12 July 2023   •   Дмитрий Худенко   •   3 min read

Marketing Office: about marketing, the value of Worksection and the rules of working with the client

Ali­na Kashapo­va, the leader and founder of the Mar­ket­ing Office, spoke about the val­ue of Work­sec­tion for the mar­ket­ing team, the rules for work­ing with clients and why it is impor­tant to learn to delegate.

About the company:

Mar­ket­ing Office is an asso­ci­a­tion of inde­pen­dent mar­ket­ing man­agers and dig­i­tal spe­cial­ists whose mis­sion is to pro­vide com­pre­hen­sive mar­ket­ing ser­vices of the high­est qual­i­ty and trans­form small Ukrain­ian busi­ness­es into large ones.

Mar­ket­ing Office Team

How did the team come to Worksection?

I want­ed mar­ket­ing man­agers, SMM spe­cial­ists and the team as a whole to be more orga­nized and sys­tem­at­ic. I worked with Work­sec­tion dur­ing coop­er­a­tion with var­i­ous com­pa­nies as a mar­ket­ing man­ag­er. Then I under­stood that in the future I want to use some kind of task man­ag­er. At one of the team meet­ings, we real­ized that we had final­ly reached the point where we could imple­ment a sys­tem. I had some options, but I was already more loy­al to Work­sec­tion, so after test­ing I imple­ment­ed the sys­tem for all projects at once.

As we were just start­ing to work in the sys­tem, 8 mar­ket­ing man­agers sup­port­ed the idea, and only one girl said: I can’t do that, I feel uncom­fort­able.” Then I real­ized how cool I had built a team that only one per­son start­ed protesting.

What is the glob­al goal of work­ing with the system?

The glob­al goal is to estab­lish a cul­ture of project man­age­ment. Every­thing should be clear, and tasks should be clear­ly timed. The client must see what we do, and he must appre­ci­ate what we do, just like the employ­ee himself.

Now my goal is to improve the qual­i­ty of this com­mu­ni­ty, because there are a lot of spe­cial­ists in mar­ket­ing, but at the same time, there are a lot of those with a poor qual­i­fi­ca­tion. This sys­tem and the way we oper­ate is a filter.

Does your team have cus­tomer ser­vice rules?

The first impor­tant rule is to be a source of inspi­ra­tion. We imag­ine an aver­age entre­pre­neur who does lots of tasks, hires a team, gets out of his com­fort zone because he start­ed invest­ing in mar­ket­ing. And we work in such a way that due to small and large results we do our best to make him feel inspired for fur­ther work and even bet­ter results.

The next thing is to offer the client a solu­tion, not a prob­lem. We try to solve any issue on our own, or we tell you right away what solu­tions we see.

In a word, my goal is not to be anoth­er team of this entre­pre­neur, which will only bring addi­tion­al prob­lems, because every­one brings prob­lems to him.

You need to learn how to del­e­gate properly”

The fol­low­ing prej­u­dice is very pop­u­lar: if you want to have any­thing done prop­er­ly, do it your­self. This is non­sense. You need to learn how to del­e­gate prop­er­ly, because if you don’t do it, it won’t work. If you build a team of the right peo­ple though, use an algo­rithm on a nor­mal sys­tem, they are most like­ly to get bet­ter results.

Clients and Team 

Who is Work­sec­tion suit­able for and when should it be implemented?

These are mar­ket­ing agen­cies, per­for­mance in par­tic­u­lar, as well as agen­cies for work with sites, which have a com­plex of their devel­op­ment, pro­mo­tion, adver­tis­ing, opti­miza­tion, etc. And in gen­er­al, indeed, all mar­ket­ing: SMM, tar­get spe­cial­ists etc.

The sys­tem can be imple­ment­ed even for man­ag­ing three projects. It is clear that we can­not do with­out this sys­tem, hav­ing now 25 par­tic­i­pants and 18 projects. I need to access any project at any time and see that the dead­lines have not been vio­lat­ed, how the work is being done and how many tasks have been com­plet­ed. With­out such a ser­vice, the com­pa­ny is unlike­ly to grow, because the qual­i­ty of ser­vice will be lost.

Watch the full video inter­view with Ali­na Kashapo­va on our YouTube chan­nel.

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