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2012 Executive Guide to Marketing Personnel Executive Resources


MarketingSherpa's 2012 Executive Guide to Marketing Personnel

First-Ever: Benchmark Research and insights on attracting, managing, developing and retaining key players

MarketingSherpa's 2012 Executive Guide to Marketing Personnel includes:

  • 1,646 companies surveyed
  • 86 charts with executive-level commentary
  • 28 pages on how to hire high-performing marketers
  • 18 pages on managing marketers
  • 20 pages on developing marketers
  • 10 pages on retaining marketers
  • Practical training tips for the management and development of any size marketing group
  • SPECIAL REPORT: Salary and Incentive Trends

Learn How to Measure, Manage and Develop Your Ideal Team

Have you optimized your marketing team?

Every year, marketing gets more and more complicated and meeting KPI’s becomes more and more difficult. Building and optimizing your team is critical to meet these increased demands. As a leader, your success is dependent on the performance of your team. And since the average tenure of a CMO is 28 months, it is clear that there are many gaps in how leaders are building and developing their teams to meet new challenges in marketing.

What is the key to a long and successful tenure as a marketing leader?

The underlying theme for success always seems to come down to one common denominator – people. And to help leaders in finding, developing, and retaining key players, MarketingSherpa recently surveyed 1,646 companies to conduct a thorough and in-depth analysis of the key "people challenges" facing marketing group of all sizes.

In the new 2012 Executive Guide to Marketing Personnel we'll share those findings with you along with the collective knowledge to ensure you find answers to these top challenges:

  1. Most companies have substituted general guidelines and/or processes for active personnel strategies – yet it is the strategy for success that motivates people to excellence.
  2. The single-most important challenge to today’s marketers is having to wear multiple hats, under intense deadlines, without the benefit of a secure developmental path.
  3. Most companies believe in, and utilize assessments, yet do not use them to fully impact their largest long-term investment – people.
  4. The largest incentives provided to marketers are based on company performance rather than individual efforts.
  5. Larger companies have more thorough processes and procedures than medium- and small-sized companies, yet they also have the highest rates of turnover.

Inside the 128-page report we'll address each of these issues with answers and direction, based on marketer responses in each of the four stages of employee tenure: hiring, management, development and retention.

CMO's & Marketing Managers Insight and Perspective

The purpose of this report is to identify the key principles of making a marketing department function above and beyond current expectations. Since approximately 80% of the data contained in this report was collected from CMOs or marketing managers, we must view these findings as relevant and significant. In this report, we will address the details of a marketer’s makeup, and all aspects of career from the data we collected. Outline includes how to:

  • Recognize flaws in current hiring practices
  • Identify unique marketing specialties
  • Manage by focusing on the Task aptitudes
  • Develop by focusing on the People aptitudes
  • Incorporate strategic processes to help you retain good marketers
  • Establish salary and incentive guidelines

This Benchmark Report will not simply provide data, but rather analyze and organize the information into a highly focused plan, including specific, directive actions to impact your organization’s efficiency and effectiveness, and improve its ROI.

Top Questions answered by the Executive Guide to Marketing Personnel

  1. What are the top issues keeping marketers from maximizing their potential? (Page 2)
  2. How do marketing departments incentivize for performance? (Page 11)
  3. Do assessments address the core competencies necessary for the marketer’s role? (Page 8)
  4. What are the four attributes most often considered when marketers are hired? (Page 22)
  5. Are marketers properly and accurately assessed for their jobs? (Page 29)
  6. How does a marketer compare to an "average employee?" (Page 32- 35)
  7. What skills does it take to move from Marketer to Marketing Executive? (Page 38)
  8. What Marketing attributes must be managed? (Page 48)
  9. What marketing attributes must be developed? (Page 48)
  10. From an agency perspective, how do marketing department competence levels vary? (Page 53)
  11. What Percentage of large, medium and small companies feel they have poor managers? (Page 59)
  12. What is the highest rated attribute of marketers? (Page 60 - 62)
  13. Do small, medium or large companies suffer most from poor departmental chemistry? (Page 69)
  14. What is the #1 people issue for marketers today? (Page 78)
  15. How do you make sure you have the right person in the right position? (Page 90)
  16. How are large, medium and small companies impacted by turnover? (Page 97)
  17. Do you want to know where you can make the most money? (Page 100)
  18. Which marketer makes the least starting out, but most later? (Page 115)

Four C's Necessary for a High Performing, Self-motivated Marketing Team

The research provides clear direction from our respondents and experts as to how to identify and apply the four "C's" – the essential components necessary to ensure the individual marketer and his/her department thrive both personally and professionally. CMO’s, marketing and departmental managers have learned over time that there is not a "single" test that will provide you with all the answers you need to identify, manage, develop and retain the best marketer.

  • Competency – "Can they do the job?"
  • Character – "Will they do the job?"
  • Chemistry – "Can they work in our culture and well with our team?"
  • Capacity – "Will they be able to mature personally and professionally?"

Continued, sustainable excellence can only be achieved when the marketing manager develops the people attributes in his/her team members.

Inside the report we provide you with 206 insights into how you can effectively measure, manage and develop that aspect to meaningful success. The study is filled with the latest research, 86 charts and multiple case studies for determining where marketer challenges exist and how to identify the key issues keeping your department from maximizing its potential so you can turn it around quickly.