What do you do if your B2B marketing strategy is not aligning with your manager's expectations?

Antes da estratégia precisamos elencar os objetivos iniciais, meios e final. E após todas essa identificações "setar" marcos dentre esses parâmetros. Além disso, entender quais são as métricas chave de sucesso e de insucesso. Isso evitará de ficar fora da rota especificada no planejamento, para ter apenas um ajuste de rota caso o objetivo esteja começando a ficar fora do parâmetro alinhado. Definição de parâmetros ICA pra fraquezas e fortalezas: - Parâmetros de Iniciativa - Estamos num bom momento e com boas condições para começarmos? - Parâmetros de Continuativa - A rota percorrida até aqui é favorável para continuarmos? - Parâmetros de Acabativa: De acordo com o caminho feito, ajustado, testado e o resultado obtido, tivemos sucesso?

Nada melhor que um bom 1:1 para alinhamento de expectativas. Assim você consegue entender o que o gerente espera e como você conduz seus esforços para demonstrar esse valor.

To address misalignment with your manager: - Understand Expectations: Seek clarity on concerns and expectations. - Align on Goals: Ensure agreement on strategy objectives. - Provide Context: Share data supporting your approach. - Seek Feedback: Invite input to identify areas for improvement. - Explore Compromise: Be open to alternative solutions. - Collaborate: Work together to refine the strategy. - Document Discussions: Ensure clarity on agreements. - Monitor Progress: Continuously evaluate and adjust as needed. These steps facilitate alignment and collaboration, ensuring success in B2B marketing strategy.

First thing is that either you or your manager has not understood the audience, product or the market. Involve stakeholders from different departments in your strategy sessions, especially from customer-facing roles, as they are the most suited to challenge your assumptions of who you market to. Identifying internal barriers in the team's operations, search for patterns, anomalies, and signs of inefficiency will help better understanding and create atmosphere of trust & confidence. Suggest conducting a skills gap analysis within the marketing team. Marketing leaders must foster a culture where teams are not only agile in responding to market changes but also collaborative across departments.

B2B plan not resonating with your manager? Chill. First, figure out why. Communication gap? Metrics mismatch? Misaligned goals? Talk it out. Explain your approach and data, then show how it bridges the gap to company goals. Be transparent, adjust together, and remember: communication is key.

Managers Don't Respond to Drama, They Respond to Solutions Don't go in with a "my way is right" mindset. Instead, try this reframing exercise: Translate Their Expectations: What are the 2-3 things they KEEP harping on? Now, put yourself in their shoes...what underlying fear does that point to? (Lost revenue, looking bad to THEIR boss, etc.) The "Two Paths" Pitch: Outline your current plan, then an ALTERNATIVE that directly addresses their fear. Shows you hear them, and are proactive about fixing the issue THEY care about. Questions > Assertions: "Help me understand how you measure success on this..." is way more disarming than "You don't get it..." Collaboration gets more buy-in for your ideas.

Acércate de manera proactiva con una propuesta mostrando datos y ejemplos de otras empresas del mercado. Escucha sus comentarios e intenta conjuntamente construir un plan y comenzar con pequeñas acciones. Puede que no funcione a la primera, ten paciencia :)

Begin by scheduling a meeting with your manager to discuss the strategy in detail. Clearly articulate your approach, highlighting the goals and rationale behind your decisions. Use simple language to convey the key points and ensure your manager understands the reasoning behind your choices. For example, if your manager expected immediate results from a campaign focused on lead generation, but your strategy was designed for long-term relationship building, explain the emphasis on cultivating quality leads for sustainable business growth

Be a solution-provider, not a problem-presenter. This is an added layer I'd note on proactive communication. Any time you find a potential problem, conflict, etc., be the person who doesn't just present the problem or concern, but has also taken time to think through possible solutions. Better yet, see if you can even begin to envision the next steps per solution. This will always create greater trust in you from your manager despite hiccups/misalignments leading up to this point.

Proponer una reunión o llamada para discutir el plan de marketing, progreso, resultados y preocupaciones. Utilizar datos y pruebas para respaldar el enfoque.

Feeling the disconnect with your B2B marketing strategy? Here's the fix: - Align with your manager. Goals, success metrics, timelines, resources - get on the same page. Clear communication is key. - Ditch the fluff, focus on data. Future of B2B is data-driven, personalized marketing. Track what works, ditch what doesn't, and keep your manager informed. You'll crush it.

Data is your best friend. Often, disagreements about strategy center on lack of data, relying on different data, or incorrect interpretation by one or both parties. (Be prepared to discover you might be in the wrong or operating in a limited scope.) How do you address it? Good, old fashioned communication. Sit down and hash through data together. If you have an analyst or CRM reporting expert on hand, ask them to prepare whatever reports you need in advance. You’ll never align on strategy if you aren’t operating on the same set of assumptions.

Align your specific strategy area's goals/metrics to the next layer up and down. Look at marketing data in the following levels: TOP = Revenue/Growth NEXT = Pipeline THEN = Integrated Campaign BOTTOM = Channel/Tactic Specific What is your strategic space and where are you in that layering? EX: If you're a demand generation manager, you're likely working in the Integrated Campaign layer. Make sure you are aligning your campaigns against pipeline metrics for your manager/leadership, but also align down to channel and tactic KPIs that your SMEs may be working from. That is a super effective way to avoid misalignment, get constant buy-in, and always prove your efforts are aligning to the ultimate business goals - revenue and growth.

Asegurarse de que tanto el gerente como el equipo de marketing tengan una comprensión clara y compartida de lo que se busca lograr, las métricas de éxito y los recursos disponibles.

Il est parfois difficile de faire coïncider les attentes d'un dirigeant, d'un responsable commercial (si l'on prend le cas d'une PME par exemple) et d'un responsable marketing. Les silos sont encore bien présents dans les entreprises et notre métier souffre d'un manque de reconnaissance, parfois aussi dû à de mauvais professionnels pour qui le marketing s'apparente à de la communication uniquement ou qui ne mesure pas suffisamment leurs résultats. Charge à nous donc de revenir aux bases : quelle est la stratégie de l'entreprise, les objectifs chiffrés et comment nous pouvons nous aligner ou challenger cela de façon argumentée.

Let's say your latest B2B marketing strategy didn't resonate with your manager. Instead of fretting, view their feedback as gold dust for refining your approach. Invite your manager for a constructive chat to deeply understand their concerns and expectations. With this insight, go back to the drawing board. Maybe your content strategy needs a pivot, or your campaign lacks a compelling call-to-action. Implement the tweaks, no matter how small, and monitor the impact closely. Regularly share these updates with your manager, highlighting not just the changes but also the positive shifts in results. The communication and visible commitment to improvement will not only elevate your strategy but also strengthen your rapport with your manager.

Tomar la retroalimentación como una oportunidad para aprender y mejorar la estrategia de marketing, optimizar actividades y mostrar el progreso al gerente.

Establish a new creative approach: Seek inspiration from different sources, explore emerging trends and collaborate with creative professionals. Define a unique value proposition: Emphasize what differentiates you from the competition and why your brand should be chosen. Develop a compelling brand identity: Create a consistent and memorable visual image that effectively conveys your message. Define an authentic brand voice: Find the right tone and style to connect with your target audience.

Trust is the hardest thing to build, but the easiest to break. I emphasize to build report not just with your manager, but your collaborative team around you and in other departments. Respect... each other's roles, perspectives, input, responsibilities, daily challenges, etc. Proactiveness... this will set you apart as not just someone to be managed, but someone that helps your manager manage. Transparency & honesty... this will go MILES in creating trust. I air on the side over over communicate vs. under communicate. Once trust is established, you can navigate if/were to pull back. Ownership... own the strategy and space you are the SME for. Yes this comes with pressure, but it also comes with great potential recognition too.

Marketing tactics are a mix of art and science. They need to be constantly monitored and sometimes even changed midway. Hence it’s important for marketing teams to constantly monitor and remain agile. Try and plan for various situations so that there is a plan B & C to go back to. Your manager may have more experience in handling situations when things don’t go your ways. It’s important that both work towards outcomes and not towards personal glory !

Given that the position the manager holds he/she rould have had years prior experience and it's always a learning process in life. Listen their ideas, thoughts and tweaks. It will be beneficial in long run as it's a mutual goal team is working towards together.

Reflexionar sobre la experiencia, aplicar lecciones aprendidas a futuras estrategias y buscar comentarios y tutoría para convertirse en un mejor comercializador B2B.

When your B2B marketing strategy doesn't align with your manager's expectations, it's crucial to take a proactive approach. Start by analyzing the situation to understand the reasons behind the misalignment. Is it due to differing priorities, a lack of clarity, or a need for additional information? Once you have identified the root cause, communicate openly with your manager. Share your perspective, explain your strategy, and listen to their feedback. Be willing to adjust your approach if necessary, and work together to find a solution that meets both your needs and the company's goals. This proactive and collaborative approach can help ensure that everyone is on the same page and working towards a common objective.

Sometimes you need to consider if your manager is just being a jerk. If they're not a marketer, they might be expecting the impossible and if that's the case, either you suffer or you make them suffer.

Being willing to listen, collaborate, and adapt is crucial for realigning your B2B marketing strategy according to your manager's expectations and ultimately driving business success. It's essential to take your manager's feedback without becoming defensive to understand their perspective and the reasoning behind their expectations. Sharing your insights, including the rationale behind the chosen tactics and the results, is also critical. Highlight any data or analytics that support the strategy's effectiveness. Identifying gaps or discrepancies between your manager's expectations and the current strategy is essential. Discuss potential reasons for these differences and explore possible solutions together.