Three Essential Intangibles of Tech Consulting Marketing Plans
The marketing plan of a tech consulting firm frames the marketing goals and activities. The plans include the measurable objectives of the marketing effort, the tasks that need to be done, the resources necessary to accomplish the tasks, and when those tasks need to be executed. These are tangible elements and are essential for effective execution.
But there are also intangibles that provide context to the marketing plan. The intangibles should be clearly defined and communicated and can be incredibly valuable for the leadership of the firm.
Control is defined as “exercising restraining or directing influence over” things. Those things would include projects, situations, people, outcomes, and endless other “things” leaders deal with in their consulting firms.
I have never met a business owner or tech consulting firm leader that didn’t want to establish and retain control. Some state that desire upfront, as in “I’m in control.” Others don’t verbalize the obvious, choosing instead to demonstrate control with their actions.
The marketing plan provides control to firm leadership in the form of approval. As the plan is developed by marketing management, it is paramount that the plan is communicated to the leadership of the firm to gain agreement and permission to go forward.
As the plan is executed, firm leadership can also exhibit control by reviewing progress and working with marketing management to examine strategic assumptions, adjust priorities, and reaffirm commitments.
A well-defined tech consulting firm marketing plan will clearly identify the goals and activities that will be executed. These activities are developed using the information of the marketing strategy (ideal customer, designed CX, content, channels, etc.).
I often hear consulting firm leaders talk about their marketing activity being a mystery. They don’t see the link between the marketing activity being executed and the results they desire.
This could result from the marketing plan containing tasks that must be executed to develop marketing assets, items like sales copy, content, or website updates. If expectations are that all activity is lead generation oriented and then some activity is applied to content development, there will be a misunderstanding.
When you know what is being done and why, you’ll have clarity, defined as clearness as to perception or understanding.
The definition of confidence is “full trust; belief in the powers, trustworthiness, or reliability of a person or thing.”
If you agree that the marketing planning process and the marketing plan can provide leadership with control and clarity, the end result will be confidence that the plan will succeed. Who would want to go forward with a plan that would be unsuccessful?
And if you’ve given authority and responsibility to marketing management to execute the plan, you gain the confidence that marketing is “getting done.” That’s a huge burden off of the shoulders of leadership if they are attempting to deliver consulting services and manage their own marketing.
These three intangibles are essential for successful marketing. Without the control you want, the clarity you need, and confidence in the outcome, marketing may be a waste of time and money.
You’ve got clients to serve and please, which is hard enough without worrying about your marketing. If you have any doubts about these valuable intangibles, we’d love to see how we can remove those doubts.
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We help technology services organizations grow by putting into action a marketing system containing the right balance of strategy, technology, process, and expertise that will get results.