Download the PDF: https://www.demandmetric.com/content/modern-marketing-organization 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.

1. BUILDING
A MODERN
MARKETING
ORGANIZATION
HOW-TO GUIDE

2. 2 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.
Demand Metric defines the Modern Marketing Organization (MMO) as driving the revenue of the
company through the acquisition, engagement and the development and maintenance of long-
term, cost effective relationships with customers.
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.”
HOW-TO GUIDE
Definition of a Modern Marketing Organization
Building a Modern
Marketing Organization

3. 3 Building a Modern Marketing Organization How-to Guide
HOW-TO GUIDE
The Evolution of the MMO
We see three major changes in the modern marketing organization.
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 individ-
uals.
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. More and more
marketing is taking responsibility for delivering close-ready prospects to sales rather than throwing
buckets of leads over the wall.
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.
Building a Modern
Marketing Organization

4. 4 Building a Modern Marketing Organization How-to Guide
HOW-TO GUIDE
The Shape of the MMO
Modern Marketing Department Structure
The chart below illustrates the shape of the modern marketing organization. While few mid-sized
companies and even many large ones will not have individuals all in these roles, we see these as
key functions that every modern marketing organization needs to consider and be prepared to
address through process and practice, if not actual headcount.
Here we focus on the 12 functional roles that are new, emerging or most changed as part of the
evolution to Modern Marketing Organization. As stated above, your organization may not have staff
assigned to this role, but may instead address the function through process, objective or initiative.
Roles & Responsibilities
VP Demand Generation – The VP of Demand Generation is responsible for generation strategy
and implementation that maximizes revenue and profitability across customer segments and chan-
nels. Key focus areas include defining the demand generation strategy and implementation of a
measurable, repeatable, automated process for lead nurturing and qualification. he VP of Demand
Generation develops, executes, and tracks marketing campaigns by setting objectives, tactics and
budget to meet the MQL (marketing qualified lead) and pipeline goals. This position determines
and implements the best mix of marketing programs to target existing and new prospects in key
segments, and works closely with Sales to ensure alignment of goals and KPIs.
V I E W R E S O U R C E
Building a Modern
Marketing Organization

5. 5 Building a Modern Marketing Organization How-to Guide
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VP Strategic Communications – The VP of Strategic Communications has the responsibility for
brand development, and building brand equity by executing the brand value across multi-media
demand-creation campaign tactics. This role works with product marketing to ensure a consistent
top-to-bottom “go to market” strategy, and works with sales to both provide resources and elicit
brand and reputation feedback from the front line. The position provides independent, proactive
counsel and leadership on message development and communication planning for external and
internal audiences. This position also develops relationships with primary customers to understand
their business needs, and to offer ongoing project management of the customer experience.
VP Product Marketing – The VP of Product Marketing has the responsibility for positioning,
marketing and evangelizing company products, solutions and technology and for driving adoption
of these with customers and strategic partners. This position is also responsible for ongoing user
research, competitive-analysis, and market-positioning assessments to establish the market position
of company products and services. This person will develop and execute go-to-market strategies
for bringing new features and functionality to market. This role includes defining target segments,
product positioning, messaging, pricing and managing the schedule for a successful product launch.
VP Customer Success – The VP of Customer Success has the responsibility for account manage-
ment, customer engagement/advocacy and customer experience delivery and execution. The VP
of Customer Success is responsible for engaging with customers, facilitating product adoption, and
ultimately driving account retention and revenue expansion. This person will bring the customer
perspective to the executive team and work closely with leaders across Product, Marketing, and
Sales to develop and execute the organization’s customer retention strategy. Acting as a customer
advocate, this position serves as a liaison between customers and internal teams such as Profes-
sional Services, Technical Support and Product Development).
VP Sales Enablement – The VP of Sales Enablement has the overall responsibility for market oper-
ations processes, lead-generation activities driven through marketing and marketing automation/
CRM tools and technologies. This VP works most closely with Demand Generation and Customer
Success functions as well as product marketing and sales to insure skills, knowledge and sales
readiness of sales organization.
Marketing Operations Manager – Reporting to the Director of Sales Enablement, the Marketing
Operations Manager focuses on developing, managing and executing operational processes and
tasks in support of lead-generation programs. This person has tactical responsibilities for various
marketing projects and is expected to facilitate and build working relationships with internal
support organizations, including IT, Data Analysis, Marketing and Web Services.
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Content Marketing Manager – Reporting to the VP of Demand Generation, the Content Marketing
Manager is responsible for marketing content initiatives, both internal and external, across multiple
platforms and formats to drive sales, engagement, retention, leads and positive customer behavior.
This person will be responsible for all things related to content and channel optimization, brand
consistency, segmentation and localization, analytics and meaningful measurement. The position
collaborates with the client engagement, sales, marketing and delivery to help define both the
brand story and the customer journey as interpreted by the customer.
Media/Community Manager - Reporting to the VP of Strategic Communications, the Media/
Community Manager is responsible for creating and growing social communities across various
social media sites and the blogger community. This person will also maintain assigned social media
and Internet communities and blogs to generate interaction, brand exposure, and user acquisi-
tion. The position focuses on engaging with current users while helping educate and promote the
company brand and awareness to new users.
Customer Success Manager – Reporting to the VP of Customer Success, the Customer Success
Manager is responsible for ensuring customer adoption of company solutions. The position guides
the customer through stakeholder management, establishing a trusted advisor role, successful
deployment and provides ongoing support and training to ensure that every customer is a success
story.
Demand Generation Program Manager – Reporting to the VP of Demand Generation, the
Demand Generation Program Manager is responsible for developing demand creation strategy,
customer targets, tactics and metrics to measure success. The Demand Generation Program
Manager will develop strategies for inbound and outbound campaigns (e.g., webinars, SEM, social,
paid search, content syndication, blog, display, web and email) to generate demand and increase
qualified opportunities. This person drives the creation of emails and content campaign assets
– from content creation to development with the design, content and product-marketing teams;
leverages marketing automation systems to support the campaign; and manages the effectiveness
each campaign by measuring and improving ROI.
Lead Qualification Specialist – Reporting to the Director of Sales Enablement, the Lead Qualifica-
tion Specialist is responsible for driving market share and qualifying leads that build the pipeline for
the sales organization. The Lead Qualification Specialist will follow up on web inquiries, pre-qualify
leads, and develop leads to the point of handoff for sales. In addition to inbound inquiries, the Lead
Qualification Specialist performs a prospecting and sales-development function to build a pipeline
within targeted accounts designated by management. The Lead Qualification Specialist should
provide a superior customer/prospect experience that will set the stage for future product sales for
the sales organization.
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Bottom Line
Marketing has changed. Now more than ever marketing leaders need to prove value, implement
and manage complex technology, and adapt to the needs of new buyers. These changes require
a new approach to marketing that focused on revenue growth and alignment between marketing
and sales. The development of a Modern Marketing Organization can lead the charge into a
customer-centric universe.
Building a Modern
Marketing Organization

8. Demand Metric is a marketing research and advisory firm serving a membership community
of over 100,000 marketing professionals and consultants in 75 countries.
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the team needs to succeed.
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