Exploring the 5 Tenets of Modern Marketing Teams
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Modern marketers have a long way to go to reach the self-defined status of the “ideal modern marketer.” Marketers give themselves a score of just 65 out of 100 when measuring themselves against five primary competencies of marketing. Marketers want to do better in the following areas, and must if they are to become truly modern marketers
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Exploring the 5 Tenets of Modern Marketing Teams
- 1. Host: David Lewis President and CEO DemandGen - Americas Host: John Sweeney Managing Director DemandGen - UK Rachel Dennis Senior Director of Lead Generation & Retention Doug Sechrist Vice President of Demand Marketing & Revenue Generator EXPLORING THE 5 TENETS OF MODERN MARKETING TEAMS Hosted By:
- 2. Dave Lewis CEO Today’s Hosts John Sweeney Managing Director
- 3. Rachel Dennis Senior Director of Lead Generation & Retention Today’s Guests
- 4. Doug Sechrist Vice President of Demand Marketing & Revenue Generator Today’s Guests
- 5. “Modern Mark” & “Five Tenets of Modern Marketing” EloquaChannel
- 6. Source: Eloqua/B2B Marketing Magazine Study : Defining the Modern Marketer: From Real to Ideal”.
- 7. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 8. Rachel Dennis Senior Director of Lead Generation & Retention Today’s Guests
- 9. Global supplier of images, video & music to advertising, media & corporate organizations gettyimages.com / istockphoto.com / thinkstockphoto.com Customers in 200+countries
- 10. Getty Images – Marketing Organization Structure SVP Marketing Regional Marketing Central Strategy Lead Generation & Retention Content Marketing & Marcom Online Marketing Brand, Events & PR
- 11. Lead Generation & Retention Team Lead Generation & Retention Team Marketing & Analytics (3) Campaign Strategy (3) Campaign Services (4) Creative Services (3)
- 12. Doug Sechrist Vice President of Demand Marketing & Revenue Generator Today’s Guests
- 14. #1 Structure #1 Then vs now. How has the marketing department changed over the past few years?!
- 15. #2 Leadership #2 Has your role changed and the demands on you?
- 16. #3 Teams #3 What are some of the key roles and responsibilities of the modern marketing team?
- 17. The Demand Marketing Organization Outbound Inbound
- 18. #4 Success #4 What business insights are expected to come from marketing?
- 19. #5 Compensation #5 Have you seen compensation change?
- 20. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 21. Questions?
- 22. Host: David Lewis President and CEO DemandGen - Americas Host: John Sweeney Managing Director DemandGen - UK Rachel Dennis Senior Director of Lead Generation & Retention Doug Sechrist Vice President of Demand Marketing & Revenue Generator EXPLORING THE 5 TENETS OF MODERN MARKETING TEAMS Hosted By:
- 23. Appendix
- 24. Cloud Contact Center Software Building a Modern Marketing Team Doug Sechrist, VP Demand Marketing July 12. 2013
- 25. The Demand Marketing Organization Outbound Inbound
- 26. Strategy • Build and Run a Highly Efficient, Scalable Revenue Engine – Consistent Revenue Performance – Predictable yield from Marketing and Sales investments
- 27. Team Charter
- 30. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 31. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 32. The Five Tenets for Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 33. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
- 34. The Five Tenets of Modern Marketing Teams Department structures have changed Leadership responsibilities have changed Roles within departments have changed Performance Management has changed Compensation models have changed
Editor's Notes
- Modern marketers have a long way to go to reach the self-defined status of the “idealmodern marketer.” Marketers give themselves a score of just 65 out of 100 whenmeasuring themselves against five primary competencies of marketing. Marketers wantto do better in the following areas, and must if they are to become truly modernmarketers:
- Modern marketers have a long way to go to reach the self-defined status of the “idealmodern marketer.” Marketers give themselves a score of just 65 out of 100 whenmeasuring themselves against five primary competencies of marketing. Marketers wantto do better in the following areas, and must if they are to become truly modernmarketers:
- Department structures have changed.Then vs now. How has the marketing department changed over the past few years?Shift from traditional to modern – i.e. marcom/brand to demand gen/contentShift in accountability and expectations – tie investments to revenue/bookings; elevated roleWith the change in the buying landscape, it’s now our job as marketers to build the sales pipelineProduct/Brand Marketing/CorpComms haven’t gone away… the the Demand organization has taken a central role in driving marketing’s priorities and budget. BUT, still must maintain strong integration with other marketing functionsWhat are some of the key roles and responsibilities of the modern marketing team?I see Demand Marketing having a few distinct roles that are critical:Marketing Operations – not in the traditional sense where this role oversees the marketing budget, etc. but a strategic role that is at the center of the demand team overseeing all systems, processes, data, automation and so on. Sales Development (or Lead Development) – this team is the glue between your programs team and sales organization and without a strong, marketing-led process and team, you run the risk of lead leakage and decay. There has always been an argument as to whether this team belongs in sales or marketing – if you own the demand process and have responsibility for creating pipeline, this team belongs in your organization.Outbound marketing – traditional outbound programs, casting a net to capture suspects as well as laser field marketing and account based based programs to fill in the gaps – find demandInbound marketing – inclusive of digital marketing and content marketing – again, traditionally these roles may not have fit in the demand organization. But today, its our job to create and optimize content and get it to market so that we can found
- Department structures have changed.Then vs now. How has the marketing department changed over the past few years?Shift from traditional to modern – i.e. marcom/brand to demand gen/contentShift in accountability and expectations – tie investments to revenue/bookings; elevated roleWith the change in the buying landscape, it’s now our job as marketers to build the sales pipelineProduct/Brand Marketing/CorpComms haven’t gone away… the the Demand organization has taken a central role in driving marketing’s priorities and budget. BUT, still must maintain strong integration with other marketing functionsWhat are some of the key roles and responsibilities of the modern marketing team?I see Demand Marketing having a few distinct roles that are critical:Marketing Operations – not in the traditional sense where this role oversees the marketing budget, etc. but a strategic role that is at the center of the demand team overseeing all systems, processes, data, automation and so on. Sales Development (or Lead Development) – this team is the glue between your programs team and sales organization and without a strong, marketing-led process and team, you run the risk of lead leakage and decay. There has always been an argument as to whether this team belongs in sales or marketing – if you own the demand process and have responsibility for creating pipeline, this team belongs in your organization.Outbound marketing – traditional outbound programs, casting a net to capture suspects as well as laser field marketing and account based based programs to fill in the gaps – find demandInbound marketing – inclusive of digital marketing and content marketing – again, traditionally these roles may not have fit in the demand organization. But today, its our job to create and optimize content and get it to market so that we can found
- Leadership responsibilities have changedHas your role changed and the demands on you?My job has changed significantly in the past several years. I have a number to hit, just like my sales counterparts, and that’s what I get paid on. I focus my time in 3 primary areas:Reporting and analytics – measuring everything and making sure everyone has what they need to manage their business – my team, my sales vps, my boss, on up to the board. Good data drives good decisions and helps me continue to demonstrate our contribution and make a case for incremental investments in people and programs.Hiring and Retention – great people are critical to making a demand team successful. The roles in this organization are getting more and more specialized and the really great individuals that can execute are hard to find. When you get them on board, you don’t want to lose them.Long Term Planning – the current quarter is all about execution and I have a great team that is executing on the plan we put in place. My job is to look out 12-18 months and continue putting plans in place to make sure we are prepared to scale with the sales teams and our revenue objectives- everything from building a blueprint for how we are going to scale operations, what programs we will need to invest in, how many LDRs/SDRs we will need, what changes in the industry may impact our ability to create demand, etc.
- Performance management has changedWhat are you expecting from your team? What does success look like?At the end of the day, if everyone of our sales team goes to club, we have done our job wellI expect my team to manage their functions like a business. Understand how to measure your function and continuously optimize. Be frugal with our dollars. Looks at dashboards and make data driven decisions.Our plans start tops down with a revenue number and figure out what we need to do (collectively with sales) to get to that number. Everyone has a specific role and we build that into our MBOs.Everyone’s MBOs have a Revenue component and an opportunity component – that makes up more than 50% of an individuals bonus potential.Then I ask everyone on the team to figure out what they are going to do during the quarter to optimize their function and those specific project become the balance of the MBOs that we measure – and each project is indended to improve a process, a system, the way we run a program, so on.
- Compensation models have changedHave you seen compensation change outside of standard cost of living increases, such as larger compensation, or even incentive pay?As I mentioned earlier, the role in demand marketing are getting more and more specialized. Marketing Ops, Content Marketing, Inbound, etc.Fortunately, there is a high demand for people that have built successful careers helping their companies grow faster and more efficiently than they would have without a strong demand gen function.I have no doubt that many folks on my team get 4-5 recruiters calling them every day – from great companies.Retaining your top performers hasn’t changed… we have to incent them with good salaries, bonus programs and equity… but as important I think it’s ensure they gain visibility, a career path that will enable them to grow and continue earn top pay. Things like presidents club, accelerators for overachieving plan are all great incentives that I think will continue to become more common as we continue to contribute demonstrably to our company’s success and growth.