We have also worked with marketers and agency leaders to identify where the knowledge and capabilities gaps exist.
1. Do you know all the key technology providers in your marketing and advertising tech stack and the basis on which they are engaged? Do you understand the cost drivers? 2. Have you assessed the technology skills gaps in your organisations and do you have visibility over what skills you are likely to need this time next year that you currently do not possess? 3. Do you know which agencies are responsible for you adtech solutions? 4. Do you know who owns the data if your data is held in a third parties systems? 5. How confident are you that when someone arrives on your website you know who they are? 6. What other non-marketing systems collect personally identifiable information about your customers and are you able to marry these up to data in your marketing tech stack? 7. Do you run programmatic advertising campaigns and who manages the programmatic buying desk, your employees or your agencies? 8. How integrated are your teams when they plan campaigns? For instance does your social desk talk to your search desk, and do they know what display campaigns are running in the market at any given time? 9. Does your direct marketing team have visibility of search, social and display campaigns? 10. Thinking of search, social, display and video do you know how your agency is structured and whether they have an integrated or disjointed approach to managing your campaigns? 11. Is responsibility for search, social and display split across agencies? 12. How sophisticated is your attribution modeling? Are you still relying on first last clicks and are you able attribute across multiple formats and channels? And perhaps more importantly, how quickly can you respond to the insights derived from your models? If you can answer yes to most of these questions positively you are doing better than many of your peers.
If an organization is large enough, to the point where it has distinct marketing, inside sales and external sales teams, then it may make sense to have inside sales live within the marketing department. This is great for a sales team that needs to qualify leads and prioritize those that are more likely to engage. But it’s also a big step forward for B2B marketers.
Making inside sales part of marketing could provide marketers better ability to measure their work, opening the door to accountable revenue metrics. You can’t do revenue marketing if you don’t have resources following up on the demand that is being created by marketing. There will always be a natural, unintentional lack of accountability if marketing has no control over sorting through the demand or resulting disposition of the leads to measure its effectiveness.
As smart CMOs figure out they need a new way to organize, some new terms that describe new organizational structures have been born. Consider these:
Smarketing and SMOPS – This evolutionary function combines sales ops and marketing ops, thereby creating a true line of sight to the entire customer journey that enables almost real-time response and shared insights.
Revenue Operations or Rev Ops – Another transformational role, this function looks at all revenue points and sets up the operations to support revenue attainment across the entire customer life cycle. Rev Ops tends to include every part of the company that touches the customer from customer service to sales to marketing – any touchpoint that can help create revenue.
Customer Ops – This is an expanded view of the more traditional customer operations job that provides a holistic and connected view of the entire customer life cycle.