How to Get the Budget You Need

As 2011 planning season approaches, here are a few things you can do to increase the probability that you’ll get the resources you need for marketing to help drive the business goals. Before you go in with your request, work your way down this checklist:

1. Ensure that you are aligned to the proper goals and objectives.
Your recommendations need to be linked back to specific ways they will help achieve company goals – revenue, profit, customer value, market share, etc. The more specifically you can demonstrate these links, the more likely your recommendations will be taken seriously. Don’t focus on the intermediary steps like awareness or brand preference. Keep the emphasis on the business outcomes you intend to influence.

2. Make sure you’ve squeezed every drop from the current spend patterns.
These days, zero-based budgeting is price-of-entry. Before you can ask for more, you need to show how you have “de-funded” things you previously did that either A) didn’t work; B) weren’t aligned to evolving company goals; or C) seem less important now than other initiatives. By offering up some of your own cuts to partially fund your recommendations, you demonstrate a strong sense of managing a portfolio of investments, and a willingness to make hard choices with company money.

3. Have a plan for how you will prioritize the new marketing funds strategically, not just tactically.
If you get another $1, where will you put it? Before you answer in terms describing programs or tactics, think about segments, geographies, channels, product groups, etc. Knowing where the best strategic leverage points are is far more important than tactical mix. You can always evolve the mix of tactics. But the best tactics applied against the wrong strategic needs won’t produce any results.

4. Identify the points of leverage you can exploit.
Results accrue when you place resources behind places of competitive leverage. Knowing where your leverage points are helps ensure you are spending where it will produce noticeable outcomes. Common leverage points are relative value proposition strength, channel dominance, message effectiveness, and customer switchability. There are others too. But spending without leverage is just playing into the hands of the competitive environment. Without leverage, you have no reasonable expectation of changing anything.

5. Demonstrate an understanding of how the business environment has changed.
Even if you have clear leverage opportunities, the business environment is powerful enough to neutralize just about any unilateral effort a given company might make. Sudden swings in the macro-economic spectrum or the regulatory environment could have you spending into an impenetrable headwind and dramatically reduce the expected impact of your investments. Identify the issues that could create the strongest headwind (or tailwind) for you - interest rates, employment rates, housing starts, currency fluxuations – and prepare an assessment of how they might impact your proposed results.

6. Proactively assess the risk of your plans.
As marketers, we plan like matadors, but have the track record of the bull. We spend so much time conceptualizing our plans, but comparatively little imagining what might go wrong. Which is unfortunate, given that something almost always does go wrong. So run your plan by your company’s “Debbie downer” – the skeptical one who always sees the worst in everything. Let her tell you what might derail your plans, and then develop a plan to manage your risks accordingly. Being proactive about identifying and managing risks demonstrates your ability to dispassionately assess options and pursue realistic opportunities for success with your eyes wide open.

7. Propose “good” benchmarks and targets for your intended outcomes.
Every recommendation should come with expected performance outcomes. Even if you present a range of possible results, you’ll need something to demonstrate the baseline of performance you are starting from, and the yardstick by which you will measure success. This creates the perception of accountability, which appeals to the deeply human desire to trust in someone else where our own personal expertise leaves off.

These 7 pre-test elements will prepare you for every question that might arise in connection with your proposals. And while competing investments might ultimately attract the resources you were fighting for, this process ensures your reputation as a capable manager will grow even if your budget doesn’t.

10 New Resolutions for the 2010 Planning Process

As we approach the 2010 planning season, I always like to take a few moments and reflect on the horrors of last year's planning cycle, making some commitments on how I can do it better this year:

1. I will lead this process and not get dragged behind it.

2. I recognize that many of our business fundamentals may have recently changed, so I commit to anticipating the key questions likely to define our strategy and, using research, analytics, and experiments, gather as much insight into them as I can in advance of making recommendations.

3. I will approach my budget proposal from the ground up, with every element having a business case that estimates the payback and makes my assumptions clear for all to see.

4. I will not be goaded into squabbling over petty issues by pin-headed, myopic, fraidy-pants types in other departments, regardless of how ignorant or personally offensive I find them to be.

5. The person who wrote number 4 above has just been sacked.

6. I will proactively seek input from others in finance, sales, and business units as I assemble my plan, to ensure I understand their questions and concerns and incorporate the appropriate adjustments.

7. I will clearly and specifically define what "success" looks like before I propose spending money, and plan to implement the necessary measurement process with all attendant pre/post, test/control, and with/without analytics required to isolate (within reason) the expected relative contribution of each element of my plan.

8. I will analyze the alternatives to my recommendations, so I am prepared to answer the inevitable CEO question: "Compared to what?"

9. I will be more conscious of my inherent biases relative to the power of marketing, and try not to let my passion get in the way of my judgment when constructing my plan.

10. If all else above fails, I promise to be at least 10% more foresighted and open-minded than I was last year, as measured by my boss, my peers in finance, and my administrative assistant. My spouse, however, will not be asked for an opinion.

How are you preparing for planning season? I'd like to hear what your resolutions are.