Marketing Manager

Sydney, Australia

Company Overview

Objective Corporation is a successful, publicly listed Australian software company celebrating over two decades of

technology innovation. An established leader and specialist provider of proven content, collaboration and process

management solutions, we have been voted as a BRW top 50 company to work for. As we continue to thrive and grow, we

are looking to expand our team. Our goal is to recruit the best and brightest in the industry and to create a high performance

culture through investing in the development of our people.

Position Overview

We are seeking a dynamic and creative senior Marketing Manager to play a pivotal role in propelling the company on its

next phase of growth. Based at global head office in North Sydney, this role reports to the General Manager Marketing and

leads a team of marketing communication professionals to drive marketing program and campaign management.

The role is ideally suited to a Marketing Manager who enjoys a high energy, competitive, make it happen environment. If

managing multiple marketing initiatives, working closely with the sales organisation and as part of a rapidly growing business

motivates you, then you are the sort of individual Objective is after.

A rare find in the Australian IT sector, this position offers the successful candidate the opportunity to define and set the

marketing strategy not merely implement it.

Major Responsibilities

• Leading, managing and implementing marketing strategy, program initiatives and marketing communications

personnel.

• Planning, managing, guiding and providing a framework for end-to-end development and implementation of an

integrated marketing program for Australia and New Zealand.

• Staff Management. Establish a deep understanding of your staff’s desired career outcomes, align them with

Objective’s business outcomes, and ensure they are met. Ensure staff are motivated and staff turnover minimized.

Key Competencies

• Managing the Market Communications outputs of the Marketing Department in line with KPIs
 • Lead and Manage the Market Communications Team

• Actively assist in developing the marketing strategy

• Lead the implementation of the marketing strategy

• Overall program management and reporting

• Campaign management

• Priorities management

• Market Communications budget management

• Editorial authority on all published material

Corporate Marketing Communications:

• Brand management: corporate identity; strategic messages and positioning

• Analyst Relations: Gartner, IDC, Frost and Sullivan, The Real Story and others

• Corporate communications management

• Investor Relations: financial market announcements, annual report

• Advertising: contract management, creative management; execution

• Corporate website: manage and maintain currency of corporate website

• Development of continuous customer communication program

• Management of annual customer conference – Collaborate

• Ensure co-ordinated approach to National and Regional User Groups

• Management of internal sales and services conference - Activate

Campaign Management:

• Develop deliver differentiated, integrated marketing campaigns that drive customer acquisition, retention and

growth.

• Campaign planning, management and execution

• Foster campaign management processes

• Data management – target market metrics and analysis

 • Campaign communications and collateral development

• Events management and lead tracking

• Performance tracking for campaign metrics

• Internal campaign enablement: communication of campaigns to internal stakeholders.

• Management of core marketing systems that underpin campaign management: StrategyMix,Wiki, Jira Marketing,

Salesforce

Personal Attributes

• Leadership

• Strategic Thinker

• Practical approach

• Planning and organization skills

• Honest with high integrity

• Professional work ethic

• Flexibility and adaptability

• Professionalism

• Highly Motivated achiever

• Decision maker

• People manager

• Excellent communication

Experience and Qualifications

• Professional marketing qualification essential

• Degree / MBA or equivalent industry experience

Essential:

• 10 years experience in B2B, Enterprise Software/ Solutions marketing role

 • 5 years people management experience

• Demonstrated ability to build and execute a marketing strategy with clear goals and objectives to align to business

objectives and support growth targets

• Budget management

• Managed complex projects from planning to implementation with measured results

• Understands sales and marketing integration

• Clear understanding of how to position a product within a competitive market

• Has implemented marketing strategies and produced the associated marketing programs and materials with

proven results

• Capable of working closely with customers to represent the company and products

• Able to build a PR strategy; manage implementation and report tangible outcomes

• Solid soft skills: coaching, teamwork, negotiation, interpersonal communication skills

• First class presentation, communication, planning and leadership skills

• Be a natural team player and have a desire to work with others for broader success

• Proactive, positive attitude to effect change and improvements to Objective’s overall marketing function

• Be able to operate successfully in a rapidly changing, ambiguous and undefined environment

Desirable:

• Understands complex business issues and can relate technological changes to helping resolve business

imperatives

• Understanding of broad business and operational issues facing the public sector

• Is customer focussed and can add value in customer related situation

Marketing management
From Wikipedia, the free encyclopedia
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 Marketing

Key concepts

Product • Pricing
Distribution • Service • Retail
Brand management
Account-based marketing
Marketing ethics
Marketing effectiveness
Market research
Market segmentation
Marketing strategy
Marketing management
Market dominance
Promotional content
Advertising • Branding • Underwriting
Direct marketing • Personal Sales
Product placement • Publicity
Sales promotion • Sex in advertising
Promotional media
Printing • Publication • Broadcasting
Out-of-home • Internet marketing
Point of sale • Promotional items
Digital marketing • In-game
In-store demonstration • Brand Ambassador
Word of mouth • Drip Marketing
This box: view • talk • edit

Marketing Management is a business discipline which is focused on the practical application of

marketing techniques and the management of a firm's marketing resources and activities. Rapidly
emerging forces of globalization have compelled firms to market beyond the borders of their
home country making International marketing highly significant and an integral part of a firm's
marketing strategy.[1] Marketing managers are often responsible for influencing the level, timing,
and composition of customer demand accepted definition of the term. In part, this is because the
role of a marketing manager can vary significantly based on a business' size, corporate culture,
and industry context. For example, in a large consumer products company, the marketing
manager may act as the overall general manager of his or her assigned product [2] To create an
effective, cost-efficient Marketing management strategy, firms must possess a detailed, objective
understanding of their own business and the market in which they operate.[3] In analyzing these
issues, the discipline of marketing management often overlaps with the related discipline of
strategic planning.

Contents
[hide]

• 1 Structure
o 1.1 Marketing strategy
o 1.2 Implementation planning
o 1.3 Project, process, and vendor management
o 1.4 Organizational management and leadership
o 1.5 Reporting, measurement, feedback and control systems
• 2 See also
• 3 References
• 4 Further reading

• 5 External links

[edit] Structure
Traditionally, marketing analysis was structured into three areas: Customer analysis, Company
analysis, and Competitor analysis (so-called "3Cs" analysis). More recently, it has become
fashionable in some marketing circles to divide these further into certain five "Cs": Customer
analysis, Company analysis, Collaborator analysis, Competitor analysis, and analysis of the
industry Context.

Customer analysis is to develop a schematic diagram for market segmentation, breaking down
the market into various constituent groups of customers, which are called customer segments or
market segmentation's. Marketing managers work to develop detailed profiles of each segment,
focusing on any number of variables that may differ among the segments: demographic, psycho
graphic, geographic, behavioral, needs-benefit, and other factors may all be examined. Marketers
also attempt to track these segments' perceptions of the various products in the market using
tools such as perceptual mapping.

In company analysis, marketers focus on understanding the company's cost structure and cost
position relative to competitors, as well as working to identify a firm's core competencies and
other competitively distinct company resources. Marketing managers may also work with the
accounting department to analyze the profits the firm is generating from various product lines
and customer accounts. The company may also conduct periodic brand audits to assess the
strength of its brands and sources of brand equity.[4]

The firm's collaborators may also be profiled, which may include various suppliers, distributors
and other channel partners, joint venture partners, and others. An analysis of complementary
products may also be performed if such products exist.

Marketing management employs various tools from economics and competitive strategy to
analyze the industry context in which the firm operates. These include Porter's five forces,
analysis of strategic groups of competitors, value chain analysis and others.[5] Depending on the
industry, the regulatory context may also be important to examine in detail.
In Competitor analysis, marketers build detailed profiles of each competitor in the market,
focusing especially on their relative competitive strengths and weaknesses using SWOT analysis.
Marketing managers will examine each competitor's cost structure, sources of profits, resources
and competencies, competitive positioning and product differentiation, degree of vertical
integration, historical responses to industry developments, and other factors.

Marketing management often finds it necessary to invest in research to collect the data required
to perform accurate marketing analysis. As such, they often conduct market research (alternately
marketing research) to obtain this information. Marketers employ a variety of techniques to
conduct market research, but some of the more common include:

• Qualitative marketing research, such as focus groups

• Quantitative marketing research, such as statistical surveys
• Experimental techniques such as test markets
• Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning and
competitive intelligence processes to help identify trends and inform the company's marketing
analysis.

[edit] Marketing strategy

Main article: Marketing strategy

If the company has obtained an adequate understanding of the customer base and its own
competitive position in the industry, marketing managers are able to make their own key
strategic decisions and develop a marketing strategy designed to maximize the revenues and
profits of the firm. The selected strategy may aim for any of a variety of specific objectives,
including optimizing short-term unit margins, revenue growth, market share, long-term
profitability, or other goals.

To achieve the desired objectives, marketers typically identify one or more target customer
segments which they intend to pursue. Customer segments are often selected as targets because
they score highly on two dimensions: 1) The segment is attractive to serve because it is large,
growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or
other factors; and 2) The company has the resources and capabilities to compete for the
segment's business, can meet their needs better than the competition, and can do so profitably.[3]
In fact, a commonly cited definition of marketing is simply "meeting needs profitably." [6]

The implication of selecting target segments is that the business will subsequently allocate more
resources to acquire and retain customers in the target segment(s) than it will for other, non-
targeted customers. In some cases, the firm may go so far as to turn away customers who are not
in its target segment.The doorman at a swanky nightclub, for example, may deny entry to
unfashionably dressed individuals because the business has made a strategic decision to target
the "high fashion" segment of nightclub patrons.
In conjunction with targeting decisions, marketing managers will identify the desired positioning
they want the company, product, or brand to occupy in the target customer's mind. This
positioning is often an encapsulation of a key benefit the company's product or service offers that
is differentiated and superior to the benefits offered by competitive products.[7] For example,
Volvo has traditionally positioned its products in the automobile market in North America in
order to be perceived as the leader in "safety", whereas BMW has traditionally positioned its
brand to be perceived as the leader in "performance."

Ideally, a firm's positioning can be maintained over a long period of time because the company
possesses, or can develop, some form of sustainable competitive advantage.[8] The positioning
should also be sufficiently relevant to the target segment such that it will drive the purchasing
behavior of target customers.[7]

[edit] Implementation planning

Main article: Marketing plan

The Marketing Metrics Continuum provides a framework for how to categorize metrics from the
tactical to strategic.

After the firm's strategic objectives have been identified, the target market selected, and the
desired positioning for the company, product or brand has been determined, marketing managers
focus on how to best implement the chosen strategy. Traditionally, this has involved
implementation planning across the "4Ps" of marketing: Product management, Pricing (at what
price slot do you position your product, for e-g low, medium or high price), Place (the place/area
where you are going to be selling your products, it could be local, regional, country wide or
International) (i.e. sales and distribution channels), and People. Now a new P has been added
making it a total of 5P's. The 5th P is Politics which affects marketing in a significant way.

Taken together, the company's implementation choices across the 4(5)Ps are often described as
the marketing mix, meaning the mix of elements the business will employ to "go to market" and
execute the marketing strategy. The overall goal for the marketing mix is to consistently deliver a
compelling value proposition that reinforces the firm's chosen positioning, builds customer
loyalty and brand equity among target customers, and achieves the firm's marketing and financial
objectives.
In many cases, marketing management will develop a marketing plan to specify how the
company will execute the chosen strategy and achieve the business' objectives. The content of
marketing plans varies from firm to firm, but commonly includes:

• An executive summary
• Situation analysis to summarize facts and insights gained from market research and
marketing analysis
• The company's mission statement or long-term strategic vision
• A statement of the company's key objectives, often subdivided into marketing objectives
and financial objectives
• The marketing strategy the business has chosen, specifying the target segments to be
pursued and the competitive positioning to be achieved
• Implementation choices for each element of the marketing mix (the 4(5)Ps)

[edit] Project, process, and vendor management

Once the key implementation initiatives have been identified, marketing managers work to
oversee the execution of the marketing plan. Marketing executives may therefore manage any
number of specific projects, such as sales force management initiatives, product development
efforts, channel marketing programs and the execution of public relations and advertising
campaigns. Marketers use a variety of project management techniques to ensure projects achieve
their objectives while keeping to established schedules and budgets.

More broadly, marketing managers work to design and improve the effectiveness of core
marketing processes, such as new product development, brand management, marketing
communications, and pricing. Marketers may employ the tools of business process reengineering
to ensure these processes are properly designed, and use a variety of process management
techniques to keep them operating smoothly.

Effective execution may require management of both internal resources and a variety of external
vendors and service providers, such as the firm's advertising agency. Marketers may therefore
coordinate with the company's Purchasing department on the procurement of these services.

[edit] Organizational management and leadership

Marketing management may spend a fair amount of time building or maintaining a marketing
orientation for the business. Achieving a market orientation, also known as "customer focus" or
the "marketing concept", requires building consensus at the senior management level and then
driving customer focus down into the organization. Cultural barriers may exist in a given
business unit or functional area that the marketing manager must address in order to achieve this
goal. Additionally, marketing executives often act as a "brand champion" and work to enforce
corporate identity standards across the enterprise.

In larger organizations, especially those with multiple business units, top marketing managers
may need to coordinate across several marketing departments and also resources from finance,
research and development, engineering, operations, manufacturing, or other functional areas to
implement the marketing plan. In order to effectively manage these resources, marketing
executives may need to spend much of their time focused on political issues and inte-
departmental negotiations.

The effectiveness of a marketing manager may therefore depend on his or her ability to make the
internal "sale" of various marketing programs equally as much as the external customer's
reaction to such programs.[6]

[edit] Reporting, measurement, feedback and control systems

Marketing management employs a variety of metrics to measure progress against objectives. It is

the responsibility of marketing managers – in the marketing department or elsewhere – to ensure
that the execution of marketing programs achieves the desired objectives and does so in a cost-
efficient manner.

Marketing management therefore often makes use of various organizational control systems,
such as sales forecasts, sales force and reseller incentive programs, sales force management
systems, and customer relationship management tools (CRM). Recently, some software vendors
have begun using the term "marketing operations management" or "marketing resource
management" to describe systems that facilitate an integrated approach for controlling marketing
resources. In some cases, these efforts may be linked to various supply chain management
systems, such as enterprise resource planning (ERP), material requirements planning (MRP),
efficient consumer response (ECR), and inventory management systems.

Measuring the return on investment (ROI) of and marketing effectiveness various marketing
initiatives is a significant problem for marketing management. Various market research,
accounting and financial tools are used to help estimate the ROI of marketing investments. Brand
valuation, for example, attempts to identify the percentage of a company's market value that is
generated by the company's brands, and thereby estimate the financial value of specific
investments in brand equity. Another technique, integrated marketing communications (IMC), is
a CRM database-driven approach that attempts to estimate the value of marketing mix
executions based on the changes in customer behavior these executions generate.[9]