The first cup of coffee I can remember drinking was with my grandad at the Farmers Co-op in Laverne, Oklahoma. Every Wednesday for the past few decades, he’s brought the donuts and gossiped with the other farmers and ranchers. I’m pretty sure that’s where he gets most of his agricultural production information. When I moved to Michigan last year, I knew the climate, the soils and the production would be unlike what I’d known, but I also knew that one characteristic would remain consistent.
Targeting segments of buyers has always been the focus of marketing efforts, regardless of product or industry. But customers don't buy as segments.
There are disconnects between marketing and sales. Organizations today need to invest in marketing the same way they once invested in sales.
For better or worse, marketing and sales efforts affect not only the profitability of a firm but also the firm’s liquidity, or its ability to meet short-term financial obligations.
Marketers today don’t have the relatively simple tasks of informing, persuading, or reminding. Salespeople don’t have the relatively simple task of convincing someone to buy from them. For both of these functions, the challenges today aren’t about outgoing messages at all.
There isn't much attention paid to how decision-making transitions from one generation to the next on family farms. The problem? As the roles of each on-farm generation evolve, it affects more than just the farm families. It affects the businesses who work with them.
Marketers talk a lot about differentiation. The problem is that their processes can be a little self-centered rather than customer-focused.
It can be easy to fall into the trap of thinking that marketing is all about your organization. But sharing what you stand for has to go beyond telling customers what to think about you.