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For instance, as we’ve outlined, common mistakes include increasing the headcount by too many people, employing an outdated structure, and reorganizing the team too quickly.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 But if you’re working with an outdated Marketing structure, you don’t have to start from scratch.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

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived 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. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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