How the Marketing Operations function can lead transformational change across the organization.
While some Marketing Operations teams are operating at a tactical level, often disconnected from marketing leadership, best-in-class organizations are empowering their marketing operations teams to drive transformational change in the way marketing aligns with the product and sales.
With the increasingly essential role of planning, measuring and reporting marketing’s contribution to the corporate bottom line, marketing operations is uniquely positioned to enable better alignment, efficiency and transformation across marketing, sales and product organizations.
What you'll learn:
1. The evolving role of marketing operations in strategy, infrastructure, enablement and accountability
2. How to align marketing strategy and investments to business goals and revenue performance
3. An overview of key financial planning perspectives that provide the basis for aligned measurement and performance
3. Agenda
Housekeeping
• Questions? Use the
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• The Evolving Role of Marketing
Operations in strategy, infrastructure,
enablement and accountability
• Strategy Alignment. How to align
marketing strategy and investments to
business goals and revenue
performance
• Financial Planning. An overview of
key financial planning perspectives that
provide the basis for aligned
measurement and performance
27. Demo
Turn theory into action
SD Framework into Allocadia
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28. Thank you.
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James Thomas
CMO | Allocadia
james.thomas@allocadia.com
@Jthomas_44
@allocadia
Craig Moore
Services Director, Marketing
Operations Strategies
craig.moore@siriusdecisions.com
@cramoore
@siriusdecisions
Editor's Notes
Accountability and Insights Responsibilities:
Measurement / Reporting
Analytics
Infrastructure Responsibilities:
Data
Technology Operations
Enablement Responsibilities:
Process / Best Practice Identification
Skills Development
Planning Responsibilities:
Alignment
Investment
Technology Roadmap
CMO Chief of Staff
We know that many of you are in different organizational roles. SD has developed these maturity models for other functions—so there is a maturity model for you. It is a helpful tool for you as a functional leader to understand where your team is in an improvement continuum.
What are current levels of investment in marketing operations?
Funding levels for operations have continued to grow over the last five years, with some variation based on company size. There are common evolution paths. The role typically begins as an outpost with a few resources in small and mid-size companies; with success, it begins to scale. Changes are evident in key areas:
Budget Operations: Marketing budget needs to align to strategy, and marketing ownership of budget operations is critical. Budget drives behavior (functional vs. collaborative). Finance doesn’t understand this, and they don’t have the marketing domain knowledge to manage this.
Regional Operations: Regional operations teams begin to heavily decentralize at the $500 million mark; by the time this threshold is reached, marketing operations must be well established, with strong central process management or the function will spiral out of control.
Marketing Analysis: As an organization grows, it allots marketing analysis resources from the central function in a “consulting” fashion to regions and BUs. This ensures use of a consistent set of metrics and process to judge marketing’s performance across the enterprise.
Data: At the $1B revenue band, the role of data becomes significant and there is a need for dedicated resources to manage it. In bands one and two, no one really owns the data. Different functions collect and store data, and it is held in different systems or even spreadsheets. There are no real controls on data acquisition or standards. This doesn’t scale.
Marketing Systems: When an organization is under $500 million in revenue, ops typically works with IT for marketing technology needs. Once this threshold is passed, the function tends to receive its own resources in the department. Using the logic that greater influence over systems will yield higher quality data and accountability, SiriusDecisions recommends putting dedicated IT resources in place as soon as possible. Technology is now about configuration, not implementation or maintenance, in the SaaS-based model.
Annual planning is around the corner for many organizations.
SiriusDecisions conducted research to identify how best-in-class companies organized and managed their marketing operations functions
Best in class is defined in terms of revenue and profitability; B2B companies only
Here is what they found:
Strong focus on alignment with Sales Operations
Focus on strong processes
Focus on consistent, accurate, and meaningful reporting
Goal to make sense of investment in Marketing
Invest in gaining insights
Planning and alignment with corporate, sales, and BU strategy
Budgeting that is comprehensive and strategically aligned
Dedicated effort to understand buyer
Identification of best practices, either internally or externally
Lead the marketing organization’s IT challenges
Liaison with IT, develop and articulate requirements
Own/drive deployment and management of systems
Develop processes
Manage the data process – data collection. aggregation, refinement
Lead the marketing measurement function
Measure performance parameters
Calculate ROI
Execute benchmarks (process, budget)