Professional Qualifications
and Strategy for Effective Marketing
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
1
Why does Your Organization need
Marketing Development and Communications Support?
I.
Changes in the Marketplace
II.
A Case Study in Successful Public Relations
III.
Critical Issues
A. Teamwork
B. Recruiting a Winning Team
C. Personnel Development
D. Marketing
IV.
Position Description - Marketing Director
V.
Related Experience
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
2
I.
Changes in the Marketplace
We exist in a dynamic environment.
With rapid technology changes, global competition and a move away from labor-intensive manufacturing toward
knowledge-based service industries, your organization stands at the precipice of an irreversible change in the
way the world does business. This condition allows for proactivity and trend-setting. It is critical to challenge the
tradition of assuming the name of the firm is the only marketing necessary to develop and retain a satisfied client
base.
The opportunity for any organization to become not only the messenger but the impetus of this change exists
both internally and externally. "Who are we?" "What do we do?" "How do we add value and wealth to existing
clients?" "How do we develop a new market that seeks us out to implement the changes that are crucial to the
welfare of the client's organization"?
First we must define our mission. It is essential to communicate this mission first internally, achieve buy-in and
solicit the help of the company in blazing a trail through these coming changes.
This requires not only a team of well-trained professionals, but a group of talented and innovative individuals who
can successfully translate the client's mission into a user-friendly concept that the client, the media and the global
marketplace considers necessary to the very life and profitability of the organization.
As evidenced by most businesses' decision to restructure, flatten the hierarchy, and focus on customer
satisfaction, each organization must recruit and retain individuals with differing backgrounds and experience.
We must move toward a team approach where each member has his own unique contribution to the success of
the organization.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
3
II.
A Case Study in Successful Marketing and Public Relations
I joined the Houston Junior Chamber of Commerce (HJCC) in January, 1993. Seeing a need for marketing and public relations to
recruit new members thus allow greater community service, I ran and was elected as Public Relations Director.
The first step was community awareness through media coverage and recognition. Publicity was focused internally and externally on a
city, state, national and international basis. An 8-12 page newsletter was produced and distributed to members, local community
leaders and guests who attended various meetings and events.
We set up a public relations committee to motivate our members to use their most highly developed personality traits and skills to
increase the visibility of the organization. One of our members was a networker. He successfully encouraged local establishments to
provide support in the form of shared printing costs and gratis refreshments for our networking and membership recruiting events.
Another member was very sensitive to the interests of guests at the various functions. She would make each guest feel welcome at the
event. And the committee followed up each event with “thanks you's” to guests who attended as well as an invitation to visit the
organization. Guest attendance at networking socials increased 88% from May through September due to targeted invitations, letters
and announcements to young business men and women in Houston.
In addition we sent over 100 letters of recognition to business leaders and other individuals who were noted in the media (i.e.,
promotions, honors and awards) acknowledging their accomplishments and inviting them to attend or even speak at one of our
membership meetings. Over 60 press releases announcing JC events were sent to media on a weekly basis.
The result of these directives was increased membership and much “free publicity” through the various media. From the time I took
office in May through September, 1993 HJCC had over 100 separate mentions. This coverage included 17 television spots on six
different stations’ 24 PSA spots on two radio stations, and 33 articles in nine different publications including Houston Metropolitan
Magazine, Houston Business Journal, The Houston Chronicle, the Houston Post and Houston Press.
In addition we were represented through both articles and photography 28 times in the state monthly Jaycee magazine and in each
quarterly issue of the national magazine as well as articles in the Area C (Canada, North, Central and South America) monthly
publication.
Our newsletter was the recipient of much praise and recognition throughout the state organization, and received state and national
attention in competition for awards.
This explosion of recognition, from 0 - 106 mentions in six months was the result of our commitment to effective public relations. In
addition, my own personal integrity pushes me to consistently exceed expectations when challenged, through public relations,
marketing and recruitment.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
4
IIIA.
Critical Issues - Teamwork
Getting Out of the Locker Room and onto the Field
Sometimes all the coaches are out trying to play quarterback
while the rest of the team is sitting on the bench, or worse-still in the locker room.
Have you ever noticed how the same people are staffed on project after project? Their
names are always on the availability/conflicts report and are often listed on several jobs at
one time. You see these folks around for maybe two or three years. They are promoted to
senior and then they disappear. Then new staff are recruited, and the pattern is repeated.
With September comes Fall season and that favorite American pastime...football. A huge
team, a squadron of coaches, trainers and cheerleaders take to the field every Monday
night to “WIN”. Now, picture a team whose players stayed in the locker room, comfortable
that their name was on the roster...they were on a “team” and it looked good on their
resume. And suppose the coaches and trainers played every game, every position because
as soon as they came out for the team, they were made into coaches, but they really
wanted to play. And the non-coaching players who wanted to get in the game were forced
to “sit the bench.” These players were too “new” and didn’t realize what was required to
play the game, according to the veteran coaches.
Or because they thought only the coaches and trainers were allowed to play, they never
tried to get into the game. Can you imagine trying to run a team like that...and ever making
it to the playoffs...much less the Superbowl?
A good team needs every person playing the position he’s best suited for, be it quarterback,
tackle, kicker, coach, trainer, mascot, cheerleader or water boy.
And in a great team, the coaches coach, the trainers train and the plays are called by the
quarterback. The offense goes for the goal line and the defense keeps the other guys from
scoring. But you football fans know all this...we just must be reminded that in every
organization everyone must play a part to make the organization great!
Past recruiting efforts have focused on recruiting and hiring only quarterbacks--that
individual with accounting background an MBA and impressive grades. But we must
balance the offense with a good defense and then train our clients to do the same.
It’s up to the partners, managers and seniors to sit back and advise. Coach and train the staff
to lead and “man” the project. When someone asks to play quarterback...encourage
him...let him run with the ball. But if he’s a much better kicker than quarter back, save him
for trouble-shooting in a crucial point in the project.
The local NFL management’s attempt to convince area citizens to support (and pay for) a
new stadium is an obsolete and self-supporting approach versus a customer-focused
strategy. Rather than seek publicity and “shame” the fans (or clients) into attending the
games (or going into an implementation phase), an organization must first build a winning
team to gain support through customer satisfaction.
The practice is headed in that direction. Only when we have maintained and
communicated our successful track record, can internal or external marketing be effective.
This article was originally written as an editorial in the HJC monthly
newsletter/magazine and modified for Arthur Andersen at the request of the
Business Systems Consulting partner-in-charge.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
5
IIIB.
Critical Issues - Recruiting a Winning Team
RESOURCE & DEVELOPMENT
Project
Support
•Planning
•EIS
•Technology
•Documentation
•Client Satisfaction
Recruiting
• Networking with
Universities &
Professional
Associations
• Initial Screening
• Testing
• Interviewing
Personnel
Development
• Mentor vs. Advisor
• In-house
Cross-Training
• Self-Assessment
and Goal Setting
Marketing
•Defining a Market
•Internal
•External
•Public Relations
•Press Releases
•Client Satisfaction
The core team can also provide assistance in recruiting efforts. The team can perform interviews based
Learning Style Inventory test and Myers-Briggs indicators to ensure that we not only hire the type of
personality lacking on the current team, but that we give the individual an opportunity to grow in an area in
which he excels and is highly productive.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
6
IIIC.
Critical Issues - Personnel Development
RESOURCE & DEVELOPMENT
Project
Support
•Planning
•EIS
•Technology
•Documentation
•Client Satisfaction
Recruiting
• Networking with
Universities &
Professional
Associations
• Initial Screening
• Testing
• Interviewing
Personnel
Development
• Mentor vs. Advisor
• In-house
Cross-Training
• Self-Assessment
and Goal Setting
Marketing
•Defining a Market
•Internal
•External
•Public Relations
•Press Releases
•Client Satisfaction
A mentor vs. advisor system, that pairs veteran workers with individuals who have complementary personality
types is necessary to initiate new employees. To quote Charles Handy in his book The Age of Unreason,
“Group-think is dangerous because like-minded groups have like-minded ideas and find it hard among themselves to
reframe any situation.” The core group can also assist in developing a means for self-assessment and realistic
goal setting for each team member. Peer-to-peer as well as upward evaluations can also be effective in
establishing and maintaining open communication.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
7
IIID.
Critical Issues - Marketing
PRACTICE RESOURCE & DEVELOPMENT
Project
Support
•Planning
•EIS
•Technology
•Documentation
•Client Satisfaction
Recruiting
• Networking with
Universities &
Professional
Associations
• Initial Screening
• Testing
• Interviewing
Personnel
Development
• Mentor vs. Advisor
• In-house
Cross-Training
• Self-Assessment
and Goal Setting
Marketing
•Defining a Market
•Internal
•External
•Public Relations
•Press Releases
•Client Satisfaction
The need for marketing is real. Marketing differs from sales in that marketing seeks to determine what the
customer needs, and persuade him to invest in what he also wants. Innovative marketing can also create or
identify needs that the client has overlooked due to tunnel vision or the inability to see the “big picture”. The
marketing or public relations professional should be central and accessible to the organization. She should be
knowledgeable in internal and external marketing techniques and be able to increase awareness of the company
through public relations and press releases about new trends or “success stories”. The marketing pro must also
know the company's business through self-study, company-sponsored training and experience “in the field” at the
client site.
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
8
IV.
Position Description - Marketing Director
The role of any Marketing Director
should be one of coach, teacher,
mentor and liaison.
Background and experience in each of
the eight “slices” above is necessary.
Assertiveness and the ability to
challenge the status quo; look for
alternative ideas and “upside-down”
thinking is essential.
During the initial growth of the
marketing effort, the Director will no
doubt perform many of the functions
heretofore described. As the
company grows, the Director can
recruit and integrate team members
who possess a highly-developed
specialty.
The Director will also assume
responsibility for the quality assurance
of all internal and external
deliverables, i.e., “The buck stops
here.”
Sales
Marketing
Media/Public
Relations
Publishing
Marketing
Director
Computer
Competence
Writing
Industry
Project
Knowledge
Experience
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
9
V.
Distribution of Related Experience
Internal Marketing
23%
Project Support
23%
Personnel
Development
17%
External Marketing
17%
Recruiting
20%
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
10
V.
Related Experience
Museum of Fine Arts-Houston
Marshall University Student Govt.
Project Support
Macy's, Lazarus, Career Image
Personnel Development
Houston Jr. Chamber of Commerce
Recruiting
General Homes
Cotillion Club of Houston
External Marketing
Arthur Andersen & Co.
Internal Marketing
Alpha Chi Omega Sorority
0
5
10
15
20
25
30
35
*Concurrent Years of Experience
*
Why gamble
if you can
get an Ace?
Amy L. Corron
Public Relations,
Marketing, Management Consulting
11