Your browser is no longer supported

For the best possible experience using our website we recommend you upgrade to the newest version of your browser.

Your browser appears to have cookies disabled. For the best experience of Construction News, please enable cookies in your browser.

Welcome to the Construction News site. As we have relaunched, you will have to sign in once now and agree for us to use cookies, so you won't need to log in each time you visit our site.
Learn more

Why you should pay your marketing manager to alienate prospects

It is very likely that your marketing is appealing to audiences that have zero intention of buying, specifying or influencing any decision about your products and services.

In general we market with a broader brush than necessary, hoping that within the sweep are prospects that will buy from you in one way or another.

We market in this way out of fear. Fear of leaving money on the table; fear of putting potential paying customers off – especially the ones that are big that cost you money and take up all your time.

If your company relies on reaching more customers who have a) never heard of your company and b) never used your products or services before, you need your marketing manager and the strategy they implement to start alienating prospects.

Let me give you three very good reasons why:

  • Concentrating on key audiences at the expense of others saves wasted time, energy and money. In due course, if implemented correctly, it’ll tell you where to better spend your time, energy and money as well.
  • Concentrating on key audiences forces your business to focus on what’s important to the prospect, for the good of the business – not necessarily individuals within the business.
  • Concentrating on key audiences will encourage your business to position itself, its products and services to profitable markets and subsequently the key people (prospects) within those markets.

Let’s work backwards. Businesses that position their products and services in this way differentiate, not for differentiations’ sake, but for the good of the customer.

They gain credibility and confidence by proving leadership and out-teaching the competition by sharing technical expertise, processes and putting case studies into a context that show how you add value.

Firms that are positioned well, those who have identified their preferred market, tend not to compete on price – even in the construction industry.

Concentrating on key audiences also forces your firm to focus on what’s important to the business, whether that be customer service, specification selling, invitations to tender, profitability or awards.

By positioning products in tight niches you will be sacrificing prospects – you’ll be turning them away at the door. Positioning makes you work hard for your audience and makes you focus on ‘why’ you are great at what you do and whom you do it best for.

It makes you smarter and more efficient and helps your audience to be better informed as a consequence.

Identifying your key audiences will come from a clear digital marketing strategy. It’s those decisions, if they are adhered to, that save time, energy and money.

It’s the performance and subsequent measuring of the elements within that strategy that tells you where to better spend your time, energy and money.

Your marketing strategy needs only one thing: a business goal. It’s what will make your marketing manager’s marketing strategy credible.

Marketing objectives aligned to business goals can be measured typically against benchmarks taken from the research at the beginning of the process.

Business goals also empower great marketing managers to perform. When the performance of the strategy is reported, refined and honed your business succeeds as a consequence.

Without that business goal to align to, your marketing manager’s role and any strategy they implement will be meaningless.

Developing sound marketing objectives around key audiences is what you should be paying your marketing manager to do, so let them do it.

Nick Pauley is managing director of Pauley Creative, the digital marketing agency for the construction industry, Nick is also a frequent speaker at Cranfield University School of Management’s Business Growth Programme which he completed in 2007. Nick is also a member of the CIMCIG committee.

Have your say

You must sign in to make a comment

Please remember that the submission of any material is governed by our Terms and Conditions and by submitting material you confirm your agreement to these Terms and Conditions. Links may be included in your comments but HTML is not permitted.