在建立营销部门结构之前，做出以下5个决定

Sample MarketingOrg Chart The following anonymized chart includes information about theindustry and business model, level of centralization, roles andresponsibilities of direct reports under the Head of Marketing,digital marketing resources and the number of full-timeequivalents (FTEs). CMOs increasingly aim to position their marketing teams asstrategic partners driving their company’s growth objectives.However, marketing budget constraints, intense scrutiny ofmartech investments and the pressure to build a digital-firstmarketing strategy are forcing CMOs to review if their marketingteams are structured to support their ambitions and goals. Use this as a sample and guide for structuring your ownmarketing organization. In light of these developments, we often hear from our clientsthat they are interested in seeing how other marketing functionsare organized. To address this, we have collected marketingorganization charts from across our client base. Marketing Organization Chart Roles and Responsibilities –Marketing Operations: Oversee data analysis and management,lead management and coordination with sales, and marketingautomation–Events: Manage all virtual and physical events–Creative Services: Create content for digital and offlinechannels–Digital Execution: Redesign website and other digital channelsand manage external digital vendors and resources Roles/Leaders Reporting to the Head of Marketing: •Program Marketing, I and II —Develop the go-to-marketstrategy and plan for different customer segments. Each of theteams is responsible for understanding the distinct needs andpreferences of their target customer segment and market anddeveloping marketing campaigns to serve the distinct needs oftheir specific segment. •Shared Services Teams —These are shared specialist teamsthat provide marketing support execution for ProgramMarketing teams: Firmographics and Operating Model Operating Model Firmographics • Marketing full-time equivalents (FTEs) — Approx. 10 to 20•Level of centralization — Fully centralized (all marketers reportto the central marketing leader, with no one reporting toindividual BU leaders)•Team alignment — Mix of segment-specific and functionallyaligned marketing teams•Typical span of control (refers to the number of direct reportseach manager has) — 2 to 4• Management layers — Approx. 2•Role specialization — Mostly specialized roles with new effortsfor cross-skill development • Business model — B2B and B2C• Industry — Technology manufacturing• Region served — North America• Revenue — $100 million to $250 million (2021) Highlights Drivers of the current marketing org structure: Unique features: The bulk of the organization’s lead generation now stems fromdigital channels (e.g., website). Therefore, the team is investingin building digital capabilities. •The organization has a separate Head of Marketing, Head of Salesand Head of Customer Satisfaction who sit at the same level andreport to the Executive team. •The Head of Marketing works closely with the CTO to ensurestrategic alignment between the two departments. They workjointly on building business cases for critical marketingtechnology investments.•The marketing team has invested in extensive productmanagement training and framework and process developmentto improve alignment and develop a shared language ofcollaboration with the product team.•They have also successfully introduced a commercially convergedteam (with reps from sales, marketing, services and product) thathas launched a new product into the market. Challenge areas: •Overt reliance on external digital talent and vendors for websitedevelopment, pay-per-click (PPC) advertising and searchoptimization are areas where in-housing is being considered.•Advanced data analytics and predictive analytics are other areasthat the team wants to invest in the future for more effectivecustomer journey mapping and experience. Drive stronger performance on your mission-critical priorities. Become a client. gartner.com/marketing