Did the pandemic reveal areas within your organization that were, or are, in need of restructuring in order to build greater resilience or to develop capacity for future growth? If so, you most certainly are not alone. According to a report from Gartner titled, The Future of Marketing Organizations: Rethink Marketing’s Organizational Structures and Responsibilities, the recent period of disruption has influenced CMOs to centralize their marketing organizations to alleviate operational problems and grow their teams.
Tags: marketing process optimization, bank marketing, brand consistency, MRM, marketing technology, marketing resource management, marketing operations, agile marketing, scale local marketing, marketing staff, marketing technology buyers' resources, multi-brand marketing
What do your end users really think about your organization’s approach to marketing resource management? Even without explicit feedback, you can gauge their level of satisfaction by whether or not they use the marketing materials you create for them, or by how many questions or special requests you receive about your marketing resources.
Tags: bank marketing, employee engagement, MRM, marketing technology, marketing resource management, marketing operations, risk management, marketing staff, marketing technology buyers' resources, multi-brand marketing
My colleague Martha France recently wrote about how marketing organizations are being asked to do more than ever to contribute to operational effectiveness company-wide. This expanded role requires investments in talent and advanced, often complex, software systems. Choosing the right marketing technology for your organization is essential, but it’s only part of the equation. How you staff, configure and manage these systems correlates directly with the value your organization derives from the technology, which ultimately impacts competitive advantage and the return on your investment.
Tags: marketing ROI, bank marketing, marketing budget, MRM, marketing technology, marketing resource management, marketing operations, risk management, marketing resource management investment, Competitive advantage, marketing staff, marketing technology buyers' resources
Advances in technology, changing customer needs, and other market and societal forces are converging to evolve and expand the marketing function. Indeed, “Marketing’s role in strengthening a company’s operating effectiveness has never been more important,” according to a recent report in Harvard Business Review.
Here are some examples of how marketing’s cross-departmental involvement is being used to strengthen companies’ operational effectiveness.
Today’s marketers are increasingly adopting marketing resource management (MRM) solutions to help them manage a number of core use cases, from ensuring brand consistency and content localization to budget and workflow management.
This article was updated and republished on Sept 1, 2022.
In a Harvard Business Review article, a team of experts from Bain & Company presents an analysis of B2B client data that offers insights into what matters most to B2B buyers of business products and services. A framework emerged from their research – a pyramid which organizes 40 fundamental “elements of value” within five categories. At the bottom of the pyramid is table stakes, followed by functional value, ease of doing business, individual value and inspirational value.
Nov 27, 2017
Today’s marketers must manage an ever-increasing number of digital channels and platforms for engaging the modern customer. This is leading many marketers to consider marketing resource management (MRM) to help them work smarter and more efficiently.
If you’re evaluating marketing resource management (MRM) solutions, you’ll find there are many aspects to consider beyond just features and functionality.
Apr 09, 2015
It’s no secret that a marketing resource management (MRM) system has a powerful impact on business. The right software can help boost sales, protect your brand, optimize marketing campaigns and streamline workflow. We’re often asked how these benefits can be translated to tangible impact to a company’s bottom line.