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The Modern Marketing Organization
The Modern Marketing Organization
A MODERN
MARKETING
ORGANIZATION
HOW-TO GUIDE
Building a Modern
Marketing Organization
HOW-TO GUIDE
The marketing profession has been turned upside down in the past ten years. Now more than ever
marketing leaders need to prove value, implement and manage complex technology, and adapt to
change in a world where buyers control more of the sales process than ever before.
Marketing is more customer-centric and more content driven than ever before and that is reflected
in the way that companies are organizing their marketing departments.
This How-To Guide has been designed to help you and your company design, staff and resource
The Modern Marketing Organization.
In brief, the MMO has responsibility for sustained revenue generation, sales enablement, and authority
over all of the processes, technologies, tools and talent that support the “customer universe.”
The first big change has been in marketing’s view of the customer. Whereas previously broad-
casting to large populations was a key success metric of marketing, today the focus is on very
well defined, specific content delivered to micro targets and personalized content delivered to
individuals.
The second big change is marketing’s direct control over more of the sales process and with it
the customer journey. Previously, marketing provided general education and sales tools with an
emphasis on advertising to fill the very top of the pipeline, but today marketing’s role extends down
the sales funnel through early stage prospect qualification and lead nurturing.
Newer roles such as VP Demand Generation, VP Customer Success and VP Sales Enablement
now exist along with the more traditional roles of Chief Brand Officer, VP Strategic Communica-
tions and VP Product Development. This suggests a new, stronger connection between marketing
and revenue generation. Functions focused on the Customer Experience and the Voice of the
Customer have emerged along with higher level director and VP authority.
The third big change is responsibility for revenue generation. Where once this was owned exclu-
sively by sales, marketing is now often measured by revenue goals, and marketing spend is set by
marketing’s ability to meet these hard-dollar goals. The emerging role of Chief Revenue Officer is
a testament to this change.
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