Walk into the offices of a great company and you will notice something almost invisible yet powerful: the sense that everyone knows the brand story, and everyone is telling it in their own way. The receptionist, the finance officer, the engineer, the cleaner, even the driver, all of them are part of the marketing machine. And at the top of the pyramid sits the CEO as the chief marketing manager who embodies the brand, rather than some distant figure.
In today’s B2B landscape, especially in industries like oil and gas, and FMCG, marketing cannot remain the sole duty of a designated department; it has to be a collective mandate, a culture embedded in the DNA of the company. Because in truth, the market does not care about your departmental charts, but they will care about how every touchpoint with your organisation makes them feel.
Apple: The CEO as Chief Storyteller
When Steve Jobs walked onto the stage in his black turtleneck and jeans, the world knew that Apple was about to redefine an industry. But what is often missed is that Jobs was not just a CEO; he was Apple’s most powerful marketing manager. He shaped not only the products but the way employees spoke about them, believed in them, and lived them.
Jobs understood that marketing is not simply advertising but is about creating a culture where even a customer support officer in an Apple Store could tell the story of “think differently” through their passion and knowledge. He empowered employees to feel that they were not just selling devices but inviting customers to be part of a philosophy.
That is why Apple still thrives on word-of-mouth and loyalty today. Its people are brand evangelists, and its CEO sets the tone for that.
Dangote: Every Employee as an Ambassador
Closer to home, look at Dangote Group. Known across Africa and beyond, Dangote is first about cement, sugar, salt and now petroleum products, and then a symbol of the Nigerian industrial audacity. Aliko Dangote himself is constantly seen embodying the vision of building Africa through African hands.
However, what fuels this vision daily is not just Dangote’s speeches, but the thousands of employees across plants, factories, ports, and offices who carry the Dangote name with them. Every truck driver delivering cement, every plant worker ensuring quality standards, every office administrator managing suppliers, they all shape how people experience the Dangote brand.
When a truck driver drives recklessly, delivers late, or wears a stained uniform, that single act is marketing (or demarketing in any case). It is telling a story, whether the company authorised it or not. Dangote’s strength is in recognising that every employee is indeed a marketer.
Why Must Every Employee See Herself/Himself as a Marketing Manager?
The phrase, “marketing manager”, may sound like a title, but it is really an attitude. It means understanding that the way you perform your role communicates something about the company. It is about recognising that perception is reality, and that every action creates a memory in someone’s mind.
Think about it:
- When a logistics officer answers a phone call politely, it markets professionalism.
- When a junior engineer goes the extra mile to solve a client’s problem, it markets reliability.
- When a receptionist greets a visitor warmly, it markets trust.
The fix-it mindset is always a game changer and the benefits for the company are numerous, among which are a stronger brand identity, increased market trust, and reliance in competitive markets. When every employee behaves like a marketing manager, the company’s image becomes consistent. It no longer depends on press releases or adverts but becomes a lived reality across every touchpoint. Additionally, clients and partners are more likely to trust a company where everyone communicates competence, pride, and ownership. This signals alignment between vision and execution. Finally, in industries like oil and gas as well FMCG where margins are tight and competition is always fierce, having employees as natural brand promoters creates an edge that cannot be easily copied.
For the employees, the benefits could include personal growth and visibility, stronger sense of ownership, and improved career prospects. Employees who market the company through their actions build personal reputations for excellence. That visibility often leads to promotions and leadership opportunities. Again, when employees see themselves as marketers, they feel like stakeholders in the company’s success and this boosts morale as well as reduces disengagement. Carrying the brand well equips employees with soft skills, communication, problem-solving, customer empathy, which become career assets for life.
You could start a conversation in your company this week as a CEO: ask your team how their daily work markets your brand. Another tip can be to commit to one small change that will make you, your team, or your organisation tell a better story tomorrow.