It’s been two years since we selected a marketing automation platform, and during those two years we built out our nurture streams, implemented curriculums, scored, rescored, added grading and relaunched—a few times. I’m oversimplifying, of course, but in the midst of our journey we found ourselves needing to transform not only ourselves but also our organization. In hindsight, while we have several of the key pieces in place, there are many more needed to ensure our success. After all, it is a journey.
As you look to build out your organization, you may want to consider the longer-term functions needed to ensure operational efficiencies and best practices. It’s very easy to get caught up in the near-term tactical work required, but I would advise you to consider the longer-term vision for your organization, despite where you may be in your own journey.
At a high level, the revenue marketing organization should consist of three basic job functions:
- The marketing operations technical and platform expert. This person knows the platform well and stays up to speed on new functionality. He or she specializes in establishing workflow efficiencies and optimizing your program with enhancements like scoring, progressive profiling, etc. This person should also be well-versed in data management, CRM alignment and reporting.
- The marketing operations analyst. This staff person is key to help with quality assurance, campaign troubleshooting, reporting, analysis, support and the revenue performance dashboard. He or she also works with the revenue marketer on strategy.
- The revenue marketer. This person has specific revenue targets and is responsible for campaign management, along with the day-to-day usage of the marketing automation system to run campaigns.
In the early phases of your implementation, or at least until you prove marketing automation’s effectiveness, you may only have one or two people helping you, and those folks are wearing multiple hats. As you prove the revenue marketing model, you may evolve to the structure noted above, or it may be somewhere in between. You’ll need to decide what best fits your needs.
Regardless of where you are in the journey, make sure you allocate funds to train existing staff, allowing budget for the team to stay on top of their skills and obtain any related certifications. If you don’t have all the talent in-house, make sure you assign budget for outside expertise.