The construction equipment industry has long relied on technical expertise and dealer relationships to drive sales. However, as markets become more competitive and customer expectations evolve, manufacturers are recognizing the need for sophisticated marketing leadership to maintain their edge. When JLG Industries and Jerr-Dan Corp., both Oshkosh Corp. subsidiaries, appointed Sara Vincent as director of marketing for the Access segment, the move signaled a broader industry trend: construction equipment companies are investing in marketing professionals who bring cross-industry experience and strategic vision. This shift reflects the essential insights on top issues faced by construction companies, where marketing has become a critical function for growth and competitive positioning.
The Growing Importance of Marketing Leadership in Construction Equipment
The construction equipment sector has traditionally been relationship-driven, with sales relying heavily on personal connections, trade shows, and direct dealer networks. But the landscape is changing. Digital transformation, shifting buyer behaviors, and increased competition have made strategic marketing a necessity rather than an afterthought.
Why Manufacturers Are Elevating the Marketing Role
Several factors are driving construction equipment manufacturers to hire seasoned marketing directors with backgrounds outside the industry:
- Digital buyer journey: Equipment buyers now research online before contacting a dealer. They compare specifications, read reviews, and watch video demonstrations. Manufacturers need marketing strategies that capture attention at every stage of this journey.
- Brand differentiation: With dozens of manufacturers offering similar equipment specifications, brand perception has become a key differentiator. Strong marketing leadership shapes how customers perceive product quality, service, and company values.
- Cross-industry innovation: Marketing professionals who have worked in telecommunications, technology, or consumer goods bring approaches that have been tested in fast-moving markets. These strategies can give construction equipment manufacturers a competitive advantage.
- Data-driven decision making: Modern marketing relies on analytics, customer segmentation, and performance measurement. Experienced marketing leaders establish the systems and processes needed to make data-backed decisions about product positioning and market strategy.
What the JLG and Jerr-Dan Appointment Reveals
The appointment of Sara Vincent as director of marketing for the Access segment at JLG and Jerr-Dan illustrates this strategic shift. Vincent brings nearly 20 years of communications and marketing experience, most recently as vice president of marketing for Arete, a global cyber risk company. Her background includes extensive experience in the telecommunications industry, where she led branding, public relations, channel marketing, and new-market initiatives for both T-Mobile and AT&T.
Tim Morris, JLG senior vice president of sales, marketing and customer support, noted that Vincent understands how to create strategic marketing initiatives to achieve business goals. This emphasis on strategic capability over industry-specific experience marks a notable departure from traditional hiring patterns in construction equipment.
Core Responsibilities of a Construction Equipment Marketing Director
A director of marketing in the construction equipment space oversees a broad range of activities that directly impact revenue and brand equity. Understanding these responsibilities helps clarify why companies like JLG invest in experienced marketing leadership.
| Responsibility Area | Key Activities | Business Impact |
|---|---|---|
| Brand Strategy | Positioning, messaging, visual identity, brand guidelines | Market differentiation and customer recognition |
| Product Marketing | Feature positioning, launch campaigns, sales enablement materials | Faster product adoption and sales cycle efficiency |
| Digital Marketing | Website, SEO, paid advertising, email campaigns, social media | Lead generation and customer acquisition |
| Channel Marketing | Dealer support programs, co-marketing, partner training | Stronger distribution relationships and market reach |
| Communications | Public relations, internal communications, crisis management | Brand reputation and stakeholder confidence |
| Market Research | Competitive analysis, customer insights, market trend identification | Informed strategic decisions and opportunity identification |
Vincent’s role specifically covers marketing and communications for JLG mobile elevating work platforms (MEWPs) and telehandlers, as well as Jerr-Dan towing and recovery equipment across North America and Latin America. This geographic scope and product range require marketing strategies that address diverse customer segments, regulatory environments, and competitive landscapes.
The Value of Cross-Industry Marketing Experience
One notable aspect of Vincent’s appointment is her background outside the construction equipment industry. While some might view this as a limitation, it actually provides distinct advantages:
- Fresh perspective: Leaders from outside the industry can identify opportunities that insiders might overlook. They question assumptions and introduce approaches that have worked in other sectors.
- Cross-pollination of best practices: The telecommunications and technology sectors have sophisticated marketing operations with advanced analytics, customer journey mapping, and content marketing programs. Adapting these practices for construction equipment can accelerate marketing maturity.
- Broader network: Marketing leaders with diverse backgrounds bring connections to media, agencies, and partners that extend beyond the construction industry, enabling new partnership opportunities.
Strategic Marketing Approaches for Construction Equipment Companies
For construction equipment manufacturers looking to strengthen their marketing function, the appointment of a director of marketing should be accompanied by a clear strategic framework. Here are the approaches that leading companies are adopting:
1. Content Marketing and Thought Leadership
Equipment buyers increasingly seek educational content that helps them make informed purchasing decisions. Manufacturers that produce high-quality content including application guides, specification comparisons, and industry analysis build trust and position themselves as authoritative sources. A detailed analysis of 7 marketing strategies to promote construction businesses shows that content marketing delivers one of the highest returns on investment for equipment manufacturers.
2. Digital Lead Generation and Nurturing
Modern marketing directors implement systems that capture leads from digital channels and nurture them through the long equipment buying cycle. This includes:
- Search engine optimization targeting specific equipment categories and use cases.
- Paid advertising campaigns focused on high-intent keywords.
- Email nurture sequences that deliver relevant content based on buyer stage.
- Customer relationship management integration to track leads from marketing through to sale.
- Marketing analytics dashboards that measure campaign performance and attribution.
3. Dealer and Channel Partner Enablement
Construction equipment manufacturers rely heavily on dealer networks. Marketing directors must create programs that empower dealers with the tools, content, and training they need to sell effectively. This includes co-branded marketing materials, local advertising templates, product demonstration guides, and sales training programs. Strong channel marketing directly correlates with dealer loyalty and market share growth.
4. Brand Building Through Industry Events and Sponsorships
Trade shows like CONEXPO-CON/AGG continue to be major platforms for equipment manufacturers. A strategic marketing director transforms these events from simple product displays into immersive brand experiences that generate leads, strengthen relationships, and reinforce market positioning. Beyond trade shows, sponsorships of industry associations, training programs, and safety initiatives build long-term brand equity.
5. Customer Retention and Loyalty Programs
In the construction equipment industry, repeat purchases and fleet upgrades represent a significant portion of revenue. Marketing directors develop programs that keep customers engaged between purchases, including product update communications, maintenance tips, loyalty rewards, and exclusive preview events for new models. These initiatives build long-term customer relationships that competitor pricing alone cannot break.
Building an Effective Marketing Function in Construction Equipment
For companies that want to replicate the strategic approach that JLG and Jerr-Dan have taken with their marketing leadership appointment, several practical steps are essential. These apply whether the company is hiring its first dedicated marketing director or strengthening an existing team.
Assessing Current Marketing Capabilities
Before making leadership hires, companies should evaluate their existing marketing operations. This assessment should cover:
- Current marketing spend and its allocation across channels.
- Existing brand awareness and perception among target customers.
- Lead generation volume and conversion rates.
- Digital presence including website performance and search visibility.
- Dealer satisfaction with marketing support and materials.
A thorough assessment provides the baseline against which the new marketing director can measure progress and prioritize initiatives. The 7 marketing strategies to promote your construction business framework offers a practical starting point for structuring this evaluation.
Setting Clear Metrics and Goals
Marketing directors need clear performance metrics tied to business outcomes. Effective marketing departments track a combination of leading and lagging indicators:
| Metric Category | Examples | Reporting Frequency |
|---|---|---|
| Brand Health | Brand awareness, net promoter score, share of voice | Quarterly |
| Lead Generation | Marketing qualified leads, cost per lead, lead-to-opportunity rate | Monthly |
| Digital Performance | Website traffic, conversion rate, search rankings, email engagement | Weekly |
| Revenue Impact | Marketing-influenced revenue, customer acquisition cost, ROI | Monthly |
| Channel Effectiveness | Dealer satisfaction, co-marketing participation, partner sales growth | Quarterly |
Integrating Marketing with Sales and Operations
Marketing cannot operate in isolation. The most effective marketing directors build strong relationships with sales leadership, product management, and operations teams. Regular cross-functional meetings, shared performance dashboards, and collaborative planning processes ensure that marketing initiatives align with broader business objectives. This integration is particularly important in the construction equipment industry, where the sales cycle is long and involves multiple stakeholders at the customer organization.
Investing in Marketing Technology and Infrastructure
Experienced marketing directors know that success depends on the right technology stack. Key investments include marketing automation platforms, customer relationship management systems, analytics tools, content management systems, and digital asset management solutions. While these investments require upfront budget, they deliver compounding returns through improved efficiency, better targeting, and measurable results.
Beyond pure technology, companies should invest in the infrastructure that supports marketing operations. This includes the storage silos in industries reference for organizing and managing the vast amounts of product information, technical specifications, and marketing collateral that equipment manufacturers generate. Well-organized information architecture enables marketing teams to produce content faster and maintain brand consistency across all channels.
Developing Talent and Building Teams
Finally, marketing directors must build and develop teams with the right mix of skills. The modern construction equipment marketing team requires expertise in content creation, digital advertising, analytics, channel marketing, and product marketing. Many companies find that hiring professionals with experience in technology or consumer marketing and pairing them with industry veterans creates the most effective teams. Vincent’s background combining telecommunications and cyber risk marketing with a journalism degree from the University of Maryland and ongoing MBA studies at the University of Baltimore exemplifies the kind of multidisciplinary expertise that construction equipment companies now value.
As she takes over the marketing leadership from Jennifer Stiansen, who transitioned to vice president of global branding and communications for Oshkosh Corp., Vincent represents a new generation of marketing professionals in the construction equipment space. Her appointment signals that manufacturers are serious about elevating marketing from a support function to a strategic driver of business growth. For companies across the industry, the lesson is clear: investing in experienced marketing leadership with diverse backgrounds is becoming essential for competing in an increasingly sophisticated marketplace.