Tinkering with the Go-to-Market(ing) Model

Every marketing department has its preferred go-to-market model. It's well developed, implemented and tracked. The problem is, it doesn't always match up with the company strategy or changing market conditions. Sound familiar? If so, it is probably time for a frank conversation about marketing—one that begins with building a model that connects with your growth expectations and challenges.

A FEW YEARS AGO, ADVERTISING AGE published an editorial called "A Modest Proposal," in deference to Jonathan Swift's satirical 18th century essay. While Swift suggested that poor Irish families should sell their children as food for the rich—to prevent them from being a burden on their parents and instead make them beneficial to the public—Advertising Age writers suggested that we might do away with our marketing departments and chief marketing officers for the "good" of the company.

The Advertising Age editorial, much like Swift's essay, brought fundamental issues into sharp focus and forced people into a conversation. What exactly is wrong with so many of today's marketing departments? Why is marketing often at odds with its peers in sales, IT, operations and finance? Why do so many chief marketing officers struggle to keep up with corporate strategy?

Certainly, this is not to say that marketing leadership at the head office is inappropriate. Rather, many companies have a hard time defining exactly what that leadership should look like. In the resulting vacuum, the chief marketing officer and his or her team are unable to get their arms around the full range of media, are ignored by other functions and resented by their counterparts within business units. Marketing thus becomes the quintessential scapegoat blamed for many of a company's problems.

Too many CEOs, after successfully identifying the problems within their marketing group, nevertheless fail to cure them. Why? They're usually pursuing the perfect marketing model: the new, ideal approach that will solve everything. But you can't remake your marketing department the way you would your wardrobe—by donning the latest styles. In fact there is no single model, no perfect approach to marketing that fits all companies in all markets and geographies.

In fact there is no single model, no perfect approach to marketing that fits all companies in all markets and geographies.

The reason so many chief marketing officers (CMOs) have failed is not that they have inherited a set of organizations, structures and skills that are disorganized, redundant and resistant to change. (Those are situations that competent executives can easily identify and address.) Rather, CMO flameouts are often symptoms of deeper underlying issues. The central marketing function may not reflect the company's strategy or the broader corporate go-to-market models. Or worse, they stick to business models that don't match the changing market conditions in which their companies compete.

To avoid marketing fiascos, we suggest connecting your marketing model with your corporate go-to-market strategy and the business environment—and ensuring that all three stay connected over time.