What do marketing orgs look like in the martech age? Let’s find out

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First, this is a copy of a blog post from Scott Brinker, who continues to provide invaluable strategic insights as a thought leader in the world of marketing technology. Thank you Scott!

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I know, you get asked to participate in a ton of surveys. You’re super busy, and most of the time, the results of these studies are of dubious value to your actual work. So it’s easy to pass on taking them.

But if you like the content of my blog, and have ever found it helpful, I’d personally ask you to participate in this survey: Marketing Organizations in the Age of Martech.

I also believe that the results of this one may be quite valuable to you.

The thesis of this study is that marketing technology is reshaping the organization of the marketing department. Directly, marketing technology and marketing operations have become prominent roles, with expanding teams of their own.

But indirectly, martech also changes the way the rest of marketing is able to function. Marketing can — if it develops the necessary organizational capital — orchestrate across channels, adapt to feedback in rapid fashion, leverage data from a myriad of sources, run experiments, trial new innovations, and more.

In this new environment, is marketing best served by organizing around activities, channels, products, customer segments, or stages of the buyer’s journey? Or some other structure? What capabilities does it centralize?

Having talked to many CMOs over the past few months, I’ve come to believe that there are some powerful new options for organizing modern marketing teams. I’d love for us as a community to get greater visibility into what those possibilities look like across a variety of real-world marketing departments.

This survey, Marketing Organizations in the Age of Martech, asks you for three pieces of your organizational structure (titles or roles only, no names):

  1. What roles report to your CMO (or highest-level marketing executive)?
  2. Who is in charge of marketing technology management and what roles report to them?
  3. Who is in charge of marketing operations — if that’s a separate role from marketing technology — and what roles report to them?

You don’t have to identify yourself or your company to participate. And all data will be aggregated and anonymized before it is published. But we will share the results at the end with everyone in the community — no paywall or high-priced report at the end. We’ll do some nice visualizations to reveal the different org patterns that we discover.

As an extra little “thank you,” we will also provide everyone who completes the survey with a discount code for the upcoming MarTech conference in Boston, October 2-4.

Please. Take 10 minutes to contribute to this survey now. Thank you!!

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P.S. The marketing org chart shown at the top of this post is an amalgamation of several of the common structures that I’ve seen recently. But this Marketing Organizations in the Age of Martech study will give us a lot more real-world data on the different structures being used.

Please participate — thank you!

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Tell Me How You Really Feel! Digital Experience Measurement Tools

Measuring the usability of your digital properties — be they native mobile applications or websites (responsive or not) — can be a challenge, even for the savviest experts.

Solutions to help Internet professionals measure the experiences they offer abound, from analytics to survey solutions (wsm.co/5digitalsurveytools), and new offerings are emerging every digital day. Google, for example, just released Google Consumer Survey, a solution that enables website owners to create customer satisfaction surveys and collect responses from their site visitors. Google’s product offers the first 500 responses free (though its limited to four questions) and will run until the site has collected the full amount of replies, starting over again each month, making it possible to monitor user satisfaction over time.

Surveys are certainly one reliable path toward understanding more about what users are experiencing and how they really “feel” about your digital presence, but they’re far from the only ones. To improve the user experience, what it really takes is starting out with the right measures to manage. As any digital maven will report, numerous measurements already exist that can be used by Internet professionals who have made developing optimal user experiences a priority.

For example, Jeff Sauro, founding principal of quantitative research firm Measuring Usability and author of “Quantifying the User Experience: Practical Statistics for User Research”, suggests the use of SUPR-Q, a rating scale to measure perceptions of usability, trust, credibility, appearance and loyalty for websites. SUPR-Q scores are based on a database of hundreds of websites from tens of thousands of users across dozens of industries. It is undoubtedly a means to measure user experience effectively, but there are others to consider.

Net Promoter Score (NPS) benchmarks are a common method to measure and manage the user experience. NPS focuses primarily on how likely people are to spread a positive message about your product or business. In its simplest form, improving a NPS is achieved by reducing the number of detractors and fostering a positive, ongoing relationship with promoters, those loyal enthusiasts of your brand who will keep buying and referring others. Learn more about Net Promoter Score with Website Magazine’s guide for this important benchmarking model at wsm.co/npsguide.

Both SUPR-Q and Net Promoter Score are useful, which is why they’re used so frequently. The reality is, whether you’re using these benchmarks or not, you’re likely still measuring the digital experience of users. For example, in a general sense, completion rates (e.g. product sales or subscriber sign-ups) are a reliable approach to understanding if the experience developed is the optimal one. In many ways, completion rates are the fundamental usability metric. They are easy to understand and can be collected and analyzed at any stage in the user lifecycle. Keep in mind, however, it is essential to know what actions must occur to consider a task completed (and thus successful), focusing on the barriers in the users’ paths that may negatively affect their experiences and lead to damaged perceptions.

Despite the commonly held belief that a positive digital experience is not something that can be planned, that’s not stopping some Internet professionals from trying (and succeeding). There might be a little bit of luck involved, but generally, in order to create an experience that encourages users to become brand advocates, and more importantly complete the tasks set before them, you simply have to create great products that people want to use.

The Technology Acceptance Model (TAM) developed by Fred Davis in the early 1990s is one method to predict how much people will use a new product by predicting how they are using an existing product. The survey essentially asks participants to rate the usefulness of items and their ease of use by scoring them as follows: Using this product improves the quality of the work I do; The product enables me to accomplish tasks more quickly; and overall, I find this product useful in my job. By understanding users’ experiences with other products, the idea is that brands can build better ones by exploiting competitors’ weaknesses.

Measuring the digital experience isn’t easy, but it is rewarding if you set the right benchmarks, commit to making continual improvements, and dedicate your company and its staff to putting users first. – See more at: http://www.websitemagazine.com/content/blogs/posts/pages/digital-experience-measurement.aspx#sthash.aNtaDFCk.dpuf