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4 steps to building a successful marketing organization

4 steps to building a successful marketing organization
Written by Publishing Team

“When I joined the board of directors three and a half years ago, the ambition was to build a marketing organization and strategy to drive growth for the company. I think of growth as three ‘rupees’. Brand growth, which is reputation; growth for our customers, which is relationships; and our business growth, which is Revenues “.

Teresa Barrera was outlining her vision before describing precisely the steps on the path to achieving it. Barrera is Senior Vice President, Global Head of Marketing and Communications at digital transformation consultancy Publicis Sapient, which is located in 17 countries and serves clients such as Walmart, Nestlé and Audi.

Publicis Sapient CMO Teresa Barrera

start strategy

“I started by building a strategy that was agile, entrepreneurial—and most of all—data-centric. I describe it as content-driven, issue-oriented, and results-focused.” The measure of overall success can indeed be defined as growth, but surely there are some intermediate metrics by which you know if a strategy is working or not?

She said, “Everyone on the team has individual metrics, but we all have team results that we collectively own. We win together or we lose together.” An example is the pipeline. “We set a target for how vulnerable the pipeline is to the marketing we have to deliver. We own that as a group although there are some people who are more responsible for that. That’s a key metric for us.”

However, other metrics can provide guidance on progress, especially if viewed on an annual basis. “I like to take a look at how we’re progressing against the individual metrics,” she said. “We’re also looking at flights. I’ve moved away from doing campaigns. We’ve gone from campaign creation to journey enablement, and what that means is something long-term and sustainable. Campaigns are like the fountains at Bellagio: a lot of effort to get up, you get up for five seconds, and then you go down.” “.

Flight performance is constantly reviewed: “Then we improve performance, effectiveness and quality. The idea is continuous improvement and then you can see growth.”

One example of Journey from Publicis Sapient is the Digital Life Index, an extended and ongoing global research initiative focused on our new digital lives. It is not transactional content, in the sense that it is merely an attempt to sell consulting services; Aspire to lead thought. “This is a very good example of the journey,” she agreed. “The purpose of the Digital Life Index when we launched it was to have something that we would build over time.” The purpose was to collect data on how people interact over time, for example, in purchases, with banks, travel, and their health. “We are in our third year of study,” she said.

Hiring for Diversity of Thought, Experience and Background

Parreira was convinced she needed a certain type of team to enable this strategy. This means searching for a new talent. She said, “We have about 150 people on the team today, and I think 70% of them are new – they’ve been here for less than two years. I wanted to hire people with the right skills, the right mindset and the right experience. I brought in a lot of people who had never worked in Marketing I didn’t have my first ever employee to work in marketing or even in a corporate environment I was working for diversity of ideas, diversity of experiences and – really importantly diversity of backgrounds. In my team today 80% are women and 60% come from diverse backgrounds IMPORTANT Incorporating that into the product, into the service, and into our thinking.”

These statistics reflect an impressive level of diversity by today’s corporate standards. How was it achieved? “It must have been intentional,” Parreira said. “I think most companies have positive intentions. The problem sometimes is that it takes time. If you want 50% of your leadership team to be women, you have to make room. It’s not just about hiring.”

She added, “I’ve had two roles that I wanted to hire black women for; you have to say, ‘This is who I’m going to hire – someone who’s great in that role but also has that background. The candidates are there. You just have to look at them.'”

Entering the capsule

Barrera’s organization is clearly organized as an agile organization. Although she occasionally uses the term “agile”, she prefers to talk about the “capsule model.” “The capsule model was created to help accelerate agility but also to speed up cooperation,” she said. I compared it to the operating room where surgeons, nurses and anesthesiologists meet with the common task of saving the patient.

“The pod is the same thing – it’s a virtual booth where we have different skills. We have one pod for each industry (we’ve come to market by industry) and we also have a brand pod and a social pod. Some people stay in the pod permanently—like a designer or copywriter—but others They go in and out of the capsule and work in multiple groups — like a data scientist or someone who does journey management or website analytics. These individuals come and go. These people come together in this structure of the capsule and they think of a solution and implement it together.”

celebration culture

“The last thing,” she continued, “is to have a culture that celebrates trial and even failure — we call it learning,” a culture that empowers people and allows them to innovate. We let people make decisions as if this were their company. You make the decisions, but you are also responsible for them, whether they are good or bad. I think this has served us well, especially during a pandemic, allowing us to make quick decisions and prefer speed over perfection. If you don’t have that culture, none of this will work.”

One unusual element of the culture at Publicis Sapient is the recently introduced option to work, not only remotely but internationally. “It’s really exciting,” she said. “You can work six weeks out of the year from any country you want. We can help you find accommodation and get a visa and we have a 24 hour hotline you can call if you have a problem. I think it’s a great experience for anyone. It’s good for existing employees and it’s good It also attracts talent.”

Four steps are not performed. Recruitment, of course, is a never ending process – but there is more. “One of the things we constantly do is evolve. Our strategy is continuous. It is a living document. You keep iterating, and you keep adding to it.”

About the author

Kim Davis is the managing editor of MarTech. Born in London, but a New Yorker for more than two decades, Kim started covering foundation programs ten years ago. His expertise includes SaaS for enterprise, digital data-driven urban planning, SaaS applications, digital technology, and data in marketing. He first wrote about marketing technology as editor of Haymarket’s The Hub, a website dedicated to marketing technology, which later became a channel on the well-established direct marketing brand DMN. Kim joined DMN in 2016, as Senior Editor, became Executive Editor, then Editor-in-Chief, a position he held until January 2020. Prior to working in tech journalism, Kim was an associate editor for the New York Times super local news site The Local: East Village, Previously, he worked as an academic publication editor and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.

About the author

Publishing Team