Several industry analysts and marketing thought leaders are now contending that the campaign paradigm is becoming obsolete. In October of last year, Forrester Consulting published a white paper (The Rise of Marketing Orchestration) that described one of the major problems with the campaign model:
". . . despite a rapid growth in addressable media, pervasively connected devices, and real-time marketing technologies that enable marketers to reach and respond to individual customers, most companies are stuck in an old campaign mindset and a corporate reality where each of their touchpoints is typically the domain of separate channel silos, such as email, mobile, display, social, and web. The overall result is often messaging, execution, and delivery strategies that are fragmented across touchpoints and out of context to the consumer."
While many of the criticisms of the campaign paradigm are valid, marketers still need a way to organize their marketing efforts. One approach is to ditch the campaign model altogether and replace it with a new concept. Another approach is to change how we think about and define marketing campaigns to make the model more suitable for today's marketing techniques.
- It is based on a buyer need (or a group of related buyer needs) rather than on the seller's products or services.
- It includes four distinct types of marketing programs - reputation, demand creation, sales enablement, and market intelligence.
- It is designed to run for a relatively long period of time, usually about 12 months.
When I use the campaign framework with clients, the one significant change I make is to add a core value proposition component. In the planning process I use, core value propositions are based on buyer needs, and those core value propositions provide the foundation for the development of marketing messages and content resources.