TABLE 1
FROM:
Embracing Marketing Operations: What's in it for DAM professionals?
Gary M Katz
BACK TO ARTICLETable 1. Assessing MO readiness
| Characteristic | Organizational pain | Desired vision |
|---|---|---|
| Substantial marketing investment (resources, programs, budget) | Unmanageable complexity, difficulty demonstrating ROI, Marketing on defensive | Marketing optimizes resources to deliver substantial ROI Leverages processes, technology and best practices to spur productivity, knowledge sharing Utilizes dashboards and metrics to make informed spend decisions Is recognized by C-team for its accountability and ROI contribution |
| Dynamic, competitive market | No or disappointing growth, super-growth, high customer churn, high employee turnover | Marketing aligns with other functions to take responsibility for: Nurturing sales funnel Revenue targets Innovation process New market penetration Customer experience |
| Under media or regulatory scrutiny for: Shareholder confidence Supplier to government High-profile industry | Compliance pressure, impact of change on SOX compliance, media magnifying glass | Marketing partners with Quality, Finance, IR to meet compliance requirements Maps key processes Documents best practices Applies LEAN, Six Sigma and other methodologies Demonstrates ROI through KPIs, dash boards, etc |
| M&A integration challenges Actual or pending | Duplicated efforts, loss of continuity, "everything needs attention" syndrome, difficulty getting buy-in for change initiatives | Marketing leads M&A and other change initiatives Communications leadership "Walking the talk" |
| More tactical than strategic | Firefighting, CYA behavior | Marketing is valued strategic partner to CEO and C-team |
