Isn’t Digital Just Part of Marketing?

‘Digital’ fascinates the inner marketing geek in me. Most marketing trends or approaches come and go – usually in a two-year cycle. We’ve had relationship marketing, corporate social responsibility (CSR), the opt-in legislation and more recently, GDPR.

The adoption of new trends usually follows the same pattern… latest approach released, sense of urgency to learn and familiarise, thought leaders comment in trade publications and marketers receive the necessary training to implement.  Then, the next new thing comes along and ‘repeat!’

Don’t get me wrong, I love the marketing industry for this constant evolution. Keeping abreast of the industry is essential to ensure that the marketing function continues to be the driving force that is truly leading the business.  Yes, digital channels are constantly evolving, and algorithms are constantly changing but…

isn’t digital just part of marketing?

Having just had the chance to catch up on a recent edition of Marketing Week, I am pleased to learn that I am not alone in my opinion. I feel reassured by Leonie Roderick’s article, L’Oréal’s new CMO on why brands shouldn’t have a digital strategy.

Adopting Digital – The Journey

I get to spend most of my working days consulting in a variety of different organisations and sectors.  The varying degrees they’re all at in adopting digital as a component of their marketing offering fascinates me.

There are many familiar steps that organisations go through in their internal journey to include digital, which I’d like to share with you:

  1. External Advice – They hire adigital marketing consultant to recommend ways in which the organisation introduce/evolve their digital presence and capability.
  2. Appoint Digital Marketing Communications Agency – They recruit an externaldigital marketing agency to bridge the capability gap within the organisation and to form part of their agency team; looking to leverage the relevant digital platforms (mainly communications focused) to their customers or consumers.
  3. In-house Digital Marketing roles – The organisation increases the headcount in their existing marketing function to includespecific digital marketing roles to manage all the digital platforms or to either manage the digital marketing agency;

a) working in conjunction with the traditional marketers within the team


b) to manage the digital communications in-house usually an external recruit or existing team (up skilled)

  1. Multi-Channel – The business starts talking about multi-channel and digital becomes another communication mix activity. The same communications’ messaging starts also being deployed on owned and paid platforms as normal practice. Usually a move to an integrated agency instead of specialist digital agency happens and digital comes back within the marketing broad remit.
  2. Digital Transformation – The insight opportunity from hosting your own digital platforms is realised, CRM and analytic partners sourced and platforms/tools sourced and implemented and roll out to source and implement is put in place
  3. In-house Content Marketers – The organisation feels that all marketing needs, including owned platforms need to be managed in-house by those that truly understand the complete brand or product experience. Therefore, they bring allocate content marketers within the team. This option is also seen as a formal cost-effective approach.
  4. Omni Channel – The organisation starts talking about omni channel and realises that the consumer journey needs to be mapped across both traditional and digital platforms and messaging tailored to ladder up to one.


Depending on what stage you’re at depends on the intervention you need to make to empower your organisation to truly capitalise and bring digital into the fold:

  1. Are you at the start of the journey trying to identify the role digital could and should play within your organisation?
  2. Are you about to roll out new digital platforms and therefore need your marketers to be up scaled?
  3. Have you got the right training programmes and interventions in place to support them on this journey?
  4. Have you built digital into your capability framework as its own standalone competency or is it integrated within marketing communications?
  5. Are your marketers empowered to fully leverage these new communication platforms? Are they truly building content and messages that ladder up to a total consumer message-omni messages?
  6. Are they able to interpret the analytics and build into the CIP system? Are they using these platforms as a form of insight?


Whatever stage you’re at, Labyrinth Marketing can help with this Step Change.

Working collaboratively with you and your team, we will lead the project from brief through to delivery. We will set the vision, scope the project objectives and required results, form a cross-functional team and create work streams to progress the project to delivery.  We will work with you and your team – or can help bring in resource if your team is light or missing key skills – to bring this vision, opportunity or required action to life.

A great example of this is how we worked collaboratively with the leading, global healthcare company, GSK. Labyrinth empowered over 1500 employees globally to step change their support using digital platforms. Find our more

Let’s get connected:

Call                            Abigail Dixon on 07855 840 844


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