The pros and cons of marketing operations as a corporate vs. field function
Should your marketing operations be centralized, or should field offices be autonomous? Contributor Debbie Qaqish explores the risks and benefits of different approaches.
Marketing operations (MO) as a capability has exploded onto the scene because of fast-changing technology, the need for a more transparent, efficient, and accountable view of marketing and big-time pressure from the C-suite for marketing to contribute to the bottom line.
Three years ago, very few companies had a dedicated marketing operations team. Today, a dedicated marketing operations capability is more common and creates true competitive advantage for those companies who are optimizing this capability.
At the same time, we are still in the early days in the optimization of MO. You can talk with 100 different companies and they will have 100 different ways to structure and enable marketing operations.
This is especially true in global enterprises. I’ve worked with several global organizations over the last 18 months and their approach and structure for marketing operations varies widely.
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