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Running the Business of Marketing: The Relationship Between MPM and MOps

Transforming marketing from a cost centre to a revenue centre is complex and involves many moving parts, from a new mindset to new skills to new technologies. We are still very much in the early days of watching this marketing transformation occur so we still have an absence of common terms, frameworks, and models. What we do have is direction. And that direction is about the rise of the marketing operations (MOps) function and how marketing is now being managed like a business (marketing performance management or MPM).

In this blog post, I’ll discuss the history of marketing operations, present a framework for a marketing ops maturity model, explore the relationship between MOps and MPM, and suggest key actions to take.

The History of Marketing Ops
I’ve been writing about the marketing operations function for a while. In 2013, I published my first version of the Revenue Marketing Centre of Excellence white paper and fully laid out the organizational structure, roles and responsibilities for the marketing operations team (as well as the entire center of excellence). Since 2013, we have updated the white paper as the marketing operations function continues to evolve.

From 2013-2015, marketing operations was more of a covert operation. Few companies had a fully functioning marketing operations organization and most companies had a few folks with part-time responsibilities for data and analytics. As we came into 2016, marketing operations began emerging as the fast-growth area of marketing. Scott Brinker’s MarTech conferences were growing and we began to see a great deal more sophistication and breadth of responsibility of the MOps function.

In early 2016, I published the first version of The Rise of the Marketing Operations Function based on interviews with leaders of MOps functions in 11 different companies. (I’ll be publishing an update to this paper later in February – stay tuned!) I also began to invite guests to my radio show – Revenue Marketer Radio – to talk about marketing operations. In November 2016, I had the pleasure of hosting a show about MOps and my guests included Verint, SecureWorks, and Lenovo. Listening to this show is like getting a primer on what you need to do to have a successful MOps group. This team was amazing.

As I continued to understand the phenomenon of the rise of the marketing operations function, I created a four-stage Marketing Ops maturity model. I have found in working with hundreds of companies that just proving the direction and the key landmarks is highly valuable on this journey. Every company is unique with their own distinctive set of characteristics and in the early days of marketing transformation, providing direction is a big help.

Sneak Peek of the Marketing Operations Maturity Model

The MOps Maturity Model includes a general description, charter, key responsibilities, strategy, people, process, technology/data, customer, and results for each stage of MOps maturity. Here is a synopsis of the general description.

Stage 1: Reactive

A Reactive MOps capability is an ad-hoc response to the tsunami of technology and change. MOps functions as decentralized collection of marketing ops tasks from disparate groups and with no central vision or leadership. It is also a reactive effort to show the results of marketing campaigns, investment in core technology and revenue results. This stage typically begins with the use of a marketing automation platform and the addition of a team member to be the technology specialists on the marketing team. Additional MOps skills might come from other parts of the company and might include data, technology and integration knowledge, analytics, and reporting.

Stage 2: Proactive – Decentralized

A Proactive – Decentralized MOps capability is characterized by the understanding of the need to develop this capability but not yet having full commitment to a budget or function. This stage typically begins with a lower level MOps manager working to build a small team that works to optimize various marketing technology investments and to become more efficient and effective in their technology use. Some best practices emerge and foundational reporting develops. Some investment occurs. Recognition of what a full MOps practice can deliver in terms of value to the firm happens in this stage and sets up for the next stage.

Stage 3: Proactive – Centralized

A Proactive – Centralized Marketing Operations capability is an economic engine for marketing. There is now commitment to a budget and a formal function. MOps group has a leader that is more highly placed in the organization and is tied to the financial outcomes of marketing. This type of organization has broader responsibilities including campaign optimization, data analysis and insights, and working more broadly across key stakeholder groups such as product marketing, finance, and sales.

Stage 4: Strategic

A Strategic MOps function serves as a source of data and insights for key leaders to make business decisions. The voice of the customer through data lives here and the process of gathering and sharing prospect and customer insights is credible and key to decision making at all levels of the organization.

The Relationship to MPM

As we all know, we love our acronyms. The first time I heard MPM or marketing performance management, my first thought was “This is interesting, but what does it really mean?” In working with Sam Melnick and the team at Allocadia, it became clear how MPM fit into the MOps reality I was researching and helping my customers construct. MOps is responsible for the effectiveness and efficiency of marketing… a measure of how well marketing does their job. MPM is what MOps leaders do. MPM guides their every day and helps them answer the question that drives their existence… How can I make marketing perform better?

Next Steps

As we look into the future, the pressure for CMOs to demonstrate value to the business is at an all time high. According to a recent survey from Deloitte, AMA and Duke University on CMO performance, only a third of CMOs report meaningful revenue-oriented metrics to the business. In order to close this gap, CMOs need to take 3 key steps:

  1. Shift the company-wide mindset that marketing is the pens and mugs department to marketing as a revenue-contributing department.
  2. Begin running marketing like a business.
  3. Invest in, and optimize, key technologies and skills to enable the complete transformation.

This is not easy, yet it is the only path forward for marketing. Marketing operations allows the CMO to run marketing like a business. Taking the time to become a student of MPM enables marketing to learn and adopt the discipline they need for success.

If you missed the “2017 Benchmark Study: How The Best Organizations Run The Business of Marketing and Drive Growth” webinar co-hosted by Debbie Qaqish, The Pedowitz Group and Sam Melnick, Allocadia, be sure to watch the webinar recording and review the slide deck now! Visit The Pedowitz Group Facebook Page for a recap of this week’s webinar and a further breakdown of the information outlined in this post.

About Debbie Qaqish

Debbie is a nationally recognized thought leader, innovator and speaker in Revenue Marketing with more than 30 years of experience applying strategy, technology and process to help B2B companies drive revenue growth. She is the author of the award winning book – “Rise of the Revenue Marketer,” Chancellor of Revenue Marketing University, and host of Revenue Marketer Radio (WRMR). Debbie has been at the forefront of the marketing automation phenomenon, first as a beneficiary, and now as an advocate and expert. She is a frequent speaker and writer on topics related to Revenue Marketing transformation, leadership, change management, sales and marketing alignment, ROI, content, organization, talent and marketing operations. She coined the term “Revenue Marketer” in 2011. As a principal partner and chief strategy officer of The Pedowitz Group, Debbie is responsible for developing and managing global client relationships, as well as leading the firm’s thought leadership initiatives. Debbie is also PhD candidate and her dissertation topic is how the CMO adopts financial accountability in an e-marketing environment.

This post was written by Debbie Qaqish, Chief Strategy Officer of The Pedowitz Group, and originally appeared on the Revenue Marketing Blog.