A More Influential Role for Marketing Directors

The results of a recent national survey of marketing directors conducted by Shiffrin-Cherry Communications reveals the changing role of accounting marketers today. The survey was sent to a random sampling of marketing directors throughout the country and to all the marketing directors whose firms are members of CPAmerica, a 75-firm association of accounting firms headquartered in Gainesville, Florida.  We are grateful to all the respondents and to CPAmerica for their assistance.

Just a few years ago, most accounting marketing professionals were typically involved in assisting their firms from a strictly tactical perspective—adding value through the implementation of the firm’s marketing plan. The primary focus was on the “deliverables,” including collateral materials, Web site content, or direct mail campaigns. The Shiffrin-Cherry survey responses, however, show a definite trend toward a new, more influential role for today’s marketers. 
 

While addressed separately, these three questions really represent multiple facets of one key issue: identifying the connection between accounting marketers and the partners’ and managers’ business development activities. Those firms that embrace strong interaction between the marketers and the CPAs are taking fullest advantage of the marketers’ skills and competencies, and they are building a foundation for a proactive sales and marketing culture. Instead of compartmentalizing, or isolating, the activities performed by their marketing professional, they have chosen instead to integrate the initiatives in order to sustain a proactive marketing approach.        

It is interesting to note that every participant responded “yes” to at least one of the questions above, while 70% answered “yes” to all three questions. This remarkable statistic clearly reflects changing responsibilities for today’s marketers. Those who assist their firm’s partners and managers with personal marketing plans and coach them in leveraging their talents toward more effective selling of the firm’s services are able to have a far greater impact on their firm’s business development.

Marketers understand the importance of a structured process.  They can help the partners identify personal strengths while keeping them focused on business development activities that are relevant and practical.  

The fact that they are frequently engaged in the role of mentor and/or coach indicates that marketers are gaining the respect of the firm’s partners and managers. This is, in part, the result of their ability to help their firms deliver consistently high quality client service and do a better job of attracting and retaining new clients. As one marketer commented regarding her role in helping the partners with their marketing and business development activities, “The success of the programs is evident in the growth of the books of those participating.”   As the firms become more comfortable and confident of the marketers’ capabilities when measured by the firm’s success, they are more likely to rely on them for guidance and support. The marketers’ objective feedback and insights enhance the partners’ actions, adding a new dimension to the firm’s growth strategy. 

As Joel Shiffrin and I reviewed the responses he received to this survey, we discussed the significance of the shift in expectations that firms now have regarding their marketing directors. We noticed that, for the most part, the participants represent firms that have more than 50 professionals, many with multiple offices as well. It is reasonable to expect that these firms would be among the first to embrace a more powerful role for their marketing professional based on their size and complexity and driven by the need to thrive in highly competitive situations.  

I am delighted to see this shift occurring and I am confident that my fellow marketers are equally pleased. The change reflects greater changes taking place in the accounting profession as it evolves into a corporate environment, relying on a variety of skills and disciplines to support growth and profitability. 

We suspect, however, that the initial responses may be indicative of a select group of seasoned, experienced marketers whose firms clearly appreciate their competencies and are eager to leverage their leadership skills and capabilities. This might not be as common in smaller firms where marketers are expected to spend more time coordinating, facilitating, and implementing practice development plans, experiencing less partner and manager interaction than is occurring in larger firms.

We believe that over time there will be a gratifying “trickle down” effect, so that firms of all sizes will understand the valuable impact that a professional service marketer can provide.