Driving Demand Generation: Who Belongs on That Bus?

In last month’s blog post, I discussed the ideal marketing operations structure — the why and how to centralize this vital function. In this post, we explore the demand generation function. What should be part of this function and how should you reconcile it with having a “shared services” team?

Revenue Marketing RoadmapIn last month’s blog post, I discussed the ideal marketing operations (MO) structure — the why and how to centralize this vital function. In this post, we explore the demand generation function.

What should be part of this function and how to reconcile it with having a “shared services” team in MO? How would you go about centralizing all demand generation into this one group if you currently have an outbound team and a separate inbound team under different directors?

Demand Generation Group Structure

The charter of a demand generation group looks like this:

Responsible for driving revenue results and optimizing interactions with all global buyers across the revenue cycle to accelerate predictable revenue growth.

Consequently, in larger organizations you are likely to see the following functions in this group:

Demand generation group functions
Demand generation group functions.

If that chart doesn’t scream a set of questions for you, its time for another cup of coffee!

Program managers, top-level business managers for marketing investment in demand generation, provide direction to the content team, and ultimately own the number: marketing influenced revenue.

Campaign managers take direction from the program managers. They are probably the same person in smaller firms. Campaign managers may specialize in one or more channels, but since campaigns are becoming omnichannel you are better off having them focused by target market segment. Their campaigns are grouped by stages of the buying cycle by segment — awareness, lead acquisition, lead nurturing, customer loyalty, advocacy etc.

The martech power users, QA and best practices management functions could alternatively be executed in a marketing operations department. Keeping them in demand generation means they continue to operate close to the program and campaign management team. On the other hand, if your MO function is well developed, putting them in the shared services group in MO means they are close to analytics and project management. This means this team will probably have a more streamlined relationship with the field marketing team, i.e. the “HQ” region is less likely to dominate the global campaign calendar unless the revenue goals merit it.

Tele-qualification is often both in marketing and sales. If the line is blurry, that’s good. It should be, because the function is squarely on the line between the two organizations. If you use them to sell smaller deals, renew contracts, etc, then they probably belong in sales, and are rightfully described as an inside sales function. But if the function is strictly to provide higher quality leads to sales, driving up sales’ productivity, then keep them in marketing.

An Inbound vs. Outbound Digression

There are more internet battles on inbound versus outbound than about Kirk versus Picard! Some say inbound is less expensive than outbound for lead generation or that outbound is marketing to the masses (TV commercials, radio, email blasts, trade shows). Is inbound just content marketing using SEO, and paid traffic through online channels? By all means add your comments below, but here is my perspective: It is not news that the two are merging so marketers need to move past these debates, unite these teams, and start designing and executing omnichannel campaigns.

Author: Kevin Joyce

Kevin Joyce is VP of strategy services for The Pedowitz Group. He's a marketing executive with 34 years of experience in high tech, in positions in engineering, marketing, and sales. In the past 16 years Mr. Joyce has worked with many companies on their revenue marketing and demand generation strategies. With a unique combination of marketing skills and sales experience he helps bridge the gap between sales and marketing.

Mr. Joyce has successfully launched numerous products and services as a Director of Product Marketing at Sequent, as a Director of Sales at IBM, as Vice President of Marketing at Unicru, and as CEO at Rubicon Marketing Group. He has been VP of Marketing Strategy with the Pedowitz Group for more than six years. He holds a BS in Engineering from the University of Limerick, Ireland and a MBA from the University of Portland. Connect with Kevin on LinkedIn or email him at kevin@pedowitzgroup.com. Download TPG’s new white paper: "TPG ONE: A New Approach to the Customer Journey."

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