Archimedes Principle of Marketing Management

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The slides from a talk about Managing the people who run your marketing.

Archimedes Principle of Marketing Management: Any Marketing strategy will move to a level which coincides with the level of applied capability of the of the person running the campaign.

Within all project goals for organizations whether it is marketing, client acquisition, increased profits the person who is in charge and accountable for the success / failure of the project MUST have the intelligence and capacity to achieve the goal.



You will leave this workshop with;

A tool to release the best work out of people.
The ability to increase effectiveness of the people leading your Marketing processes.
A metric that objectively measures employee and your own capacity to complete great work.
Direct applications of the content to your Digital and Traditional Media Management.

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Archimedes Principle of Marketing Management

  1. 1. Archimedes Principle of Social Media: www.create-learning.com
  2. 2. Archimedes Principle: Any floating object displaces its own weight of fluid. —Archimedes of Syracuse For more general objects, floating and sunken, and in gasses as well as liquids (i.e. a fluid), Archimedes principle may be stated thus in terms of forces: Any object, wholly or partially immersed in a fluid, is buoyed up by a force equal to the weight of the fluid displaced by the object. — Archimedes of Syracuse with the clarifications that for a sunken object the volume of displaced fluid is the volume of the object, and for a floating object on a liquid, the weight of the displaced liquid is the weight of the object. http://en.wikipedia.org/wiki/Archimedes%27_principlewww.create-learning.com
  3. 3. Archimedes Principle ofMarketing Management:Any individual who is responsible for themarketing campaign MUST have sufficienttime-span management to handle thecomplexity of the campaign.- The success (rise in fluid) will only move ashigh as the ability to handle complexity(weight) of the individual managing thecampaign. www.create-learning.com
  4. 4. Indicators that the personmanaging the campaign is • Project Comes in Overtoo light for success. Budget • Completion Times Need to be Continually Extended • The Quality“When the Going GetsTough…The Tough and ResultsDefault To Their Level OfCompetence” SUCK! http://create-learning.com/blog/team-building/when-planning-goes-bad www.create-learning.com
  5. 5. How big is your bucket (how high must the water move)?How complex is your plan?Who is BEST to fill the bucket (who has the requisiteweight)?How do you know? www.create-learning.com
  6. 6. ―…the complexity in atask lies not in thegoal but in what youhave to do in order toget there.”http://create-learning.com/blog/manager-training/complexity-and-achieving-goals-at-work www.create-learning.com
  7. 7. Role ComplexityLevel 1: Direct Action Tasks;First line manual and clerical work. Time-Span 1 day to 3 months.• Individual proceeds along a prescribed linear pathway to a goal, gettingcontinual feedback in order to proceed, using previously learned methodsfor overcoming immediate obstacles as they are encountered, or elsereporting back. (Jaques 1989)Examples;• Update digital media with information x, y, z at time 1, 2, 3 and interact with followers.• Upload these photos (cropping, embedding, using fonts & company logos) dealing withunexpected quirks of the places they are uploaded to.• Listen and respond to on-line customers & send any complaints to the customer service reps. www.create-learning.com
  8. 8. Role ComplexityLevel 2: Diagnostic Accumulative Tasks;First line managerial work and specialist work done by individuals. TimeSpan 3 months to 1 year.• At level 2 an individual not only overcomes immediate obstacles by direct actionas they are encountered but must be able to reflect on what is occurring so as tonote things that might indicate potential problems and obstacles; and mustaccumulate and consciously sort such data to diagnose emerging problems, andinitiate actions to prevent or overcome the problems indentified. (Jaques 1989)Examples;• As the manager train and induct this new subordinate judging how to proceed as you go inlight of your accumulated judgment of their progress.• Design a new media campaign for this client, working on the content and design as you go,accumulating data on how various marketing channels are likely to best fit together so that thewhole will work well.• Examine the metrics and feedback from this Marketing Campaign to accumulate evidence ofspecific areas that were successful and areas that failed.• Develop a 6 month Marketing campaign strategy for this new product; complete with goalstatements, time frames, resources needed and how all the methods will integrate into onecomprehensive campaign.• Do a case work-up on a particular client/product, using your judgment in gathering what youconsider to be significant data to arrive at your diagnosis of how best to market theclient/product. www.create-learning.com
  9. 9. Role ComplexityLevel 3: Alternative Serial Paths;Managers of Business Units i.e. Senior Marketing Manager, SeniorInformation Manager. Time Span 1 year to 2 years.• At level 3 you must not only use direct judgment plus diagnosticaccumulation, but you must also be able to encompass the whole process within aplan that has a pathway to goal completion that you have worked out in the firstplace – and have pre-planned alternative paths to change if need be. (Jaques 1989)Examples;• A Senior Marketing Manager works out a number of ways of meeting a target of increasingnew client acquisition by ten percent over 18 months while holding his current acquisitiontargets. He chooses one path from several which he has constructed, a path which makes itdifficult to meet his acquisition targets for nearly 6 months, but then he begins to catch up andgets on top of his target after a year.• A Media Manager in a Bank heads a team of four marketing specialist on a project to develop acampaign to translate marketing material from one language to another. She constructs threepossible paths to the goal: One would be sure but would take much too long, one would beexcellent if it worked but would lead to project failure if it did not, the third relatively sound andcould most likely be completed in the time available – although it might be slow and createuncertainty in the early stages. She opts for the third. www.create-learning.com
  10. 10. How do I determine the ‘by-when’ time-span ?How will I know what the persons capacity is?Does all this really matter? www.create-learning.com
  11. 11. Role Complexity is from;Elliot Jaques work in ‘Requisite Organization’. 1989; Cason Hall & Co. PublishersArticles of interest;Is your leadership and work matched to your capability. How do you know?All that can be expected of you at work is to do your bestBefore the Promotion He was Nice & Had PotentialReverse Peter PrinciplePlanning; Nothing Magical Just Your WorkDecision Making & Uncertainty of Work. How you Handle it is What Makes you Money.Effective Leaders are Alike-They Know the LimitImages in order of appearancehttp://www.flickr.com/photos/fdctsevilla/5038371885/http://www.flickr.com/photos/yogendra174/4833656613/http://www.flickr.com/photos/davidw/2063575447/accent on eclectichttp://www.flickr.com/photos/egmoller/4888488282/ www.create-learning.com

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