Army Marketing: AEMO Needs Resources and a Strategic Mission

ByArmyConnect™ Reading Time: 10 minutes

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The Army Enterprise Marketing Office (AEMO) is crucial in promoting the United States Army through various advertising initiatives. However, a recent decision to have AEMO report directly to the United States Army Recruiting Command (USAREC) instead of having a task organization similar to a Division Artillery (DIVARTY) or Division Cavalry (DIVCAV) may prove to be an organizational mistake. We will explore the importance of AEMO’s strategic planning and long-term marketing support capability, highlighting the need for a revised reporting structure. Additionally, we will delve into the significance of digital marketing in the context of the Army’s advertising efforts.

Related Article: The Future of Army Recruiting Needs a Marketing Officer

Related Article: Soldiers Without Pay: How a Shutdown Undermines Army Recruitment Efforts

Introduction

The analytical models, historical data, and talking heads on your screen cannot accurately predict the current job marketing. Like other cycles, a hot job market will probably experience some cooling off later in the year. Still, until then, companies must employ effective marketing strategies to achieve organizational objectives.

One such strategic support system is the Army Enterprise Marketing Office (AEMO). Led by Brigadier General Antoinette Gant, AEMO has recently undergone a significant change, reporting directly to the United States Army Recruiting Command (USAREC). However, we argue that this decision is an organizational mistake, as the true potential of AEMO lies in its ability to provide long-term, strategic marketing support to Army Command, with a specific focus on FORSCOM and TRADOC. Imagine an army division without a Division Artillery (DIVARTY) or Division Cavalry (DIVCAV) support. The impact on its effectiveness and operational success would be immense.

Similarly, AEMO serves as the marketing equivalent of a DIVARTY or DIVCAV. Its primary objective is to coordinate, integrate, synchronize, and employ marketing assets and messaging to achieve the Army’s overall goals. In this blog post, we will delve into the importance of AEMO as a strategic support system for FORSCOM and TRADOC, exploring why it needs a task organization like a DIVARTY or DIVCAV. We will analyze the potential benefits of aligning AEMO’s structure and operations to provide long-term marketing support to the Army Command. Furthermore, we will examine the implications of its direct reporting to the Recruiting Command and the possible organizational challenges it may pose. So, if you’re eager to understand how AEMO can play a vital role in Army marketing and its impact on operational success, keep reading, share and smash that subscribe…oh wait, this isn’t YouTube.

What is Marketing?

We do not want to insult anyone, but to ensure we are speaking the same vocabulary, we are using the following definition: “Marketing is the activity, set of institutions and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large (Marketing Accountability Standards Board, 2013).”

What activities are included in Army marketing?

  1. Market research – AEMO conducts this activity directly.
  2. Advertising – another activity that is best leveraged at the national or strategic level
  3. Public relations – coordination between Army marketing and Army public affairs
  4. Sales promotions – the Army’s product is a not simply a career, but a profession that extends to the birth of the country
  5. Branding – this activity ensures all efforts from the local unit through Army commands remains on brand
  6. Digital marketing – it is important to establish a identifiable brand that is easily communicated through digital channels at all levels
  7. Social media marketing – this activity is necessary for recruiting and for owning the narrative
  8. Content creation – a repository of assets (videos, images, clips, etc.) needs to be accessible by authorized personnel to ensure all content remains consistent with the Army’s national or local campaigns
  9. Event marketing – AEMO can assist USAREC and USACC with recruiting events that help build awareness
  10. Email marketing – while slowly losing favor to social media, short-form video, and direct messaging, email is a valid method to communicate to interested parties with additional information; providing a curated and customized message

What is the Role of AEMO in the Army Marketing Strategy

As the Army’s marketing equivalent of a division asset, the Army Enterprise Marketing Office (AEMO) plays a critical role in supporting the overall marketing strategy of the Army. According to their website, “AEMO is responsible for developing, executing and analyzing national level marketing campaigns in support of the Army’s recruiting mission.”

AEMO’s primary objective is to synchronize and employ marketing assets and messaging to achieve the Army’s marketing objectives. Additionally, the department can provide enablers to help commands observe and shape the market. The end state should set conditions for successful operations that enable the Army to meet its mission. By leveraging its expertise and resources, AEMO aligns the Army’s marketing efforts with its long-term goals. AEMO is responsible for all Army recruiting marketing efforts and was recently tasked to report to USAREC.

Why is the Army Enterprise Marketing Office’s Reporting Structure Important?

The reporting structure of AEMO determines its role within the Army’s marketing efforts. By having a task organization similar to a Division Artillery (DIVARTY) or Division Cavalry (DIVCAV), AEMO can provide long-term, strategic marketing support capability to Army Commands. This structure allows for better coordination and planning, ensuring a cohesive and effective marketing strategy.

What are the Benefits of Strategic Marketing?

Strategic planning is essential for any successful marketing campaign. AEMO’s ability to engage in strategic planning enables them to align their advertising initiatives with the overall goals and objectives of the Army. By taking a long-term approach, AEMO can develop comprehensive and targeted marketing strategies that resonate with its target audience, ultimately enhancing the Army’s brand image.

Army marketing can build campaigns that help promote an Army Command, a specific region, or other effort that brings attention to the Army as an employer and a viable career choice. AEMO can provide strategic support to FORSCOM and TRADOC. These two commands are crucial for the operational success of the Army, and effective marketing strategies are essential in achieving their objectives. AEMO can tailor its marketing efforts to meet their unique needs and requirements by focusing specifically on these commands. AEMO is a central hub for coordinating various marketing assets such as advertisements, social media campaigns, public relations activities, and more. Integrating these assets into a cohesive marketing plan, AEMO ensures that all messaging is consistent and aligned with the Army’s overall brand image. This synchronization of marketing messages is crucial in conveying a unified message to target audiences and maximizing the impact of each campaign.

What are the Potential Consequences of the Current Reporting Structure?

The decision to have AEMO report directly to the Recruiting Command may have unintended consequences. All marketing assets go towards recruiting without regard to the long-term impacts throughout the remainder of the Army. For example, a soldier can take their retirement account with them due to the change in retirement (for the better). The Army can no longer lock soldiers into service with the hopes of retirement after twenty years. The portability of the blended retirement system (401k) modernized the military but also provided an exit ticket.

The Army needs to understand that cohort’s motivations, their retention levels (which are currently reasonably high), and what the Army can do to ensure a solid level of job and career satisfaction. Without a task organization similar to a Division Artillery (DIVARTY) or Division Cavalry (DIVCAV), AEMO may lack the necessary long-term marketing support capability. This strategy could lead to a disjointed marketing strategy, as AEMO may struggle to align its efforts with the broader objectives of the Army. To include internal recruitment efforts for other departments or commands. And this organization ignores the United States Army Cadet Command (USACC). Furthermore, the absence of a dedicated strategic planning team may hinder AEMO’s ability to adapt to evolving marketing trends and effectively engage with potential recruits across the Army.

Organizational Challenges and Considerations

The direct reporting of AEMO to Recruiting Command poses several organizational challenges and considerations:

  • Lack of Strategic Focus: By being under the purview of the Recruiting Command, AEMO’s strategic focus may shift towards short-term recruitment goals rather than long-term brand building and messaging consistency.
  • Limited Resources: USAREC may not have the same resources and footprint as all of the Army Commands. A lack of assets could limit AEMO’s ability to effectively carry out its marketing initiatives.
  • Misalignment with Army Objectives: Reporting directly to Recruiting Command may result in a misalignment between AEMO’s efforts and the broader objectives of Army Command. This could hinder the overall effectiveness of Army marketing strategies.

The Importance of Coordinating and Integrating Army Marketing Assets

A key aspect of AEMO’s role is coordinating and integrating various marketing assets. This involves bringing together different elements of the Army’s marketing strategy, such as advertisements, social media campaigns, public relations activities, and more. By coordinating these assets, AEMO ensures that all messaging is consistent and aligned with the Army’s overall brand image. This consistency is crucial in building trust and credibility among target audiences. It also helps reinforce key messages and create a unified brand identity for the Army.

Instead of focusing solely on USAREC, the Army can employ the AEMO across both commands to ensure consistent messaging and marketing asset use. Army brigades and below typically have a soldier as a Unit Public Affairs Representative (UPAR). The Army defines a UPAR as:

“a non-PA Soldiers identified to increase PA capability across a command. Commanders at the battalion level and below will appoint and resource UPARs to assist higher PA elements achieve the commander’s requirement to communicate. PAOs are responsible for cultivating, coordinating, and training UPARs within their subordinate units. UPARs are assigned through additional duty appointment orders to represent their units for PA functions. UPAR products are subject to normal PA editing and release procedures. UPAR training materials are available at the Army Learning Management System (ALMS) (U.S. Army Training and Doctrine Command, 2023).”

You will notice that the selected individual is self-trained through online courses. Most would say Army online training is not constructive for something as important as the consistent messaging of a unit. Simply having a young person who is savvy with social media does not mean they are meeting the intent of the unit or the Army. We should add there is a significant disconnect between senior leaders and the target audience when it comes to navigating media channels. There needs to be a concerted effort between public relations and marketing.

“PR and marketing each have their own approach, but they are similar at their core. Both help build brands and communicate with target audiences. They both have the objective of developing and maintaining a positive relationship with the public (consumers) through communication to meet a company’s goal. Integrating marketing and PR strategy and tactics into an overall plan to increase your brand’s visibility and reputation can yield impressive results (PALO Creative, 2022).”

Integrating marketing assets also allows for better resource allocation. AEMO can optimize resource use and maximize each marketing initiative’s impact by identifying synergies between different campaigns. This coordination ensures that the Army’s marketing efforts are efficient and effective in reaching their intended audience.

Why is it Important to Synchronize Army Marketing Messages to Meet Army Objectives?

Synchronizing marketing messages is essential in achieving the Army’s objectives for several reasons:

  • Consistency: By ensuring that all messaging is consistent across different platforms and campaigns, AEMO helps build trust and credibility among target audiences. Consistent messaging also helps reinforce key messages and create a unified brand identity for the Army.
  • Maximizing Impact: By synchronizing marketing messages, AEMO can ensure that each campaign complements and reinforces the others. This recommendation maximizes the impact of each initiative and increases the likelihood of achieving desired outcomes.
  • Efficiency: Synchronizing marketing messages allows for better resource allocation. By identifying synergies between different campaigns, AEMO can optimize the use of resources and avoid duplication of efforts. This reason ensures that the Army’s marketing efforts are efficient and cost-effective.

Aligning AEMO’s Structure for Long-Term Army Marketing Support

The Army can unlock the full potential of AEMO, so it is crucial to align its structure for long-term support to FORSCOM and TRADOC. This reorganization involves establishing dedicated AEMO teams that specifically support these commands. Similar to how there is a Public Affairs officer at division and echelons above brigade (EAB), AEMO needs to have the resources and manning to deploy marketing teams consisting of one officer and one non-commissioned officer to each division in FORSCOM, each Brigade in Cadet Command and Recruiting Command. For large, must-engage markets, the teams can extend to the Recruiting Battalions to assist the Advertising and Public Affairs Chief.

By dedicating resources to FORSCOM and TRADOC, AEMO can deeply understand their unique requirements and develop tailored marketing strategies. These assets enable AEMO to provide continuous support and adapt its marketing efforts based on evolving needs and priorities. In addition to dedicated teams, aligning AEMO’s structure for long-term support may involve establishing direct lines of communication with FORSCOM and TRADOC leadership. This would facilitate collaboration, information sharing, and better coordination between AEMO and these commands.

Conclusion: Unlocking the Full Potential of AEMO in Army Marketing

The Army Enterprise Marketing Office (AEMO) has immense potential to serve as a strategic support system for Army Commands. By aligning its structure and operations with a task organization like DIVARTY or DIVCAV, AEMO can provide long-term, strategic marketing support to various organizations throughout the Army. However, the decision to have AEMO report directly to the Recruiting Command raises concerns about its ability to fulfill this role effectively. It may limit AEMO’s ability to provide tailored support to FORSCOM and TRADOC and hinder the overall effectiveness of Army marketing strategies. The Army must recognize the AEMO’s role as a strategic support system for FORSCOM and TRADOC. AEMO can play a vital role in achieving operational success through effective marketing strategies by aligning its structure for long-term support and ensuring coordination with Army Command.

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