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TheStateoftheMarketing
OperationsProfessional
Trendsfor2025
BROUGHTTOYOUBY
PAGE
2
INTRODUCTION
“Assoftwareanddatahavebecometheinstrumentsdrivingtherhythmofmodernmarketing,marketingopshasrisenfrombeingthepianotunertotheconductor
oftheorchestra.CueBeethoven’sNinth,OdetoJoy.”
ScottBrinker
Editor,
The2024StateofMarketingOperationsstudyaffirmsthatmarketingoperationshasevolvedintoadesirableandwell-respectedcareerpath.Itofferssolidsix-figuresalariesandvariouscareerdevelopmentavenues,
suchasstayinginmarketingops,transitioningtorolesinrevenueoperations(RevOps),orevenconsulting.It’sencouragingthat37%ofrespondentsreporttheynowhavea"seatatthetable,"indicatingagrowingstrategicinfluencewithintheorganizationstheyserve.However,there'sroom
forimprovementintraininganddevelopment,ascurrentlearningisoftenself-directed,relyingheavilyonvendorcertifications.
Thisstudyrevealsmarketingopsresponsibilitiesaredeeplyintegratedwithprocess,technology,anddata,witheacharearepresentinganearlyequalportionoftherole.Datahasbecomeafocalpoint,particularlyinareaslikeenrichment,integration,andquality,whichalignwiththefactthat"ability
tointegrate"isthetopcriterionforevaluatingnewtechnologies.DespiteusingadvancedtoolslikeHubSpotandMarketo,nearlyallprofessionalsstillrelyonspreadsheets.Collaborationwithsales,salesops,RevOps,andITiscommon,thoughthere's
apushforbetteralignment.Additionally,manyorganizationsarestillintheearlystagesofdigitalmaturity,presentingsignificantgrowthpotentialformarketingopsanddigitalopsoverall.
This2024editionoftheStateoftheMarketingOperationsProfessionalwillhelpourmemberskeeporachievetheir“seatatthetable”andsecuretheresourcesandsupporttheyneedtomakemarketingoperationsevenmorestrategic.
TABLEOFCONTENTS
SECTION01 6
Keyfinding
s
SECTION02 9
Ahistoricalperspectiv
e
SECTION03 1
2
Themarketingoperationsprofessional
SECTION04 4
0
Marketingoperationsteams
SECTION05 6
0
Marketingoperationstools+technolog
y
SECTION06 75
What’snextformarketingoperations
?
SECTION07 82
Conclusion+Methodology
BROUGHTTOYOUBY
BusinessDataReliabilityForMarketingandSalesOps
Your“datamoment”isnow.Clean,complete,actionable,andcompliantdataisthedifferencebetweenmarketingperformanceandfailure.Butmoredataisn'tthesolution.Instead,it’sabouthavingalways-on,governed,
andreliabledataflowingfreelyacrossyoursystemsandprocessestomeetthediverseneedsofstakeholders.
Datagenceisyourpartnerwithanintegrated,transparentsolutionusingadvancedtechnology,AI,governedprocesses,andexpertiseforachievingdataqualityandreliabilitysoyoucanconfidently:
Makebusiness-criticaldecisionswithunifieddata
RunGTMstrategiesthatdrivepipelineandperformance
EnrichyourdatawithourproprietaryidentitygraphenablingMAIDs(MobileAdIDs)resolution
Segmentyourdatabasetodeliverpersonalizedcommunications
Reportonrevenueandperformanceaccurately
tomasterdatareliabilityat
www.Datagence.io
BROUGHTTOYOUBY
ConnectthedotsacrossanycustomerlifecyclewithInsentric
Insentricbringsenterprise-grademarketinginteligencetomid-sizedB2Bcompanieswithleanmarketingteams.
Reconnecttheleadlifecycleacrossfragmentedsystems.
Generateclear,actionablereportsthatalignwithmarketingneedsandbroaderbusinessgoals.
Protectdataintegrityagainsthumanerrorwithself-healingdata.
aboutInsentric,theMarketingInteligencePlatform
SECTION01/KEYFINDINGS
KeyFinding#2
Havingadedicatedteamisthenormforcompaniesofallsizes.
85%ofallfirmsinthestudyreporthavingadedicatedteamorpersoninamarketingopsrole.
KeyFinding#1
Employeeengagementwithintheranksofmarketingopsprofessionalscontinuestodecline.
Metricsthattrackfaircompensation,understandingoftherole,andbeingvalueddeclinedforthethirdconsecutiveyearby8%,9%,and5%respectively.
KeyFinding#3
Marketingopsprofessionalsinthisstudyarenotreceivingadequatetraining.
Overhalf(56%)ofstudyparticipantsreporttheirorganizationsdonotprovideadequatetraininganddevelopmentopportunities.
"DataistheOPsprofessionalcurrency,itenablesthemagictounlockthehiddenvaluewithincustomers.It'sclearoverthelastseveralyearsthatOPspeopleneedtobecomemastersatstructuring,acquiring,analyzing,andsharingstorieswithdata,whichisthekeytofutureimpact."
EricHollebone
President&COOInsentricbyDemandLab
KeyFinding#4
Integrationcapabilitiesarecriticalformartechselection.
81%ofstudyparticipantssharethatintegrationwithexistingtechnologyistheirtopcriterionforevaluatingmartechsolutions.
KeyFinding#6
Mostfirmswillinvestindataenrichmentandintenttools.
Overhalf(54%)plantoinvestindataenrichmentandintenttoolsduringthenext12to18months.
KeyFinding#5
Thefocusonbeingdata-drivenisgrowing.
88%ofstudyparticipantsareeitherdedicatingresourcestodata-driveninitiativesorarehavingmorediscussionsaboutdoingso.
Thisreportdetailstheresultsandinsightsfromtheanalysisofthestudydata.Formoredetailonthesurveyanditsparticipants,pleaserefertothe
Methodology
.
KeyFinding#7
Digitalmaturityremainsstagnantyear-over-year.
Just7%ofallorganizationsinthestudyhaveattainedthehighestlevelofdigitalmaturity.However,25%ofteamswith26ormoremembersareoperatingatthehighestlevel.
9
SECTION02/AHISTORICALPERSPECTIVE
TheStateoftheMarketingOpsProfessionalstudyisnowinitsfourthyear.Withthatperspective,wecannowprovidefascinatinghistoricalinsightsabouttheprofessionoverthisperiod.
ThereisanIncreasedFocusonHighCompensationBands
Overtheyears,thestudyshowsasteadyshifttowardhighercompensation,withmoreprofessionalsearning$150Kormore.In2021,themajorityofprofessionalswereearningbetween$51Kand$100K.By2024,weareseeinganotableincreaseinthoseearningabove$150K,particularlyinseniorroleslikeDirectorsandVPs.
MOpsTeamsareSmallerPost-Layoffs
Theeconomiclandscape,especiallyin2022and2023,ledtolayoffsandbudgetcuts,resultinginanincreaseinsolomarketingoperationsteams.In2022,25%ofmarketingopsprofessionalswereworkingsolo,butby2023,thisfigure
hadrisento31%,drivenbyleanerbudgetsandorganizationalshifts.
WeHaveaStrongerRoleinRevenueOperations
In2021and2022,marketingoperationsprofessionalswereincreasinglyinvolvedinsupportingRevOpsandoptimization,focusingonimprovingsalespipelinesandoperationalefficiency.By2024,thisrolehasexpandedfurther,withmanyprofessionalsnowbeingkeycontributorstostrategicdecision-makinginrevenueoperations,reflectingtheirgrowingimportanceindrivingbusinessoutcomes.
ThereisaGreaterDemandforDataExpertise
Whiletoolsandsystemsmanagementwereprimaryresponsibilitiesinearlieryears(2021and2022),dataanalysisandreportinghavetakenprecedencein2024.Thisshiftreflectstheincreasingimportanceofdata-drivendecision-making,withnearly70%ofprofessionalsidentifyingdataanalysisastheirtopresponsibilityin2023.
CertificationsandSkillDevelopmentareMoreEssentialOvertheyears,thepercentageofmarketingoperationsprofessionalsholdingcertificationshasincreased.By2024,certificationsareplayingasignificantroleincareeradvancement,withmanyprofessionalsrecognizingtheimpactofcertificationsonsalary,careergrowth,andtechnicalproficiency.Thistrendhasstrengthenedsince2021.
Ahistoricalperspective10
SECTION03?
THEMARKETINGOPERATIONS
PROFESSIONAL
SECTION03/THEMARKETINGOPERATIONSPROFESSIONAL
Thisreportsectiondetailsthecurrentfindingsonthemarketingoperationsprofessional:therole,howit’schanging,theirworkperspective,experiencelevel,andcompensation.
Usingthisstudy’sdata,arepresentativepersona
ofamarketingoperationsprofessional:majorityfemalebetweentheagesof31and40,intherolebetweenfiveandeightyearswithatitleofmanagerorseniormanagerearningbetween$101Kand$150Kinannualcompensationandemployedinthetechnologysector.
Themarketingoperationsprofessionhasbecomeincreasinglyexperienced,with61%ofprofessionalshavingsixormoreyearsinthefield.Thetechnology/softwaresectorcontinuestodominate,accountingfor56%
ofmarketingopsprofessionals’employment.Despitethisexperience,employeeengagementlevelshavedeclined,withprofessionalsfeelinglesscompensated,understood,andvaluedcomparedtopreviousyears.Genderandexperiencedifferencesrevealthatfemaleprofessionalsoftenfeellessunderstoodintheirrolesthantheirmalecounterparts,andthosewithmoreexperiencereportdecliningsatisfactioninkeyengagementmetrics.
12
Themarketingoperationsprofessional
PAGE
13
Operationalresponsibilitieshaveshifted,withdesigningandoptimizingoperationalpoliciesnowtheprimaryfocus,followedcloselybydataanalysis.
Compensationtrendsshowanoverallincrease,especiallyforthosewith10+yearsofexperience.However,there'sanotablegenderdisparityincompensation,withmoremalesinboththehighestandlowestpaybrackets.
Certificationsarecommoninthefield,withmanyprofessionalsholdingtwoormore,thoughlessthanhalfbelievethesecertificationssignificantlyimpacthiringdecisions.
SectionSummary
61%ofmarketingoperationsprofessionalshavesixormoreyearsofexperience.
Engagementlevelshavedeclined,withsignificantdropsinfeelingcompensated,understood,andvalued.
Thetechnology/softwaresectoremploys56%ofmarketingopsprofessionals,farmorethanotherindustries.
Designingandoptimizingoperationalpoliciesisnowtheprimaryresponsibility,followedbydataanalysis.
Compensationisontherise,especiallyforprofessionalswith10+yearsofexperience,butgenderdisparitiesexist.
67%ofprofessionalsholdtwoormorecertifications,thoughlessthanhalfbelievetheyinfluencehiringdecisions.
MarketingOperationsteams
aremoreexperiencedthanever.
Studyparticipantsarereportingmoreexperienceintheprofessionthanlastyearwith61%havingsixormoreyearsinamarketingoperationsrole.
Theslightexperiencegapbetweensmallerandlargerorganizationshasshrunkslightlyinthecurrentstudyyear.Fororganizationswithmorethan$500millioninannualrevenue,65%oftheirteamshavesixormoreyears
intherolewhilefororganizationswith$500millionorlessinrevenue,60%reportthissameleveloftimeintherole.
TheTechnology/Softwaresectorisfaraheadofotherindustrysegmentsinemployingmarketingopsprofessionals.
Asinlastyear’sstudy,overhalfofthisyear’sstudyparticipants(56%)areemployedinthetechnology/softwareindustry.Thenextlargestsegmentinwhichstudy
participantsareemployedisadvertisingormarketing(8%)followedbyfinancialservicesandinsurance(7%)
andhealthcareandlifesciences(7%).
Marketingoperationsprofessionalsengagementhasdeclinedyear-to-year.
Thisstudyassessesemployeeengagementusingthreescales,eachrangingfrom1to7where7isthehighestormostfavorablerating.
Aswastrueinlastyear’sstudy,allthreescalesdeclinedandbyagreatermarginthanbefore:
Doyoufeelcompensatedfairlyforyourlevelofexperience?Doyoufeelyourorganizationunderstandsyourrole?
Doyoufeelvaluedbyyourorganization?
Down8%
Down9%
Down5%
Unlikelastyear,differencesintheseengagementmetricsexistbetweenstudyparticipantsthatidentifiedasmaleorfemale,mostpronouncedinunderstandingtherole.Thesamplesizefornon-binaryandnon-disclosedgenderswastoosmalltodrawvalidconclusionsfromthatsegment.
RespondentsbyGender
Female
Male
Compensatedfairly
4.32
4.27
Understood
4.03
4.49
Valued
4.63
4.82
Usingexperienceintheroletosegmentthesemetrics,thosewithlessthanayearshowedimprovementincompensationandbeingunderstoodasbeingvalued,stayingrelativelyunchangedfromthepreviousstudy.However,thosewith1yearormoreintheroleshowedalmostahalf-pointdeclineinthecompensationandbeingunderstoodmetrics.
RespondentsbyExperience
Lessthan1year
1to5years
6+years
Compensatedfairly
4.11
4.16
4.40
Understood
4.33
4.23
4.24
Valued
4.92
4.77
4.72
AllRespondents
2022
2023
2024
CompensatedFairly
4.90
4.70
4.32
Understood
4.93
4.60
4.20
Valued
5.21
5.00
4.75
Respondentswhoworkinsmallerorganizations,thosewith
RespondentsbyOrgSize
$500millionorless
Morethan$500million
Compensatedfairly
4.27
4.37
Understood
4.37
4.01
Valued
4.88
4.52
$500millionorlessinannualrevenue,hadbetterratingsintwooftheseengagementmetricsthantheirlargercompanycounterparts.Theexceptionwascompensation.
Work-lifebalanceisastruggleformany.
Anewquestioninthisyear’sstudyasksparticipantstoratetheirwork-lifebalanceusingascalefrom1to7where:
1isnotwellbalanced
7isverywellbalanced
Theaverageratingforallstudyparticipantswas4.79,
onthebettersideofthisscalebutclearlyindicatingmanystruggleinthisarea.What’sconcerningistoseethatwork-lifebalancegetsworseastenureinamarketingopsroleincreasesasthistableshows:
Tenure
AverageWork-LifeBalanceRating
Lessthan3years
5.19
3to5years
4.89
6to9years
4.77
10+years
4.53
Managerorseniormanagerremainsthemostcommonlevelofseniority.
51%oftheprofessionalsinthisyear’sstudyalignwiththeauthoritylevelofmanagerorseniormanager.10%are
attheVPorexecutivelevel,while12%workatthemorejuniorspecialist,associate,orcoordinatorlevel.
Themostcommonjobtitlesfortheseprofessionalsaremanager,marketingoperations(36%)ordirector,marketingoperations(24%).
Operationalpoliciesandproceduresarethenewprimaryresponsibility.
"Thisisthereasonforlowerengagement,compdissatisfaction,andhavingtroublejumping
todirector.Mostcompaniesdon'tviewthis
asthescopeofabusinessleader,evenifwedo."
DarrellAlfonso
DirectorofMarketingStrategy&Operations,I
Designing,implementing,andoptimizingoperationalprocedureshasbecometheprimaryresponsibilityinthisyear’sstudy(78%).Dataanalysis,synthesis,andreporting,however,isnotfarbehind(74%)continuingtooccupy
adominantpartofthemarketingopsprofessionalagenda.
QUESTION:
Inyourcurrentrole,which,ifany,ofthefollowingare
partofyourprimaryjobresponsibilities?
Designing,implementing,andoptimizingoperationalpoliciesandprocedures
Developingandimplementingsoftwareorsystemintegrations/systems
72.7%
347
Conductingandanalyzingmarketandcompetitiveresearch
78.0%372
20.5%
98
Dataanalysis/synthesis/reporting
EvaluationandpurchaseofIThardware
73.6%
351
21.0%
100
Evaluationofandneeds-identificationfortechstack
Otherresponsibilities
71.3%
340
14.3%
68
Softwaretraining&documentation
Territorymanagementand/orquotasetting
66.5%
317
5.5%
26
Sales/marketingSLAdefinition
Evaluationandselectionofshipping/logisticsproviders
56.8%
271
4.4%
21
Revenueoptimization/operations
Supplychainmanagement
47.6%
227
2.3%
11
0.8%
4
Salesprocessoptimization Noneofthese
47.6o/c。
227
Scale:0-80%
Thefollowingtableshowstheshiftsinthetopmarketingopsresponsibilityoverthepastthreestudyyears:
TopFiveJob
ResponsibilitiesOverall
2022
Rank
2023
Rank
2024
Rank
Dataanalysis/synthesis/reporting
Designing,implementing,andoptimizingoperationalpoliciesandprocedures
Evaluationofandneeds-identificationfortech-stack
Developingandimplementingsoftwareorsystemintegrations/systems
Softwaretraininganddocumentation
4
1
2
2
2
1
3
3
4
1
4
3
5
5
5
"Marketingopsteamsshouldshifttheirmindsetfromsimplymanagingtoolstounderstandingthebiggerprocessesthesetoolsenhance,likeboostinginterdepartmentalefficiency,refiningreports,andcraftinginnovationroadmaps.Bydoingthis,they’llmovebeyondroutineworkandstartmakingstrategiccontributionsthatbenefit
theentirecompany."
CaseyGrimes
DirectorofProducts&
Innovation,InsentricbyDemandLab
Rank
Annualrevenueof$500millionorless
Annualrevenueofmorethan$500million
First
Designing,implementing,andoptimizingoperationalpoliciesandprocedures(75%)
Designing,implementing,andoptimizingoperationalpoliciesandprocedures(80%)
Second
Dataanalysis/synthesis/reporting(73%)
Developingandimplementingsoftwareorsystemintegrations/systems(78%)
Third
Evaluationofandneeds-identificationfortech-stack(69%)
Developingandimplementingsoftwareorsystemintegrations/systems(69%)
Softwaretraining&documentation(75%)
Lookingatthisdatathroughthelensofannualrevenueandteamsizerevealdifferentresponsibilitiesbased
onthesecharacteristicsasthetablesaroundshare.
TeamSize
TopResponsibility
1
Dataanalysis/synthesis/reporting(84%)
2-10
Designing,implementing,andoptimizingoperationalpoliciesandprocedures(83%)
11-25
Softwaretraininganddocumentation(68%)
26+
Developingandimplementingsoftwareorsystemintegrations/systems(42%)
Evaluationofandneeds-identificationfortechstack(42%)
Salesprocessoptimization(42%)
The“Other”responseoptiontothesurveyquestiongatheredasignificantnumberofwrite-inresponsesthatreveal
thedizzyingbreadthofmarketingoperationsresponsibilities.Ananalysisoftheseresponsesissummarizedinarankingthatreflectsthecorefocusareasofmarketingoperations,prioritizingcampaignexecutionandmanagement,automation,anddataanalysisascentralresponsibilities:
CampaignOperationsincluding:Campaignexecution,campaigndesignandmanagement,emailmarketingstrategyandautomation,anddemandgenerationandcampaignmanagement.
MarketingAutomationincluding:Automationdevelopmentanddeployment,emailsystemsetups,andmarketingautomationandemails.
DataManagementandAnalyticsincluding:Dataintegrityandmanagement,developingdashboardsandattributionmodels,andwebsitetrackingandanalytics.
BudgetManagementincluding:Budgetallocationandmanagement,marketing
budgetmanagementandannualplanning,andtechstackbudgetplanningandvendormanagement.
WebsiteManagementincluding:Buildingandoptimizingwebsitepages,websiteownershipandcontentmanagement,andSEOandlocalsearchmanagement.
ProjectManagementincluding:Projectplanningandmanagement,andstakeholderengagementandteammanagement.
StrategyDevelopmentincluding:Marketingstrategyandexecution,andsupportingcampaignexecution.
LeadManagementincluding:Leadrouting,scoring,anddistribution,andleadmanagementoptimization.
VendorandITCoordinationincluding:Managingrelationshipswithnon-marketingteams(legal,revops,IT),andvendormanagementandintegrationhealth.
AIInnovationImplementationincluding:ImplementingAIsolutionsformarketingprocesses.
MostmarketingoperationsprosadministertheMAP.
Unchangedfromthelasttwostudies,70%ofthemarketingoperationsprofessionalsinthecurrentstudyserve
asadministratorsoftheirorganization’smarketingautomationplatforms.Anadditional19%serveasdevelopersorprimaryusers,makingthemkeyenablersofgettingvalueoutofthesesystems.Only2%reportnotusingMAPsoftware.
Overone-fourthofrespondentsaspiretogointomanagement.
Thenumberofstudyparticipantsaspiringtogointomanagementorbuildateamthatreportstothemhasdroppedfrom33%lastyearto26%
thisyear.Aboutoneinfivestudyparticipants(21%)wanttostayinmarketingopsasatechnologist.
Almosttwo-thirdshaveamarketingoperationstitle.
63%ofstudyparticipantshaveamarketingoperationstitlesuchasVPofMarketingOps(3%),DirectorofMarketingOperations(24%),orManagerofMarketingOperations(36%).Thoseintheexecutiveranks(8%)islargelyunchangedfromlastyear(7%).
Compensationcontinuestoincrease.
Thehighestcompensationbandsinthestudyshowslightincreasesyear-over-year.6%ofstudyparticipantsfallinthe$250K+annualcompensationrange,comparedto5%lastyear.29%areinthe$151Kto$250Ksalaryrange,versus26%in2023.Thelowestend
ofthecompensationrange,$50Korless,droppedfrom9%to8%.
Therearemoremales(37%)thanfemales(33%)atthehighestbandof$151K+inannualcompensation.Thesameistrueforthelowestcompensationbandof$50Korless:12%ofmalesversus5%offemales.However,females(56%)outnumbermales(45%)inthemiddlecompensationbandsrangingfrom$51Kto$150K.Non-binaryandthosewhopreferrednottodisclosegenderwerenotalargeenoughsegmentformeaningfulcomparisons.
Gender
$50Korless
$51Kto
$100K
$101Kto
$150K
$151K+
Prefernottosay
Female
5%
23%
33%
33%
6%
Male
12%
13%
32%
37%
6%
Littleyear-to-yearchangeisseeninthedistributionofcompensationforthoseinroleornineorlessyears.Forthosewith10ormoreyears,however,abigjumpoccurred
forthoseinthehighestcompensationband($151K+)movingfrom57%in2023to70%in2024.
Tenure
$50Korless
$51Kto
$100K
$101Kto
$150K
$151K+
Prefernottosay
Lessthan3years
21%
45%
18%
5%
11%
3to5years
14%
29%
36%
18%
3%
6to9years
4%
13%
50%
25%
8%
10+years
0%
6%
16%
70%
8%
Lookingatcompensationbyseniority,asurprisingdifferenceisthatmoreofthoseattheseniordirector/directorlevel(66%)areearning$151K+thanthoseattheexecutive/VPlevel(53%).Thisdatamaysuggestthatemployersareincreasingcompensationtobetterretainmarketingopstalentatthedirectorlevel.
SeniorityLevel
$50Korless
$51Kto
$100K
$101Kto
$150K
$151K+
Prefernottosay
Executive/VP
0%
3%
13%
53%
31%
Sr.Director/Director
5%
9%
16%
66%
4%
Sr.Manager/Manager
8%
18%
46%
22%
6%
Specialist/Associate/Coordinator
16%
55%
24%
0%
5%
Marketingopsprofessionalsseekinghighercompensationshouldlooktolargercompanies.18%ofstudyparticipantsatcompanieswith100orfeweremployersaremaking$50Korlessinannualcompensation,comparedtononeincompanieswithover10,000employees.
CompanySize
$50Korless
$51Kto
$100K
$101Kto
$150K
$151K+
Prefernottosay
100orlessemployees
18%
19%
25%
26%
12%
101to1,000
3%
19%
34%
38%
6%
1,001to10,000
7%
18%
37%
37%
1%
Specialist/Associate/Coordinator
0%
8%
39%
38%
15%
QUESTION:
Whatisyourapproximatelevelofcompensation,includingsalaryandbonus?Ifyouareaconsultant,useyourtotalcompensationacrossallclients.
2.4°/4。
9
Lessthan$25K
$25Kto$SOK
5.4%
20
$51Kto$1OOK
18.3%
68
$101Kto$150K
32.6%
121
$151Kto$250K
28.3%
105
Morethan$250K
5.9%
22
Prefernottosay
7.0%
26
Scale:0-40% Respondentstotal:371
Marketingopsprosarekeystakeholders
inthebudgetplanningandmanagementprocess.
"Ifyouwanttodefinewhatmarketingopsis,it'snolonger(primarily)aroundtechnology–it'saroundprocess."
CaseyGrimes
DirectorofProducts&
Innovation,InsentricbyDemandLab
60%ofstudyparticipantsaresomewhat-to-heavilyinvolvedinplanningandmanagingthemarketingbudget.Just17%reportnoinvolvementinthisprocess.
Thelongesttenured(10+years)marketingopsprofessionalsarefarmoreheavilyinvolvedinbudgeting.
Tenure
Heavilyinvolved:planning&mgmt
Somewhatinvolved:planning&mgmt
Notatall
Planningonly
Managementonly
Lessthan3years
14%
31%
17%
36%
2%
3to5years
20%
41%
15%
18%
6%
6to9years
24%
30%
23%
17%
6%
10+years
45%
29%
14%
9%
3%
QUESTION:
Areyouinvolvedintheplanningandbudgetmanagementofyourmarketingteam?
Yes,heavily(106)
Somewhat(122)
Notatall(66)
」ustplanning,butnot(65)budgetmanagement
」ustbudget (17)
management,notplanning
Otherinvolvement(5)
381respondentstotal
There’snoclearconsensusonthemostimportantresponsibilityofmarketingops.
Whenaskedtopickthemostimportantresponsibilityofamarketingopsprofessional,therespondentsasawhole
werenearlyevenlydivided.Workandprojectmanagementwas,byaslimmargin,deemedmostimportant(27%).Eveninthemostexperiencedsegmentofstudyparticipants(6+years),thisdivisionexists.Whenlookingattheresponsesbyteamsize,differencesemerge:
TeamSize
MostImportantResponsibility
1
Reportingandanalytics(33%)
2-10
Workandprojectmanagement(29%)
11-25
Strategicplanningandbudgeting(32%)
26+
Strategicplanningandbudgeting(58%)
Onlythelargestteamshaveclearagreementonthemostimportantresponsibility:strategicplanningandbudgeting.
MultipleprofessionalcertificationsarethenormforMarketingOperationsprofessionals.
Overtwo-thirds(67%)ofstudyparticipantshavetwo
ormoreprofessionalcertifications,whilejust17%havenone.
Thedatasuggeststhatmarketingopsprosearnprofessionalcertificationswithinthefirstfiveyearsoftheiremployment,thendeemphasizeacquiringfurthercertifications.
LessthanhalfofMarketingOperationsprofessionalsfeelcertificationsinfluencehiringdecisions.
Despitehowprevalentitistohavemultipleprofessionalcertifications,only48%ofstudyparticipantsfeelthatcertificationsareimportantwhenitcomestobeinghired.Theremainingparticipantsfeelthey’renotimportant(23%)orthey’reuncertainaboutit(29%).
Thebiggestimpactofobtainingcertificationsiscreatingmoreconfidence.
Studyparticipantsreportanumberofimpactsfromobtainingprofessionalcertifications.
Gainingmoreconfidenceledallotherimpactswith72%ofparticipantscitingthisimpact
tocareeradvancementorjobperformance.
SECTION04?
MARKETINGOPERATIONSTEAMS
SECTION04/MARKETINGOPERATIONSTEAMS
Marketingoperationsteamsareincreasinglyrecognizedfortheirvalue,withmostcompaniesreportingadedicatedmarketingopspersonorteam,aslightincreasefromlastyear.Thetechnologyandsoftwaresectorsleadinhavingdedicatedteams.Largerfirmstendtohavetheseteamsmoreoften,almostallcompaniesearningbetween$100.1millionand$500millionreportingdedicatedteams,asdofirmsinthe$500millionto$1billionrange.Smallercompanies,particularlyth
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