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We’ve all been in a situation where we have to laugh or hide the expression of fright when general manager thinks about something any modern marketing professional would find abhorrent. However, the fault is not necessarily the general manager. After all, many directors have no knowledge about marketing and although they did, it is very unlikely that they have current information.

A general manager with no experience in digital marketing techniques is in the same situation as a CEO who does not work with technical elements but can propose ideas that although not make much sense, are valid. The difference is reflected in the fact that most GMs distinguish their leading technology and technical experts.

However, in marketing, traditionally seen as a “more flexible” field and requires less knowledge in technology, it is very likely that CEOs are forced to retreat when they are told that their idea is not so good .

The reality is that marketing has evolved and become increasingly technical time; whether your general manager recognizes it or not. Here are ten suggestions of what a CEO when his vision of marketing stagnated in the past.

1) “I want to be more press releases!”

Not a good sign that your general manager asked to be more press releases. This type of statement is generally an “announcement” focused on the company itself and often does not show the actual facts that someone outside the company might be interested in knowing. Instead, the ad is filled with exaggerations, statements and meaningless adjectives (usually superlatives) that are not verified by third parties.

Often businesses open exchange create press releases because it is what the market expects of them, but small and medium-sized enterprises should limit their communications to messages that are really valuable and interesting as part of a broader initiative RP. Vanity releases serve only to generate an alert Google directed to a small group of people who have taken the trouble to set up an alert for your company; These are usually the CEO and a few of your employees, investors and competitors.

How you can do to see your CEO that most press releases are not worth it?

do not take the opposite at first. If your boss or CEO has an unjustified and strong conviction about the supposed power of press releases, creates a few; This will help show exactly why they do not work. Then use them as an example to highlight its lack of utility and show your CEO negative ROI.

Put the data traffic of your website on the table with the dates of press releases to show that they rarely have an impact on the acquisition of new traffic and point out that they do not have a reaction in your prospects, qualified prospects, opportunities and new customers.

Says the cost of making a statement and includes the number of hours that you take your team to do it to show how you could reallocate that budget to efforts that are intended to be more effective in media coverage, such as creating awesome content. 

2) “Our blog should talk more about how good we are at what we do.”

If only we could go back to the time when SEO was less complicated … Businesses published about themselves all the time. That was enough to get some traffic and rank with keywords for which there still existed a lot of content. However, today’s marketers know that if you only talk about your company, ahuyentarás people rather than attract it.

It’s like the guy who’s at a party and all he does is talk about himself, but never asks anything. If your blog focuses on your business all the time and not on the needs of your customers, it will have the same reputation that guy that nobody wants to be. Hopefully your CEO understands that comparison.

Otherwise, go ahead with plans short-term general manager so you can show another important point. You could also devote a section or category of your blog to “Company news”. Or maybe you can create a post focused on the company for every eight posts that you think people will want to read.

That is when you follow your statistics. How much traffic are compared to those posts which were useful for your customers? How many shares on social networks obtained? How much generated prospects and customers? Shortly you have the data to help you present the case to your executive director to understand that posts focused on the company did not give good results.

3) “Social networks are a waste of time.”

Although you know what is the importance of social networks (especially when it comes to have an influence on search traffic), most leaders are skeptical. Repeatedly it requires an SEO expert to express clearly the role of “signs” in social networks, which use search engines to determine the ranking of a page in the results of certain keywords.

The content of this discussion has many details for a common CEO and may begin to interpret it as unscientific, speculative and absurd.

Many marketers are confused as they try to prove the ROI of a social network to show the percentage of traffic from that network. For most companies, this is the smallest segment traffic, which makes the CEO say, “See? I said it did not matter. “

Arguing that should be done on the brand awareness is even worse, as this is not always easy to attribute, even when you trace each of the impressions on social networks.

If you do not have very convincing data on the ROI of social media, I suggest that signals to your skeptical executive director traditional belief that social networks do not require much time.

We assume that they can take the time we decide to dedicate, but if your CEO does not understand, you can play the card of time needed for social networks, as they most likely will help to oppose less resistance to you can remove that temporary barricade and have a battle to worry less about.

4) “What do you mean you can not defend your arguments on Twitter?”

If your CEO is present in social networks, usually that’s a good thing if it generates positive interactions and greater understanding of the most important issues being discussed in the industry.

However, many CEOs are tempted to respond when they or their company are the target of what they consider an “attack” on social networks. In the past, this comment would never have reached the ears of the Executive Director; it is very likely that the person receiving complaints by phone, email or in the days when they were received by post, would have to examine it.

In a way, increased transparency and access you have your general manager about social networking is useful, but if it has an inclination towards the negative or tends to get into fights Support, you’re likely to want to try some strategies.

First of all, make sure your CEO know that your team will be happy to develop useful answers or review them before publishing. Obviously, the purpose is that the messages are authentic, but everyone suit you a second opinion.

Secondly, show your CEO profiles of other directors in social networks and teach those who are good to ignore people who radiate hatred, but they are excellent in interaction with fans.

Third, it encourages the company to use any negative to highlight the really important areas that should pay more attention comment.

5) “That content will never generate a sale.”

If your CEO makes a comment like this, states that has little insight into the future and does not take into account the broader perspective that marketers must have to generate the necessary volume of prospects in which sales are based . Many CEOs are focused on the bottom of the funnel, especially when their businesses are having problems and are unable to reach their financial goals.

Usually what they do not understand is that the content you create today generates long term, which in the volumes indicated and as part of a larger content strategy will lead to future sales traffic. Create a program takes time, longer than CEOs who have no knowledge of marketing are willing to wait. This program also requires investigation beyond the top of the funnel, where many CEOs prefer not to inquire.

If you’re just creating content increasing gradually, try to educate your executive director gradually. Something you can do from time to time is selectively sharing the “story” behind the acquisition of a new customer and highlight pages, videos and other content on your website that helped generate sales. Once you have submitted a good and impressive selection of these ‘stories’ sales, begins to identify clear trends; for example, “34% of new customers we obtained in the last quarter clicked on our best practices guide” or, “81% of new customers visited our blog at some point during the sales process.”

Conclusion: your general manager needs some points between content and customers to see the picture clearly.

6) “Let us raise demand generation attend more trade shows.”

Repeat after me loudly: “Generate demand is not the main objective of trade fairs.”

All modern marketers know this, but it’s possible that your CEO does not understand that the likelihood of attracting a new prospect and close the sale at a trade show or shortly after this has elapsed, is lower than ever . While you can attract new prospects in the event of a third party (as long as the selections wisely) you have to do it on a massive scale and with a good budget to create a real impact on your sales channel.

Why now demand generation is less at trade shows? Today, most customers do their research online, not at trade shows. These may be useful in the top of the funnel to generate brand awareness on (although it is very expensive compared to other more profitable inbound methods). Depending on the industry in which you are, especially where purchasing decisions do not require the presence of several shareholders, trade shows can also be helpful in the bottom of the funnel, so that sales staff can meet prospects with which already it had contact to close the negotiations in person. However, trade shows are not good to generate demand.

If your CEO has this misconception about trade shows, take into account that fact. Show him the real net cost of attending such events not only display costs and collateral travel expenses. Also notes all the hours needed to organize such a presence, including the opportunity cost. If the sales staff spends three days chatting with disinterested prospects at a trade show, what benefit would if they focused on more willing prospects during that time? Also, how long would you spend your marketing team this instead of focusing on activities that grow the ROI? If your CEO insists on attending trade shows, you accept allocate time from your computer to the objectives of the awareness of your brand or according to the percentage of income that were obtained from past fairs.

7) “Pay attention to market feedback is a waste of time.”

This is one of the worst mistakes many companies make; They pay no attention to what the market and its customers. If your CEO does not allow you to conduct surveys to your customers or do market research , this indicates that he does not understand that today the client has control over your brand like never before; not the other way around. Some CEOs, especially those who consider themselves visionaries believe they can tell the client how to think and what kind of product or service will improve their lives. Although there is some truth in this, it is also important to balance innovation with customer needs.

What can you do? Play the card of Steve Jobs. I’ve rarely met a CEO who does not want to be the next Steve (or Stephanie) Jobs and often cite a misinterpretation of his sentence: “People do not know what you want until you show it .” If your CEO is one who wants to be like Steve Jobs, Point out that he in fact was very attentive to the point of view of their customers and that Apple is an avid user of NPS surveys.

8) “We must change the brand name to better communicate our value.”

Oh oh! If your CEO thinks to rename the brand solve the problem of clearly communicate who they are and the problems they solve for their customers, I regret to say that thought is of prehistory. In modern marketing, the makeover is more risky than before. In the past, the world was less connected and businesses have greater control over their brand and how it is perceived.

How is built your brand? Today, it is built with a brick interaction and other messages. If your CEO believes that the value proposition is not clear, creating a new logo and slogan will not help another. However, make Cambo brand image is a tempting “solution” that supposedly offers a quick and easy alternative. All you have to do is pay an agency and they will develop a completely new image and a set of messages that communicate, right?

This view is totally wrong. If people do not understand the value of what you offer, you’re likely to need a current positioning strategy, not a makeover of the brand. If your logo is outdated or communicates the wrong message (which must be verified with market feedback, not only assumptions), you can make the brand evolve without incurring unnecessary costs involved a total makeover of the brand.

Finally, and perhaps most important, it is that many brand design agencies are beginners in the use of SEO, so you will not help in that regard. If you make major changes in your messages, you risk throwing away any SEO work you have undertaken so far. While you probably understand this by being a professional modern marketing, it is possible that your CEO does not process the same way. You need to clearly articulate the importance of this, unless you want to put your flow prospects organic search in a very big risk.

9) “We need a new home page.”

While it is true that your homepage is still the main door of your website, for most companies it is no longer the only important page. Before the homepages of the websites were like the posters containing witty slogans. Today, your home page serves more like a sign with arrows directing visitors in different directions depending on where they want to go.

Each page that you create on your site with new content is a “side door”. Currently there are hundreds of side doors that you created in the form of posts, secondary and other pages that probably provide a number of visits to your site. 

For your CEO sees your homepage as more than a poster online, make sure your design strategy is well delineated and be following best practices for designing your home page . It also clarifies what paths offer visitors to the homepage and how often change the promotional content to guide visitors to perform certain actions. If you see that your CEO has a good disposition, you could argue the importance of SEO and site architecture .

10) “The friction between sales and marketing is normal.”

Well, your CEO’s right about that. In fact, the rule is that there is friction between sales and marketing, but it should not be. 

This is where your CEO has to intervene. He or she must ensure that marketing and sales are adapted and have the same goals.

Unfortunately for marketers, many CEOs are more inclined to sales by marketing because until recently the latter was seen more as an art than a science. A marketing professionals they are cataloged as the “scapegoat” if things went wrong in the sales area, as no reports had clear and easy to understand closed loop. Unfortunately, even now that  marketers have more tools and data available to prove that “things work” CEOs often do not have the patience to learn to interpret the data.

If your CEO will not support a lot with the alignment, you must create a strong alliance with the sales department. Meet with your sales equivalent area frequently and revise together statistics funnel. Analyzes the strategies that have produced recent success and made a presentation to the sales area for your CEO and highlight areas that are functioning, which also allow your manager has time to analyze the marketing area. After Show your CEO the number of visitors to the website, prospects, opportunities and treatment. If your CEO has patience for this, also show her conversion rates of each stage of the funnel, as well as your overall conversion rate from prospect to customer.

Be the change you want to see.

These ten examples are just the tip of the iceberg when your CEO does not understand the complexity of marketing, which drives business growth. For many marketers this is a painful reality that prevents many businesses forward and realize what their true potential.

However, do not forget to put yourself in their shoes.

CEOs are not experts in all departments and marketing has become much more complex in a very short time. As a marketing leader, takes your share of the responsibility to bridge the gap between the obsolete notions and modern mentality.

Do not underestimate the power of allies in other departments. clearer as you do to be modern marketing techniques to raise awareness in other areas of the company, the more likely that your CEO support you when the time welcome with open arms a change to improve the business comes.