Post on 13-Sep-2014
description
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The OLD hierarchical marke=ng structure is OUTDATED.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