Mastering Digital Marketing Structure & Services: Transforming Multi-Channel Marketing

STUDY OVERVIEW

Digital Marketing technologies are transforming the commercial marketplace -- challenging companies to develop new marketing skills that employ a broad range of new tools and techniques. When managed well, Digital Marketing technologies can be tremendously effective. When managed poorly, they can damage customer goodwill and create unnecessary expense.

Best Practices, LLC conducted this research to explore key trends and success factors related to how organizations structure their Digital Marketing groups. The study also evaluates which structure works best for 12 Digital Marketing services (blogs, email, webcasts, etc.) and the effectiveness of various metrics used to evaluate Digital Marketing groups.

The study includes three segments: an Elite Performing Segment, a Healthcare Segment, and a Non-Healthcare segment.

KEY TOPICS

• Analyzing Current Digital Marketing Structures
• Evaluating Digital Marketing Structures & Strategies

• Structure of Digital Marketing group in the U.S.
• Structure of Digital Marketing group globally
• Which part of company does Digital Marketing report to
• Level of top Digital Marketing executive
• Job title of person Digital Marketing leader reports to
• Structure used for creating and managing 12 Digital Marketing services
• Effectiveness rating of structures used to create and manage 12 Digital Marketing services
• Effectiveness of metrics used to assess performance of Digital Marketing group
• What are negative aspects of decentralized approach to Digital Marketing
  

• A Completely Centralized or, especially, Decentralized Structure Does Not Serve the Fast-Changing Digital Marketing Space Well:  Only 19% of companies use a completely centralized Digital Marketing structure, while just 7% use a completely decentralized approach.
  
• Within the Hybrid Structure Paradigm, DM Groups Are Trending toward Greater Centralization:  A clear majority of companies (61%) indicated that their DM operations have become either somewhat or significantly more centralized in the past two years.  The main drivers behind this trend include cost (i.e., maximizing impact of investments, reducing redundancy, surviving budget cuts), competitive advantages, and changes in organizational structure.  By contrast, only 7% of study organizations reported becoming even somewhat more decentralized in that same period of time. 

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