In some companies, there’s a tension between marketing and communication teams. It shows up in the annual battle over budget allocations and in debates over who owns certain tools, such as social media and video.
To minimize this, some companies centralize their marketing and communication talent in one large mega-function. But if marketing takes the lead, that approach can delay the development of strong corporate, employee and investor communication capabilities.
Other companies take a decentralized approach and spread communication disciplines across the business – employee to HR, corporate to the CEO, etc. This allows each area to stand up on its own but makes it harder to integrate, align and operate efficiently.
Then there are targeting and messaging challenges. Although the two disciplines tend to serve different stakeholder groups, they use similar tools and channels to communicate. Messages aimed at one audience segment can spill over to other segments, causing confusion or even conflict.
Instead of working at odds, how can marketing and communication co-exist and deliver the most business value? What’s the right operating model? When does collaboration matter most – and when is it superfluous? Who needs to “know” and who has the authority to say “no?”
This session will explore the unique management, structural and operating approaches that leading direct selling companies use to ensure marketing and communication harmony and maximize impact. Presenters will explain how they have integrated communications across functions and geographies to make 1+1=3, or even more.