1. The 7 Deadly Sins of Marketing
Center your business on customers as the key to growth: accountability, alignment & agility

2. • Marketing departments must justify their existence
• Now more than ever
• Perceived lack of accountability
• Easy target for cuts
• Marketers untrained in statistics
• Broken systems frustrate measurement
• Many hesitate to invest in evaluating program success
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #1: Ill-Defined Metrics

3. • Age of the “Individual Contributor Director”
• Big title, scare resources, little authority
• “Do more with less” mentality
• Marketers feel overwhelmed, burned out, ready to jump ship
• Over-dependency on heroes, martyrs & superstars
• High turnover, costly mistakes, silos of knowledge
• Collapsed programs as key people leave or burn out
• Potential winning programs left abandoned from lack of owner
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #2:Slammed Resources

4. • Marketing depends on accurate info, a historical view and pattern
recognition
• Knowledge in many marketing organizations is scattered all over the
place
• When people leave, huge chunks of organizational knowledge is lost
• Info loss is major productivity killer and contributes to less effective
decision-making
• Previous marketing investments are wasted when lost insight must be
regained or reacquired
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #3: Leaky Institutional Memory

5. • Marketing is valued for creativity but increasingly constrained in
expressing it
• Inspired creativity is supported by strong collaborative processes
• Creative burden on one outbound marketer (the “individual
contributor director”) limits out of the box thinking
• Poor knowledge management impacts creativity
• Lack of agreement and direction in company (mission, vision,
values) also inhibits creativity
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #4: Constipated Creativity

6. • Most enterprises operate in silos and are not structured for effective
collaboration
• Competitive, power and control-type structures pit colleague-against-
colleague
• Poor alignment of rewards systems only perpetuates this status quo
• Internal communication processes often lack authenticity and accountability
• Communication disabilities and misalignment from within naturally flow
outward to customers, investors, the market, etc.
Source: * IDC Executive Brief,
“Tech Marketers: Use the Marketing Mix
to Build Awareness Plus Demand”, February 2004
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #5: Dysfunctional Relationships

7. • According to IDC*, marketing outsourcing is becoming more common,
as vendors seek to maintain or expand program execution without
incurring additional full-time employee costs
• Most successful organizations can point to effective long-term
marketing supplier relationships as key
• Conversely, a pattern of failed supplier relationships often indicates
marketing department failure, rather than poor vendor performance
• The “bring everything in-house strategy”
• The myth that superstar performers are also superstar managers
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #5: Dysfunctional Relationship (continue)
Source: * IDC Executive Brief,
“Tech Marketers: Use the Marketing Mix
to Build Awareness Plus Demand”, February 2004

8. • Many corporate marketing budgets leave program budget on the table
or allocate it to the wrong initiatives
• Time consuming to manage budget effectively
• Each marketing spend-decision creates more work
• Doubt about ability to successfully justify expenditure to management
• Focus instinctively on high-visibility activities and C-level “requests”
over fiscal management
• Most decision-making processes are not explicit, leading to a lack of
accountability
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #6: Poor Decision-Making

9. • Many companies align fate with success of too few marketing programs
• Over-reliance on any one particular program can derail a company if
key program loses momentum
• Many potentially high-leverage programs never get off the ground
• For example, customer references, lead nurturing
• Companies attempting to do all their marketing online are violating two
well-known principals:
• Don’t put all your eggs in one basket
• Meet the buyer in the channel in which they are most motivated to buy,
not the one in which you are most motivated to sell
© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
SIN #7: Inadequate Marketing Portfolio

10. We guide marketing organizations to become a value center
We are front-runners in Marketing Operations
to create a consultancy dedicated to Marketing Operations
to publish an article on MO
to create a college course on MO
to teach a professional symposium on MO
to conduct a benchmarking study of MO practices
© 2016 Marketing Operations Partners. All Rights Reserved.
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Companies we’ve influenced: (partial list)

11. © 2016 Marketing Operations Partners. All Rights Reserved.
Organization-wide efficiency and effectiveness raise
Marketing performance, agility and ROI
Ask us about our model for Marketing Maturity
Strategy: holistic vision, fact-based decision-making
Guidance: competency development, governance
Process: workflow, lean/six-sigma, supply chain
Metrics: profitability, predictive analytics, alignment
Technology: enterprise marketing / portfolio mgt
Ecosystem: collaboration with key stakeholders
Infrastructure: back-end integration of processes,
metrics, technology
Request your marketing maturity assessment and roadmap
ChangeMyMO@MOpartners.com

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Center your business on customers as the key to growth: accountability, alignment & agility