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Marketing Operations (MO) are data scientists, portfolio score keepers and process re-engineers. MO will acquire new responsibilities as more B2B organizations realize the power of marketing in affecting revenue growth. Debbie Qaqish explores the ever-growing responsibilities being adopted by this critical function
Admittedly, I was a bit late to the marketing operations (MO) party, not in terms of technology, data and the need to bring the associated skills into marketing. Rather, my tardiness was in terms of the broader and more strategic impact of marketing operations on marketing as a whole. I conducted my first series of interviews with marketing operations leaders in 2015. Then and now, the set of roles and responsibilities are in a constant state of flux. However, one thing is very clear. Marketing operations is gaining more responsibilities every day and in most cases, marketing is delighted to give these responsibilities to this function. This blog will explore the ever-growing set of responsibilities being adopted by the marketing operations function.
Seismic Shift in Technology
Clearly, the first set of responsibilities requiring marketing operations focus were those related to technology and specifically marketing automation. Once these systems came onto the scene, marketing gained incredible power and possibilities at their fingertips. I’ve had many conversations with marketing leaders about the need to find talent that could optimize the use of these systems. Hiring the right person to run these systems was the first step towards a marketing operations capability.
Inherent in the adoption of marketing automation processes (MAP) and as part of the blossoming landscape of technology options, was the beginning of several capabilities for marketing operations: technology capability, data management capability and measurement/reporting capability. The technology capability includes awareness of what is in the market and being able to make recommendations based on need. This is a key capability as marketers are drowning in technology options. The technology capability also includes buying, integrating, administering and optimizing systems. This is what most people think of when they think about marketing operations. As responsibilities expand for the MO team, some are running the systems as well. A great example is marketing automation. In the early days of MO, MO bought, integrated and optimized the system while a demand gen team actually used the MAP to run programs. More and more, we are seeing this responsibility migrate to the MO team.
A key expansion of the MO role in terms of technology is creating a martech blueprint that supports the business objectives. It was only a few years ago that marketers began to map out and render their martech stack. Yet, given the average marketing team uses close to 20 different pieces of technology, what could be more important? The martech blueprint represents the operationalization of strategy.
Rise of the Data Scientist
I first heard the term “data scientist” uttered by a marketer in 2008. We were working with a major sports team and they had an entire marketing operations group that mined data before it was cool. In general, MO’s first set of Go to the full article.
Source:: Business 2 Community