Marketing Team in a Changing Model

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CMO new roles
Another trend worth noting is the changing role of the CMO. Currently, their scope of responsibility is increasing to include sales, customer experience, and IT functions . However, we should not expect complete control over these areas, but rather a partial increase in responsibility in selected areas and closer cooperation with the leaders of the aforementioned departments. The reason for this state of affairs is primarily the aforementioned increased role of technology and the significant amount of contact with the customer in the online sphere.

The above-mentioned changes do have an impact on the organization of the marketing department, as well as the adopted management model. Let's take a look at their potential consequences in the discussed area.

A minimal but noticeable decline in marketing budgets observed over the last two years.
Effect: Greater attention from CMOs to effective budget management and ROI (technology vs. human resources), more in-depth analysis than before of available tools and the way they can increase the effectiveness of marketing and sales activities.

Increase in spending on marketing technologies with a simultaneous decline in the area of ​​human resources.
Effect: Automation of marketing and business processes, reduction of the amount of manual work and, consequently, reduction of the size of the internal team and/or expenses for servicing external agencies.

Increased CMO responsibility in sales, customer experience and IT.
Result: New positions within the marketing estonia whatsapp data department: UX designer / UX specialist , Web analytics specialist , Data science analyst, etc. (direct reporting line to the marketing department or resource sharing).

The growing role of digital marketing and the transfer of sales to online channels.
Effect: Change in employment structure and new specializations: SEO , SEM, Content Marketing, Programmatic, Affiliate Marketing, Social Media , etc.

The growing role and amount of primary data .
Effect: Reluctance to share data with external entities (e.g. marketing agencies), investment in building internal competences (in-house marketing model). This is aimed at increasing data security (especially important in the era of GDPR [4] ), innovation, speed of response to changes ( agility ), transparency and control in media purchasing.

CMO strategic decisions
Taking the above into account, the Chief Marketing Officer should make several strategic decisions.

1. Building competences within the company (strong internal team), so-called in-house marketing, marketing outsourcing (cooperation with specialist external agencies: media houses, SEO/Performance agencies) or a mixed model.

2. Centralization or decentralization of management (applies mainly to international companies with a headquarters function and local markets).

3. Marketing technology architecture and integration (how to build a martech ecosystem): integrated best-of-breed tools , fragmented best-of-breed architecture , diverse/unstructured solutions, a suite of solutions from a single vendor (Adobe, Oracle, Salesforce), proprietary technology, so-called " dark martech ".

Each of the solutions or adopted models has both advantages and disadvantages. The key to success is their combination, corresponding to the profile of a given company and industry. There is probably no single best solution and what works very well in one company will not necessarily work in another. It depends on many factors, including the strategy and size of the company, its structure, revenues, management model and many others.