The success of any industrial manufacturing company depends not on the quality of its manufacturing, its products or its sales efforts, but on whether there is a market that justifies the company's existence. If this seems an obvious reality, then why is it that so many small to mid size manufacturing organizations are unable to shed themselves of perennially deficient "marcom" practices?
When a CEO's core coalition is dominated by VPs who have little marketing experience, it should not be a surprise when the company defaults to predictable marcom expenditures, or that such expenditures continue to drive wedges between "marketing" and the rest of the organization, most especially the sales force.
In these uncertain times, it is up to the CEO to break the barriers that are keeping the company from achieving its greater potential in the marketplace. It is up to the CEO to expose false beliefs regarding customers and marketplace; to replace "how we do things here" with how we should do things here; and to raise everyone's expectations for a disciplined marketing process that replaces deficient "marcom" tactics.
In his 1862 presidential message to congress, at a time when the survival of our young country was uncertain, Abraham Lincoln presented such a leadership message:
"We can succeed only by concert. It is not 'can any of us imagine better?' but, 'can we all do better?' The dogmas of the quiet past, are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise -- with the occasion. As our case is new, so we must think anew, and act anew. We must disenthrall ourselves, and then we shall save our country."
Survival and growth in a changed marketplace are the challenges facing every industrial manufacturing CEO. If a disciplined marketing process is not central to your company's survival and growth, then now is the time to disenthrall your organization of its deficient marcom practices.
jb
www.centrifuge-now.com
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