Industry Experts Weigh In: Marketing That Matters
Earlier this month, I participated in a professional development and networking event for alumni of the Integrated Marketing Communications (IMC) graduate program at Northwestern University's Medill School of Journalism. I spoke with some of my colleagues about how they define performance marketing and what they envision for the next generation of performance marketers, and they shared valuable insights about its growth and accountability. Here’s what a few of them had to say:
Tom Collinger, associate professor and sector head of direct, e-commerce and search marketing and associate dean of Medill. Collinger is also president of The TC Group, a marketing strategy consulting firm, and serves as a member on the editorial advisory board for the Journal of Consumer Marketing.
CG: What does performance marketing mean to you?
TC: Performance marketing is, after all, redundant, isn’t it? The goal of all marketing and communications is to grow connections and engagement that results in sales performance. I believe the term has grown in popularity recently as a result of the growth in measureable outcomes to marketing initiatives, but, really, can you ever imagine a marketing communications initiative funded without a stated expectation of results? I can’t either. So, for me, performance marketing means an expectation of results as a consequence of the strategies used to promote a brand.
CG: What advice do you have for the next generation of performance marketers?
TC: I'd advise the next generation of performance marketers not to fall victim to the belief that an immediate and measureable result to a prompted marketing communications initiative is always the best basis of proving success. Rather, consider each and every initiative in the context of how a business, brand or service is made more or less relevant to a customer. Each initiative is a brick that either builds or erodes the wall that becomes the barriers to switch.