- Millennium
Marketing Research®
- Tom Schori DBA Millennium Marketing Research®, 808 Ironwood, Normal IL 61761, 309-532-8466
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Successful marketing requires somewhat more than merely setting objectives, hoping.By Thomas R. Schori, Ph.D., and Michael L. Garee, Principals, Millennium Marketing Research, 808 E. Ironwood, Normal, IL 61761-5239. One of our old bosses used to say, "If all you have to do is set objectives, then make it a big number!" After many years in the corporate world, we certainly know what prompted him so frequently to make that statement. He knew, as we certainly came to know, that people (including high-level people) in organizations do indeed tend to set objectives, but characteristically, those objectives either make no one "stretch" or they fail to make mention, specifically, of what meaningful actions must be taken in order to achieve objectives, or both. In essence, the mere setting of objectives becomes the end action instead of just the beginning action! Usually, because the "number" is so low, one hears statements like, "Making that number will be no problem. . .we’ll simply ask our salespeople to. . ."
Of course, one would think that these "marketers" would eventually realize that something is dreadfully wrong with their logic and approach, when year-after-year they fail to reach established objectives. Why don’t they see the obvious? Why don’t they understand the need to create meaningful actions, which, when undertaken, are likely to result in meeting objectives? Well, either they didn’t take "Marketing 101," or they slept through the classes! One would think¾ hope!¾ that they eventually would realize why their objectives are seldom, if ever, achieved, but they don’t. Of course, there is no sure way one can achieve objectives. One can only increase the probability that they will be achieved. And there are some in this business world of ours that are indeed great in achieving objectives. (We want to make it absolutely clear here that we don’t think everybody in business is a dunderhead. Unlike Scott Adams, the creator of DilbertÒ , we’re somewhat hesitant to besmirch everyone with whom we’ve worked! We’ve worked with some GREAT leaders!) Perhaps all of this can be boiled down to the following conclusion: a lot of people simply set themselves up for failure, time after time, by both their actions and inactions. But that cycle can be broken by following just a few simple. basic guidelines:
Sound simple? Admittedly, it isn’t simple, but it is doable! Over the years, we’ve noticed that most people seem to experience the most problem with estimating the impact each action can¾ or should¾ have on achieving stated objectives. Here, grown men and women sometimes become like little children! "How would I have any idea what impact such and such an action would have on objective?" they plaintively ask. Or, they say, "Let’s just implement these actions and see what happens." Amazing! If planners have so little conviction about or appreciation of the value of the actions they propose, your company probably should find some new planners. That is not to say, of course, that one may not periodically over- or under-estimate the impact any given action might have on achieving objectives. But, again, that’s even more reason why it’s crucial to periodically monitor the extent to which the plan is on target for achieving objectives. And remember, if you have no preliminary idea about what impact a given action might have on reaching objectives, then, for heaven’s sake, don’t implement it! To summarize, the process is actually quite straightforward:
Good luck! |