The Hierarchies of Marketing

 

Many of my followers enthusiastically support my Hierarchies of Marketing model that identifies the need to ‘balance’ Operational Marketing abilities in organisations with with Strategic knowledge.

The heterogeneous functions within the Marketing Profession

The heterogeneous functions within the Marketing Profession

The basic premise is someone who can lay bricks may not be a natural choice to evolve into the designer for a building like the Opera House: Despite years of experience and loads of confidence… he/she simply may not know how much he/she doesn’t know! (Likewise, a younger person who looks after Marketing Communications collateral and organises trade shows, may not be the best-trained executive to take over a higher, more strategic roles just because they’ve “been in marketing” for 15 years.)

Operational potency and prowess (knowing how the business works, inside-out) have long been respected in day-to-day management; while contemplated, educated and scientific input has been dismissed or resisted. Galileo’s scientific explanation that proposed the planets did not rotate around the earth, to Louis Pasteur suggesting milk processing to control harmful bacteria, are historical examples of OPERATIONAL people harming progress in their disregard for their ‘theoretical’ advisors.

History of Mismanagement Repeats Itself

It was operational leaders of Fairfax in the 2000’s who dismissed the threat of the internet: There operationally skilled CEO insisting that the SMH (Sydney Morning Herald) would forever be the ONLY way consumers would find a job, buy real-estate, or a car!

The finance & banking industry listened to Operational folk and gagged the strategic advice of specialised theorists prior to (perhaps causing) the GFC of 2008.

Led by operationally cluey folk, the traditional retail brands in the retail fashion industry now sit on the brink of crippling demise!

IN the midst of retail collapse, success stories abound of those quick to take up online retailing gazumping their more powerful but less responsive competitors.

So many businesses are now still struggling to adopt to the online world… many fashion retailers burdened by traditional shops that drain overheads and exhaust working capital, while slick on-line fashion retailers guzzle down healthy loads of profit.

Poor Old Sampson

Sampson is an old school friend who was a natural entrepreneur at 14. It was Sam who organised our first school dance. It was Sam who, year one after leaving school, first made the newspapers for entrepreneurial excellence. It was Sam who bought the first Porsche (cash) before the rest of us turned 21. It was Sam who grew his business nationally with dozens of retail stores around the country…. It is now Sam who is bleeding a 6-figure, monthly loss. Trapped by faith in operational colleagues, and the smoke and mirrors of “good-time” (operationally skilled) consultants and peers, Sam dismisses the strategic counsel that could save his fortunes, slingshot him into new, winning business success, and eliminate his struggles to slow the bleeding and develop “me-too” systems to follow (too late) his internet-entrenched competitors.

Lack of Strategic Management Expertise is as Bad as Missing Operational Talent

When the opportunity of online retailing first became feasible, the future was so obvious for strategic folk, but so difficult to convince their operational counterparts, that some strategists “jumped the fence’ to try their hand at operational activities… with mixed results… that only encouraged operational leaders that these strategic opposites were wrong.

Regardless, the KEY POINT is that businesses short of strategic leadership (not tactical ideas guys, but properly trained and qualified strategy planners) are inevitably temporary business entities… they’ll survive, even prosper is ‘good times’, but fold like a deck of cards as soon as innovation (such as disruptive technology, economic change, socio-cultural metamorphosis, etc.) occurs.

Online Retailing as a Mandatory Channel of Distribution

Online Retailing, for MOST product categories and industries, has become a viable, if not mandatory, channel of distribution. Innovative businesses have already secured positioning and infrastructure to prosper.

Although innovative businesses have already secured positioning and infrastructure to prosper, traditional retailers can still profit from their understanding of operational issues by combining comprehensive strategic thought, to secure sustainable competitive advantage in online retailing… but only with open-mindedness and hunger to maintain and build existing retail businesses into ones that will persist in the future.

It means taking what you know, adding the proven, scientific tools of marketing strategists TO the new skills of digital promotional experts… AND THEN the traditional skills of advertising and promotions specialists, WITH the specific skills of qualified web development and IT gurus…

Summarily, opportunities for domination in online retailing still exist “SUBJECT TO” some factors

“First entrant advantage” has gone. Now, marketers need the formal, disciplined knowledge of TRAINED marketing strategists, who understand the plethora of market alternatives, and business dimensions, above and beyond buyer behaviour dynamics and 8P’s inter-relationships, to identify, build and nurture sustainable competitive advantage: Massive opportunities can erupt out of Type II (Dynamically Continuous) Innovation, but Type I (Continuous Innovation) will prove a hard battle!

21st Century Marketers must coordinate and/or integrate online and physical distribution channels: It is time for traditional retailers to pursue Blue-Ocean strategy and avoid the red-ocean tactics that no longer serve adequate return on investment.

 

Anyone wanting to discuss the above, other strategic issues, retail online generally, or Hierarchies of Marketing,  is welcome to respond … or visit http://bit.ly/OnlineRtlg