When Should You Shelve Those Marketing Ideas? Use These Five Prioritization Tactics to Find the Answer

COVID-19 has forced many companies to abandon long-term planning with a ‘here and now mentality. Of course, we still have to consider long-term commercial ventures, but we cannot do that at the expense of being profitable and relevant.

To thrive in an ever-changing climate, laser focus is necessary. Unfortunately, this sometimes means archiving interesting opportunities that are not directly relevant or appropriate.

There is a reason for ‘not now’

Abandoning an incredible concept can be difficult. To say with confidence and confidence: “We will have to rethink this” requires strength and vision – in a pandemic or elsewhere.

The revenues of many companies are slowly decreasing, requiring cuts and, sometimes, discounts. With fewer resources available, managers can have a choice: delay innovative brainstorming or end existing programs to make room for these new initiatives.

While taking risks in a healthy economy is easy, there is a lot more pressure and responsibility in difficult times – you are expected to do more with less, but you also need to protect your team from burnout.

Maintaining this balance is challenging, but optimizing and prioritizing new marketing ideas with ongoing projects can lead to great benefits.

By deferring experimental initiatives to devote time to projects with proven ROI, you narrow your focus and commit to pursuing only measurable goals.

At the same time, exploring new ways to promote your business when you are understaffed can allow your team members to develop unused skills while taking on different responsibilities and revealing previously hidden passions, knowledge, and talents. What worked a few months ago may no longer produce the same results. So you need the confidence to end outdated campaigns in favor of a new approach.

If you’re not sure how to stop dealing with all equally important ideas, rely on these techniques to determine what to do immediately and what to expect.

  1. set your priorities explicitly

Marketers are known for their love of new concepts. However, only 17% of marketers can easily prioritize what they are working on, concludes an Upland Kapost study.

Ask a difficult question when a team member has a new idea. Are the resources needed for the project available to us? How do we measure success? When will we know that the initiative is over?

If you have trouble finding the answers or even finding them, but the idea aside for another day.

  1. Monitor and follow

Imagine that you are already overwhelmed with plans to ‘keep the lights on and suddenly someone brings you a revolutionary idea. As much as you love it, you must be sure that you can handle it first.

Check your Kanban-related flowchart, project management plans, and routes for possible sources of friction. A department or person with blocked jobs should not try to add anything to the mix.

You will have to make difficult calls. The status quo does not promote innovation. Talk to your team members about whether you can automate, delegate or prioritize the regular work they are used to. Depending on the potential ROI of the new project, your resources or responsibilities may change; but in some cases, it is not the best solution. When you are in a situation where resources are scarce, you can keep everything at your fingertips to “keep the light on”.

Sometimes the workload is too big to accept all the interesting ideas that come your way.

  1. Assess stakeholder engagement

Every idea needs stakeholder involvement to get started and keep it afloat. If you launched a concept that is struggling to gain momentum, stakeholders are unlikely to make it a priority, and if you do, you shouldn’t be.

If others see no value in an attempt, it must be renewed, discarded, or discarded altogether. This does not mean that the idea was inherently bad; it can only be a matter of bad weather. For this reason, you should talk to stakeholders before making any final decisions to approve a concept. Having honest conversations right from the start can save you money and avoid long-term frustrations.

  1. Practice interdepartmental cooperation

At Pantheon, we regularly invite employees with different roles to participate in our planning and analysis sessions. Why? Because we want to make sure that everything we do overrides our workforce, which drives our efforts.

If you’re thinking of putting an idea first, make sure it overlaps other departments, such as sales, IT, products, or customer service. The most successful companies adjust their priorities so that they can scale them across all companies and maximize their resources.

  1. Limit your priorities

The transfer of the project takes place smoothly and quickly. Suddenly, instead of having two or three priorities, you have 15. Don’t let that happen. Track and organize all important initiatives so that each team member can see which activities are most important and which can be left behind.

Take a break from your daily or weekly meetings to review each high-priority article. The process cannot exceed three elements, otherwise, the priority value will be diluted. By constantly focusing on the most valuable work, your team will invest more in the success of the work.

And when everyone agrees on which task is the most important, your job becomes easier. Even if you face some resistance, you can support your position by pointing out that what everyone agrees will have the greatest impact on business.