"Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes." ~Peter Drucker Implementing a powerful marketing campaign is easy. Developing one is not. The hardest, and most crucial part, of a powerful marketing campaign is in identifying what you can say that helps you connect to customers and prospects, that resonates so strongly with them and that is worth commenting about. Being worth commenting about is the definition of "remarkable." Thinking is hard. Thinking about what matters to your customers is harder. Connecting your customers to your product with a powerful idea in a way that is remarkable is even harder. But it has to be done. What's the powerful idea behind your marketing? Too often a new business owner develops a product, starts a business, then hires a "communications" manager to find ways to market the product. If the communications manager is good, she or he will embark on a process to define or clarify the product's Unique Selling Proposition, or points-of-difference. This process should almost always include finding ways to talk to customers and prospects to understand what it is about the product they like and what benefits its ultimately delivering. Understanding what is different, persuasive and authentic/believable about a product is crucial in determining what to say in your marketing messages and ultimately in developing powerful marketing. If the marketing manager is awesome, she or he will identify bigger or more persuasive benefits that the product could be delivering, and then champion a process of innovation within the company to improve the product or launch new products that deliver these benefits. I believe this is one of the primary reasons the marketing profession sometimes gets a reputation among its cross functional peers as being disruptive. Innovation and progress, depending upon how you look at it, can be subjective. But let me be clear here that innovation should only matter relative to the benefits you are delivering to your customers. Without customers, a business does not exist. If the communications manager is not so good, they are left with the often unenviable challenge of creating messages based on benefits that are already being delivered in the market, or worse, me-too features that do not connect the customer succinctly to benefits. This is the aged old "lipstick-on-a-pig" conundrum. They develop messaging that is flat and unispired. They don't really connect with customers. And in the worst of all cases, they spend money just to demonstrate marketing activity to justify their jobs, or to allay stakeholders who are waiting for the marketing to come along and save them.