Marketo Structures Marketing Ops
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The growth of marketing automation has coincided with marketing operations, making it a very strategic role representing an intersection of marketing, technology, and business process. In this presentation, you'll learn how to build out your marketing operations role and function, and structure your team.
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Marketo Structures Marketing Ops
- 1. How Marketo Structures Marketing Ops Patrick Chen Sr. Marketing Ops Manager Marketo © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 2. Quick Housekeeping • Chat box is available if you have any questions • There will be time for Q&A at the end • We will be recording the webinar for future viewing • All attendees will receive a copy of the slides and the recording of today’s webinar Page 2 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 3. Hi, I’m Patrick Page 3 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 4. The Rise of Marketing Ops VentureBeat, March 2014 http://venturebeat.com/2014/03/18/the-rise-of-marketing-ops/ Page 4 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 5. Marketing Staff Allocations in 2013 Page 5 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 6. Marketing Staff Allocations in 2013 Marketing Ops at Marketo = 11% Page 6 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 7. Expanding Marketing Ops Role Marketing Ops at Marketo = 11% Page 7 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 8. Marketing Ops Range of Responsibilities CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 8 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 9. Marketing Ops Range of Responsibilities CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 9 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 10. Evolution of MOPS at Marketo © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 11. Org Structure in 2012 VP Marketing MOPS MOPS MOPS MOPS Page 11 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 12. Responsibilities in 2012 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 12 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 13. Responsibilities in 2012 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 13 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 14. MOPS at Marketo in 2012 • Characteristics • Small team meant many shared responsibilities • Closely aligned with SDR & DG teams • Agile marketing team with many Marketo veterans • Dedicated time to Best Practices and Training • Lessons Learned • Prepare for next phase of growth • Form contingency plans Page 14 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 15. Org Structure in early 2013 VP Marketing MOPS Revenue Ops Mgr MOPS MOPS MOPS Sales Ops Sales Ops Sales Ops Sales Ops Page 15 © 2014 Marketo, Inc. Marketo Proprietary and Confidential Sales Ops
- 16. Responsibilities in early 2013 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 16 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 17. Responsibilities in early 2013 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 17 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 18. MOPS at Marketo in early 2013 • Characteristics • Tighter MOPS/SOPS alignment • More comprehensive data control across systems • Experienced post-IPO turnover • Lessons Learned • Conflict in reporting alignment with Sales • MOPS/SOPS synergies just weren’t there Page 18 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 19. Org Structure in late 2013 VP Marketing MOPS Manager MOPS MOPS MOPS MOPS Page 19 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 20. Responsibilities in late 2013 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 20 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 21. Responsibilities in late 2013 CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 21 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 22. MOPS at Marketo in late 2013 • Characteristics • Specialized team support assignments • Redundant assignments for key roles • JIRA ticketing system • Increased international team support • Re-engineering of systems and processes • Lessons Learned • Build for scale and efficiency • “Go-to” support point was a big win for other teams • Constantly reinvent and retrain Page 22 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 23. Org Structure Today VP Marketing (Global) MOPS Manager Int’l MOPS MOPS MOPS MOPS MOPS MOPS Page 23 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 24. Responsibilities Today CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 24 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 25. Responsibilities Today CORE RESPONSIBILITIES Technology prioritization and selection Technology implementatio n and management Analytics Page 25 © 2014 Marketo, Inc. Marketo Proprietary and Confidential PLANNING Budget Annual marketing budget allocation Budget management Budget tracking and reconciliation Spend management process Campaign Annual marketing planning process Campaign plans Program plans Tactical plans INFRASTRUCTURE Process Technology Technology strategy and capabilities roadmap Process Optimization The Campaign Implementatio n Process Technology access, administration and training Data Master data management Marketing data strategy Data management and stewardship Data administration ENABLEMENT Skills Development Workforce planning and organizational design Competency assessment Functional competency identification, development planning Access to training Process Change management Process Optimization Process governance Process management ACCOUNTABILITY Measurement Organizational summary measurement Program and function measurement Function and tactic type measurement Tactic type and tactic measurement Predictive analytics Exploratory analytics Historical analytics Historical reporting SCOPE STRATEGIC TACTICAL
- 26. MOPS at Marketo Today • Characteristics • Specialized team assignments scaling well • Rotation of team assignments for proficiency & redundancy • Push capabilities into other teams • Marketo@Marketo guides, training, and certification • Dedicated International support • Lessons Learned • Scaling means enabling others • More hands in the pot = need for tighter controls Page 26 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 27. MOPS at Marketo Tomorrow • Centralization vs De-Centralization • Global MOPS alignment • Analytics/Reporting expansion • Marketing Operations for non-Marketing teams Page 27 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 28. Hiring • What type of candidate? • Where to find them? Page 28 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 29. Takeaways • MOPS is growing and expanding, be prepared • Evolution is natural, roll with it • Always keep an eye on tomorrow’s needs • Only you have the right answer for your team! Page 29 © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 30. Thank you! @patkchen /in/patkchen © 2014 Marketo, Inc. Marketo Proprietary and Confidential
Notas do Editor
- Saw this article a few months back and have seen many like it – MOPS constantly evolving & becoming more of a defined and critical field/role With the wider adoption of technologies like Marketo, it just means more folks out there who will fill a MOPS role And the evidence is there, one of the top questions I get from customers and folks in the industry is about how to build out the MOPS function/role/team. For many companies this role is brand new. Uncharted territory. That’s the reason for this webinar. Because technology is advancing so rapidly and things in the marketing tech space are changing, it means that there are no hard and fast definitions in MOPS. So this isn’t about how you SHOULD structure MOPS, but more about the Marketo journey since I’ve been here.
- Here’s just another data point as to why structuring your MOPS team is important – it’s taking more of your staff! First inclusion of Marketing Operations was in 2005, at 2.5% of staff. Clearly MOPS is growing within Marketing organizations, and as teams get bigger, you continually need to think about the best structure for your growing team and your growing company overall.
- Marketo is at 11%, double the industry standard. Likely this is something that is uniquely Marketo, since we develop the product that is the core of a MOPS team.
- Even as MOPS staffing increases, the range of responsibilities is also increasing. MOPS professionals are taking on more, and the role is becoming more important. We’ve certainly felt this at Marketo – if you just simply look at our expanding product (personalization, financial mangement, calendar… these are all functions that MOPS must support)
- Tactical -> Strategic is also how I would view the maturity model.
- Flat team, direct reporting to VP
- Our core responsibilities were very tactical
- Except for measurement & analytics, where we had a defined role for this function. I think this is where you mature fastest because of just how important it is to the business.
- Combined with Sales Ops to form Revenue Ops team
- Starting to move up and tackle more responsibilities
- Data became much more important, esp with the alignment with SOPS Also more emphasis on budget management with MFM
- Split from Sales Ops Much more of a focus on MOPS and managing that team well
- Continued drive in Data management… taking a leading role in selecting technologies Continued advancement in budget management
- Specialized benefits 1- other teams had a “go-to”, consistency in working with the same person, building rapport/history 2- mops team members were more focused, could gain experience & expertise, had a sense of responsibility 3- no confusion over who does what JIRA benefits 1- no confusion over who does what, no email mess, could track progress of tickets 2- resource planning – should I devote more support to a particular team? Should I hire more folks? Is one person on the team being unproductive?
- SCALE!
- Continued expansion of data & budget management
- Focus on enablement!
- Type of candidate: -experience in demand generation or performance marketing -someone who likes to organize/be organized… to-do lists -programming experience or math/science/eng degrees/backgrounds … technical marketers -Marketo/marketing automation/SFDC experience actually not that necessary, pool of candidates quite small and this can be taught -Marketo experience can sometimes be over-valued – you must look at how they were using Marketo specifically. “Marketo experience” can mean a lot of things -EXCEL. They need to know this very well. If they don’t use the mouse, you know they are good. Where to find them: MOCCA, Community, in other marketing teams, no magic bullet