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Modern marketing organizational structure @kaykas - jascha kaykas-wolff

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Organizational design and restructuring is not new. But, with the requirement to create data-driven marketing organizations and support marketers who show bottom line results more emphasis is being …

Organizational design and restructuring is not new. But, with the requirement to create data-driven marketing organizations and support marketers who show bottom line results more emphasis is being placed on marketing leaders to structure their teams and business in a way that is agile and impactful.

Reflecting on this, and doing some additional research of my own, I was struck by the lack of published material describing how one might go about building a marketing organization that addresses business challenges happening right now and most importantly that can drive results right now.

Over the past several years as I’ve been fortunate to lead marketing organizations for enterprise and mid-market businesses. During this time I’ve developed an organizational playbook that can scale to virtually any size of business, is highly adaptable, and has a proven track record for success.

Enclosed is the core framework for what I believe is an ideal composition for the modern marketing organization. I’m looking forward to your feedback. - Jascha

Published in: Marketing, Business, Career

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  • @Quan Nguyen you are welcome :)
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  • @AStevens123 i look at product marketing to product management and the ratio is anywhere from 1:3 to 1:5 with more than 5 product lines. as for insourcing/outsourcing i've had luck in this exact system using outsourced teams. the fit in the process and the eternal team is typically a criteria prior to hiring. the highest hit-rates for success come from adding external teams to the 'central' services within the marketing org. specifically, adding teams to your operations and creative team. i hope this helps!
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  • @kaykas this was really helpful. How would your team building process change if you were in an org that had a high probability of acquisition in the near term (say less than 5 yrs) vs. building the next IBM? How do you consider in-house talent vs. outsourcing to manage COCA? And do you have any guiding ratios on product/engineering to marketing headcount (for software)? Thank you so much!
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  • @undefined you are very welcome. glad it is useful.
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  • This is outstanding! Thanks for sharing.
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  • 1. THE MODERN MARKETING ORGANIZATIONAL STRUCTURE Jascha Kaykas-Wolff jascha@kaykas.com marketingiteration.com @kaykas
  • 2. ORGANIZATIONAL DESIGN FOR MODERN MARKETERS Organizational design and restructuring is not new. But, with the requirement to create data-driven marketing organizations and support marketers who show bottom line results more emphasis is being placed on marketing leaders to structure their teams and business in a way that is agile and impactful. Reflecting on this, and doing some additional research of my own, I was struck by the lack of published material describing how one might go about building a marketing organization that addresses business challenges happening right now and most importantly that can drive results right now. Over the past several years as I’ve been fortunate to lead marketing organizations for enterprise and mid-market businesses. During this time I’ve developed an organizational playbook that can scale to virtually any size of business, is highly adaptable, and has a proven track record for success. Enclosed is the core framework for what I believe is an ideal composition for the modern marketing organization. I’m looking forward to your feedback. - Jascha prepared by: jascha kaykas-wolff @kaykas
  • 3. ORGANIZATIONAL DESIGN FOR MODERN MARKETERS Sections: 1. Marketing’s Role 1. Departments and matrixed interactions 2. Engagement Philosophy 3. Operating Systems 4. Structure & Roles 1. Product Marketing 2. Marketing Operations & Technology 3. Field / Demand Gen 4. Content & Communications 5. Creative prepared by: jascha kaykas-wolff @kaykas
  • 4. MARKETING’S ROLE IN THE ORGANIZATION Objectives •Align Product & Marketing To Develop & Maintain A Consistent Go-To- Market Program •Create Sales & Marketing Alignment Against Pipeline, Bookings & Revenue Contribution •Develop & Maintain A Best-In-Class Relationship With Technology & Delivery •Be The First And Best Customer •Build An Industry & Discipline Thought Leadership Practice •Be A Best-In-Class Example Content Marketing Organization (Owned, Earned, Paid) •Develop And Maintain Strategic Go-To-Market Partnerships prepared by: jascha kaykas-wolff @kaykas
  • 5. MARKETING’S ROLE IN THE ORGANIZATION Critical Touch Points Corporate marketing is the horizontal services layer that intersects with every organization across the company developing consistency in visual and written language & centers of excellence. Product marketing turns key themes and customer needs backlog and prioritization. into actionable sales materials and field marketing campaigns. Product Technology and product collaborate on Technology Sales Corporate Marketing Product Marketing Marketing Operations Field Marketing Product marketing and product collaborate on core pain points, buying targets and user personas to further develop products customers need and the business can best utilize. Alignment on key objectives and targets and a dependence on data drives closer alignment. Marketing operations provides consistent data connecting suspects to users from field marketing to product and technology. prepared by: jascha kaykas-wolff @kaykas
  • 6. MARKETING ORGANIZATION Operational Philosophy Operate Like Consultants •With Product, Field Marketing & Sales on messaging and GTM strategies •With Product and Sales on Social Engagement •Campaigns: Consult to provide strategic input, review, guidance for field based campaigns with Global PR teams and field marketing •Engagement in strategy development, wireframe review, creative review •Execution done by Regional PR or Field Marketing Teams Execute Like Scientists •All US Product GTMs: Drive US execution of product, services, partner campaigns •PR/AR: Execute campaign strategy and tactics for priority campaigns in partnership with Product, Services, or Partner SMEs •Transparent access to Marketing (and business) data across the organization Enable The Corporation •Content editorial calendar is developed utilizing resources across the entire company •Social engagement training and best practices driven from Corp Marketing •US Online Campaign Playbook: enable broad usage of Agile Marketing techniques through the resources in the playbook, continually updated with new content prepared by: jascha kaykas-wolff @kaykas
  • 7. MARKETING ORGANIZATION Operational System •Agile: It’s not just product development anymore “Businesses tend to think their major constraint is resources, when in reality it’s process. And the process constraint modern businesses need to over come hierarchy is agile. Agile is a process designed to achieve difficult and rewarding innovations by priority, not by stockpiling resources. Agile is the process of full value thinking, not marginal thinkingMa.rg”in al Thinking vs. Full Value Thinking : http://blog.mindjet.com/2013/04/agile-marketing-series-marginal-thinking- vs-full-value-thinking/ Agile Marketing Case Study: http://www.slideshare.net/kaykas/agile-marketing-jess3- mindjet-case-study-between-the-minds prepared by: jascha kaykas-wolff @kaykas
  • 8. MARKETING ORGANIZATION Structure: Overall Creative Content & Communication s Marketing Operations Product Marketing Field Marketing / Demand Gen Ownership •Brand •Design •Brand Writing •Reporting •Analytics/Data •Testing •Website •Public Relations •Editorial •Content Calendar •Bill Of Materials •Pipeline Contribution target •Revenue Contribution target •Field events •Demand Gen Activities & budget •Sales Enablement •Product Descriptions •Pricing •Sales Training Functions/Roles •Brand •Design •Brand Writing •M.A.P. / SFDC Administrator •Web Developers •Project Management •Data Scientist •Editor •PR Manager •Corporate Journalist •Product Marketer •Project Manager •Business Manager Example Tasks •Website Design/Copy •Email Design/Copy •Physical Collateral •Sales & Marketing Funnel Management •Weekly Reporting •Ad Hoc Analysis •Website Development •Buying Journey Stages Development •Content Development Oversight (regardless where it is produced) •PR Outreach •P&L Management •Product Launches •Customer Polls •Localization •Demand Gen •Event Specialist •Regional Events •Regional Nurture Program •Regional SEM Management Product Marketing Excellence Drives Close Alignment Between Product & Sales specifically through Field Marketing Key Ownership Areas: •Messaging and value proposition system •Product Bill-Of-Materials •Sales enablement Marketing Operations Excellence Drives Close Alignment with Technology & Sales with processes mirroring IT & Product and the use of analytics to support more efficient selling and marketing Key Ownership Areas: •Sales & Marketing Funnel Management •Analytics •Project management for digital projects Content & Communications Excellence Creates alignment and focus across the company for content creation and purposeful use of the content to support the business. Key Ownership Areas: •Company content calendar •Buying journey stages •Product and company launch communications prepared by: jascha kaykas-wolff @kaykas
  • 9. MARKETING ORGANIZATION Structure: Product Marketing / Product Product Marketing Excellence Drives Close Alignment Between Product & Sales (Via Field Marketing): Key Ownership Areas: •The messaging and value proposition system are created by product marketing and then used by the creative team and field teams. Product marketing is the hub of the spoke and hub model. Product marketing own’s the core Bill-Of-Materials that drive the creation of marketing programs in the field globally. • The establishment and maintenance of customer reference programs / Customer advisory boards are a key responsibility for the product marketing team. These exercises, driven consistently, provide a strong foundation of information to establish close ties with product. Including Product Marketing team members in the story times for agile product teams is a critical integration point. •While not technically a member of the product marketing organization a dotted line relationship to a product marketing specialist into the field marketing team is an effective tactic to support the regional team’s customization of core product content. This role helps with Sales Enablement, a core responsibility of product marketing. Product Marketing Product Marketing Manager Product Marketing Manager: Partners PMM Associate(s) Product Marketing Specialist Field Marketing / Demand Gen Size and roles can be scaled to appropriate size for organization however they should address the basic functional roles above. prepared by: jascha kaykas-wolff @kaykas
  • 10. MARKETING ORGANIZATION Structure: Marketing Operations / Technology Marketing Operations Excellence Drives Close Alignment Technology & Sales: Key Ownership Areas: •Management of sales & marketing funnel including improvements to systems and processes keeps marketing accountable to sales and vice versa. Operations becomes an ‘central’ arbiter to field marketing and sales to help alignment. Technology and marketing gain closer alignment using similar processes (Agile). Co-planning of backlogs. •Analytics ownership including M.A.P. data and related SFDC data (contribution), web analytics and potentially BI. The analytics competency enables better decision making across the entire organization and better alignment with field marketing and sales. •Web Development ownership including CMS oversight, publishing schedule. With good agile hygiene the web development team becomes a key connection into the product organization. Critical Role Analytics Marketing Operations M.A.P. and SFDC Web Development Project Manager Analyst(s) Administrator (s) Developer(s) Size and roles can be scaled to appropriate size for organization however they should address the basic functional roles above. prepared by: jascha kaykas-wolff @kaykas
  • 11. MARKETING ORGANIZATION Structure: Field Marketing / Demand Gen Demand Generation / Field Marketing Field Marketing Manager Events Specialist Associate(s) Size and roles can be scaled to appropriate size for organization however they should address the basic functional roles above. Demand Generation / Field Marketing Excellence Drives Close Alignment Between Sales & Marketing; Key Ownership Areas: •The agreement of goals with the regional sales organization; focused on pipeline generation and revenue generation. The Field marketing team owns all tactics to meet goals as well as the majority of in market budgets. Incentive structure should align with sales organizations. • SEM activities and event (virtual and physical) are developed in region by the demand generation teams. Support for Corporate Aircover campaigns are also a responsibility of the demand teams. •Note: America’s field team’s often suffer due to a blurred line with the corporate marketing teams. It’s important to mirror the structure of the Demand/Field teams in each operating region. prepared by: jascha kaykas-wolff @kaykas
  • 12. MARKETING ORGANIZATION Structure: Content & Communications Communication Editor Content & s PR & Communications Specialist Corporate Journalist Size and roles can be scaled to appropriate size for organization however they should address the basic functional roles above. Content & Communications Excellence Creates alignment and focus across the company for content creation and purposeful use of the content to support the business. Key Ownership Areas: •Company content calendar including the development of the overall plan and timing of published content. The content team develops content against the buying journey from authors across the company and external to the company. The published content will take many forms including video, long and short form written content and infographics. Additionally the team is responsible for content distribution. •The content team develops and evolves the buying journey stages with key inputs from Product, Product Marketing, Field marketing & Sales. •Product and company launch communications. prepared by: jascha kaykas-wolff @kaykas
  • 13. MARKETING ORGANIZATION Structure: Creative Creative Excellence Drives Consistency Visually And In Corporate Voice Key Ownership Areas: • Development and application of the core visual language for the company including products. Deliverables include the company brand book, visual style guide and then the enforcement of the direction. • Delivering consistent content voice for all company assets. Including website copy, trade show signage, and marketing campaigns. Act as the editor for all product and marketing materials. • Develop and produce all product video overviews, marketing promotional and educational materials. Creative Director Designer / Art Director Video Production Manager Production Designer(s) Editorial Director / Copywriter Size and roles can be scaled to appropriate size for organization however they should address the basic functional roles above. prepared by: jascha kaykas-wolff @kaykas
  • 14. MARKETING’S ROLE IN THE ORGANIZATION Objectives •Align Product & Marketing To Develop & Maintain A Consistent Go-To- Market Program •Create Sales & Marketing Alignment Against Pipeline, Bookings & Revenue Contribution •Develop & Maintain A Best-In-Class Relationship With Technology & Delivery •Be the first and best customer •Build An Industry & Discipline Thought Leadership Practice •Be A Best-In-Class Example Content Marketing Organization •Develop And Maintain Strategic Go-To-Market Partnerships prepared by: jascha kaykas-wolff @kaykas
  • 15. THANK YOU Jascha Kaykas-Wolff jascha@kaykas.com marketingiteration.com @kaykas
  • 16. You might like Growing Up Fast: It’s a practical book about how to use agile systems in marketing to be successful as a modern marketing organization. You can buy the book here: http://www.amazon.com/Growing-Fast-Practices-Innovation- Stalemates/dp/0692238727/