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Marketing isn’t just about branding, creative, etc. – marketing accounts for the rise in global technology usage and stands poised to embrace the “Cloud”. The Cloud is a virtual environment that precludes the purchase of servers and other technology components to deploy websites, social media sites, etc. Amazon, Rackspace, Microsoft and Google have offerings in this space and there are three acronyms that marketers need to understand when deploying future marketing strategies – no matter which vendor you utilize. The three most typical deployment models are:
SaaS – Software As A Service. Pronounced “SASS”. Simplest deployment method which allows software to be tapped from a cloud computing resource rather than relying on software installations and implementations.
PaaS – Platform As A Service. Pronounced “PASS”. Intermediate deployment that steps away from simply renting applications from the cloud by leveraging the cloud as an operating system (platform). This also eliminates expensive network upkeep as most service providers provide routine maintenance and upgrades as a part of their SLA (service level offering).
IaaS – infrastructure As A Service. Pronounced “I-AS”. The holy grail of cloud computing! You access / rent everything from the cloud … this means servers, storage space, routers, and other hardware, networking capabilities, operating systems, and applications. This allows for the ultimate degree of scaling as your projects (and customers) dictate.
The old adage still rings true at most organizations – sales and marketing do not get along. In fact, most organizations fail to acknowledge (outside of quotas) that the sales team is ultimately responsible for revenue and unknowingly pit Marketing against Sales and vice versa. In my opinion, ALL functions of the organization should be aligned to enable revenue growth. Too often, leadership fails the sales organization in properly aligning corporate resources and departments to enable the best performance of the sales organization. Simply purchasing email lists, attending trade shows, etc. is NOT properly aligning marketing with sales. Both departments should work in tandem towards revenue attainment. If marketing, customer support, development, etc. do not have “skin in the game” then leadership has failed to enable a sales team that can deliver revenue.
The root cause of this, in my opinion, is the failure of business schools to provide sales theory and practice to MBA students (heck, even Business Undergrads). All the marketing theory, product management, business analysis, financial modeling, etc. you learn in B-School means absolutely nothing if revenue isn’t ultimately generated. There is definitely an innate skill set component to sales that cannot be taught – but, without a proper introduction or understanding of basic sales methodologies in an MBA program there is never an opportunity to understand the importance (and mechanics) of properly aligning an organization for revenue growth or attainment. And the net result is almost daily conversations like this:
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On November 17th I’ll be facilitating a roundtable discussion for work at HealthPartners in Minneapolis. “Recruiting IS Marketing” is the theme for the event and I’m excited to bring the best of marketing and recruiting practices together as well as learn what other major employers in the Twin Cities are up to with their Talent Marketing efforts.
I’m planning on introducing basic concepts like consumer behavior, marketing management, etc. courtesy of my MBA coursework at St. Thomas and how each of them is vital for organizations to leverage moving into 2011 and 2012. We are fast approaching (believe it or not) a very significant shortage of skilled talent as our economy continues a shift from an industrial base to a knowledge base. The battle lines are being drawn …
Any major marketing organization, like a big box retailer, is in the midst of final preparations for Q4 business (their version of the battle line). They’ve spent the past 12 months (since the end of the prior Holiday season) leveraging marketing practices to understand, engage, influence, and drive consumer purchasing behaviors. They’ve built loyal followings and preliminary engagements via social media, have a presence on search engines, have optimized their advertising channels, invigorated their websites, and prepped their operations and processes as part of their execution strategy. So, why am I talking about retailers and marketing?
Because, recruiting IS marketing!
Talent Acquisition / Retention should be in the business of executing an organizations overall business level strategy. It is the Human Capital of an organization in an ever increasing global knowledge based economy that enables success or leads to failure. Recruiting organizations are far too often leveraging antiquated methodologies when it comes to acquiring talent for their companies. Bridging the gap between their B2C or B2B marketing efforts with their recruiting efforts should be a primary goal for Talent Acquisition in preparation for the impending shortage of skilled talent. A synergy between corporate marketing and human resources creates organizational efficiencies and drives additional value (and results) for both departments. After all, job candidates are customers and customers are job candidates.
The battle lines are being drawn and plans are being made … the decisions that are made in the coming months will determine who gets the sale (or candidate) and who doesn’t in 2011 and 2012.