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The Marketing Operations Function: Is it Evolving Fast Enough?Product Type: Market Research ReportPublished by: IDC Published: December 2006 Product Code: R104-28822 Description
This IDC Presentation was presented on November 1, 2006 and December 6, 2006, during the CMO Advisory Service's West and East Coast Client Roundtables, respectively. This presentation also serves as an executive level overview of the IDC published report entitled "The Marketing Operations Function: Is it Evolving Fast Enough?" IDC first identified the rise of the marketing operations (MO) function early in 2005 and provided a detailed analysis and framework for the staffing requirements and responsibilities as industry guidance for this role's contribution to the marketing organization. Twelve months later, adoption of the marketing operations function continues to expand, with 25% of tech marketing organizations having newly established this function in the past year. IDC suggests that marketing leaders and the MO lieutenants need to focus on the following key areas to optimize their potential for success in the next 12?18 months: The most effective MO leaders bring deep operational experience to the role, with the credibility and political capital to identify and drive real process change. The MO team should report directly to the CMO or a global vice president of marketing, focusing on the areas of strategic planning, performance measurement, and marketing infrastructure. This will provide the MO function the greatest opportunity to instill change in the organizational processes of marketing. The MO team must be the agent of change to improve marketing's credibility in the organization from a fiscal management perspective. A key success factor is to collaborate with finance and IT to establish the foundation for marketing managerial accounting ? enabling the CMO and other marketing executives to track and manage investment by region, segment, business unit, product line, and campaign. Best-in-class MO teams will collaborate closely with sales, the CFO, the CEO, and marketing executives to develop a performance measurement process that cascades from corporate objectives to marketing objectives to campaigns/programs. An important facet of this strategy is facilitating the improvement of marketing's lead management process, which is in a state of disrepair across many organizations.Table of Contents Table of Contents In This IDC Presentation |
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