Marketing Accountability: Who Owns What, and Why It Matters
- Are the markets in the different regions sufficiently similar in their needs, maturity and messaging to support a high percentage of content being applicable to most regions? Language translation is of course still going to happen locally.
- Are the major marketing themes and programs decided centrally or are they unique to each region?
- Do we have the skills in the regions to ideate on, and create, assets and content in many forms, including interactive content, videos, quizzes, surveys, podcasts, webinar materials, whitepapers, etc.?
- Is it cost effective to have creative agencies in each region that do more than localization of copy or can the language localization be done in-house foregoing any field creative agencies?
Just as before, the availability of skills is likely to be a dominant determining factor in the decision to drive a single content and editorial calendar for all regions.
4. Who Owns the Coordination of Digital Communications With Customers?
If we ignore the communications from sales, support and finance, and just focus on the various marketing teams, there needs to be some form of coordination. The alternative is to run the risk of different marketing teams all emailing the same individuals on the same day. In many cases this can be handled with governance programs created in the marketing automation platform that basically filter individuals out of email sends if they received a communication in the past seven days, and some even queue up the suspended communication to be sent at a future date. No criteria needed for this one. Marketing operations owns setting up automated governance rules based on a shared understanding across marketing.
As a CMO, I see questions of ownership and accountability come up every week. It is part of the job description to drive clarity in these areas, especially the ones where it may be hard to determine the best answer. Tackle the ones that cause the most strife and confusion first, and insist that the teams either agree and commit or disagree and commit. Regardless of opinion, all marketing teams must work towards shared organizational goals.
Kevin Joyce is VP of strategy services for The Pedowitz Group. He's a marketing executive with 34 years of experience in high tech, in positions in engineering, marketing, and sales. In the past 16 years Mr. Joyce has worked with many companies on their revenue marketing and demand generation strategies. With a unique combination of marketing skills and sales experience he helps bridge the gap between sales and marketing.
Mr. Joyce has successfully launched numerous products and services as a Director of Product Marketing at Sequent, as a Director of Sales at IBM, as Vice President of Marketing at Unicru, and as CEO at Rubicon Marketing Group. He has been VP of Marketing Strategy with the Pedowitz Group for more than six years. He holds a BS in Engineering from the University of Limerick, Ireland and a MBA from the University of Portland. Connect with Kevin on LinkedIn or email him at firstname.lastname@example.org. Download TPG’s new white paper: "TPG ONE: A New Approach to the Customer Journey."