Building the modern marketing organization


For instance, as we’ve outlined, common mistakes include increasing the headcount by too many people, employing an outdated structure, and reorganizing the team too quickly. Taking such careless steps will only lead to a disorganized Marketing department. This will, in turn, make it difficult to solve the team’s biggest tasks: building demand for the company’s products and deciding which markets to invest in.


So, what’s the solution?


As outlined in this year’s report, top-performing companies align their Marketing Strategies across five key stages: Planning, Engagement, Org, Execution and Support.


Evidently, Marketing can only execute successful campaigns and support the Sales force with a strong organizational structure in place. This includes having the right talent in the right roles to carry out crucial processes. And it doesn’t have to be as difficult as it seems.


Here’s how best-in-class companies are organizing their Marketing teams to make the number in 2016.


Defining the Optimal Marketing Structure

To meet the elevated expectations of the social and mobile business executive, a new organizational model may be required. But if you’re working with an outdated Marketing structure, you don’t have to start from scratch. In fact, you shouldn’t. Starting over with a completely new model can be complicated, disruptive, and result in costly setbacks.


Instead, just identify the specific gaps and weaknesses in your Marketing organization, and prepare the most efficient ways to address them.


For instance, use Market Research and the completed Corporate Strategy to to understand customer needs and behaviors. From there, figure out if you have the right people in place to market to those needs and behaviors.


This process includes identifying the responsibilities for each role, necessary headcounts, talent assessment programs for retaining “A” players, and accurate benchmarking compensation plans.


For capabilities and talent that you don’t have immediate access to, your team should determine if outsourcing is the right option.


Preparing to Outsource as Needed

It’s cost-prohibitive to staff a specialist in every possible area of Marketing–especially if only fractional resources are needed to achieve a certain goal. On the other hand, you can’t afford to dilute your team with too many responsibilities. This could result in the production of lower quality work.


The solution? Outsource when possible.


Still, even handing off some responsibilities requires oversight because incorrect agency management could cost your team. To make sure you’re getting the most from your agency relationships, Marketing should have a clear plan in place for acquiring new agency partners, educating them, and addressing potential issues in the partnership.


With these strategies in place, Marketing will be well prepared to make the number with a tight and efficient organization of talent.


Putting Your Strategies to Work

Straightening out your Marketing organization only addresses one piece of the puzzle. To prepare your business for the year ahead, each team will need to not only finalize their strongest strategies, but also make sure they’re aligned with other departments’ roadmaps for 2016.


As SBI found, the top 10% of companies accomplish this by aligning their strategies across a specific process. Chances are, you have most of the key elements you need. You just have to figure out how to position them most efficiently.


SBI is prepared to help with our new consultation workshop, “How To Make Your Number in 2016.” Register for the workshop today, and we’ll arm your organization with the knowledge and tactics you need to beat the estimates.





Matt Sharrers

Studies and works with the top 1% of B2B sales and marketing leaders who generate above average revenue growth for their companies.
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Matt is arguably one of the industry’s most connected, and physically fit, sales leaders. He “lives in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. Because of Matt’s unique access to the best sales talent, private equity investors tend to turn to him first when they need to hire remarkable leaders to unlock trapped growth inside of their portfolio companies. Matt’s recent engagements include work commissioned by private equity leaders Permira, TPG, Bain Capital and Hellman & Friedman.


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