Gartner：2019市場營銷組織調查（英文版）(27頁).pdf

1、Gartner for Marketers 2019 Gartner, Inc. and/or its affiliates. All rights reserved. CM_I_770580 Marketing Organizational Survey 2019: Marketers Aspire for Agility and Control but Fight Operational Challenges Marc Brown Senior Director Analyst Christopher Ross VP Analyst Marketing teams seeking grea

2、ter agility and responsiveness struggle to access the right capabilities and implement effective operational models. In the quest for modernization and evolution, marketing leaders must establish solid team foundations good communication, coordination and collaboration. Marc Brown Senior Director An

3、alyst Christopher Ross VP Analyst Published 30 July 2019 ID G00394340 Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Overview Key Findings Marketing leaders strive for decentralization to meet digital transformation and enterprise growth goals. More than half of our su

4、rvey respondents expect to deploy a decentralized organizational model by 2022, but only 20% of respondents have that model in place today. Marketings resource mix continues to change. Sixty-three percent of respondents have shifted work in-house, seeking greater control while leveraging external ag

5、encies for expertise and scale. Over two-thirds of marketing organizations now have a discrete marketing operations function with responsibility for financial planning, performance measurement and campaign management. Martech, analytics and customer experience (CX) capabilities are ranked as most im

6、portant by marketing leaders, but they are also the areas with the greatest capability gaps. Three-quarters of marketing teams are using agile techniques to plan and manage their work to enable greater flexibility and responsiveness. But, these techniques vary in scope. Recommendations To build an e

7、ffective marketing organization, marketing leaders should: Use Gartners interactive Marketing Maturity Model to benchmark the current state of their marketing resources and operations function. Share results with your leadership team, and engage in a return-on-effort exercise to chart out the next s

8、teps. Design for, cultivate and deploy internal marketing services for greater control and reduced third-party dependence on strategic activities. Evaluate and leverage external agencies, focusing on where they complement your capability gaps and scaling needs. Conduct a thorough capabilities analys

9、is, placing their attention on the design of a well-rounded, agile team focused on accountability. Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Survey Objective This research is based on Gartners 2019 Marketing Organizational Survey. It was conducted online from Apri

10、l 2019 through May 2019 of 351 marketing leaders. The purpose of this survey was to better understand the current capability needs, operational priorities and approaches to organizational design to prepare firms for future growth and success. The respondents included marketing leaders in the U.S. (n

11、 = 204, 58%), Canada (n = 25, 7%) and the U.K. (n = 122, 35%) who have involvement in decisions pertaining to setting or influencing marketing strategy and planning, as well as aligning marketing budget/resources. It details: The capabilities that are essential for marketers to effectively drive cus

12、tomer engagement and loyalty, as well as deliver against marketing objectives. The expanding strategic role and scope of marketing operations in planning, coordinating and reporting helping marketing leaders achieve organizational flexibility. How much marketing teams rely on marketing services mode

13、ls (shared services, COE and in-house agency) and the impact to work done internally versus externally. What organizational structures reveal about marketing leaders preferred design and why. Data Insights CEOs are confronting softening growth and weakening margins by diversifying their businesses.

14、One way to achieve business diversity is the application of digital business to offer new products and revenue-producing channels to market. Confirming this increasing focus, 82% of CEOs this year (versus 62% last year) agreed that they had a management initiative or transformation program underway

15、to make their companies more digital (see “2019 CEO Survey: The Year of Challenged Growth”). Marketing leaders continue to play a leading role in digital business transformation efforts. However, despite the effort and investment so far, digital transformation persists as the top driver of organizat

16、ional change (see Figure 1). Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Figure 1. Digital Transformation Is the Most Cited Driver of Marketing Organizational Redesigns for 2019 Main Driver of Marketing Organizational Redesign Percentage of Respondents. Top 5 Respon

17、ses Shown. Source: Gartner All respondents n = 351 Corporate digital transformation initiative Improve brand consistency/strength Team is misaligned from marketing strategy Reduction in marketing budget Team is inefficient and slow to react to business need or change 16%13%10%9%9% Marketing Organiza

18、tional Survey 2019 Gartner for Marketers GML GartnerDigital More than half of marketing leaders strive for decentralization in an effort to meet digital transformation and enterprise growth goals. Marketers continue to search for the optimal structure for todays digital world one best suited to achi

19、eve the transformation mandate. There is still considerable variation in their vision for the ideal organization structure. Even with a significant shift away from centralized structures, nearly half of the survey respondents say they will still have some form of centralized structure by 2022 for gr

20、eater control and consistency via proximity. However, 51% are planning on some sort of decentralized structure by 2022 offering the potential benefits of being closer to the commercial imperative and the ability to work in a nimble way (see Figure 2). Marketing Organizational Survey 2019 Gartner for

21、 Marketers GML GartnerDigital Figure 2. Marketing Organizational Structures and Business Alignment for 2019 Marketing Org Structure Today vs. 2022 Percentage of Respondents Source: Gartner All respondents n = 351 Note: Percentages may not add up to 100% because of rounding. TodayBy the end of 2022 3

22、6% 24% 25% 45% 16% 4% 20% 51% 31 pp 38% 13% Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Interestingly, despite the significant change in desired structure, respondents expect minimal changes in organizational alignment. Thirty-nine percent of marketing organizations

23、 are aligned around function or product/brand. The remaining organizations are relatively balanced in their distribution across vertical/industry, geo-centric, channel and focus (e.g., customer experience). There is no clear winner or dominant organizational alignment model. When asked to look ahead

24、 and define what would be considered an ideal structure in 2022, there was only a minor reduction in channel structures and a corresponding increase in geo-centric alignment (see “Marketing Organizational Structure: What Should Marketing Leaders Centralize or Decentralize?”). Recommended actions: En

25、sure that your strategy connects business goals to action, focusing on potential organizational changes needed in support of digital business initiatives (see “Use Gartners Marketing Strategy Framework to Build Accountable, Actionable Strategic Plans”). Focus organizational design energy on optimize

26、d function/ group alignment, leveraging the benefits of a hybrid team model (see “Organizational Design: How to Plan, Implement and Roll Out While Minimizing Risk”). When marketing strategy changes, structures, roles and functions should be realigned around the new objectives. This doesnt always hap

27、pen, resulting in overlooked responsibilities, inappropriate staffing, and people and functions working against each other. Prioritize and optimize your team workflows. How your team works internally and externally is essential to ensure people are working in harmony. Evaluate instituting a marketin

28、g operations team and moving to agile styles of working to meet those requirements (see “How to Get Started With Agile Marketing”). To keep pace with change, nearly 70% of marketing leaders say they rely heavily on agencies today to develop strategy and execute marketing programs despite a preferenc

29、e to build more skills and capabilities in-house. By 2022, marketing leaders aspire to reduce third-party agency dependence for marketing strategy and execution work (see Figure 3). Marketers cited that their ideal operating model would shift more marketing strategy (e.g., brand strategy) work inter

30、nally while increasing work with external marketing services for filling short-term resourcing gaps and scaling needs. Two-thirds of respondents have shifted work in-house seeking greater control while leveraging external agencies for expertise and scale. Marketing Organizational Survey 2019 Gartner

31、 for Marketers GML GartnerDigital 0 Figure 3. Current Marketing Internal Versus External Operating Model for 2019 Current Operating Model vs. Ideal Percentage of Respondents Source: Gartner All respondents n = 342 Current operating modelIdeal operating model Agencies are never engaged Agencies are r

32、arely engaged Marketing team uses agencies and third parties to fill the gaps 10 20 30 40 External marketing services Internal marketing services Marketing team uses agencies for most activity, including strategy and execution uses agencies for Marketing team sets marketing strategy but depends on a

33、gencies for execution Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital agencies, a common benefit of both models. However, they cited internal models best for ensuring brand consistency, strengthening the relationship with media owners, and improving adaptability and con

34、venience. In contrast, they felt external agencies provided greater breadth and depth of skills, delivered higher-quality work, and could fill short-term resourcing gaps more effectively (see Figure 4). Over the past 12 months, 63% of respondents have shifted some work from external agencies and par

35、tners to internal marketing services groups for greater control and to lessen third-party dependence. Almost 60% of marketing leaders are relying on only one internal marketing services model shared services, center of excellence (COE) or in-house agency. For teams using only one service, COEs were

36、the top model (36%), followed by the in-house agency (33%) and shared services (31%). Respondents cited operational efficiency as the top reason for using internal marketing services and external Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Figure 4. Top Reasons for

37、Using Internal/External Marketing Services for 2019 Reasons for Using Internal Marketing Services vs. External Marketing Services Percentage of Respondents. Sum of Top 3 Rank. Source: Gartner All respondents n = 342 Top Reason for Using Internal Marketing Services To improve operational efficiency T

38、o improve operational efficiency To ensure brand consistency They provide higher quality work Relationship with media owners and/or technology vendors Breadth and depth of skills and experience Adaptability and convenience Ability to fill short-term resourcing gaps Ability to deliver specific large-

39、scale projects Ability to deliver specific large-scale projects Top Reason for Using External Marketing Services 29%31% 29%27% 27% 26%26% 25%26% 27% Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Recommended actions Reevaluate the work done internally versus externally

40、. Balance your teams capabilities with external expertise, optimizing resources and budget across the strengths of internal versus external capabilities and importance to your marketing mandate (see “Magic Quadrant for Global Marketing Agencies”). Evaluate, justify and deploy internal marketing serv

41、ices group(s) (see “CMO Insight: Justify Benefits and Choose the Best Model for Building Your In-House Agency”). Cultivate leadership priorities that set realistic visions and goals while developing your internal marketing services capabilities (see “CMO Insight: Focus on 5 Key Areas to Build and Op

42、timize Your In-House Marketing Agency”). More than two-thirds of marketing organizations now have a discrete marketing operations function with growing strategic capabilities. The mission for a marketing operations group continues to evolve in support of marketers responding to a dynamic and demandi

43、ng marketplace. Marketing leaders recognize the need to grow, get organized and run their marketing teams like a business. To keep pace with evolving consumer and business buying behavior, as well as the marketing landscape, the scope of marketing operations is broadening to improve the efficiency a

44、nd effectiveness of marketing through people, process and technology. Gone are the days when marketing operations was focused solely on the “run” aspects of the marketing business. Todays operations teams are taking on strategic elements of marketing. Survey respondents cited financial planning and

45、management (budgeting), and performance measurement, reporting and analytics as the two top functions. Talent and skills development was cited fourth (see Figure 5). The diversity of marketing operations responsibilities is also notable, with an average of 4.3 functions per marketing operations team

46、, and supporting several essential disciplines. Respondents cited, on average, three functions likely to grow in importance within their marketing operations teams by 2022. They named data management, market research and insights, and process improvement to grow in importance over the next three yea

47、rs. Interestingly, 10 of the 13 areas to grow in importance are strategic to marketing success, focused on talent development, planning, data and analytics, martech, and supplier management (see Figure 6). Marketing Organizational Survey 2019 Gartner for Marketers GML GartnerDigital Figure 5. Market

48、ing Operations Functions for 2019 Functions Currently Part of Marketing Ops Team Mandate Percentage of Respondents Financial planning and management Workflow process development, optimization and documentation Performance measurement, reporting, and analytics Customer, market, competitive intelligence, research and insights Campaign and lead management Project management Data management Talent and skills development Martech management Process governance and compliance Organization benchmarking and assessments