Marketing Technology Organizational Models

1. 249Labs Webinar:
Marketing Technology
Organizational Models
Joseph Kurian
CEO, 249Labs
July 17, 2015
249labs.com

2. 249Labs Introduction
 Focus on Marketing Technology Consulting in June 2015
 There are two main focuses for the company
 We help companies with Marketing Technology Consulting
 We have an app dev arm that builds products, mobile and desktop
 We help companies in consulting around
 Business cases to build MarTech orgs
 Understanding Technology vendors
 Understanding implementers in the MarTech space
 CMO-CIO alignment for MarTech success
 Wearables and Connected eco-system

3. Marketing Technology Offices today
 MTOs exist in many Fortune 100 companies
(Aetna, Target, Best Buy, Home Depot,
Coke, Dell, Nationwide, Office Depot,
Kimberly Clark, Clorox etc…)
 They all have their own organizational
models with some basic similarities
 All of them see their importance, role and
responsibility growing
 They sit in Marketing, IT, Digital,
eCommerce
* All product names, logos, and brands are property of their respective owners.

4. Marketing Technology Org Models
 There are many variations of MarTech Org
models
 Best ones are built around the culture of
the company and leadership
 Trying to stamp someone else's model on
your company isn’t best option
 Pros and Cons to every model
 We will be discussing 5 models I have seen

5. MarTech Model 1
eCommerce/Digital owns MarTech
 Most major digital assets are owned by single eCommerce team
 Groups within eCommerce own different pieces of the digital
marketing delivery (WCMS, Personalization, Email … )
 Decision making on technology is eCommerce call with IT
supporting
 Budget can be in eCommerce or IT
 Benefit
 Single ownership of digital assets means quicker decisions
 Skillset in digital is usually higher
 Agencies/Vendors play a role in supporting business goals

6. MarTech Model 2
IT owns MarTech
 Digital assets are managed by IT, with Business ownership on
strategy and direction
 Ownership was almost always assigned because ‘they ran the
website’
 Misalignment with business can cause friction
 Budget sits in IT organization
 Benefit
 Security, stability, scalability, enterprise rollout all strong
 Technology skillset can be outsourced from contractors/vendors
 Viewed as broader enterprise technology stack for integrations

7. MarTech Model 3
Marketing owns MarTech
 Digital assets are owned by Marketing and others
 Marketing owns budget and strategic direction
 Technology ownership divided by SaaS(Marketing) and internal
infrastructure(IT)
 Scattered ownership of digital assets requires strong alignment
 Benefit
 Fulfils the promise of the ‘Marketing’ in Marketing Technology
 Marketing Agencies can help with MarTech execution
 Can demonstrate value of the Marketing function in company

8. MarTech Model 4
Governance Committee owns MarTech
 Digital assets are owned by multiple players
 Budgets are not centrally owned
 Digital strategy and direction is managed by committee
 Regular reviews via committee determine MarTech maturity
 Benefit
 Rarely does this cause ownership realignment which can reduce friction
 Forces various areas to get on same page and collaborate
 Impact of silos can be reduced due to the nature of committee

9. MarTech Model 5
Everyone owns MarTech
 No one is sure who owns digital assets
 Budgets are owned by a variety of areas
 There is no digital strategy or direction
 There is no governance
 Benefit
 Great deal of opportunity for someone to lead

10. Where is the value of the MTO?
 MTO delivering value to the organization
by enabling effective digital programs
 MarTech enabling various Lines of Business
to achieve business goals
 A MarTech function in the organization
that has the ability to create enterprise
wide solutions for the business
 A MarTech function that controls and
manages budget and strategy

11. Where is the value of the MTO? (cont’d)
Reducing cost and dependency on
agencies / vendors
Developing internal talent in digital
marketing
Leverage vendors and agencies to support
internal staff and execution

12. How can the MTO do more?
 Help steer digital strategy leveraging tools
 Get involved in execution of campaigns
 Add a Marketing Operations capability in the group
 Non Traditional responsibility (Wearables, Alternative channels)

13. Summary
 There are many MarTech models. Use one that fits your
organization’s structure
 Align yourself to business goals across the org
 Build the best model for the company, not you
 Having the right executive leadership is key
 Having the right people is key

14. Thank you
 Thank you for participating
 We will be doing monthly webinars on a variety of topics
 Contact Info:
 Joseph Kurian
 Joseph@249labs.com
 249labs.com
 813.530.5740