, what challenge you will solve, and what
benefits your solution offers that differentiate you from the
competition.
Modelling
But once again, before you assume you have all the answers, be sure
to make part of your primary research talking to your sales teams about
their knowledge of the market and their customer base.
With a lot of great data that's been sliced and diced, you now can
justify moving the plan to the next stage. Nomenclature aside, your next
step is to model a "program," a holistic set of resources, tools, and
activities that enable both your sales force to be effective, and your
customers to engage with your organization.
The key to this is to ensure you provide sales with prescriptive
instructions on how to use the resources and when to use them. And don't
think of sales enablement separately from demand generation.
The two should be tightly linked. Sales enablement tools and
resources you provide your sales-people should be integrated with
customer engagement demand-generating tactics (telemarketing scripts,
e-mailers) so sales is part of the marketing engine and marketing is
helping to drive the sales funnel.
l So that sales understands how marketing intends to create an
ongoing customer experience, providing details on how the entire program
or campaign will work helps everyone take ownership of the outcome.
Building the marketing funnel means marketing must invest in awareness
activities (advertising, trade shows, and PR), consideration activities
(Web/seminars, white papers, case studies), and preference activities
(demos, ROI tools).
When sales has a window into the logic behind the marketing program,
they can effectively leverage each prospect interaction and the offers
that have initiated a response.
l Close the loop with review teams that provide continual feedback on
the approach, validating or invalidating the tactics themselves. The job
of program modelling is about accelerating sales cycles, and helping
sales to move customers more quickly from the prospect stage to the
propose stage.
Marketing mix
l If your company or product is immature, awareness is critical. If
you are marketing to your installed base, your emphasis may be more on
the consideration and preference stages.
After all, you are marketing to existing customers who are familiar
with your brand, but may not understand why they should upgrade or build
upon the solution they already have. Targeted demand generation with
case study offers, white papers, ROI tools, or financing may prove to
generate high response rates.
Measure
l You might be thinking, "I cannot get the funding for a robust
system to measure my marketing activities." That may be the case, but
today there are great hosted solutions that enable you to have an
integrated marketing and measurement system up and running in less than
a week.
At the end of the day, you have to justify your marketing spend, and
measure your return on marketing investment.
l Just as importantly, you need to measure response rates, leads, and
appointments so you can refine, improve, and optimize your campaigns
based on what prospects are responding to, what they are registering
for, and what content they are downloading.
Adding the four Ms is not designed to make things more complicated.
The four Ms methodology ensures the fundamental aspects of your plan and
strategy are sound, and can be executed and measured.
As we all know, a great marketing strategy does not always translate
into an effectively executed plan. Do your planning-maybe that should be
the fifth "P."
(Terry Healey is a high technology marketing consultant, author and
speaker at Ridgeview Consulting. For more information, visit
www.ridgeviewconsulting.com or e-mail Terry at [email protected].)
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