Marketing is the growth engine. But sometimes this engine overheats more than it drives.
If you increasingly catch yourself thinking "something's off" — the issue might not be budget, but the person managing it.
Let's break down the signs it's time to part ways with your marketer:
1. No measurable results
If after six months you still can't answer how much each marketing investment brings — something's wrong. You should see real changes: in the funnel, LTV, ROMI, incoming traffic, and most importantly, revenue.
2. Marketing disconnected from business goals
When marketing isn't integrated into company strategy — it's not marketing, it's activity for activity's sake. A good marketer works from your goals: increase revenue, reduce lead cost, accelerate deal cycle.
3. Excuses instead of analysis
Phrases like "market isn't ready," "targeting doesn't work," "wrong season" — that's not analytics, that's dodging responsibility. Instead of solutions — excuses. Instead of hypotheses — resentment and irritation.
4. Template approach
Marketers must understand your product and select tools for it, not their comfort zone or standard niche solutions.
5. Marketing for metrics, not business
Marketers often defend ideas based not on company goals, but ad account numbers. Yes, numbers can look beautiful: cheap clicks, big reach, high CTR. But:
- Leads are cold and don't convert to deals.
- Cohort analysis is ignored.
- Intermediate funnel stages aren't tracked.
Instead of analysis — excuses: "They'll come through," "Cohort will warm up."
6. Communication problems
If every call feels like an interrogation, reports are vague, deadlines float — that's a red flag. Good marketers are open, propose solutions, structure meetings, and clearly communicate what's happening in their department.
If you constantly feel "something's off" — that's the main sign it's time to say goodbye. You shouldn't carry marketing — it should work for you.
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We guarantee the right volume and quality of leads, monitor all intermediate metrics, and optimize on time.
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