Getting the Four P’s right is critical for digital success. In this post, we dive into each of the Four P’s of Building a Digital Marketing Team, outlining common failures in each area and the critical questions you should ask yourself to achieve actionable, measurable results. In a related post, we discuss the overall importance of the Four P’s of Cultural Fit.
We also share our gap analysis tool at the bottom of this post. We created this tool to help teams determine how to quickly improve performance, both in teams and individuals. When applied properly, it yields amazing results.
1. Process
People have mixed feelings about process. Some find it comforting, while others associate it with rigidity and frustration. The key in digital marketing is finding the right balance.
Digital marketing is production-heavy compared to traditional marketing. Unlike a print ad that’s set in stone once printed, digital efforts are constantly evolving based on data and analytics. This ongoing, dynamic nature makes strict adherence to process challenging.
The quote by W. Edwards Deming, “If you can’t describe what you are doing as a process, you don’t know what you are doing,” holds particular weight in the digital world. Flawless execution is crucial for a great idea to succeed. A well-executed mediocre idea can outperform a brilliant idea that’s poorly implemented.
A great idea executed poorly can be of far less value than a poor idea executed expertly.
We have consulted with hundreds of businesses and individuals through the years, and have noted five common process failure areas: process development, project management, stakeholder management, creative execution, and business development (agency specific). Let’s break down each area.
1. Process Problems
- Poor Documentation: Existing processes lack clear documentation, making them difficult to follow.
- Unclear Deliverables: A lack of clearly defined deliverables for each step hinders the process flow.
- Exception Creep: What were once intended as exceptions become the norm, undermining the process.
- Stakeholder Silos: Processes created without stakeholder input can lead to resistance and non-adoption.
- Enforce What You Create: Developed processes need to be actively enforced to ensure their effectiveness.
2. Project Management Shortcomings
- Missing or Inadequate PMs: The absence of project managers or an underdeveloped PM function creates gaps in leadership and execution.
- PM Skills Imbalance: Project managers lack a well-rounded understanding of both marketing and technology, hindering their ability to bridge the gap between these crucial areas.
- Responsibility Without Authority: Project managers are burdened with responsibility but lack the corresponding authority to make necessary decisions, hindering their effectiveness.
- Resource Planning Gap: A lack of resource planning and allocation (especially for handling high traffic situations) creates bottlenecks and inefficiencies.
- Limited Client Interaction: Project managers should be directly interacting with clients, yet this crucial communication channel is missing.
- Inconsistent Billing Standards: Unequal billing standards – with developers and designers billing at a higher rate than project managers – create imbalances and potentially misrepresent project value.
3. Creative Friction
- Misaligned Stakeholders: Creative or strategic stakeholder-managers may lack the necessary process-oriented mindset, potentially leading to inefficiencies.
- Scope Creep Management: Inability to say “no” or acknowledge limitations (“I don’t know, let me check…”) allows for uncontrolled project scope changes, impacting costs and timelines.
- Unrealistic Expectations: Failure to manage client or stakeholder expectations effectively compromises the entire team’s efforts and jeopardizes project profitability.
4. A Key Distinction
- It’s important to distinguish between print and interactive media. As Adam Pacio points out, print is about crafting a message for display, while interactive design involves creating both the message and the medium itself.
- This distinction has significant implications. User experience (UX) in interactive design is considerably more complex due to the dynamic nature of the medium. It demands a higher level of discipline from the creative team to ensure a seamless and engaging user experience.
- For a deeper dive into UX principles, check out this informative PDF: The Elements of User Experience by Jesse James Garrett.
5. Client Onboarding Challenges
- Lax Client Qualification: A lack of discipline in identifying what constitutes a “good” client can lead to mismatched partnerships.
- Missing Minimum Budgets: The absence of minimum project budgets for new clients opens the door to unprofitable work.
- Overreliance on “Investments”: Taking on too many new accounts as “investments” or “loss leaders” strains resources and risks long-term sustainability.
- Unclear Value Proposition: Failure to clearly answer the questions “who are we, what do we do, and what does it cost?” creates confusion for potential clients and hinders effective sales conversations.
2. Platform
In the world of digital marketing, “platforms” refer to the technological foundation upon which your strategies are built. These include tools, languages, and various technologies. However, the constant influx of new platforms can be paralyzing. With limited resources and time, it’s crucial to make informed decisions about which platforms are truly necessary for your team. Focus on mastering a few key platforms rather than spreading yourself thin across too many. This allows for efficient team building and ensures you leverage the chosen platforms to their full potential.
We see four main common failure areas in this “P.”
1. Failure to identify “what is in”
Cut through the marketing noise and identify your core platforms. Specialize in a few platforms to excel, rather than spreading yourself thin. Ask: “Where will we become platform experts?” Partner with specialists for other needs.
2. Failure to identify “what is out”
Actively decide what platforms to eliminate to avoid distraction. Marketing hype and daily tasks can cloud judgment. Here’s a two-layer approach:
Completely Cut Platforms: Identify platforms definitively ruled out and not used at all.
Outsource Needed Platforms: Platforms deemed necessary but outside your expertise can be handled by trusted partners. We’ll discuss this next.
3. Failure to have trusted partners to help you determine and do “what is out”
For missing platforms, partner with experts. This is often more efficient and cost-effective than employee training. Balance employee growth with project goals – avoid “expensive resume building” on your dime.
4. Failure to have deliverables-based processes with partners.
For smooth collaboration, define deliverables for both sides upfront: what each party gives and when. This clarity avoids confusion, frustration, and missed goals. Simply ask: “What do we owe you, and when?” and vice versa. Document it all for a strong foundation.
3. People
Building a high-performing digital marketing (and emerging technology) team hinges on one crucial factor: hiring the right people. Consider it your A-game mission!
Jim Collins, in his book Good to Great, perfectly captures this sentiment: “The destination may be unclear, but the right people will navigate you there.” Many have heard this quote, yet struggle with implementation. Here are 3 actionable tips to bridge the gap between “great idea” and “hiring success.”
1. Know Your Bus.
Remember the first two P’s – Process and Platforms. Before you start hiring, know your “bus” inside-out! Defined processes and platforms make it much easier to identify your ideal hires. Hiring managers who clearly articulate their team’s goals, functions, and methodology have a higher success rate. This clarity often reveals a need for process-minded individuals. These valuable skills are crucial for ongoing growth and success in any team.
2. Know the Seats On Your Bus.
Knowing your “bus” isn’t enough, you need to identify the specific seats! Successful digital teams require at least six core roles (Strategy, Planning, Creative, Technology, Project Management, and Account Management/Business Development). The number of people per seat depends on your team size, but clarify your needs upfront to avoid overloading individuals or leaving crucial roles vacant.
3. Get the Best Candidates to Board Your Bus.
Treat recruitment as a strategic competency! Top talent has options, so what makes your “bus” appealing? Start with clear expectations: define success metrics, required skills, and a compelling value proposition. Alignment is crucial! Ensure all hiring stakeholders are on the same page regarding these factors. Clearly articulate the role and its value. This attracts strong candidates and streamlines the interview process. Bonus Tip: Take 15 minutes to brainstorm your “bus” on paper – identify your team’s function, roles (seats), and strategies to attract talent.
This shift in mentality fosters efficient recruitment and positions your company to compete for the best and brightest.
Now that we’ve talked about the first three Ps, we can move on to the final P, Planning, which provides us with a road map and momentum.
4. Planning
The fourth P: Planning! Do you get excited or anxious when you hear this word? Effective planning can be tricky for most. Some get stuck in a planning loop, never taking action. Others create complex plans that crumble at the first hurdle. Still others plan to plan, but never actually do it. And a few might not even know how to spell it! This post will benefit you regardless of your planning style, even if you lack one entirely.
Bringing it All Together
Master the Four Ps for Powerful Planning: Process, Platforms, People, and Planning all work together like a jigsaw puzzle. Getting the first three Ps right sets the stage for effective planning. Think of it this way: with a clear understanding of what you’re doing, how you’ll do it, who will do it, and the tools they’ll use, you’re well-positioned to create a powerful plan.
Planning is an ongoing process, not a static document. As Dwight D. Eisenhower said, “plans are worthless, but planning is everything.” Conditions change quickly, so agility is key. A good plan outlines goals, aligns stakeholders, defines strategies, assigns tasks, sets deadlines, and allocates resources. However, even the best plan needs adjustments. Effective planning is iterative and adapts to changing circumstances, keeping you on course.
Define a clear starting point. Don’t jump straight into execution – separate the planning phase from the project itself.
Here are key actions to take during the planning phase:
- Develop an initial plan: This plan should provide enough focus and parameters to move forward efficiently.
- Include the right people: Involve key stakeholders from the beginning to ensure alignment.
- Exclude the wrong people: Every team member should contribute measurable value. Avoid involving people who don’t add to the project’s success.
By following these steps, you significantly increase your chances of reaching your desired destination. We’ve seen the power of these principles firsthand across numerous companies. If you’d like TeamBuilder Search to help you improve your team or assist with your next hire, contact us to discuss your specific challenges.
