There are multiple scenarios across an organisation’s life cycle where they might look to complement their in-house marketing team with external specialists and resources. When done right, this model can be highly effective and help brands tackle big goals or campaigns.
We have previously shared our opinions on what a near-future in-house marketing function looks like, as well as some thoughts about using contractors and consultants to optimise the project management, workflow and aim for big targets.
In this article we dive deeper into the set-up of a team and suggest ways to balance resources – team, budget and structural – between an inhouse-team and external support.
Building brand and running strategic communications and marketing programmes is akin to executing field missions with objectives that will move the needle for your organisation. It is less a football team analogy of working up the league or winning the World Cup where several key players can be instrumental to that effort without relying equally or as heavily on non-scoring (or goalkeeping) team members.
For in-house teams that are lean and working with limited resources – basically every marketing team we have encountered – the key is to recognise that limited resources can be empowering. It encourages the marketing function to be more focused, and to understand strategic trade-offs, for example with discovery and outreach; as well as to become an expert in the areas they can control despite limitations.
Through the Strategic Communications Academy, we provide coaching and training services for teams and practitioners on skill sets and competencies.
Services includes building basic and foundational capabilities on writing, media relations, the use of content and the application of communications through to developing good project management skills and client/stakeholder relationships for practitioners.
SCG also provides problem-solving consultancy services to organisations looking for growth through market entry, market expansion, as well as product and service launches.
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We work with brands in the corporate, professional services, retail, travel, and technology spaces.
How can an organisation achieve a successful working relationship between the in-house and the external support team?
Saving and optimising resources
While it might appear counter-intuitive at the start, working with contractors or consultants can actually help to save or optimise resources. Examples of such scenarios include organisations that are just beginning to build their marketing function (or more likely only have a single generalist handling many outcomes), or looking to connect their marketing directly to revenue triggers, or those looking to work on a brand campaign, or a product roll-out. Across these scenarios, the master plan or roadmap has been decided upon, and the combined internal-external team is assembled to help the brand deliver against the plan, or take on the revenue stream, or even to provide support for marketing operations such as building the budget, or milestones for the team.
Time is always a cost
Working with external contractors or consultants will always require its cost in terms of both budget and time. Management should always allocate time (as investment and cost) to align the organisation’s goals and outcomes with the external support person or team. Time is also required to set up the brief, workflow, checkpoints, output, actions and outcomes.
Be realistic
Understanding what is realistic when applying the entire budget – finance, time from team and organisation input – is key to balancing resources. Begin with the strategic communications plan and evaluate whether the outcomes and the milestones needed are achievable. Being honest with management and the team at this point will save a ton of resources down the road when the point of no return has been crossed, and money cannot be recouped. A reminder about goals and outcomes is pertinent. If there is unlimited money and people with capabilities, goals take a short time to happen. If there is limited money and people, it might be more prudent to take a longer time.
Don’t set teams up to fail
The other resource to be realistic about is people. It is easy to set ‘stretch targets’ for teams but if they do have the capability to achieve it, that’s setting them and the organisation up to fail. Being clear about the in-house team members’ capabilities and time resources, can point towards the gap and the need that bringing in external support can bridge and solve.
Understand when it’s time to evolve the external partner relationship
Organisations should always look at how external resources can help to expose and train the in-house team to more learning and insight. When the external support team’s effort starts to bear fruit either by launching, growing or delivering results, start thinking about whether it is the right time to move an in-house team member to take over, or to bring such as a specialist into the in-house team.
Consider redeploying the external specialist support to other projects to keep the relationship ongoing. This will help in tapping on more support with people or teams that are already familiar with your organisation culture and structure, goals, and the in-house team.
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