Six reasons to consider distributed marketing  

30 March 2018:

 What exactly is distributed marketing? It focuses on enhancing collaboration between a company’s central marketing function and its locally distributed marketing teams. This ensures that you can reach your target audience wherever they live, through whatever channels they prefer, without compromising your brand message or your business objectives.

Of course, as promising as all that is, it’s nothing without a successful rollout. It requires the careful alignment of several disparate components, which can feel like spinning plates.

Here are six pillars of a successful distributed marketing rollout:

Customer experience
Contrary to popular wisdom, the customer isn’t always right, nor do they always know exactly what they want. That doesn’t mean they’re not important.

In fact, if the customer isn’t at the heart of everything you do, you’re doing it wrong. Look at how to improve the way they interact with your brand. If it becomes a dry exercise focused on incremental improvement to existing processes, your campaigns won’t achieve the desired results.

If you don’t know how something will improve customer experience, ask why you’re doing it in the first place. Will it build trust? Will they have a better idea of who you are, and will what they know make you their first-choice vendor?

Multi-level brand management
You’re selling products and services, but you’re also selling your brand. The image that you cultivate and project is just as important to your customers as your particular offering.

Every level of the business should contribute to creating and sustaining an appealing corporate identity. Marketing campaigns and messaging plays an instrumental role in this. In the course of pursuing a brand management strategy, key decisions around audience reach, execution and personalization must be made. Local employees will be essential for certain components of any campaigns, and should be empowered to communicate with customers, compile their own segmented lists, and liaise with corporate stakeholders.

Removing legacy systems
Out with the old, in with the new. It’s not an ironclad rule, but the more stubbornly an employee or department clings to an old methodology, the more swiftly that methodology should be replaced. A distributed marketing solution is the sort of ambitious, wide-ranging endeavor that leads staff members to employ convoluted workarounds and avoidance techniques—and that attitude isn’t in the spirit of the endeavor.

You must find ways of acclimatizing them to the new normal. Use on-site visits as a means of gauging employee response to the technology. If processes are unintuitive or complicated, a little explanation will often go a long way.

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Source: Chief Marketer

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