The
plan document is important and should have broad readership. The budget, on the
other hand, is best managed with a smaller circulation. Budgets for marketing
and communications activity can be accomplished in a variety of ways. Many
companies simply do the best they can with a ballpark that has been established
within in the past two-three years. Consumer products marketers often battle
for a reasonable “share of voice” and budget based on best estimates of
competitive spending. New products often try to obtain targeted rating points. When
all is said and done, the budget should be a companion document to the
marketing and communications plan. It should be realistic and fair. The budget
also needs to be evaluated quarterly as the year unfolds. My experience has been
within a relevant range of a wide variety of budget scenarios. Examples: I was
account director at D’Arcy when they rolled out a campaign on behalf of Caller
ID in the Pacific Bell territory that totaled $17 Million. Working with Crossland
Construction in 2011-2012, I noted a budget for marketing and communications
which was decidedly more modest. (Less than one million dollars for a company
with annual revenues of $500,000,000. Needless to say, the budget did not match
the ambition of that organization’s marketing communication goals.)
Your chief marketing officer (If you have such an animal in your organization) should be able to make a persuasive argument for a budget consistent with your strategic plan. More often then not, however, it is an operational decision. Don't sell yourself short. Make a budget. Build a plan. Use marketing tools to increase your chances of success.