In this blog series, we have been div­ing deep into the com­po­nents that com­prise “mar­ket­ing matu­rity.” Part 1 pro­vided an overview of Adobe’s free self-assessment tool, which allows you to score your matu­rity level across three busi­ness pil­lars: prod­uct, process, and peo­ple. Our tool pro­vides a mar­ket­ing matu­rity score based upon your responses and com­pares that score with indus­try bench­mark data. Part 2 of the series focused on the tools we use to exe­cute our mar­ket­ing cam­paigns, and part 3 was a dis­cus­sion on the busi­ness processes that sup­port our efforts..

As we open our Adobe Sum­mit 2014 in Salt Lake City on Mon­day, we’re exam­in­ing how those three pil­lars con­tribute to orga­ni­za­tional mar­ket­ing matu­rity. This post wraps up our four-part series by look­ing at how the peo­ple pil­lar sup­ports mar­ket­ing maturity.

Dig­i­tal mar­keters are evolv­ing into some sort of Robo­cop hybrid of human cre­ativ­ity and instinct enabled by data aggre­ga­tion and response tech­nol­ogy. To be com­pet­i­tive in today’s dig­i­tal world, mar­ket­ing teams must excel in myr­iad capacities—data analy­sis, cre­ative devel­op­ment, con­tent man­age­ment, cross-channel cam­paign execution—and be able to syn­the­size capa­bil­i­ties across these mul­ti­func­tional roles. The peo­ple within our dig­i­tal mar­ket­ing teams must deliver suc­cess­ful busi­ness out­comes by con­sis­tently exe­cut­ing bet­ter than our competitors.

Mar­ket­ing Leadership

Dig­i­tal mar­ket­ing matu­rity starts with lead­er­ship. Like gui­tar leg­ends Jimmy Page of Led Zep­pelin or Angus Young of AC/DC, mar­ket­ing lead­ers set the tone and direc­tion for the “band.” Lead­ers within mature enter­prises are embed­ded with strate­gic cam­paign devel­op­ment and deliv­ery expe­ri­ence. While we direct our group’s mar­ket­ing activ­i­ties, we must also engage exec­u­tives across busi­ness units and gain exec­u­tive spon­sor­ship for the cam­paigns, assets, and chan­nels that are deployed.

Mature mar­ket­ing team lead­ers exe­cute strate­gies that opti­mize dig­i­tal chan­nels, audi­ence seg­men­ta­tion, and cam­paigns. We acknowl­edge the impact of the data sets being ana­lyzed and are respon­si­ble for the aggre­ga­tion of team input. Do our team leads excel at data inter­pre­ta­tion and devel­op­ment of appro­pri­ate respon­sive actions? Is our enter­prise able to cap­i­tal­ize on mar­ket oppor­tu­ni­ties and deploy the most effec­tive assets avail­able? Mature lead­er­ship means we enable our teams to be capa­ble of exe­cut­ing pin­point audi­ence tar­get­ing and deliv­er­ing cam­paign man­age­ment with data-response agility.

Team Com­po­si­tion

Next up: our mar­ket­ing team. What is our team com­po­si­tion? What are the edu­ca­tional and expe­ri­ence back­grounds of our team mem­bers? The cre­ative or tech­ni­cally minded resources that under­pin the mature enterprise’s mar­ket­ing matrix must be eval­u­ated in accor­dance with the seven sub­di­men­sions high­lighted in the self-assessment tool. Do we have peo­ple that excel at con­tent man­age­ment, mes­sage con­tex­tu­al­iza­tion, data analy­sis, etc.? Is our ana­lyt­ics team, for exam­ple, suf­fi­ciently edu­cated and trained to excel, and do mem­bers have the nec­es­sary skill sets to arrive at the insights needed by the busi­ness? Each ana­lyst, con­tent man­ager, social media strate­gist, and search opti­miza­tion spe­cial­ist deliv­ers max­i­mum value in a mature enterprise.

Not only is capa­bil­ity an indi­ca­tion of mar­ket­ing matu­rity, but capac­ity is also a crit­i­cal fac­tor. Do we have ade­quate per­son­nel resources to exe­cute strate­gies rel­e­vant to drive these key areas?

  • Cam­paign exe­cu­tion, mea­sure­ment, and analysis
  • Chan­nel management
  • Audi­ence segmentation
  • Asset per­son­al­iza­tion
  • Con­tent delivery

We must be ade­quately staffed with excep­tional mar­keters who are capa­ble of dri­ving results through their train­ing, edu­ca­tion, and dig­i­tal mar­ket­ing experience.

Enter­prise Composition

Our impact extends through­out the enter­prise, con­nected by our tech­ni­cal capa­bil­i­ties. Does our mar­ket­ing group own and develop strate­gies around tech­nol­ogy using a clearly defined tech­nol­ogy road map that has evolved with assis­tance from IT? A mature global mar­ket­ing team must inte­grate with func­tional busi­ness teams across prod­uct devel­op­ment, enter­prise tech­nol­ogy, Web strat­egy, and geo­cen­tric teams scat­tered across the world. The abil­ity to exe­cute our respon­si­bil­i­ties with min­i­mal dis­rup­tion to company-wide direc­tives is an indi­ca­tion of mar­ket­ing matu­rity. Can our team max­i­mize its per­for­mance using the tech­nol­ogy that sup­ports all busi­ness units?

So, my friends, you can see that peo­ple within the enter­prise have an imme­di­ate and pro­found impact on our mar­ket­ing matu­rity. The Adobe self-assessment tool helps to reveal enter­prise strengths and orga­ni­za­tional short­com­ings rel­e­vant to the pil­lar of peo­ple. While we move toward an era where the new mar­keter is an amal­gam of instinct, tech­nol­ogy, and lead­er­ship, I encour­age all of you to exam­ine how you have invested in enter­prise mar­ket­ing resources and busi­ness processes, and what steps must be taken to evolve into a mature enterprise.

See you at Summit!