marketing technology organizational models
TRANSCRIPT
249Labs Webinar:
Marketing Technology Organizational Models
Joseph Kurian
CEO, 249Labs
July 17, 2015
249labs.com
249Labs Introduction
Focus on Marketing Technology Consulting in June 2015
There are two main focuses for the company
We help companies with Marketing Technology Consulting
We have an app dev arm that builds products, mobile and desktop
We help companies in consulting around
Business cases to build MarTech orgs
Understanding Technology vendors
Understanding implementers in the MarTech space
CMO-CIO alignment for MarTech success
Wearables and Connected eco-system
Marketing Technology Offices today
MTOs exist in many Fortune 100 companies (Aetna, Target, Best Buy, Home Depot, Coke, Dell, Nationwide, Office Depot, Kimberly Clark, Clorox etc…)
They all have their own organizational models with some basic similarities
All of them see their importance, role and responsibility growing
They sit in Marketing, IT, Digital, eCommerce
* All product names, logos, and brands are property of their respective owners.
Marketing Technology Org Models
There are many variations of MarTech Org models
Best ones are built around the culture of the company and leadership
Trying to stamp someone else's model on your company isn’t best option
Pros and Cons to every model
We will be discussing 5 models I have seen
MarTech Model 1eCommerce/Digital owns MarTech
Most major digital assets are owned by single eCommerce team
Groups within eCommerce own different pieces of the digital marketing delivery (WCMS, Personalization, Email … )
Decision making on technology is eCommerce call with IT supporting
Budget can be in eCommerce or IT
Benefit Single ownership of digital assets means quicker decisions
Skillset in digital is usually higher
Agencies/Vendors play a role in supporting business goals
MarTech Model 2IT owns MarTech
Digital assets are managed by IT, with Business ownership on strategy and direction
Ownership was almost always assigned because ‘they ran the website’
Misalignment with business can cause friction
Budget sits in IT organization
Benefit Security, stability, scalability, enterprise rollout all strong
Technology skillset can be outsourced from contractors/vendors
Viewed as broader enterprise technology stack for integrations
MarTech Model 3Marketing owns MarTech
Digital assets are owned by Marketing and others
Marketing owns budget and strategic direction
Technology ownership divided by SaaS(Marketing) and internal infrastructure(IT)
Scattered ownership of digital assets requires strong alignment
Benefit Fulfils the promise of the ‘Marketing’ in Marketing Technology
Marketing Agencies can help with MarTech execution
Can demonstrate value of the Marketing function in company
MarTech Model 4Governance Committee owns MarTech
Digital assets are owned by multiple players
Budgets are not centrally owned
Digital strategy and direction is managed by committee
Regular reviews via committee determine MarTech maturity
Benefit Rarely does this cause ownership realignment which can reduce
friction
Forces various areas to get on same page and collaborate
Impact of silos can be reduced due to the nature of committee
MarTech Model 5Everyone owns MarTech
No one is sure who owns digital assets
Budgets are owned by a variety of areas
There is no digital strategy or direction
There is no governance
Benefit Great deal of opportunity for someone to lead
Where is the value of the MTO?
MTO delivering value to the organization by enabling effective digital programs
MarTech enabling various Lines of Business to achieve business goals
A MarTech function in the organization that has the ability to create enterprise wide solutions for the business
A MarTech function that controls and manages budget and strategy
Where is the value of the MTO? (cont’d)
Reducing cost and dependency on agencies / vendors
Developing internal talent in digital marketing
Leverage vendors and agencies to support internal staff and execution
How can the MTO do more?
Help steer digital strategy leveraging tools
Get involved in execution of campaigns
Add a Marketing Operations capability in the group
Non Traditional responsibility (Wearables, Alternative channels)
Summary
There are many MarTech models. Use one that fits your organization’s structure
Align yourself to business goals across the org
Build the best model for the company, not you
Having the right executive leadership is key
Having the right people is key
Thank you
Thank you for participating
We will be doing monthly webinars on a variety of topics
Contact Info: Joseph Kurian
249labs.com
813.530.5740