How to design a modern Marketing and Communications department in an agile marketing world

THE  NEW  MARKETING  STRUCTURE  Why  you  need  to  structure  your  Marke=ng  &  Communica=ons  Departments  differently  in  an  evolving  marke=ng  world.    And  how  to  do  it.    

SC IENCE | CREAT IV ITY | TECHNOLOGY !

The  OLD  hierarchical  marke=ng  structure  is  OUTDATED.  

A  new,  NIMBLE  structure  is  required  in  this  age  of  the  crowd.  

A  structure  that  is  based  on  managing  EXPERIENCES  and  RELATIONSHIPS.  

Advancements  in  TECHNOLOGY  

The  democra=za=on  of  DATA  

The  constant  need  for  CONTENT  

3trends  driving  the  need  for  change:  

Rapid  advancements  in  marke=ng  technologies  has  opened  the  opportunity  for  marketers  to  apply  smarter  processes  to  the  tradi=onal  marke=ng  world.  

TECHNOLOGY  IS  DRIVING  CHANGE  

No  longer  are  tools  and  data  processing  reserved  for  the  marke=ng  elite.    Storage,  accessibility  and  more  extensive  partners  and  vendors  are  making  sophis=cated  approaches  available  –  especially  via  the  crowd.  

TECHNOLOGY  IS  ACCESSIBLE  

Although  accessible  and  more  affordable,  technology  is  also  extremely  confusing  and  understanding  how  tools  and  systems  interact  with  each  other  is  not  an  easy  task.      

TECHNOLOGY  MUST  BE  HARNESSED  

The  sheer  volume  of  data  being  produced  by  consumers  is  giving  marketers  an  unpredicted  view  into  behaviors  at  a  very  granular  level.  

DATA  IS  EVERYWHERE  

This  increase  in  the  volume  of  data  is  requiring  more  marketers  to  think  through  their  current  data  collec=on,  management  and  storage  systems  to  ensure  they  are  doing  it  ‘right’.  

DATA  NEEDS  TO  BE  MANAGED  

The  proverbs  are  endless:  Data  without  insight  is  useless.    Dashboards  are  rear-­‐view  mirrors.    The  key  is  that  there  needs  to  be  the  right  people  and  tools  to  analyze  the  data  to  understand  rela=onships  between  people  and  things.  

DATA  NEEDS  TO  BE  ANALYZED  

The  volume  of  deployment  channels  and  the  ability  to  test/learn  through  algorithms  have  opened  the  ability  to  test  everything.    This  is  making  the  cra^  of  individual,  ‘impac_ul’  crea=ve  execu=ons  less  of  a  requirement  and  open  the  door  to  mul=ple  variants  of  messages.  

CONTENT  IS  DISPOSABLE  

As  a  great  oxymoron,  although  disposable,  content  s=ll  requires  a  higher  level  of  lateral  thinking  to  break  though  the  constant  stream  of  consumer  messages  –  from  ad  messages  to  Facebook  newsfeeds  to  Pinterest  boards.    

CONTENT  MUST  DISRUPT  

Regardless  of  the  type  of  content  being  deployed,  it  must  be  focused  at  managing  the  rela=onship  of  a  prospect  or  customer  with  a  specific  objec=ve.    It  all  may  not  be  =ed  to  a  tangible  ROI,  but  there  is  some  behavioral  change  it  is  trying  to  influence.  

CONTENT  MUST  ENGAGE  

These  3  Elements  Serve  the  Basis  of  the  New  Structure:  

TECHNOLOGY  MANAGEMENT   DATA  

ANALYSIS  

CONTENT  PRODUCTION  

A  hierarchical  structure  that  is  based  on  people  management,  campaigns,  business  processes  and  vendor  rela=onships  that  are  at  odds  with  the  actual  deployments  of  effec=ve  communica=ons.  

TODAY’S  MODEL:  SILOED  DEPLOYMENT  

Department  Leadership  

Brand  Strategy  &  Adver=sing  

Digital  Strategy  &  Produc=on  

.com  Strategy  and  Produc=on  

Public  Rela=ons  &  Social  Media   Media   CRM  

•  Fragmented  structure  •  Minimal  alignment  the  central  strategy  •  Many  vendors  and  outsources  suppliers,  not  op=mizing  agency  rela=onships  •  No  scalable  way  to  drive  efficiencies  across  Paid,  Owned  and  Earned  channels  

Brand  Agency  

Digital  Agency  

e-­‐Commerce  

Search  

Media  Buying  

Media  Planning    

Partne

rs  

Brand  Agency   PR  Agency  

Social  Media  Agency  

CRM  Agency  

CRM  Tools  

THE  NEW  MODEL:  An  integrated  approach  that  is  focused  on  rela=onship  experience  planning  and  integrated  deployment.  

CONTENT  PRODUCTION    

Content  creators  designed  to  produce  content  for  long-­‐tail  

requirements  (reviews,  demos,  etc)  

TECHNOLOGY  INTEGRATOR    Technology  experts  who  are  responsible  to  understand,  manage  and  execute  against  the  required  needs.      

DATA  ANALYSIS    

Data  scien=sts  and  analysts  who  provide  ongoing  insight  into  cause/effect  analysis.  

EXPERIENCE  EXECUTION    Consultants  who  are  guided  by  the  Experience  Planner  to  manage  communica=ons  flow  

The  audience  rela=onship  lifecycle  is  the  central  part  of  the  process,  crea=ng  strategies  that  unite  business  objec=ves,  analy=cs,  content  and  technology.  All  geared  to  constant  op=miza=on  and  performance  improvement.  

THE  NEW  MODEL:    EXPERIENCE  PLANNING  

EXPERIENCE  PLANNER  

CONTENT  PRODUCTION    

Content  creators  designed  to  produce  content  for  long-­‐tail  

channels.  

TECHNOLOGY  INTEGRATOR    Technology  experts  who  are  responsible  to  understand,  manage  and  execute  against  

the  required  needs.      

DATA  ANALYSIS    

Data  scien=sts  and  analysts  who  provide  ongoing  insight  into  cause/effect  analysis.  

EXPERIENCE  EXECUTION    

Consultants  who  are  guided  by  the  Experience  Planner  to  manage  communica=ons  flow  

Partner  rela=onships  are  more  flexible,  calling  upon  best  in  class  partners  to  help  develop  and  execute  programs.    A  solid  client  side  experience  planning  func=on  is  key  to  successful  vendor  and  partner  management.  

THE  NEW  MODEL:    EXPERIENCE  PLANNING  

EXPERIENCE  PLANNER  

What  type  of  people?  

Experience  Execu=on  Integrated  marketers  who  own  the  brand  strategy  and  customer  experience  working  with  SME  partners  in  the  deployment  of  ac=vity.    Subject  maher  experts  who  are  engaged  to  contribute  to  and  execute  the  strategy  created  by  the  experience  planners  (for  example,  brand  agency,  digital,  direct,  media  vendors).  

People  

Partners  

Content  Produc=on  ‘Preditors’  (producer/editor)  and  writers  to  produce  content  in  a  nimble  and  agile  way,  deploying  365  content  through  social,  web,  mobile,  retail,  etc.    Produc=on  companies,  animators,  3D  ar=sts  –  experts  who  fill  a  void  that  is  not  currently  staffed  in  the  department.  

People  

Partners  

What  type  of  people?  Data  Analysis  

Data  Scien=sts  and  Data  Miners  who  iden=fy  cause/effect  rela=onships  for  marke=ng  op=miza=on  and  audience/customer  analysis  for  strategy  development    Produc=on  companies,  animators,  3D  ar=sts  –  experts  who  fill  a  void  that  is  not  currently  staffed  in  the  department.  

People  

Partners  

Technology  Integrator  Business  Analysts,  Consultants  and  Producers  who  know  how  to  build  business  requirements  and  work  with  vendors/developers  to  configure  solu=ons    Technology  Vendors  (SaaS  Pla_orms),  Agencies,  e-­‐Commerce  Pla_orms,  Consultants.  

People  

Partners  

How  to  get    STARTED?  

A.  ✔GAP  IDENTIFICATION  Iden=fy  the  current  gaps  in  marke=ng  outputs  (content  &  channels),  required  so^ware/tools,  vendor  rela=onships,  department  staffing.  

A.  ✔BUSINESS  CASE  Build  the  business  case  for  the  new  structure,  with  efficiencies  achieved  through  internal  outputs,  vendor  efficiencies  and  op=mized  efforts.  

A.  ✔PILOT    Don’t  boil  the  ocean,  start  with  a  pilot  to  bring  in  contractors  to  roadtest  the  new  model  on  a  specific  product/campaign.  

A.  ✔ITERATE  &  ROLL  OUT  Based  on  pilot  learning,  adjust  the  model  to  the  unique  needs  of  your  organiza=on  and  roll  out  the  best  structure.  

Thanks.      

SC IENCE | CREAT IV ITY | TECHNOLOGY !

Paul  Cowan  paul@cincmarke=ng.com  @cowanpkc    cincmarke=ng.com