{"id":140363,"date":"2025-03-17T20:42:04","date_gmt":"2025-03-17T20:42:04","guid":{"rendered":"https:\/\/peraltafinancing.com\/business\/marketing\/how-to-position-marketing-as-a-business-driver\/"},"modified":"2025-03-17T20:42:04","modified_gmt":"2025-03-17T20:42:04","slug":"how-to-position-marketing-as-a-business-driver","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=140363","title":{"rendered":"How To Position Marketing as a Business Driver"},"content":{"rendered":"<p> <br \/>\n<\/p>\n<div>\n<p><iframe loading=\"lazy\" title=\"Everlit Audio Player\" src=\"https:\/\/everlit.audio\/embeds\/artl_JK62Lsoy4Kn?client=wp&amp;client_version=1.10.4\" width=\"100%\" height=\"130px\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" allowfullscreen=\"\"><\/iframe><\/p>\n<figure class=\"wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\">\n<div class=\"wp-block-embed__wrapper\">\n<p><iframe loading=\"lazy\" title=\"Stop Underselling Marketing\u2019s Value | Rose-Colored Glasses\" width=\"840\" height=\"473\" src=\"https:\/\/www.youtube.com\/embed\/E17_eNiGvis?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe><\/p>\n<\/div>\n<\/figure>\n<p>I see one mistake derailing marketing strategy again and again: Setting up marketing teams as internal agencies that serve cross-functional \u201ccustomers\u201d in other departments.<\/p>\n<p>That\u2019s a problem because it typically leads to reactive, disconnected efforts \u2014 even in the era of sophisticated AI, automation, data, and marketing analytics.<\/p>\n<p>Sometimes, marketing teams try to incorporate strategic priority planning. However, those meetings tend to be derailed by internal stakeholders who want to dictate which themes or assets to prioritize.<\/p>\n<p>As a result, the marketing calendar becomes a chaotic, siloed set of to-do lists fueled by ad hoc requests from multiple teams.<\/p>\n<p>The marketing team turns into a production shop \u2014 pumping out assets like a high-speed printer \u2014 without a clear strategic direction.<\/p>\n<p>The result? <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/strategies-content-marketers-grief-burnout\/\">People burn out<\/a>, ROI remains unclear, and businesses wonder why their marketing isn\u2019t moving the needle.<\/p>\n<p>So, when the inevitable <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/sub-optimal-strategy\/\">marketing strategy reboot<\/a> comes (and it always comes), how can you align the new approach with internal stakeholders\u2019 expectations?<\/p>\n<p>The answer is simple: Stop thinking of these folks as customers. I explain a better approach in the video above and in more detail in the article below.<\/p>\n<h2 class=\"wp-block-heading\">Internal teams aren\u2019t customers<\/h2>\n<p>Marketers often consider internal teams (sales, product marketing, PR, IT, executive leadership, etc.) as stakeholders. But ask anyone on your marketing team if they consider themselves stakeholders in sales, technology, or corporate communications, and you\u2019ll likely hear, \u201cOh no, they\u2019re <em>our<\/em> customers.\u201d<\/p>\n<p>That thinking is the root of the problem because it positions marketing teams as service providers rather than strategic partners.<\/p>\n<p>I once worked with a global enterprise technology company whose marketing team existed solely to fulfill product marketing\u2019s requests for thought leadership, sales collateral, and web copy.<\/p>\n<p>But product marketing saw thought leadership as product one-sheets and case studies, not insight-driven narratives that would educate and inspire buyers.<\/p>\n<p>Executives saw sales collateral as better pitch decks and case studies. All stakeholders thought of web copy as words that explain everything the company does in excruciating technical detail.<\/p>\n<p>The result? The marketing team dutifully performed. Internal stakeholders loved the content. Actual customers? Not so much.<\/p>\n<h2 class=\"wp-block-heading\">How to shift from service provider to strategic leader<\/h2>\n<p>Marketing teams succeed when they shift (or are enabled to shift) from being on-demand creators to strategic orchestrators of the brand\u2019s voice.<\/p>\n<p>This change often requires a complete adjustment in the company\u2019s mindset. People stop thinking of marketing in terms of execution and start thinking about how it can lead to growth alongside other business functions.<\/p>\n<p>Internal teams \u2013 stakeholders \u2014 are <em>investors<\/em>, not customers. They <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/ai-content-planning\/\">provide critical insight, direction, and assistance<\/a>, but they shouldn\u2019t dictate the marketing agenda. The most successful businesses treat the marketing team as an asset to be nurtured, managed, optimized, and leveraged for business growth.<\/p>\n<p>Modern marketing requires specialized expertise, including a deep command of data analytics, <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/human-behavior-impacts-marketing-strategy\">behavioral psychology<\/a>, technology, storytelling, revenue strategy, and real-time decision making.<\/p>\n<p>Yet, too many organizations treat marketing teams like reactive service providers rather than strategic architects. So, what\u2019s missing?<\/p>\n<p>These essential elements set sophisticated marketing teams apart in 2025:<\/p>\n<h3 class=\"wp-block-heading\">Investing in marketing operations (the missing strategic layer)<\/h3>\n<p>A key shift in 2025 is the rise (or perhaps the rebirth) of a more integrated role for <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/unite-content-teams-scale-operations\/\">marketing operations<\/a>, a structured discipline that optimizes marketing creation, production, measurement, and distribution.<\/p>\n<p>For the last decade, many marketing teams have tried to graft Agile development processes onto their marketing ops, hoping to replicate the success seen in software development.<\/p>\n<p>Spoiler: It hasn\u2019t worked all that well.<\/p>\n<p>Marketing\u2019s iterative loops rarely deliver a simple right-or-wrong outcome. Unlike coding, which either compiles or crashes, marketing success unfolds over time. Agile gets reduced to moving faster \u2014 prioritizing <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/intentional-agility\/\">speed over strategy<\/a> and iteration over creative insight. <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/remarkable-content-process-debate\">Teams break more things<\/a> but don\u2019t take the time to learn or adapt in ways that make breaking things worthwhile.<\/p>\n<p>I see more successful teams embracing a structured but not rigid approach. They\u2019re reviving marketing operations with intentional workflows, integrated tools, marketing analytics platforms, and generative AI-management systems to ensure smooth processes and unambiguous attribution of efforts to business outcomes.<\/p>\n<h3 class=\"wp-block-heading\">Blending AI-driven insights with human wisdom<\/h3>\n<p>AI and automation are now central to marketing, providing data-driven insights that predict audience interests and identify high-value opportunities.<\/p>\n<p>But here\u2019s the thing \u2014 your organization isn\u2019t the only one using AI. Thinking that AI gives you a competitive advantage today is like assuming your team was the only one with personal computers in the 1990s.<\/p>\n<p>AI is a tool \u2014 not a differentiator or a replacement for the humans who use it.<\/p>\n<p>The savviest marketing teams <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/machine-human-effective-content\">blend machine intelligence with human judgment<\/a>. They leverage AI\u2019s speed and scale while relying on human emotional intelligence and creativity to craft authentic, resonant stories. In other words, they use AI to shift their focus from routine execution to high-value strategic work.<\/p>\n<h3 class=\"wp-block-heading\">Embracing emerging channels and media<\/h3>\n<p>In 2025, marketers aren\u2019t just brand stewards \u2014 they\u2019re futurists, mathematicians, and mad scientists rolled into one. They have to predict where audiences will be before they get there, analyze data patterns like Wall Street traders, and experiment with new formats like chemists in a lab. Successful content and marketing teams don\u2019t just react to change; they anticipate and architect it.<\/p>\n<p>That means proactively embracing emerging channels, such as <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/openai-custom-gpt-brand\/\">custom AI learning models<\/a>, immersive experiences, voice search optimization, short-form video, interactive micro-content, and even augmented reality.<\/p>\n<p>This level of adaptability requires more than agility \u2014 it demands strategic investment in team expertise, talent retention, and a designed framework that allows for rapid experimentation while ensuring consistency across platforms.<\/p>\n<p>These high-skill capabilities define modern marketing teams. But they don\u2019t explain how to elevate marketing beyond being \u201cthe service department\u201d (or, as one marketing director I know wryly puts it, \u201cThe Department of Words and Pictures\u201d).<\/p>\n<h2 class=\"wp-block-heading\">Align stakeholder investors in the marketing strategy<\/h2>\n<p>One of the biggest reasons marketing teams struggle for influence is that they\u2019re seen as the <em>doers<\/em>, not the <em>thinkers<\/em>. C-suite execs take on the big strategic thinking or outsource it to an agency.<\/p>\n<p>Few businesses give their marketing teams the space to develop strategic and creative muscles. Then, they wonder why marketing isn\u2019t more strategic or creative. Execs put the marketing team in a box, then wonder why marketing can\u2019t think outside it.<\/p>\n<p>This isn\u2019t only a perception problem \u2014 it\u2019s also a structural one. If executive leadership won\u2019t consider how marketing is positioned within the business, every effort to change it is just theater.<\/p>\n<p>Even if the <em>willingness<\/em> to change exists, the shift from perceiving marketing as order takers to strategic leaders doesn\u2019t happen passively. It requires a fundamental reset in how marketing teams engage with internal stakeholders.<\/p>\n<p>Instead of treating them as customers to satisfy, marketing leaders must position those stakeholders as investors <em>\u2014 <\/em>partners with a real stake in marketing\u2019s success.<\/p>\n<p>Here\u2019s how.<\/p>\n<h3 class=\"wp-block-heading\">Segment your stakeholder-investors<\/h3>\n<p>Not all stakeholders carry the same weight or motivations. Understanding the key players in your organization lets you tailor your approach, <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/content-visibility-collaboration\">build alliances<\/a>, and anticipate resistance before it slows you down.<\/p>\n<ul class=\"wp-block-list\">\n<li><strong>Influencers <\/strong>hold the political capital or control the budget, but they may not be directly involved in marketing. They can make or break your initiatives, so winning them over is critical \u2014 even if they don\u2019t care about marketing itself.<\/li>\n<li><strong>Champions <\/strong>are your internal advocates \u2014 those who already believe in marketing\u2019s strategic value. They\u2019re often early adopters of new approaches and can help evangelize your vision across the company.<\/li>\n<li><strong>Detractors <\/strong>resist change either because they see nothing in it for them or because they fear losing control. Some will be vocal, while others will simply disengage. The key is to understand their underlying concerns and address them head-on.<\/li>\n<li><strong>Decision makers <\/strong>are the executives or department heads who approve major marketing initiatives. They need to see a direct connection between marketing initiatives and business outcomes.<\/li>\n<li><strong>Participants<\/strong> are actively involved in execution \u2014 whether in product marketing, sales enablement, or content creation. They\u2019re the people who will live with the day-to-day impact of your strategy, so their buy-in is crucial.<\/li>\n<\/ul>\n<p>Recognizing where each stakeholder fits helps you customize your messaging, anticipate objections, and build strategic alignment.<\/p>\n<h3 class=\"wp-block-heading\">Design discussions, not interviews<\/h3>\n<p>Too many marketing teams approach stakeholder (investor) engagement as a checklist item, conducting interviews to gather input as if they\u2019re waiters taking orders. The problem? This approach reinforces the idea that internal stakeholders <em>are<\/em> customers, which is the dynamic you\u2019re trying to change.<\/p>\n<p>Instead, think of these conversations as <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/storytelling-strategy-co-create\/\">co-creation discussions<\/a> structured by the type of investor they are. The goal isn\u2019t just to gather information \u2014 it\u2019s to uncover motivations, identify roadblocks, and shift perspectives. Ask questions that go beyond surface-level feedback, such as:<\/p>\n<ul class=\"wp-block-list\">\n<li>What does success look like for your team, and where does marketing fit into that?<\/li>\n<li>What are the biggest challenges you\u2019re facing that marketing could help solve?<\/li>\n<li>What has and hasn\u2019t worked in past marketing efforts?<\/li>\n<\/ul>\n<p>Leading the conversation toward business outcomes shifts these discussions from transactional Q&amp;A sessions into opportunities to reposition marketing as a strategic partner.<\/p>\n<h3 class=\"wp-block-heading\">Remember, marketing leadership is a process, not a project<\/h3>\n<p>One of the biggest myths in corporate environments is that getting stakeholder buy-in is a one-time event. The reality? It\u2019s an ongoing process. Even the most successful marketing leaders face continuous pressure to justify budgets, demonstrate impact, and evolve strategies to stay <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/content-marketing-goals-matter-business\">aligned with shifting business priorities<\/a>.<\/p>\n<p>To sustain marketing\u2019s position as a strategic function, you need to:<\/p>\n<ul class=\"wp-block-list\">\n<li>Regularly <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/data-storytelling-buy-in\/\">communicate marketing\u2019s impact<\/a> in terms that matter to stakeholders \u2014 business growth, revenue contribution, efficiency gains.<\/li>\n<li>Keep stakeholders engaged beyond the initial buy-in, involving them in ongoing discussions and strategy adjustments.<\/li>\n<li>Be prepared to resell marketing\u2019s value when leadership changes or business priorities shift.<\/li>\n<\/ul>\n<p>Marketing isn\u2019t a department that serves the business \u2014 it\u2019s a function that drives it. But that only becomes true when marketing leaders take control of their positioning inside the organization.<\/p>\n<h2 class=\"wp-block-heading\">Not all stakeholders are customers, but all customers are stakeholders<\/h2>\n<p>Customers are the most critical stakeholders in your marketing strategy, so don\u2019t conflate them with internal teams that request marketing support.<\/p>\n<p>As the strategist and author Eli Goldratt wrote, \u201cTell me how you measure me, and I will tell you how I will behave.\u201d If your marketing team is measured by how well they serve internal requests, don\u2019t be surprised when they behave like a service department.<\/p>\n<p>The best marketing teams don\u2019t serve stakeholders. They lead them. That\u2019s how <a href=\"https:\/\/contentmarketinginstitute.com\/articles\/beat-uncertainty-success\/\">marketing drives sustained business impact<\/a> in 2025 and beyond.<\/p>\n<p>Your marketing strategy should evolve constantly \u2014 because your customers do.<\/p>\n<p>It\u2019s your story. Tell it well.<\/p>\n<p><em>Updated from a September 2022 story.<\/em><\/p>\n<div class=\"cmi-cta content-box-green default\"><em>Robert Rose consults and hosts workshops on helping marketing teams align their marketing processes to all kinds of technologies \u2013 including generative AI.\u00a0<a href=\"https:\/\/news.contentinstitute.com\/consulting?_mc=em_04_01_22_Sometimes,BigIsBetter\" target=\"_blank\" rel=\"noopener\">Contact him to learn about those programs<\/a>.<\/em><\/div>\n<p><strong>HANDPICKED RELATED CONTENT:<\/strong><\/p>\n<p><em>Cover image by Joseph Kalinowski\/Content Marketing Institute<\/em><\/p>\n<\/p><\/div>\n\n","protected":false},"excerpt":{"rendered":"<p>I see one mistake derailing marketing strategy again and again: Setting up marketing teams as internal agencies that serve cross-functional \u201ccustomers\u201d in other departments. That\u2019s a problem because it typically leads to reactive, disconnected efforts \u2014 even in the era of sophisticated AI, automation, data, and marketing analytics. Sometimes, marketing teams try to incorporate strategic [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":140364,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[98],"tags":[907,10050,8402,4904],"dealstore":[],"offerexpiration":[],"class_list":["post-140363","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing","tag-business","tag-driver","tag-marketing","tag-position"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How To Position Marketing as a Business Driver - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=140363\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How To Position Marketing as a Business Driver - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"I see one mistake derailing marketing strategy again and again: Setting up marketing teams as internal agencies that serve cross-functional \u201ccustomers\u201d in other departments. That\u2019s a problem because it typically leads to reactive, disconnected efforts \u2014 even in the era of sophisticated AI, automation, data, and marketing analytics. 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That\u2019s a problem because it typically leads to reactive, disconnected efforts \u2014 even in the era of sophisticated AI, automation, data, and marketing analytics. 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