More than the colouring in department: Raising perceptions on the value of marketing

Written by Roger Jackson

Too often in business, marketing finds itself relegated to a secondary status, viewed as an afterthought or even an optional part of the process. It is perceived as the phase that follows product development, serving primarily to relay information to a nebulous entity we refer to as “the market”.

This narrow interpretation creates a damaging perception that marketing is simply the “colouring in” department – a perspective that is especially prevalent in sectors dealing with complex products, especially in B2B and professional services.

This misconception is compounded when marketers themselves focus primarily on the mechanics of execution – content creation, social media engagement, or ad campaigns – rather than engaging in broader conversations about strategic alignment with overarching business goals.

When marketing is viewed through this limited lens, the potential for failure and inefficiency escalates.

The fundamental misunderstanding of marketing

At its core, effective marketing goes beyond the mere act of communication. While the ‘how’ of marketing – great creative communication – holds its place in importance, the ‘what’ is just as critical. Saying the wrong thing effectively doesn’t serve the interests of a product or organisation. Therefore, a well-defined communication strategy is essential, and that isn’t about ‘colouring in’.

To truly grasp the role of marketing, we have to elevate our understanding to a higher level. Marketing encompasses the entire discipline of delivering the right product to the right audience in the right manner – the classic ‘4Ps’ of marketing. This holistic view includes not only the promotional aspects but also the product development process itself.

This principle applies universally, even in industries that might perceive themselves as immune to traditional marketing concepts, such as industrial engineering or legal services.

The role of marketers in product development

Many professionals within a company are engaged in activities that inherently represent marketing strategy, yet they don’t label it as such. They develop products and services based on their insights into customer needs and market potential, and marketers should take the lead in ensuring these insights translate effectively into the product itself, long before any promotional strategies are devised.

The process of getting the product right is a continuous loop of identifying target customers [segmentation], understanding their specific desires, and delivering those solutions better than competitors [positioning]. This iterative cycle, grounded in customer feedback and course correction, is critical to establishing a foundation upon which effective communication strategies can be built.

A robust initial approach provides confidence that subsequent marketing efforts will yield tangible results. Conversely, adopting a passive or reactive stance, where marketing is merely an afterthought, significantly elevates the risk of failure.

The consequences of a limited marketing perspective

When a marketing department is confined to an ‘execution-only’ role, it reflects a broader organisational disconnect from genuine customer focus. Such companies often underperform relative to their potential, as their limited resources aren’t leveraged effectively to compete in the marketplace. Notably, successful CEOs invest considerable time and energy into understanding their customers, often without labelling this vital work as ‘marketing’.

Moreover, if marketing isn’t positioned as a strategic leader, sales teams may resort to developing their own micro-strategies, which can lead to inefficiencies and underperformance in converting prospects to customers.

While exceptional salespeople may intuitively engage in marketing strategies, they are the exception rather than the rule.

Final thoughts

In summary, marketing that limits itself to the communication stage offers some value but invariably leads to underperformance compared to the broader potential a business can achieve.

True marketing must be embedded from the outset, influencing key company decisions and strategies. When executed effectively, this comprehensive approach ensures all resources allocated to communication are maximised and yield the best results.

As we rethink the role of marketing, it is imperative that organisations recognise it as a foundational element of their strategic framework, rather than a peripheral function.

By doing so, companies can unlock the full potential of their marketing efforts, aligning them with core business objectives and ultimately driving sustainable growth.

About the author

Roger Jackson is founder and CEO of SenseCheck