249Labs Webinar: Marketing Technology Organizational Models Joseph Kurian CEO, 249Labs July 17, labs.com

249Labs Introduction  Focus on Marketing Technology Consulting in June 2015  There are two main focuses for the company  We help companies with Marketing Technology Consulting  We have an app dev arm that builds products, mobile and desktop  We help companies in consulting around  Business cases to build MarTech orgs  Understanding Technology vendors  Understanding implementers in the MarTech space  CMO-CIO alignment for MarTech success  Wearables and Connected eco-system

Marketing Technology Offices today  MTOs exist in many Fortune 100 companies (Aetna, Target, Best Buy, Home Depot, Coke, Dell, Nationwide, Office Depot, Kimberly Clark, Clorox etc…)  They all have their own organizational models with some basic similarities  All of them see their importance, role and responsibility growing  They sit in Marketing, IT, Digital, eCommerce * All product names, logos, and brands are property of their respective owners.

Marketing Technology Org Models  There are many variations of MarTech Org models  Best ones are built around the culture of the company and leadership  Trying to stamp someone else's model on your company isn’t best option  Pros and Cons to every model  We will be discussing 5 models I have seen

MarTech Model 1 eCommerce/Digital owns MarTech  Most major digital assets are owned by single eCommerce team  Groups within eCommerce own different pieces of the digital marketing delivery (WCMS, Personalization, … )  Decision making on technology is eCommerce call with IT supporting  Budget can be in eCommerce or IT  Benefit  Single ownership of digital assets means quicker decisions  Skillset in digital is usually higher  Agencies/Vendors play a role in supporting business goals

MarTech Model 2 IT owns MarTech  Digital assets are managed by IT, with Business ownership on strategy and direction  Ownership was almost always assigned because ‘they ran the website’  Misalignment with business can cause friction  Budget sits in IT organization  Benefit  Security, stability, scalability, enterprise rollout all strong  Technology skillset can be outsourced from contractors/vendors  Viewed as broader enterprise technology stack for integrations

MarTech Model 3 Marketing owns MarTech  Digital assets are owned by Marketing and others  Marketing owns budget and strategic direction  Technology ownership divided by SaaS(Marketing) and internal infrastructure(IT)  Scattered ownership of digital assets requires strong alignment  Benefit  Fulfils the promise of the ‘Marketing’ in Marketing Technology  Marketing Agencies can help with MarTech execution  Can demonstrate value of the Marketing function in company

MarTech Model 4 Governance Committee owns MarTech  Digital assets are owned by multiple players  Budgets are not centrally owned  Digital strategy and direction is managed by committee  Regular reviews via committee determine MarTech maturity  Benefit  Rarely does this cause ownership realignment which can reduce friction  Forces various areas to get on same page and collaborate  Impact of silos can be reduced due to the nature of committee

MarTech Model 5 Everyone owns MarTech  No one is sure who owns digital assets  Budgets are owned by a variety of areas  There is no digital strategy or direction  There is no governance  Benefit  Great deal of opportunity for someone to lead

Where is the value of the MTO?  MTO delivering value to the organization by enabling effective digital programs  MarTech enabling various Lines of Business to achieve business goals  A MarTech function in the organization that has the ability to create enterprise wide solutions for the business  A MarTech function that controls and manages budget and strategy

Where is the value of the MTO? (cont’d)  Reducing cost and dependency on agencies / vendors  Developing internal talent in digital marketing  Leverage vendors and agencies to support internal staff and execution

How can the MTO do more?  Help steer digital strategy leveraging tools  Get involved in execution of campaigns  Add a Marketing Operations capability in the group  Non Traditional responsibility (Wearables, Alternative channels)

Summary  There are many MarTech models. Use one that fits your organization’s structure  Align yourself to business goals across the org  Build the best model for the company, not you  Having the right executive leadership is key  Having the right people is key

Thank you  Thank you for participating  We will be doing monthly webinars on a variety of topics  Contact Info:  Joseph Kurian   249labs.com 