Is your marketing team structured for success? Is it effective? Are there gaps? Have you got the size, shape, approach and process right?
The role that Marketing play is often down to attitude. Marketing can either deliver demonstrable return and competitive advantage. Or it can be cost centre that delivers “stuff” . A pile of loose bricks versus building something great. The choice is yours.
This blog will look at how to lay foundation structures, build and grow your modern marketing team for success.
Traditional Construction
A traditional marketing team, no matter the size, will normally either be product led or function led.
For product led, the product marketing expert is responsible for the plan and end to end mix of marketing activity for their product/service through different channels and across geographies. For this model to win, a wide range of marketing skills is required. Downside is it’s a narrow (silo) view and there’s less appetite for customer centricity or cross sell.
The function led model had expertise in different aspects of Marketing – Public Relations, Direct Marketing and Web management (content, SEO, paid search) for example. Downside here is that there's less in-depth knowledge on the product, competitors and market.
A successful hybrid model gives the best of both worlds – Product teams with “umbrella” functions such as Strategy, Brand and Comms. This enables a holistic view with integrated marketing, and it helps manage complexities like multiple market channels or geographies.
Depending on the size of a business, roles can be combined or split without losing shape or integrity. A product marketer might have a small team for a single product - or on the flip side, manage a category rather than a single product on their own. For a function led model, roles and responsibilities can equally be combined or split out.
That's the traditional model. But we are in a new era. The way we consume media and use technology has changed. We live in a hyper connected world. In recent years, we’ve seen a shift toward customer centricity (experience), ESG has gained importance, data and the ability to target has improved, and we have a more remote/hybrid workplace … that’s just for starters.
In short, Marketing has pivoted. Modern structures/operating models need to reflect the more dynamic environment. Traditional marketing structures, frameworks and tactics have been disrupted to reflect the new world. Marketing are under increased pressure to be more effective in reaching and engaging with their story. Instant visibility on analytics - opens, likes, reach, engagement – and leads.
Modern Construction - Foundation laying
The start point is always your situation – the opportunity you want to unlock, the problem you want to solve, assessed against your brand fitness, market maturity and economic environment. That gets you to your priorities. Focus can change as you grow and develop. So can team roles/responsibilities - but find a balance between chop and change and continuity – your team needs to buy in and be clear. Engaged. If not, you’ll get churn.
Think about:
Priority balance - acquire v retain & grow clients,
Out-bound v in-bound marketing channels,
Paid v owned media
Strategic marketing - architecture and planning
If you don’t have strategic marketing clarity, your marketing output will be disjointed. Marketing strategy is different from Business strategy. Marketing strategy is also different from Marketing plan. Resist the temptation to bring in a team on lower salaries then expect great things. Without clear brand positioning, strategic aims and GTM direction, the team will busy themselves delivering tactical collateral, or things they’re good at (or enjoy - comfort zones). That's not what you need. If you can’t afford a Marketing Director, hire a fractional (call me!).
Integrated foundations
An integrated marketing approach significantly increases your return on investment – and is customer centric. Your structure should enable your story to reach your audience and stand out. Cross functional teams working closely together on core, consistent messages and campaign themes – PR content visible on social, email and web – the cumulative power of integration and multiple opportunities to see. This requires teamwork, good communication and healthy challenge. That means a bonded team with regular planning and check in’s.
Self build - You don’t need to do it all
If you don’t have expertise in the team, use agency expertise. Learn from them. As you grow there are tipping points where it makes sense to bring things in house.
Tradespeople - the core disciplines of the modern team
These are the main discipline areas to consider – but be sure to apply your own flex according to your needs.
Many can be combined, outsourced – and some business models may require specialisms specific aligned to their own needs. What’s important here is that while some disciplines can stretch, you need subject matter experts.
Brand and Marketing Strategy/Leadership
Analyst – Market Intel, Database, CRM, Reporting
Growth Specialist – Response Advertising, Paid search/ digital ads – lead generation
Digital Marketing
Web Specialist - Development, UX, plug ins
SEO – site performance and ranking
Web Content
Communications
Thought leadership
Email marketing and automated nurture
Account Based Marketing
Social media
Designer/Artwork
PR – placed features, opinion, commentary
Events and Sponsorship
Partnerships – memberships, influencers, key accounts
Roles, Collaboration and Crossover
Now that we have the key disciplines, we can consider typical roles. Later on we will look at how some roles can be combined for smaller/fledgling organisations.
Marketing Director/CMO – sets the brand and marketing strategy, aligns to business ambition then sets objectives, KPIs and GTM narrative/approach. Plan produced. Investment agreed. Progress Reported. In smaller organisations, the Marketing Director must be comfortable to roll sleeves up and be hands on.
Marketing Analyst – A data savvy person and spreadsheet whizz who can gather and interpret info – competitor intel, market trends, target profiling, CRM, marketing performance analytics and reporting. Works closely with Marketing Director, Web, SEO and content specialists.
Web Specialist – Web is your shop window. You want to welcome people in, encourage them to stay and browse and find what they want (without hard sell). Web development and design, accessibility, UX, signposting, functionality plug-ins such as live chat, campaign landing pages and data capture. Works with SEO, content specialist and analyst. Role is often combined with SEO.
SEO Specialist – Inbound strategies - ensures site performance and ranking. Keyword, linking, meta descriptions and tags – works closely with web specialist, content specialist, PR and analyst. Role often done by an SEO agency
Content/Comms – Telling your story - crafting web content, thought leadership blogs, webinars, podcasts emails, and social media strategy/content. Works across wider business (eg with technical experts).
PR – Media relations, membership organisation leverage, influencers (such as management consultancy firms), award entries. Works closely with Marketing Director and often directly with senior execs. Role often combined with Comms, and with a PR Agency for support.
Artworker/Graphic Designer – Someone with an eye for great layout and signposting who can help produce things like collateral, infographics, social media images and animations – and help you to ace your sales presentations. This can be outsourced, but the flex and value mean its a good early hire.
Growth Marketer – Response advertising, paid search (PPC) and promoted content – profiling and reaching your audience to drive enquiry. Depending on spend levels, in some B2B organisations, the role is sometimes combined with SEO or outsourced to a digital agency.
Construction - the art of the possible
For a fledgling/small organisation, you can start with as little as 2 or 3 people and build – A senior leader (can be fractional), analyst, digital marketing and communications. As you grow your team, you can use specialist agencies (for digital/SEO, lead generation and PR for example). A word of caution though. The business ambition has to be matched with resource. Marketing can always punch above their weight with clever leadership and disruption, but if you don’t back them, you won’t get the returns.
Where should Marketing report to?
To succeed there needs to be close alignment with growth functions. Reporting in to functions such People & Culture suggests marketing is a team of order takers - and not critical to success. There are a few options for reporting lines – either a Chief Marketing Officer (CMO) sitting on the executive team or a reporting line through growth functions such as Chief Revenue Officer or Chief Commercial Officer is most sensible.
Maintenance & Improvements
The marketing structure should and will evolve. Maintenance and improvements. If you build on solid foundations though, you wont have the pain and expense of knocking it down and starting again!
Next Steps
Are you are thinking of growing or restructuring - or would you like a consultation or audit on your marketing team? Our GTM Marketing experts can help – check out our rates now.
You can also read the blogs and use our templates for GTM strategy, Proposition, Agency selection and Agency briefing in the Hive Knowledge Hub.
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