How do you know if your organization is ready for B2B Marketing Operations (MO) 2.0? This paper will help you determine if your organization is ready by asking questions like: What does that organization look like? What are its primary pain points? What is its vision for the future? What pressures are driving it to consider undergoing substantial change?
Marketing Operations is still finding its way into the enterprise, but it has certainly made has made significant strides in the past three years. Consider:
To see if your company is a good candidate for B2B Marketing Operations 2.0, check all the characteristics listed below that apply.
If you checked half or more of the above statements, your company is a great candidate to benefit by leveraging the power of B2B Marketing Operations 2.0.
If your company is feeling some pain, you’re probably acutely aware of it. Arriving at an accurate diagnosis, however, requires a careful examination. Before reviewing the checklist below to identify localized pain points, first consider the general health of your marketing effort. Does marketing currently receive wide recognition for its strategic leadership and bottom-line contribution? Is marketing in complete alignment with your company’s strategic goals and other key functions? Can marketing clearly measure its success and demonstrate ROI to your executive team?MO 2.0 is specifically designed to address these corporate pain points:
If you resonate with two or more of the above statements, your organization may be in enough pain to be ready to embrace B2B Marketing Operations 2.0.
In a perfect world, marketing operates as a very creative, fast-paced, results-driven function that stays close to the customer and its other stakeholders. It is not only aligned with the enterprise’s strategic agenda but also helps define it. It leads the customer experience and innovation processes. It is well integrated with other corporate functions and takes full advantage of the power and discipline of a strategically designed B2B Marketing Operations 2.0 infrastructure.The MO 2.0 infrastructure layers into the marketing function the processes, technology, guidance and metrics required by an efficient operation that delivers outstanding value on a consistent basis. Such an MO 2.0 infrastructure enables informed decision-making, accountability, sustainability, visibility, teamwork, strategic thinking and repeatable best practices execution.A marketing organization is ready to think seriously about embracing MO 2.0 when it feels internal and external pressures to make systemic changes because it has not been delivering on its vision and has consistently failed to achieve its operational goals.
Unless you’ve checked at least half of the above statements, there is a large gap between your vision and your current reality. Your company is ripe—or more than ripe—for MO 2.0.
|Characteristic||Organizational Pain||Desired Vision|
|Substantial marketing investment (resources, programs, budget)||Unmanageable complexity, difficulty demonstrating ROI, Marketing on defensive||Marketing optimizes resources to deliver substantial ROI|
|Dynamic, competitive market||No, or disappointing, growth, super-growth, high customer churn, high employee turnover||Marketing aligns with other functions to take responsibility for:|
|Under media or regulatory scrutiny for:||Compliance pressure, impact of change on SOX compliance, media magnifying glass||Marketing partners with Quality, Finance, IR to meet compliance requirements|
|M&A integration challenges||Duplicated efforts, loss of continuity, “everything needs attention” syndrome, difficulty getting buy-in for change initiatives||Marketing leads M&A and other change initiatives|
|More tactical than strategic||Firefighting, CYA behavior||Marketing is valued strategic partner to CEO and C-team|
Some or all of the content contained in this white paper was contributed by Gary M. Katz, CEO of Marketing Operations Partners (www.mopartners.com)