New research commissioned by Oxford Strategic Marketing and Hunter-Miller shows that 62 per cent of marketing directors find the realities of a new job are very different to their initial descriptions and over 40 per cent think marketers often fail because CEOs have unrealistic expectations of them.
Senior Marketers from Cadbury Schweppes, Nokia, Unilever and Unisys were among the respondents from blue-chip companies participating in the ‘First 100 Days’ research.
The research has distilled the insights of the UK’s leading marketers and provides the do’s and don’ts of how to be successful in the first 100 days of a new job.
A new web site, www.first100days.co.uk, has been built to promote the research findings and to provide marketers with a forum for debating the challenges of making a success of their ‘first 100 days’ in a new job. “At a time when Marketing is searching to enhance awareness of its value, this authoritative new report shows that team building is essential, ego a handicap and strong relationships with the CEO and other directors a basic requirement for success,” says Hugh Davidson, co-founder of Oxford Strategic Marketing and author of ‘Offensive Marketing’ and ‘Even More Offensive Marketing’.
Commenting on The First 100 Days research, Jonathan Turner, Managing Consultant at Oxford Strategic Marketing said: “The best marketers quickly focus on the key issues, key people and critical outcomes. What they don’t do is talk marketing jargon or make snap decisions about people and partners.”
Lindsay Leslie-Miller, Managing Director at Hunter-Miller said: “The first few months of any new job are pressurised. But for marketing directors, the pressure to perform can be acute. The seeds of future success or failure are sown early and visibly in the first 100 days of a new job. This report should be a real help to those wanting to learn from the best on how to succeed.”