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What Is a Marketing Manager?

This may be of some interest.

As marketers, we all want to climb the career ladder as quickly as possible. But if you’re going to become a marketing manager one day, you first need to learn what the role demands.

Moving up in ranks means becoming more involved in the marketing process, and eventually becoming the principal implementor.

As a marketing manager, you’d be in charge of a team. Employees will look up to you as you once looked up to your manager.

However, accepting this position comes with increased responsibility. It can feel rewarding to watch your strategies come to life, but it’s important to understand what the role entails.

Below, we’ll go over what a marketing manager is, what a marketing manager does, the management process, and the skills and education you’ll need to become one.

What does a marketing manager do?

Marketing managers have a variety of responsibilities. While there are industry-specific standards, there are common tasks that all marketing managers will do:

  • Conduct market research to understand the public interest and determine the marketability of products and services.
  • Design creative and unique marketing strategies across multiple channels like social media, tv, billboards, and newspaper articles.
  • Create marketing plans detailing outcomes and goals.
  • Create comprehensive budgets and cost estimates.
  • Negotiate with potential clients and partners to prepare sales and advertisement contracts.
  • Handle public relations and troubleshoot internal and external issues as they arise.

Marketing managers are also responsible for training their team members on campaign-specific marketing plans. They’ll hire new employees to join their team, selecting those they believe will meet intended goals for executing brand strategy. They collaborate with all team members, motivating them to meet goals while providing guidance and delegating tasks.

Marketing Management Process

To succeed in their responsibilities, marketing managers follow a similar process. Each step in that process requires a unique approach depending on the product, service, or business.

Idea Generation

Marketing managers approach the idea generation stage with an intended product in mind or an idea for a product or service that a business hopes to create.

They’ll conduct market research to understand current trends and customer interest. If a new product is launching, are there competitors? How successful are they? What are consumers saying about available products, and how can they be improved?

Understanding consumer interests and behaviors is key to beginning this process.

Marketing Plan

After identifying markets and understanding trends, marketing managers will develop a marketing plan that they’ll use to implement their strategy. This plan identifies the target audiences, campaign-specific tactics, budget, and goals.

They’ll work with different teams, like UX product design, financial departments, and sales engineers, to develop a strategy that  will allow the product to meet its intended goals. While a marketing manager is the chief decision maker, there may be financial aspects that they are not aware of. Collaboration between all teams ensures that the marketing plan is as comprehensive as possible.

The marketing manager will likely conduct tests with intended audiences to ensure that the final marketing plan will drive the most revenue before implementation. This may take the form of focus groups, personal modeling, or consumer interviews.

Implementation and Results

At this point, the marketing manager will work with their team to implement the finalized marketing plan. Timelines will be set for tracking campaign metrics, using data to adapt the strategy if necessary.

Regardless of campaign outcomes, all research and data will inform future marketing processes.

Skills to Become a Marketing Manager

Most companies require their marketing professionals to have a bachelor’s degree. Still, since the marketing industry adapts quickly, companies don’t necessarily need their marketers or marketing managers to have specialized degrees in specific fields. Some companies may require professional degrees or memberships in professional associations.

However, there is one universal requirement to become a marketing manager — a three- to five-year track record of consistently performing to your potential and achieving your goals. If you want to become a marketing manager one day, your performance as an individual contributor matters more than anything.

For instance, if the main goal is to manage a company’s blog team, one would need to prove that they’ve consistently written quality content that has met their manager’s expectations.

There are basic soft skills that a marketing manager should possess, like creativity, critical thinking, and leadership. However, a combination of these skills along with well-developed hard skills are crucial for job success. There are six essential skills an aspiring marketing manager should work to develop.

1. Communication

A marketing manager’s job revolves around communicating with different audiences by developing creative content for advertisements, videos, and articles. This content must also be consistent with the tone, branding, and voice outlined in the marketing plan.

The marketing manager will also be in conversation with their own managers, team members, and external stakeholders.

Understanding how to confidently communicate with different audiences is critical for this role.

2. Budgeting 

Marketing Managers handle all kinds of resources, from campaign budgets to pay-per-click ads to influencer marketing. All of these actions require budgeting skills.

A marketing manager also handles  internal budgets for their team, ensuring that everyone has the resources they need.

3. Negotiation

After creating the marketing plan, the marketing manager will need to convince internal stakeholders of its value. They’ll need to identify the right teams, and convince them of the benefits to the business and intended customers. Without internal buy-in, the campaign may cause internal confusion if all teams aren’t on the same page.

The marketing manager may need to negotiate with other teams if they believe changes need to be made. They may agree with some suggested changes, but they’ll also need to know when to negotiate and advocate for certain elements of their plan if they are called into question.

Externally, the marketing manager may be involved in financial negotiations with outside stakeholders to ensure that budgets aren’t over-spent.

4. Planning and Execution

Long term planning and goal setting are two important skills to be a marketing manager. They need to understand intended outcomes, plan for intended results, and execute the strategy to meet those outcomes. For example, is the ultimate goal to gain 1,000 Instagram followers? How will that happen? What steps need to be taken along the way to reach the goal?

When managing multiple marketing channels and entire teams of people, understanding how much time to dedicate to all aspects of a campaign is essential.

Can you create comprehensive plans to manage your tasks? Can you meet deadlines? Can you deliver high-quality work under said deadlines? These are questions that might be asked when interviewing for a marketing management position.  

5. Collaboration and Delegation

Marketing managers lead an entire marketing team. Size may vary, but there are several people who will work under their direction.

They need to work well with others and enjoy building relationships with internal teams and external stakeholders. However, it’s still important to be a leader that can step in and assign tasks when necessary. For example, the marketing manager would ensure that their team members are assigned the right tasks for their skillset, and that individual performance aligns with task expectations.

6. Adaptability

Customer behavior and markets can be volatile, so adapting to changing industry standards is a must. For example, a strategy may need to be adapted after falling short on expected outcomes. Instead of giving up, the marketing manager should devise a plan with their team to come up with alternative options.

7. Empathy 

Understanding markets means understanding consumer needs and predicting what they want and how they’ll react to your service. This requires a significant amount of emotional intelligence.

On their teams, marketing managers are responsible for balancing role expectations with team member’s capabilities. For example, if someone on their team is stressed because they aren’t meeting deadlines, it’s the marketing managers job to address the issue with empathy. An effective marketing manager would be able to recognize their stress and work with them to come up with effective ways to meet their goals.

Ultimately, marketing managers develop unique, ambitious marketing strategies for products, 

businesses, and services. They create comprehensive marketing plans, and work with their teams to execute them successfully.

A marketing manager ensures that products, services, and businesses have the best chance to thrive in their intended markets, satisfying both companies and consumers.

Anyone who works to develop the skills outlined in this piece will be successful in their role as marketing manager.

Thank you for reading.

Get lifetime access to this social media manager, on sale for 91% off

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Get lifetime access to this social media manager, on sale for 91% off

TL;DR: Get a lifetime subscription to the Socialii Social Media Manager pro plan for $49.99, a 91% savings as of April 6.

Even if you’ve been suddenly blessed (or burdened) with more free time these days, managing your social media presence is difficult. It takes hours each day to keep up with all your profiles, communicate with your followers, and create new content. Why do you think social media managers are in such high demand?

If you’re not in the market to hire a social media specialist, we get it. That’s why there are tools out there, like Socialii, that take care of many of your social networking tasks, all from a single place. Read more…

More about Social Media, Mashable Shopping, Tech, and Consumer Tech

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Instagram Brand Collab Manager and Pinterest Trends Tool

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Welcome to this week’s edition of the Social Media Marketing Talk Show, a news show for marketers who want to stay on the leading edge of social media. On this week’s Social Media Marketing Talk Show, we explore the latest way Instagram is connecting brands with influencers on the platform and upcoming Instagram Stories features […]

The post Instagram Brand Collab Manager and Pinterest Trends Tool appeared first on Social Media Marketing | Social Media Examiner.

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B2B Marketing Spotlight: Omar Al-Sinjari, Sr Digital Marketing Manager, RelayHealth McKesson #B2BSMX

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Omar Al-Sinjari

Omar Al-Sinjari

Next week’s B2B Sales and Marketing Exchange conference in Boston is coming up fast! To give you another sneak peek at the talented brand marketers sharing their insights and best practices, I’ve interviewed Omar Al-Sinjari, Senior Manager, Digital Marketing at RelayHealth – McKesson.

Omar is responsible for all things digital and a full stack operator including ABM, web, analytics, attribution, lead generation and marketing operations.

RelayHealth is a business unit of McKesson which is a $214 billion Fortune 10 company. Large enterprise level organizations bring with them a different set of marketing challenges and opportunities and with all of the evolution in B2B marketing and sales that has emerged, Omar is a great person to give us perspective.

At B2BSMX Omar will be on a panel (How To Do ABM At The Enterprise Level And Scale) Tuesday August 13th at 2pm. If you’re thinking of attending B2BSMX, there’s a 25% off discount code at the end of the interview.

Lee Odden: You’ve had a long history of working in the healthcare industry. Please share a bit about your background and current role as Senior Manager, Digital Marketing at RelayHealth – McKesson.

Omar Al-Sinjari InterviewOmar Al-Sinjari: Throughout my whole career I have either Marketed to or worked in the healthcare industry. I have been involved in Digital Marketing for the last 11 years, first at a very small company, sending out emails and redesigning/managing a website.

As my career progressed, I slowly became the SME regarding digital at each one of my jobs, which evolved into my passion for all things digital marketing.

Currently at RelayHealth – McKesson, I am responsible for all things digital. I currently own the digital strategy and execution including: Marketing Operations, Analytics, Attribution, ABM, Intent, SEO and Web Presence.

Lee Odden: You’ve accomplished a lot in your time with McKesson. What is the secret to success working in marketing at such a large organization?

When embarking on a digital transformation or any marketing change, you have to have thick skin and be willing to collaborate. @omaralsinjari

Omar Al-Sinjari: Collaboration, thick skin, openness to change and patience.

When embarking on a digital transformation or any marketing change, you have to have thick skin and be willing to collaborate. In my role at Corporate McKesson, I created a cross business unit group called Marketing Operations Leadership Council (MOLC) which brought together Marketing Ops leaders and practitioners across McKesson. This was an opportunity to collaborate, share best practices and make decisions across a huge Corporation.

Change doesn’t happen overnight and educating the business on why you are trying to change is imperative along with taken a data driven approach and assessing what the business needs are.

Lee Odden: Today’s B2B marketing is a cornucopia of tactics from ABM to content marketing to influencer marketing, what advice can you share about how can B2B marketers find focus and make the right decisions on their tactical mix?

Omar Al-Sinjari: Partner with sales and customer success (account management) to better understand the customer.

From an ABM perspective you need to find out who to target and why. Ask the following questions:

  • Which accounts are best for expansion?
  • Which accounts have been difficult to target?
  • Who do you target?
  • What is their title?
  • Who are the people involved in the buying process?

Lee Odden: At B2BSMX you will be participating on a panel about ABM at the enterprise level. What are some of the top challenges with ABM at a large company?

Omar Al-Sinjari: In my role with RelayHealth, which is a business unit within McKesson, my ABM efforts are mainly focused at my business unit (BU) level. But I have shared some of my best ABM success with the other BUs and created a strategy and a playbook that can be used across the organization.

The great thing about ABM is, it’s account based, so you need to target multiple people within an organization, not just one single person or one single lead. @omaralsinjari

Some of the biggest challenges with ABM are determining who the target market is: Who within the organization you want to target. Also understanding why. One of the hardest things with ABM is determining who you can target and why you want to target those folks because different people are involved in different stages of the buying cycle. The great thing about ABM is, it’s account based, so you need to target multiple people within an organization, not just one single person or one single lead. Understanding that distinction allows you to be successful.

Lee Odden: ABM has gained quite a bit of momentum in the B2B marketing world over the last few years. Do you believe it’s helped with bring sales and marketing together?

Omar Al-Sinjari: I think everyone has been account-based at some point in terms of knowing who you are going to target and why. So ABM and ABM platforms have put some technology behind those efforts and help facilitate the conversation between sales marketing.

ABM allows you to educate sales teams and the customer success teams because it’s not just a marketing and sales conversation. @omaralsinjari

I think the concept of ABM enables marketers to talk to sales folks about who we need to target and why, instead of just saying, “Who are your top accounts?”.

The term ABM allows you to educate sales teams and the customer success teams because it’s not just a marketing and sales conversation. In my opinion, it needs to be a sales, account management, customer success and marketing conversation. Then start trickling that throughout the rest of the organization as well.

An ABM platform enables those conversations and allows you to provide data and understanding, like what are the interactions and how many interactions are you having. ABM platforms then enable you to build a marketing attribution model based on those interactions.

Lee Odden: You’re talking about bringing data together, ABM and ABM technology enabling conversations that happen between sales, account management, customer success and marketing and so forth. That’s a much bigger and coordinated effort than you often find in campaign based marketing and traditional demand gen type programs, isn’t it?

Omar Al-Sinjari: Oh yeah, for sure. It’s not just batch and blast. I think previously a lot of marketers would try to figure out who their target accounts were, then go buy a list and just start sending them a bunch of emails.

What ABM and using an ABM platform allows you to do is to stay top of mind in their short term memory. @omaralsinjari

Marketing has evolved and I don’t think people want to be marketed to that way anymore. I’m not even sure if people want to be shown display ads or targeted that way.

What ABM and using an ABM platform allows you to do is to stay top of mind in their short term memory. A buyer might have seen a solution two years ago, a solution they weren’t quite ready to buy right away. Then a few years down the line, they remember that ad or that brand or that message and how it will allow you to solve one of your B2B problems.

Lee Odden: With your experience with ABM, I’m wondering what best practices you can share for other enterprise level B2B marketers?

Omar Al-Sinjari: Partnering and evangelizing ABM with sales and customer success as well as taking a data-driven approach to how you market from an ABM perspective.

If you do have some sort of insight tool on your website that tells you a company’s IP address, that could be a source of data saying that a company is interested or they’re poking around our website. Or, if you’re seeing multiple people from one company come into your website, that’s giving you an indicator that people are interested. Then you add those folks to your ABM targets.

Partnering with the rest of the organization and educating the organization and getting people on board is especially important.

ABM is not just about net new customers, it’s also how you churn your base and expand accounts, especially as your company has new acquisitions, new solutions or new products. @omaralsinjari

How you expand within those accounts is important and ABM is a great tool to stay top of mind.

When someone buys your solution, you could end up interacting with 10 or 15 different people, whether they are from procurement, security and risk, to the actual person that’s going to be implementing. Understanding that there’s not just one person and that you need to target an account as a whole is essential.

Best practice ABM is about finding all of the people that are involved in the process, plus that one person evangelizing your solution that you’re trying to sell. @omaralsinjari

There are some situations where there are multiple stakeholders and the person that’s signing the agreement might not even be involved in the buying process until the end. So, best practice ABM is about finding all of the people that are involved in the process, plus that one person evangelizing your solution that you’re trying to sell. That evangelist will be one of your key targets, but understanding the customer as a whole picture is important.

Lee Odden: Do you have an ABM success story that you could share either one of your own or, or even something you’ve observed out in the industry?

Omar Al-Sinjari: We’ve experienced a significant, 40% growth within one of our segments year over year. That’s by targeting folks in one specific vertical and focusing on some key customers.

You can look at a company like Terminus and see how much growth they’ve had implementing ABM. ABM is B2B marketing now. It’s understanding and showing success and using data to drive decision making. Ultimately, what it all comes down to is, how are you attributing interactions to the bottom line?

Lee Odden: What are some of the top B2B marketing trends that you think are worth paying attention to in the coming year?

Omar Al-Sinjari: ABM, marketing attribution, and CDP or customer data platforms.

I don’t know how many companies are listed on the Martech list now, but I think at some point there’s going to be some sort of consolidation there.

If I had a crystal ball, I’d love to see what will be coming up from a technology standpoint and how people consume information from a B2B perspective. For example, understanding different stages according to where the buyer is in their journey and being able to use some sort of AI technology to identify and show trends across the buying cycle. Also, understanding the buying cycle and then using some sort of predictive analytics or AI to get deeper into data from an overall customer lifecycle perspective.

Lee Odden: What sources of information do you rely on most to stay on top of B2B marketing?

Omar Al-Sinjari: I use a few different sources including Chief Martech by Scott Brinker and the Marketo blog. There are several newsletters that I subscribe to and I use Google Alerts to track specific topics. I also stay up to date by attending conferences and learning from other people. I really enjoy reading case studies and about new technologies out there.

I also use social media, including Linkedin and Twitter to stay abreast of what’s going on. It’s changing all the time and everyone has opinions, right?

Lee Odden: What are you most excited about upcoming B2B SMX conference in Boston?

Omar Al-Sinjari: I’m excited for the Flip My Funnel track. I’m also excited for the REVTalks and Demand Gen Summit. I’m pretty much excited for all of it.

At B2BSMX I’m looking forward to learning from others because in this industry, you’re constantly learning and you need to be able to adapt and change. @omaralsinjari

Really, I’m looking forward to learning from others because in this industry, you’re constantly learning and you need to be able to adapt and change. And I think the overall message for ABM is change. It’s changing the way you go to market, how you interact with different people in your organization and changing the narrative as it relates to marketing. Specifically, changing marketing from being a cost center to a profit center.

Lee Odden: Thank you Omar!

Be sure to follow Omar Al-Sinjari on Twitter: omaralsinjari

For information about the B2BSMX conference including agenda, speakers, workshops, mentor opportunities and more:

B2B Sales and Marketing Exchange: Boston
August 12-13, 2019
Encore Boston Harbor
GET 25% OFF using Discount Code: 25TRB

The post B2B Marketing Spotlight: Omar Al-Sinjari, Sr Digital Marketing Manager, RelayHealth McKesson #B2BSMX appeared first on Online Marketing Blog – TopRank®.

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