Gartner-2019年营销组织调查报告（英文）28页_614kb

Gartner® Marketing Organizational Survey 2019 Summary

Core Content

Gartner's 2019 Marketing Organizational Survey highlights the challenges and opportunities marketing leaders face as they modernize their organizations to meet digital transformation and enterprise growth goals. The survey, conducted online from April to May 2019, involved 351 marketing leaders from the U.S., Canada, and the U.K., with a majority from organizations generating over $1 billion in annual revenue.

Main Viewpoints

1. Decentralization Aspirations and Challenges

• Over half of marketing leaders aim to implement a decentralized organizational model by 2022.
• However, only 20% currently have such a model in place.
• Despite this shift, 40% expect minimal changes in organizational alignment, with a focus on function or product/brand.

2. Internal vs. External Marketing Services

• 63% of respondents have moved some work from external agencies to internal services to gain greater control.
• Internal models are preferred for brand consistency, media relationships, and adaptability.
• External agencies are valued for their breadth of skills, quality of work, and ability to fill short-term resource gaps.

3. Marketing Operations as a Strategic Function

• Over two-thirds of marketing organizations have a discrete marketing operations function.
• This function is responsible for financial planning, performance measurement, and campaign management.
• Marketing operations is expected to grow in importance, with 2.6 functions anticipated to increase in significance by 2022.

4. Agile Techniques in Marketing

• 75% of marketing teams use agile techniques to enhance flexibility and responsiveness.
• However, the adoption of agile is not always aligned with formal methodologies, leading to potential inefficiencies and execution issues.
• Agile is seen as a means to shift to a project-centric approach, but challenges include poor communication, lack of collaboration, and ineffective decision-making.

5. Critical Capabilities and Gaps

• Marketing leaders rank martech, analytics, and customer experience as the most important capabilities.
• These same capabilities are also noted as critical gaps, affecting customer acquisition and loyalty.
• The need for data literacy and process improvement is emphasized to support marketing analytics and martech initiatives.

Key Information

Recommended Actions for Marketing Leaders

• Benchmark and Align Strategy: Use Gartner's Marketing Maturity Model to assess current capabilities and align with digital business goals.
• Optimize Internal and External Resources: Evaluate internal services models (COE, shared services, in-house agency) and external agencies to balance control and expertise.
• Enhance Marketing Operations: Define and refine the roles of marketing operations teams, focusing on strategic functions like data management and process improvement.
• Improve Team Agility and Collaboration: Implement agile methodologies, but ensure they are applied rigorously and consistently across internal and external stakeholders.
• Invest in Skills and Talent: Conduct a skills audit and prioritize recruiting, training, or partnerships to fill capability gaps.
• Develop a Test-and-Learn Culture: Encourage continuous experimentation and learning to improve marketing outcomes.

Survey Insights

• Digital Transformation: Is the top driver of organizational change, with 82% of CEOs focusing on making their companies more digital.
• Capabilities Gaps: Despite the importance of martech, analytics, and customer experience, these areas remain underdeveloped.
• Operational Weaknesses: Poor communication, lack of collaboration, and inefficient processes are major barriers to marketing success.

Capabilities and Functions

The following are the key capabilities and functions identified in the survey:

• Advertising/media buying and placement
• Brand strategy and tactics
• Content creation and management
• Creative design and development
• Customer experience and insight
• Demand generation and lead management
• Digital commerce
• Marketing and customer analytics
• Marketing technology strategy, adoption and use
• Market insights
• Multichannel marketing strategy and orchestration
• Personalization/testing
• Project/work management
• Strategy development and planning

Methodology

• The survey was conducted online with an external partner.
• Respondents were marketing leaders involved in strategy and budget decisions.
• The survey results are a simple average across the targeted countries, industries, and company size segments.

Definitions

• Marketing operations: A strategic function that supports marketing execution, planning, and standardization of processes.
• In-house agency: Provides services using time-and-materials billing, similar to external agencies.
• Shared services: A centralized pool of resources for specific marketing functions.
• Center of excellence (COE): A hub of expertise focused on a specific discipline or capability.

Conclusion

Marketing leaders are under pressure to modernize their organizations, adopt agile methodologies, and leverage both internal and external capabilities to drive growth and customer engagement. While there is a clear trend towards decentralization and internal capabilities, challenges remain in achieving operational agility, communication, and strategic alignment. Gartner recommends a balanced approach to organizational design, emphasizing the need for strategic marketing operations and a well-rounded, agile team structure.