While programmatic advertising has transformed the way marketers reach consumers and enabled them to target their audience with more precision, these gains have come at a significant cost to many organizations.
In 2019, Oliver Armstrong capitalised on his extensive experience working in fast-paced startups to launch marketing tech company, FunnelGuard. FunnelGuard is for marketers who run multiple, highly complex online advertising campaigns and wish to see a clearer risk profile of their revenue acquisition, actionable steps for prevention mitigation, and prioritized guidance in emergency response.
Project management. Engineering team. Blackbox.
These are just some of the descriptions thrown in the direction of Marketing Operations. But in reality the department is centrally important to the business’ growth.
There’s a cult of ‘agility’ emerging in marketing operations departments as businesses look for ways to speed up execution, increase efficiency, track accomplishments and educate internal stakeholders around realistic campaign timeframes.
The “Revenue Club” has traditionally been reserved for Sales and occasionally Customer Success. However in today’s world of digitalization and subscription models, not only is Marketing Operations getting a seat, but the seat is continuously growing in value. This growing value comes from MOPS no longer focusing solely on the top of the funnel but the entire funnel.
Optimizing marketing operations takes more than a team that’s comfortable with CRM, analytics, and marketing automation. It’s also more than having a comprehensive view of marketing.
It takes a brave and forward-thinking marketer to accept the challenge of building a brand and marketing machine from scratch. Especially when the previous role oversaw a few hundred thousand dollars and established marketing operations processes.
The marketing operations function enables the marketing organization to operate more like a business, with formalized processes, infrastructure, and reporting. Just because the majority of tasks are tactical and based around execution, doesn’t mean that marketing operations shouldn’t think and act strategically.
The opportunity has never been higher for marketing operations to step up from being button pushers and firefighters to strategic contributors.
The last few months have been an incredibly challenging period of change for, amongst others, marketing teams.
Ask yourself a quick question, ‘if there was a critical ‘Brand Uptime’ issue that damages trust or hurts my ability to convert a customer along a crucial journey, would I know about it?’