MARKETING FOCUS: All power to the marketers’

British marketers have lost the inititative and will to lead, argues Andrew Seth. Now is the time for a counter-attack

British marketers have lost the inititative and will to lead, argues

Andrew Seth. Now is the time for a counter-attack



It was Burke who said: ‘He that wrestles with us, strengthens our nerves

and sharpens our skill. Our antagonist is our helper.’ The most

prescient of the Irish, Burke could have had marketers in mind when he

conjured up this combative notion. Burke knew about leadership - but 90s

British marketing people appear not to care.



Marketing people have deserted the uncompromising demands of strategy,

brand coherence and the long view, for a more intelligible, manageable

world of operations and brand tactics.



Partly, we can attribute this to brand management’s desire to be good

company soldiers. They are saying to themselves: ‘These are the Board’s

aspirations; this is what the stock market looks for.’ Global realities

and unexpected new sources of competition don’t improve the position.



At the same time, companies are moving with unseemly haste and an

absence of analysis to new structures and processes which the players

don’t always understand. Indeed, they often threaten mainstream brand

responsibility and obscure well-recognised management development and

career patterns. Not good news at all.



The result is that anxiety takes over. Today’s international brand

manager is no happy pioneer. In his stripped-down world, work levels are

the only, and certainly the fastest-rising, graph in sight.



Uncertain about his role and remit, reporting to bosses who are

countries or sometimes a whole continent away, and psychologically even

further removed, can you wonder if the brand manager resorts to safety

first? Radical approaches to strategy aren’t encouraged. If he has

ideas, he rarely knows how or to whom to present them. Competitive

pressure constrains risk taking.



Internally, the finance team, with their expanding range of exciting

techniques and ratios have the whip hand, and the CEO’s eye. Marketing

expertise looks threadbare by comparison. Investment in long-term

consumer research is less popular. When it is present, it’s not always

the brand manager who has first call on either the research findings or

the resulting business conclusions.



Consumer weapons



Meanwhile, the brand team’s own constituency is deserting them, and

seems to matter less in company realpolitik. Consumer franchise is still

what drives business forward, but mass market brand appeal is a pretty

blunt-edged weapon in a world of fragmented media.



To make things worse, retailers are intervening in consumer

communication. In some companies they’ve had enough clout to effect a

wholesale take over of the relationship between brand and consumer. The

new breed of category manager occupies the crease for at least as long

as his brand ‘partner’. With his other friends in customer service, and

an insistent pressure from the total quality management people, you

don’t hear as much distinctive or innovative brand voice as you used to

in company councils of war.



In this changing world, where is the measurement or appraisal? It’s

always been vital to successful marketers. Fighting and winning brand

battles is immensely satisfying - often, in the best run companies,

dwarfing salary and prestige in the personal lifestyle equations brand

managers write for themselves. ‘What matters, gets measured’ is a

business axiom everyone accepts.



These days it’s lack of appraisal and absence of measurement of both

external and internal achievement that worries aspiring marketers. As

the plaintive old song had it, ‘It just don’t matter any more’.



Numbers game



In my experience what follows, as night follows day, is a lack of belief

in the centrality of marketing in the company. The marketer himself

behaves as an operator, avoids risk when he can, champions very little

and grounds himself in the numbers - the more recondite the better. (Boy

- hasn’t he or she been putting the hours in on the paperwork!)

Personally, he sets out to find the quickest route to the seeming safety

of general management - wherever or whatever this might be.



Brand management needs root and branch overhaul. It always has had, and

must have, a championing role on our boards. Marketing is leadership,

entrusted with identifying competitive market advantage. It’s to this

that business turns for intelligent competitive appraisal. Brand-

building propositions based on meaningful innovation and considered

judgment of risk are the concrete results business looks for. They are

the sine qua non of marketing at work. Without them, the marketing task

becomes mere administration, routine in scope, properly insignificant in

reward, and depressingly low on job satisfaction.



While the overall understanding and performance of marketing has lapsed

badly, there are still companies who understand it well.



On more than one occasion I experienced the dedicated, ruthless

competitiveness of Procter & Gamble. Sneaking a glance at a P&Ger’s

papers on a New York flight, one of my Lever team read an accurate CV -

his own. P&G’s business proposals are a model of respect for competition

and exude careful and disciplined market assessment.



Aspirant marketers must learn from P&G’s Mid-West frontiersman’s view of

competition. Read Harvard’s 1983 Vizir case or Alecia Swazy’s Soap Wars.



Faith in our brands is honoured more often in the breach than the

observance, but is still a top priority in the best-run consumer

companies - P&G, Unilever and Mars, for example. Years ago, Adrian

Cadbury spoke of ‘The Character of his Company’ in which ‘competitive

edge derives directly from the relevance and vitality of its brands...

the company’s main assets - a guarantee of quality and value to its

consumers’.



Good companies don’t change character. I see that concept still alive

and well in Dominic and David Wellings’ Cadbury. There are visible signs

that service businesses, financially driven enterprises and even the

hitherto impenetrable City of London are recognising the value of brand

names and the need to treat them as strategic properties. An exciting

and growing group of my established clients are from the financial field

and perceive marketing potential in their brands and business.



Enterprise culture



Where the business culture itself is right, marketing people can do a

job with vision and repute, recognising sensible constructive tension,

employing challenge and throwing down barriers as they go.



3M, the Minnesotan conglomerate, is a fine example of how it’s done -

and they still practise what they have preached. Honda’s middle

management, given a mission to innovate and adjured by visionary

leadership to ‘gamble’ in automotives, stood Detroit’s comfort and

appearance strategy on its head, and launched Honda City.



Radical marketing approaches emerge from unexpected quarters. Body Shop

was a retail pioneer, picking out and riding a tide of environmentalist

consciousness to build unique brand strength from limited resource.

Grocery retail is an increasingly willing experimenter. Tesco leads the

field, but look at any major’s wine section and appreciate world-class

consumer choice and value.



Virgin’s territory



Virgin is nothing if not radical, anxious to take serious risk and

redefine competitive territory in the process. Branson stretches his

‘new... fresh... uninhibited and in there to help you’ brand into

improbable areas. Virgin’s advantage is that it structures itself to

give the young and the entrepreneur a proper share of decision making.

But didn’t we all used to try this?



The British fashion business is producing strong brand-led cultures. In

a small, overcrowded backyard in North London, a young business has

taken the unmodish (US) Caterpillar tractor name, and turned it, at one

innovative strike, into a brand property in quality fashion footwear.



We must promote willingness to propose and own risk. It will bring with

it renewed adventure and a deliberate search for experiment. Companies

must intend to be radical - to ‘reinvent their businesses’ as ‘Competing

for the Future’ has it.



My own belief is that ‘reinvention’ is most likely to be driven by

impatient, caring, marketers. It’s unlikely to start in the factory;

finance and audit play important but different roles; personnel hasn’t

the clout and customer management has its mind occupied with retail.



In the company setting, the brand provides the glue and business purpose

that holds things together. It’s the brand man or woman’s proximity to,

and care for, the brand which gives him or her the most profound

authority and scope.



The marketing team should be first to appreciate the hard-edged

advantages of business learning.



Brand marketing is a terrific job and always will be. It has always had

stature and purpose, and given world markets and competition, it has

more scope and range than before. But marketing must lead again in

strategy, in innovation, as well as operations. Its constituency, the

brand, carries the ultimate vote. Brand response matters more than

anything, because it alone speaks for the consumer and marketing is, in

turn, its single spokesman.



Andrew Seth, a former marketing director and managing director for

Unilever, is non-executive chairman of The Added Value Company.



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