How to design a modern Marketing and Communications department in an agile marketing world
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How to design a modern Marketing and Communications department in an agile marketing world

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Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is......

Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.

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  • 1. THE  NEW  MARKETING  STRUCTURE   Why  you  need  to  structure  your  Marke=ng  &  Communica=ons   Departments  differently  in  an  evolving  marke=ng  world.    And  how  to  do  it.     SCIENCE | CREATIVITY | TECHNOLOGY!
  • 2. The  OLD  hierarchical  marke=ng  structure   is  OUTDATED.   A  new,  NIMBLE  structure  is  required  in   this  age  of  the  crowd.   A  structure  that  is  based  on  managing   EXPERIENCES  and  RELATIONSHIPS.  
  • 3. 3 trends  driving  the   need  for  change:   Advancements  in  TECHNOLOGY   The  democra=za=on  of  DATA   The  constant  need  for  CONTENT  
  • 4. TECHNOLOGY  IS  DRIVING  CHANGE   Rapid  advancements  in  marke=ng  technologies  has  opened  the  opportunity   for  marketers  to  apply  smarter  processes  to  the  tradi=onal  marke=ng  world.  
  • 5. TECHNOLOGY  IS  ACCESSIBLE   No  longer  are  tools  and  data  processing  reserved  for  the  marke=ng  elite.     Storage,  accessibility  and  more  extensive  partners  and  vendors  are  making   sophis=cated  approaches  available  –  especially  via  the  crowd.  
  • 6. TECHNOLOGY  MUST  BE  HARNESSED   Although  accessible  and  more  affordable,  technology  is  also  extremely   confusing  and  understanding  how  tools  and  systems  interact  with  each  other   is  not  an  easy  task.      
  • 7. DATA  IS  EVERYWHERE   The  sheer  volume  of  data  being  produced  by  consumers  is  giving  marketers   an  unpredicted  view  into  behaviors  at  a  very  granular  level.  
  • 8. DATA  NEEDS  TO  BE  MANAGED   This  increase  in  the  volume  of  data  is  requiring  more  marketers  to  think   through  their  current  data  collec=on,  management  and  storage  systems  to   ensure  they  are  doing  it  ‘right’.  
  • 9. DATA  NEEDS  TO  BE  ANALYZED   The  proverbs  are  endless:  Data  without  insight  is  useless.    Dashboards  are  rear-­‐ view  mirrors.    The  key  is  that  there  needs  to  be  the  right  people  and  tools  to   analyze  the  data  to  understand  rela=onships  between  people  and  things.  
  • 10. CONTENT  IS  DISPOSABLE   The  volume  of  deployment  channels  and  the  ability  to  test/learn  through   algorithms  have  opened  the  ability  to  test  everything.    This  is  making  the   cra^  of  individual,  ‘impac_ul’  crea=ve  execu=ons  less  of  a  requirement  and   open  the  door  to  mul=ple  variants  of  messages.  
  • 11. CONTENT  MUST  DISRUPT   As  a  great  oxymoron,  although  disposable,  content  s=ll  requires  a  higher   level  of  lateral  thinking  to  break  though  the  constant  stream  of  consumer   messages  –  from  ad  messages  to  Facebook  newsfeeds  to  Pinterest  boards.    
  • 12. CONTENT  MUST  ENGAGE   Regardless  of  the  type  of  content  being  deployed,  it  must  be  focused  at   managing  the  rela=onship  of  a  prospect  or  customer  with  a  specific   objec=ve.    It  all  may  not  be  =ed  to  a  tangible  ROI,  but  there  is  some   behavioral  change  it  is  trying  to  influence.  
  • 13. These  3  Elements  Serve  the   Basis  of  the  New  Structure:   TECHNOLOGY   MANAGEMENT   DATA   ANALYSIS   CONTENT   PRODUCTION  
  • 14. TODAY’S  MODEL:   SILOED  DEPLOYMENT   A  hierarchical  structure  that  is  based  on  people  management,  campaigns,   business  processes  and  vendor  rela=onships  that  are  at  odds  with  the  actual   deployments  of  effec=ve  communica=ons.   Department   Leadership   Digital  Strategy   &  Produc=on   .com  Strategy   and  Produc=on   Public  Rela=ons   &  Social  Media   Media   CRM   Brand  Agency   Brand  Agency   e-­‐Commerce   PR  Agency   Media  Planning     CRM  Agency   Social  Media   Agency   Media  Buying   CRM  Tools   Partners   Brand  Strategy   &  Adver=sing   Digital  Agency   Search   •  •  •  •  Fragmented  structure   Minimal  alignment  the  central  strategy   Many  vendors  and  outsources  suppliers,  not  op=mizing  agency  rela=onships   No  scalable  way  to  drive  efficiencies  across  Paid,  Owned  and  Earned  channels  
  • 15. THE  NEW  MODEL:   An  integrated  approach  that  is  focused  on  rela=onship   experience  planning  and  integrated  deployment.  
  • 16. THE  NEW  MODEL:     EXPERIENCE  PLANNING   The  audience  rela=onship  lifecycle  is  the  central  part  of  the  process,  crea=ng   strategies  that  unite  business  objec=ves,  analy=cs,  content  and  technology.   All  geared  to  constant  op=miza=on  and  performance  improvement.   EXPERIENCE  EXECUTION   CONTENT  PRODUCTION     Content  creators  designed  to   produce  content  for  long-­‐tail   requirements  (reviews,   demos,  etc)     Consultants  who  are  guided   by  the  Experience  Planner  to   manage  communica=ons  flow   EXPERIENCE   PLANNER   TECHNOLOGY  INTEGRATOR     Technology  experts  who  are   responsible  to  understand,   manage  and  execute  against   the  required  needs.       DATA  ANALYSIS     Data  scien=sts  and  analysts   who  provide  ongoing  insight   into  cause/effect  analysis.  
  • 17. THE  NEW  MODEL:     EXPERIENCE  PLANNING   Partner  rela=onships  are  more  flexible,  calling  upon  best  in  class  partners  to   help  develop  and  execute  programs.    A  solid  client  side  experience  planning   func=on  is  key  to  successful  vendor  and  partner  management.   EXPERIENCE  EXECUTION   CONTENT  PRODUCTION     Content  creators  designed  to   produce  content  for  long-­‐tail   channels.     Consultants  who  are  guided   by  the  Experience  Planner  to   manage  communica=ons  flow   EXPERIENCE   PLANNER   TECHNOLOGY  INTEGRATOR     Technology  experts  who  are   responsible  to  understand,   manage  and  execute  against   the  required  needs.       DATA  ANALYSIS     Data  scien=sts  and  analysts   who  provide  ongoing  insight   into  cause/effect  analysis.  
  • 18. What  type  of  people?   Experience  Execu=on   Integrated  marketers  who  own  the  brand  strategy  and  customer   People   experience  working  with  SME  partners  in  the  deployment  of  ac=vity.     Subject  maher  experts  who  are  engaged  to  contribute  to  and  execute   Partners   the  strategy  created  by  the  experience  planners  (for  example,  brand   agency,  digital,  direct,  media  vendors).   Content  Produc=on   ‘Preditors’  (producer/editor)  and  writers  to  produce  content  in  a   People   nimble  and  agile  way,  deploying  365  content  through  social,  web,   mobile,  retail,  etc.     Produc=on  companies,  animators,  3D  ar=sts  –  experts  who  fill  a  void   Partners   that  is  not  currently  staffed  in  the  department.  
  • 19. What  type  of  people?   Data  Analysis   Data  Scien=sts  and  Data  Miners  who  iden=fy  cause/effect  rela=onships   People   for  marke=ng  op=miza=on  and  audience/customer  analysis  for  strategy   development     Produc=on  companies,  animators,  3D  ar=sts  –  experts  who  fill  a  void   Partners   that  is  not  currently  staffed  in  the  department.   Technology  Integrator   Business  Analysts,  Consultants  and  Producers  who  know  how  to   People   build  business  requirements  and  work  with  vendors/developers  to   configure  solu=ons     Technology  Vendors  (SaaS  Pla_orms),  Agencies,  e-­‐Commerce   Partners   Pla_orms,  Consultants.  
  • 20. How  to  get     STARTED?   A.   ✔ A.   ✔ A.   ✔ A.   ✔ GAP  IDENTIFICATION   Iden=fy  the  current  gaps  in  marke=ng  outputs  (content  &  channels),  required   so^ware/tools,  vendor  rela=onships,  department  staffing.   BUSINESS  CASE   Build  the  business  case  for  the  new  structure,  with  efficiencies  achieved  through   internal  outputs,  vendor  efficiencies  and  op=mized  efforts.   PILOT     Don’t  boil  the  ocean,  start  with  a  pilot  to  bring  in  contractors  to  roadtest  the  new   model  on  a  specific  product/campaign.   ITERATE  &  ROLL  OUT   Based  on  pilot  learning,  adjust  the  model  to  the  unique  needs  of  your   organiza=on  and  roll  out  the  best  structure.  
  • 21. Thanks.       Paul  Cowan   paul@cincmarke=ng.com   @cowanpkc     cincmarke=ng.com     SCIENCE | CREATIVITY | TECHNOLOGY!