Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.

1. 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.
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|
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TECHNOLOGY!

2. 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OUTDATED.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.

3. 3
trends
driving
the
need
for
change:
Advancements
in
TECHNOLOGY
The
democra=za=on
of
DATA
The
constant
need
for
CONTENT

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

5. TECHNOLOGY
IS
ACCESSIBLE
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.

6. TECHNOLOGY
MUST
BE
HARNESSED
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.

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

8. DATA
NEEDS
TO
BE
MANAGED
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’.

9. DATA
NEEDS
TO
BE
ANALYZED
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.

10. CONTENT
IS
DISPOSABLE
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.

11. CONTENT
MUST
DISRUPT
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.

12. CONTENT
MUST
ENGAGE
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.

13. These
3
Elements
Serve
the
Basis
of
the
New
Structure:
TECHNOLOGY
MANAGEMENT
DATA
ANALYSIS
CONTENT
PRODUCTION

14. TODAY’S
MODEL:
SILOED
DEPLOYMENT
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.
Department
Leadership
Digital
Strategy
&
Produc=on
.com
Strategy
and
Produc=on
Public
Rela=ons
&
Social
Media
Media
CRM
Brand
Agency
Brand
Agency
e-­‐Commerce
PR
Agency
Media
Planning
CRM
Agency
Social
Media
Agency
Media
Buying
CRM
Tools
Partners
Brand
Strategy
&
Adver=sing
Digital
Agency
Search
•
•
•
•
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

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

16. THE
NEW
MODEL:
EXPERIENCE
PLANNING
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.
EXPERIENCE
EXECUTION
CONTENT
PRODUCTION
Content
creators
designed
to
produce
content
for
long-­‐tail
requirements
(reviews,
demos,
etc)
Consultants
who
are
guided
by
the
Experience
Planner
to
manage
communica=ons
flow
EXPERIENCE
PLANNER
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.

17. THE
NEW
MODEL:
EXPERIENCE
PLANNING
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.
EXPERIENCE
EXECUTION
CONTENT
PRODUCTION
Content
creators
designed
to
produce
content
for
long-­‐tail
channels.
Consultants
who
are
guided
by
the
Experience
Planner
to
manage
communica=ons
flow
EXPERIENCE
PLANNER
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.

18. What
type
of
people?
Experience
Execu=on
Integrated
marketers
who
own
the
brand
strategy
and
customer
People
experience
working
with
SME
partners
in
the
deployment
of
ac=vity.
Subject
maher
experts
who
are
engaged
to
contribute
to
and
execute
Partners
the
strategy
created
by
the
experience
planners
(for
example,
brand
agency,
digital,
direct,
media
vendors).
Content
Produc=on
‘Preditors’
(producer/editor)
and
writers
to
produce
content
in
a
People
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
Partners
that
is
not
currently
staffed
in
the
department.

19. What
type
of
people?
Data
Analysis
Data
Scien=sts
and
Data
Miners
who
iden=fy
cause/effect
rela=onships
People
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
Partners
that
is
not
currently
staffed
in
the
department.
Technology
Integrator
Business
Analysts,
Consultants
and
Producers
who
know
how
to
People
build
business
requirements
and
work
with
vendors/developers
to
configure
solu=ons
Technology
Vendors
(SaaS
Pla_orms),
Agencies,
e-­‐Commerce
Partners
Pla_orms,
Consultants.

20. How
to
get
STARTED?
A.
✔
A.
✔
A.
✔
A.
✔
GAP
IDENTIFICATION
Iden=fy
the
current
gaps
in
marke=ng
outputs
(content
&
channels),
required
so^ware/tools,
vendor
rela=onships,
department
staffing.
BUSINESS
CASE
Build
the
business
case
for
the
new
structure,
with
efficiencies
achieved
through
internal
outputs,
vendor
efficiencies
and
op=mized
efforts.
PILOT
Don’t
boil
the
ocean,
start
with
a
pilot
to
bring
in
contractors
to
roadtest
the
new
model
on
a
specific
product/campaign.
ITERATE
&
ROLL
OUT
Based
on
pilot
learning,
adjust
the
model
to
the
unique
needs
of
your
organiza=on
and
roll
out
the
best
structure.

21. Thanks.
Paul
Cowan
paul@cincmarke=ng.com
@cowanpkc
cincmarke=ng.com
SCIENCE
|
CREATIVITY
|
TECHNOLOGY!