By Gary Katz
In the world of marketing operations (MO), words like “enterprise” and “scale” are common, but we rarely hear the phrase “small business” enter the conversation. Ironically, small and midsize businesses (SMBs) need MO the most if they are to grow into the company they want to be.
Startups and growing businesses that fail to address MO head on in the beginning pay the price later—literally and figuratively.
We often advise SMBs about steps they can take today to future-proof their growth and get on the path to success tomorrow.
Here are four essentials we recommend.
1. Assign an owner to make marketing operations a priority
Put someone in charge of MO in the beginning; otherwise, you’re not going to get very far.
When a business first gets started, it’s natural—and practical—to focus on getting that first customer and establishing a beachhead. But then, many companies tend to overly focus on speed and “doing” in the name of agility (and at the expense of strategy).
Failure to lay a strategic foundation for growth can cripple a company as it attempts to scale. Agility isn’t just about speed in decision-making and action; it’s about operating with a fully-baked plan, contingencies included.
Smart companies see the benefit of establishing a MO function to operationalize marketing strategy, drive alignment, and ensure accountability immediately after that initial customer land grab and stake in a market.
2. The business case: articulate the ‘Why’ of marketing operations to secure support
Creating a business case to build out the MO function is essential; but, if you don’t know what your goals are, it’s pointless. We recommend focusing on MO that aligns directly to your marketing and enterprise strategic objectives. That means addressing the gaps in your organization to ensure scalability, accountability, measurability, and the development of new capabilities as you grow.
Think about big questions such as these: Are we going to expand globally? What changes do we need to make in the business to more effectively roll out our next product or service? How do we bridge the talent gap to get from our current to our desired future state? The answers will help you build a business case.
The more organizational complexity, moving parts, and resources you have, the bigger the commitment in MO required to achieve long-term enterprise goals. That’s because committing to MO helps you get more with less (or your current level of) investment.
You’ll also need a strong business leader and a decent-sized budget, which, sadly, often gets allocated to technology first… which leads to the next topic.
3. Don’t let shiny tech objects overshadow strategy
“You don’t know what you don’t know.” “Don’t put the cart before the horse.” We’ve all hear those clichés. But where MO and technology are concerned, you’d best not dismiss them.
Companies big and small are easy prey to marketing technology seduction. It’s easy to get enamored by martech. Slick demos. Smooth salespeople tossing around client case studies with compelling stats. “Look at these great results that XYZ company achieved! Your company can achieve this type of ROI too!”
Fact is, every company Go to the full article.
Source:: Business 2 Community