As a reminder, beware of these four pitfalls:

Common integrated campaign pitfalls.
Pitfall #1: Media that don’t reinforce each other
Pitfall #2: Create a budget first, metrics second.
Pitfall #3: Awareness vs. sales
Pitfall #4: Delegate and forget
To close off this topic and as a continuation of my last post on the topic of campaign integration here’s pitfall number 4.

Pitfall #4: Delegate and forget
Another pitfall is when the Chief Marketing Officer decides to get involved, rolls up his/her sleeves with the team and assists them in launching his first campaign with the team then retreats to his/her management meetings leaving his deputy in full control of the subsequent campaigns.
Till then he or she sets the direction and tone of the Marketing plan (example)
“I want us to be positioned as the company whose real estate project owns the concept of European living standards such as providing large green space, offices, large employer complexes, schools, retail, professionals, fitness centers, public transport.”
He/She made sure the message was communicated efficiently by signing off on all ads, and held the Marketing department responsible for the success of their campaigns (“If we don’t generate revenues that are at least twice what this new Marketing program costs, I want it stopped”).
The campaign was a huge success, improving sales and raising the company’s presence to the point where it could demonstrate a correlation between sales and the advertising campaign.
Then he/she takes his eye ‘off the ball’, starts trusting the agency and then makes the decision that he/she would change from being an inspiration to becoming more involved in day-to-day management. He begins focusing exclusively on the dynamics of reporting systems and internal controls. Although he was a sale-and-Marketing pro who had built the Marketing department from the ground up, he/she now feels that time should be spent building an internal organization.
Soon enough Marketing was delegated to inexperienced staff that could go through the motions of creating Facebook pages, web-site banners, and the like, but who were lost without the leadership it takes to turn these elements into a powerful sales-building machine. No wonder revenues and earnings slowed down.
The team needs inspiration all the time. This means getting involved in all aspects if the Marketing leader wishes to see results while at the same time maintain the consistency of the message.
He/she is supposed to be diligent enough to have created a succession plan but rushing into management duties too fast is not going to help anyone especially when it comes to generating Top Line revenues with Marketing.