Marketing: Function or Philosophy?

Why Marketers Belong at the Strategy Table

Sometimes jokingly referred to as ‘The Colouring In Department’, marketing has long been seen as the team responsible for advertising, promotion, and “making things look pretty”. But this narrow view of marketing undermines its true value and risks sidelining one of the most critical drivers of long-term business success.

At its core, marketing is about understanding and shaping the relationship between an organisation and its audience. This goes well beyond communication – it involves sharing insight, empowering innovation, creating real, tangible value, and delivering exceptional customer experiences.

When marketers are consulted only after a product is built or a strategy is set, we’re being asked to champion something we had no role in shaping and, in some cases, don’t agree with. Instead, we should be involved from the outset, at all stages of product development, pricing strategy, distribution planning, and even culture building. Why? Because marketing is the voice of the customer within the business. It’s the function most attuned to customer needs, cultural trends, and the competitive landscape. When that voice is missing from early conversations, the result is often misaligned offerings, confused positioning and, most frustratingly, missed opportunities. And you can bet marketing will be first in line to fix the fallout!

When marketing is embedded at every level of strategic planning, the entire organisation becomes more customer-centric. Product teams gain valuable insight into what customers want and need. Finance can better forecast the commercial impact of campaigns. HR can align internal values with external brand promises.

Organisations that see marketing as a philosophy – as a way of thinking rather than simply a function – tend to be more innovative and agile. Companies like Apple, Nike and Airbnb have marketing baked into their DNA. It’s not a department, it’s a mindset shared across every department, from product and design to operations and leadership. The result? Seamless brand experiences, deeply loyal customers, and sustained competitive advantage.

Making this shift requires more than just giving marketers a seat at the table. It involves redefining marketing’s role within the organisation. This means hiring marketers who think strategically, not just tactically. It means aligning marketing KPIs with broader business goals. And it means recognising that everything the company does - every product decision, every customer interaction, every internal policy - sends a message to the outside world.

In a world where customer expectations are rapidly evolving and brand loyalty is increasingly hard-won, marketing cannot be an afterthought. It must be a driver of strategy, innovation, and organisational alignment. Recognising marketing as a core management discipline isn’t just good practice, it’s essential for staying relevant and competitive.

Marketing doesn’t just sell value. It helps define it. And that’s why it belongs at the heart of every organisation.

So, is marketing a function or a philosophy? The answer is both. The real questions is how can we, as marketers, ensure our role is recognised not simply as a central service, but as a strategic cornerstone of the business?