Marketing company organizational structure,marketing on facebook for small business,make your own cartoon video online free 5.0 - How to DIY

Leicester players celebrate after Tottenham-Chelsea draw hands club first EPL title in 132 years. Dafabet signs four-year deal with Celtic to become club's main sponsor starting with '16-17 season. The material on this site may not be reproduced, distributed, transmitted, cached or otherwise used, except with the prior written permission of American City Business Journals. Now that you’ve developed a strategic plan for Notes-4-You, you need to organize your company so that it can implement your plan.
Top managersThose at the top of the management hierarchy who are responsible for the health and performance of the organization. As the name implies, middle managersThose in the middle of the management hierarchy who report to top management and oversee the activities of first-line managers. First-line managersThose at the bottom of the management hierarchy who supervise employees and coordinate their activities.
Identifying the activities that need to be performed in order to achieve organizational goals. Breaking down these activities into tasks that can be performed by individuals or groups of employees.
This twofold process of organizing activities into clusters of related tasks that can be handled by certain individuals or groups is called specializationProcess of organizing activities into clusters of related tasks that can be handled by specific individuals or groups.. The next step in designing an organizational structure is departmentalizationProcess of grouping specialized jobs into meaningful units.—grouping specialized jobs into meaningful units. A functional organizationForm of business organization that groups together people who have comparable skills and perform similar tasks. Large companies often find it unruly to operate as one large unit under a functional organizational structure.
If you had a question about a Johnson & Johnson product, you’d be directed to its consumer business customer division.
Some companies prefer a customer divisionOrganizational structure that groups employees into customer-based business segments. If goods move through several steps during production, a company might opt for a process divisionOrganizational structure that groups people into operating units based on various stages in the production process.
Geographical divisionOrganizational structure that groups people into divisions based on location.
With these relationships in mind, you can now draw lines to denote reporting relationshipsPatterns of formal communication among members of an organization., or patterns of formal communication. Theoretically, you will communicate only with your four direct reports, but this isn’t the way things normally work.
Now let’s look at the chart of an organization that relies on a divisional structure based on goods or services produced—say, a theme park. Over time, companies revise their organizational structures to accommodate growth and changes in the external environment. You can learn a lot about a firm’s reporting and authority relationships by looking at its organization chart. There are, however, conditions under which an organization and its employees can benefit by violating the unity-of-command principle.
Another thing to notice about a firm’s chain of command is the number of layers between the top managerial position and the lowest managerial level. As a company grows, however, it tends to add more layers between the top and the bottom; that is, it gets taller. There are trade-offs between the advantages and disadvantages of flat and tall organizations.
What’s better—a narrow span of control (with few direct reports) or a wide span of control (with many direct reports)?
Given the tendency toward flatter organizations and wider spans of control, how do managers handle increased workloads? As owner of Notes-4-You, you’ll probably want to control every aspect of your business, especially during the start-up stage.
If and when your company expands (say, by offering note-taking services at other schools), you’ll have to decide whether most decisions should still be made by individuals at the top or delegated to lower-level employees. Let’s say that you favor decentralizing Notes-4-You some four or five years down the road, when the company has expanded.
Managers coordinate the activities identified in the planning process among individuals, departments, or other units and allocate the resources needed to perform them. Management must develop an organizational structure, or arrangement of people within the organization, that will best achieve company goals.
The process begins with specialization—dividing necessary tasks into jobs; the principle of grouping jobs into units is called departmentalization. An organization’s structure is represented in an organization chart—a diagram showing the interrelationships of its positions.
This chart highlights the chain of command, or authority relationships among people working at different levels.
Finally, identify a top-level management position that you’d like to attain later in your career.
Content can help you generate leads and build market awareness, but it can be a challenge to develop content that represents your team’s complete go-to-market vision.  Content creation amplifies team disagreements over message and value proposition. To find a worthwhile lead, we need to reach the right person at the right time with content that answers the buyer’s personal information needs.
The good news for us is that the lead’s head is usually pretty easy to open up and explore. It’s critical to understand this group-to-personal hand-off when devising a content marketing campaign.
If we understand where the lead is coming from, in terms of business imperative, personal information quest, and personal content responsiveness, we can discover a message that will get noticed and drive action. Humanizing the buyer’s journey requires that we understand our target buyer personas well enough to develop a good working theory on how their minds work. Hugh Taylor, is the President of Taylor Communications, a firm specializing in long form content for technology companies and the author of the book B2B Technology Marketing.
Once, I was asked to write a case study about process monitoring software at a German manufacturer of copper wire.
My old job as a script executive in television was great preparation for writing case studies. Turning yourself into the Holbein or Steven Spielberg of case studies can take some work, but there is a secret to making even the most routine of cases turn into reliable vehicles of trust and credibility: It all happens in the interview. Like an army going to war, the marketing group’s tactics and organization refer back to the strategy. Marketing is a task that is almost entirely dependent on people.  While some aspects of marketing can be automated, virtually every aspect of marketing is devised and executed by people. The small – This is your basic startup situation with perhaps two or three marketing people covering all the major marketing work tracks.  In a lot of cases, they will be augmented by contractors and vendors. The large – A large company usually has multiple marketing teams placed in different parts of the broader corporate organization.  In most cases, these teams work as a matrix, as shown in the organizational chart.
From a management perspective, a matrix can also be a good way to keep teams focused on their main missions.  If you are a product manager, for example, you have many different product management responsibilities. Verticals – Some companies like to market by vertical, so you’ll have a group that focuses on marketing to the automotive industry, telecoms, government, and so forth. Feature sets – In some cases, a product with multiple feature sets will have a separate team for each major feature.  This was the case with Microsoft SharePoint, where one team handled search and another focused on content management. Research and Development – R&D runs the gamut as far as matrixed marketing organizations go, but generally speaking you will have some connection points with groups that conduct customer research and develop new product concepts.
Biz Dev is in the “maybe” business.   Like a shopper who wonders what a dress in the store window will look like on her, the Biz Dev executive looks at many potential partners and tries to find a profitable business fit. Biz Dev can also tax engineering resources if it is not managed well.  I don’t mean to dump on Biz Dev. Who should actually work for your marketing department and who should be hired as a contractor?  Which work should be assigned to vendors versus kept in house?   The quick answer is that it will depend on your budget. We explored this topic in our section on finding your industry category and market-sizing.  However, now, we are going to talk about how to express all of these different, interlocking ideas, in a concise outward-facing message. Believable – Will the claims made in the message be believed, or will the company look ridiculous for posturing in an unbelievable way?
Aligned with go-to-market message – Does the strategic message further the goals of go-to-market message? Apple Computer leads and transforms the personal digital device market by producing portable information technologies that leverage consumers’ increasing desire for ease of use. IBM is the corporate IT industry leader, with extensive technology offerings that leverage the trends of platform consolidation and reliable cloud computing. Being overly broad – This is a classic strategic message pitfall, where you want to go for broad appeal but sacrifice tangible value. Category confusion – We’ve discussed this earlier in the book, but if you can settle yourself into a category you will land your message better than if you are off base or worse, creating a brand new category of your own. Certainly, there are no easy solutions for strategic messaging.  It’s a subjective, messy process that involves a lot of trial and error. There’s a popular website and service called “Marketing Sherpa,” which offers specialized research for marketers.  The name of the site, however, might describe how a lot of sales people view marketing in general.  Oh, marketing? Name – It may be too late for you to influence the name of the company, but you can definitely participate in the discussion of new product names.
Message(s) – Your message and brand are not necessarily the same thing, but they have to relate and be in alignment with one another.  We’ll delve deeply into this a little later, but for now think about the alignment between your brand, your high-level corporate message and product-specific messages. Obviously, every company is unique, so your team structure, workflow and compliance review requirements may be a lot different, but using a simple, flexible workflow tool like Divvy can make your world a lot more efficient, not to mention cut down on the mass amounts of email your folks probably have to deal with. Sorry if this blog post sounds like a Divvy commercial, but I just want to get the point across that integrating a compliance review or legal review into your content production workflow doesn’t have to be that hard. Brody leads the DivvyHQ team with more than a decade of experience from the trenches of corporate marketing, advertising agencies, entrepreneurship and establishing himself as one of country's top digital marketing strategists. When I first addressed the topic of customer service as part of  marketing, some business owners I spoke with told me they did not consider this as part of their “marketing effort.” But it is! Consider using social media to reward your clients and fans.  Offer coupons, discounts and special promotions for people who follow you on social media. For more information about how you can use a marketing org chart to help your small business, download our free mini-ebook.
This website uses third-party cookies to collect statistical information related to your navigation. It also has a corporate section that supports the rest of the organization and provides valuable information in the areas of Legal Advice, Administration, Finance, Systems & Organization, Human Resources, Marketing and Communications, as well as Corporate Strategic Development, in order to establish a common management philosophy, and guarantee the company proper operation.
A manager engaged in organizingManagement process of allocating resources to achieve a company’s plans. Think of these layers as forming a pyramid like the one in Figure 6.3 "Levels of Management", with top managers occupying the narrow space at the peak, first-line managers the broad base, and middle-managers the levels in between.
As president, you are, of course, a member of top management, and you’re responsible for the overall performance of your company. As a middle manager, this individual focuses on implementing two of your objectives: producing high-quality notes and distributing them to customers in a timely manner.
In addition to increasing efficiency, for example, it results in jobs that are easier to learn.
Depending on the organization and the size of the work units, they may be called divisions, departments, or just plain groups.

The structure is simple to understand and enables the staff to specialize in particular areas; everyone in the marketing group would probably have similar interests and expertise.
On the one hand, divisional structure usually enhances the ability to respond to changes in a firm’s environment.
Having decided that Notes-4-You will adopt a functional structure, you might create the organization chart shown in Figure 6.5 "Organization Chart for Notes-4-You". Then fill in the level directly below your name with the names and positions of the people who work directly for you—your accounting, marketing, operations, and human resources managers.
Behind every formal communication network there lies a network of informal communications—unofficial relationships among members of an organization. The top layers of this company’s organization chart might look like the one in Figure 6.6 "Organization Charts for Divisional Structures"(a). It’s not uncommon, for example, for a firm to adopt a functional structure in its early years.
To design new products, the company may create product teams made up of designers, marketers, and other specialists with expertise in particular sports categories—say, running shoes or basketball shoes. As a rule, new organizations (such as Notes-4-You) have only a few layers of management—an organizational structure that’s often called flat. Added layers of management can slow down communication and decision making, causing the organization to become less efficient and productive. Companies determine which trade-offs to make according to a principle called span of controlNumber of people reporting to a particular manager., which measures the number of people reporting to a particular manager. The answer to this question depends on a number of factors, including frequency and type of interaction, proximity of subordinates, competence of both supervisor and subordinates, and the nature of the work being supervised. They must learn how to handle delegationProcess of entrusting work to subordinates.—the process of entrusting work to subordinates.
But as the organization grows, you’ll have to assign responsibility for performing certain tasks to other people. The first option, in which most decision making is concentrated at the top, is called centralizationDecision-making process in which most decision making is concentrated at the top.. Naturally, there are some decisions—such as strategic planning—that you won’t delegate to lower-level employees, but you could certainly delegate the management of copy-center operations. Functional organization groups people with comparable skills and tasks; divisional organization creates a structure composed of self-contained units based on product, customer, process, or geographical division.
An organization with few layers has a wide span of control, with each manager overseeing a large number of subordinates; with a narrow span of control, only a limited number of subordinates reports to each manager. For each form, identify a type of company that might use it and explain why it would be appropriate for the company.
Describe the duties of the job and explain why you’d classify it as a first-line management position.
Describe the duties of the job and explain why you’d classify it as a middle-level management position.
To find these positions, you’ll have to click on “Investors,” “Corporate Governance,” and “Management Team.” Because Hershey Foods doesn’t describe its management-team positions, you’ll have to fill in a few blanks. But they are essential for marketing technology products to business customers and should be essential to your overall content marketing strategy. Writing about cloud infrastructure software enabling a company to cut its IT budget isn’t that different from producing a TV movie where Kate Jackson saves New York City from an outbreak of the bubonic plague. It’s a variegated format, one that serves different purposes in the marketing process. If you do the process right, you’ll answer each one more than once, learning and reshaping your answers as you hone in on the mix of topic, depth, audience and theme that will give your paper the most impact. A twenty-year veteran of marketing communications, Taylor writes marketing copy for technology companies. It’s an inclusive term that refers to the complete set of instructions and resources that the forces need to complete the mission with a certain time frame.  The senior level staff is free to focus on the big picture knowing that their orders will be executed without them focusing on details.
Even seemingly automatic processes are actually created by people who have to think through what they want to achieve and then implement their ideas.  As a result of marketing’s intense reliance on human beings, the marketing organization is of paramount importance in achieving the objectives that the broader organization requires of the marketing team.
In the small marketing department, structure is not a big issue, though someone usually has to be in charge (at least, in theory.)  People cover multiple areas.
They are more than enough to absorb your management focus.  If you also had to manage marketing people, you might get stretched too thin.
People’s salaries and promotions depend on it at big companies so it’s taken very seriously. This is Microsoft’s tactic, with “release waves” of product families, such as Office, occurring at preset three year intervals. That person is invariably a sales professional who either lacks the knowledge or time to manage marketing effectively.  When you have marketing report to sales in this way, you’re relegating marketing to a second tier status. At the same time, it’s critical for sales and marketing – as well as product development – to be at arm’s length from Biz Dev’s agenda. That’s a big, high level question that needs to get answered by many different voices inside marketing and beyond. The figure below shows the elements of a strategic message.  The elements needs to relate to one another.
ExxonWe are the world’s largest publicly traded international oil and gas company, providing energy that helps underpin growing economies and improve living standards around the world.
As the world’s leading synthetic motor oil, Mobil 1 helps provide total engine protection and excellent fuel economy.
If an analyst is reviewing competitors in a sector, will the strategic message create the desired impression? For example, if you describe yourself as “an e-platform” or “a mobile lifestyle technology”, you’re not connecting yourself enough with reality to make much of an impact on people. It’s ice cold, and a big driver of low valuations and slim interest in your company.  Mainframe tools, anyone?  So, you want to be hot.  Who wouldn’t? Do you they fit together?  They should, at least in terms of underlying value proposition.  For example, if your corporate message is aspirational and creative, you will have a dissonant brand effect if your product-specific messaging tells the opposite story. Then, when it’s time to go to market, you’ve got a messy brand on your hands.   It is your responsibility to put a strong branding style guide into effect. As you ramp up the amount of content you are producing, your team may have some growing pains and need some time to adjust to a new process. Brody's primary focus is helping companies and marketing agencies shift their mindset, structures and processes so that they will think, act and consistently deliver like publishers. Locally, Scotty’s Brewhouse offers all sorts of promotions if you simply check in on Foursquare and tweet a comment.
Being the focal point which brings them together becomes an added benefit of doing business with you.  The software companies have known this for year, creating user groups where clients work together to learn, and improve the product. You’ll receive in-depth information on using this chart in your own small business to create a cohesive marketing strategy that brings in leads you can convert into real customers.
We provide marketing strategy, web design, graphic design, inbound marketing, content development, email marketing and social media.
As you move up the pyramid, management positions get more demanding, but they carry more authority and responsibility (along with more power, prestige, and pay).
They set the objectives, or performance targets, designed to direct all the activities that must be performed if the company is going to fulfill its mission. They’re responsible for developing and implementing activities and allocating the resources needed to achieve the objectives set by top management. They’re less involved in planning than higher-level managers and more involved in day-to-day operations. You spend much of your time setting objectives, or performance targets, to ensure that the company meets the goals you’ve set for it—increased sales, higher-quality notes, and timely distribution.
To accomplish this task, the operations manager oversees the work of two first-line managers—the note-taking supervisor and the copying supervisor.
Each employee could take notes in an assigned class, type them up, get them copied, and sell them outside the classroom at the start of the next class meeting. Traditional groupings of jobs result in different organizational structures, and for the sake of simplicity, we’ll focus on two types—functional and divisional organizations. This form of organization is fairly typical for small to medium-size companies, which group their people by business functions: accountants are grouped together, as are people in finance, marketing and sales, human resources, production, and research and development.
But homogeneity also has drawbacks: it can hinder communication and decision making between units and even promote interdepartmental conflict. To rectify this problem, most large companies are structured as divisional organizationsForm of organization that groups people into several smaller, self-contained units, or divisions, which are accountable for their own performance. This form works well at Bowater Thunder Bay, a Canadian company that harvests trees and processes wood into newsprint and pulp. McDonald’s, for example, is organized according to the regions of the world in which it operates. The organization chart shows that if a member of the sales staff has a problem, he or she will report it to the sales supervisor.
You might find that over time, you receive communications directly from members of the sales staff; in fact, you might encourage this line of communication. We see that the president has two direct reports—a vice president in charge of rides and a vice president in charge of concessions. Then, as it becomes bigger and more complex, it might move to a divisional structure—perhaps to accommodate new products or to become more responsive to certain customers or geographical areas. When you’re examining an organization chart, you’ll probably want to know whether each person reports to one or more supervisors: to what extent, in other words, is there unity of command? Each team member would be evaluated by both the team manager and the head of his or her functional department. Let’s say, for instance, that a member of the Notes-4-You sales staff wanted to express concern about slow sales among a certain group of students.
If, for example, you remove layers of management to make your organization flatter, you end up increasing the number of positions reporting to a particular supervisor. For example, you’d expect a much wider span of control at a nonprofit call center than in a hospital emergency room. You’ll also have to accept the fact that responsibility alone—the duty to perform a task—won’t be enough to get the job done. The second option, which spreads decision making throughout the organization, is called decentralizationDecision-making process in which most decision making is spread throughout the organization.. In fact, putting someone in charge of this function would probably improve customer satisfaction, because copy-center customers would be dealing directly with the manager. Your career path at Hershey Foods might follow a typical path: When you finish college, you may enter the business world as a first-line manager.
Start by listing what you imagine to be the duties of a given position; then, explain why these duties qualify it as a top-level management position. Consider the difference between a $9.99 portrait from a big box store and Holbein’s portrait of King Henry VIII.
Not much, until I learned how much wire this company produced and how they approached quality.
If you ask, “What was your problem and how did we solve it?” you will get a big box portrait case study. I like to ask this question first, but I know that the answer will change as we discuss the next four questions on the list. The purpose of this chapter and the rest of the blook are to focus you on approaches to realizing a marketing plan. A certain level of knowledge and trust between superiors and subordinates is also implied in auftragstaktik.   Military historians cite good auftragstaktik as a reason for the successes of the German army in the field.

With a matrix, you can let the marketing department manage the marketers who provide service to your team.  It’s as if you were working with an outside vendor who happens to be inside y our same company. And, indeed, sometimes these complex organizations don’t run very effectively, even if there is a strategy dictating who is in charge. That’s about as far as he or she is going to think about approving budget for marketing efforts.  After that, said sales manager may be history anyway…  It can be time for a fight if you want to pursue the longer term, or perhaps more subjective ROI programs you know the company needs. You want to hire people with skills and experience that are most closely aligned with the department’s prime mission.  Second, how do you define value for marketing budget spent? The problem is that if you want to establish yourself as being in a hot category, you may need to define a category that either doesn’t exist or is poorly understood.  Or, to establish yourself in a new, hot category, you may need to make claims that you can’t back up, leading to possible credibility issues if the media wants to look into it.
Everest of sales – the real, hard work in this company – and marketing helps carry our luggage. I mean that technology buyers are typically risk averse and under pressure to deliver high levels of system availability.  Your brand needs to communicate values that support these ideas. What a great question (Thanks Adria!) and I’m sure this is a very real pain that many of you have to contend with on a regular basis! If you’re using the wrong tools, all of this will be more painful than it needs to be. Social media offers you to chance to enhance  customer service by proactively looking for clients who are unhappy and reconnecting with those who are happy. Create forums and discussions on your website, engage serious customers, giving them a chance to give you critical feedback. Successful managers make sure that all the activities identified in the planning process are assigned to some person, department, or team and that everyone has the resources needed to perform assigned activities.
Top managers spend most of their time in planning and decision making, while first-line managers focus on day-to-day operations. Top-level executives routinely scan the external environment for opportunities and threats, and they redirect company efforts when needed. Common job titles include operations manager, division manager, plant manager, and branch manager.
Each first-line manager supervises several non-managerial employees to make sure that their work is consistent with the plans devised by top and middle management.
The same person would keep track of all sales and copying costs and give any profit—sales minus copying costs minus compensation—to you.
Doing the same thing over and over bores people and will eventually leave employees dissatisfied with their jobs. The marketing department, for example, might butt heads with the accounting department because marketers want to spend as much as possible on advertising, while accountants want to control costs. Each division has its own research and development group, its own manufacturing operations, and its own marketing team.
In addition, some companies have found that units tend to focus on their own needs and goals at the expense of the organization as a whole.
Because you’ve started out small, neither your accounting manager nor your human resources manager will be currently managing anyone directly. If the sales supervisor believes that the problem should be addressed at a higher level, then he or she will report it to the marketing manager. Some companies might ultimately rely on a combination of functional and divisional structures. To understand why unity of command is an important organizational feature, think about it from a personal standpoint.
That person’s message would have to filter upward through only two management layers—the sales supervisor and the marketing manager—before reaching the president. As a result, they not only overburden themselves with tasks that could be handled by others, but they also deny subordinates the opportunity to learn and develop new skills.
You’ll need to grant subordinates the authority they require to complete a task—that is, the power to make the necessary decisions. It would also give the manager valuable decision-making experience, and while he or she is busy making daily decisions about the copy center, you’ll have more time to work on higher-level tasks. If you go deeper, and ask probing questions about the specific ways that the client runs his or her business, what makes it successful, and how your product enhanced that success, you will start to get more nuanced, selling detail. Beneath the surface, though, length is a proxy for many different issues that need to be thought through for a winning white paper.
You won’t manage to get every single reader to comprehend every nuance of the paper, but the paper should still be created for a specific customer persona. Consider, for example, how can you claim leadership in a category that either doesn’t exist or isn’t acknowledged by any respected third party?  You will look  as if you are full of hot air (or other more solid material that I won’t mention by name because my mother raised me right).  Latching onto hot trends without any meaningful unique differentiators also makes you look like you’re desperately jumping onto the flavor of the month.
For obvious reasons, there are far more people with positions at the base of the pyramid than there are with jobs at the other two levels (as you get to the top, there are only a few positions).
The job titles vary considerably but include such designations as department head, group leader, office manager, foreman, and supervisor.
The head of an accounting department, for example, will be a senior accountant; the head of a hospital nursing unit will obviously be an experienced nurse. Marketers might feel that accountants are too tight with funds, and accountants might regard marketers as spendthrifts.
Each division functions autonomously because it contains all the functional expertise (production, marketing, accounting, finance, human resources) needed to meet its objectives. This allows individuals in the division to focus all their efforts on the products produced by their division. Then, large logs are sold to lumber mills and smaller logs chopped up and sent to Bowater’s mills. Your marketing manager, however, will oversee one person in advertising and a sales supervisor (who, in turn, oversees the sales staff). The bank’s organization chart would begin like the one in Figure 6.6 "Organization Charts for Divisional Structures"(b).
This could be a good approach for a credit card company that issues cards in both the United States and Europe. How many layers are there, for example, between the top managerial position and the lowest managerial level? In turn, two of these managers have positions reporting to them: the advertising manager and sales supervisor report to the marketing manager, while the notetaker’s supervisor and the copier’s supervisor report to the operations manager.
The more you think about the possibility of decentralizing your company, the more you like the idea.
Perhaps you’ll keep moving up and eventually find yourself in a top-level management position with a big salary.
Act I presents a problem that the hero has to solve, such as New York getting infected with the Black Death. I have found the following buckets to be useful in thinking through intended audience types: Technical Decision Maker (TDM), Business Decision Maker (BDM), Senior Business Manager (C-Level), or specialized reader, such as developer, architect, network operations person, information security manager, and so forth. Like, if you say, “We’re a cloud-based technology.”  Guess what?  Everything is a potential cloud based technology.
They represent the company in important dealings with other businesses and government agencies, and they promote it to the public.
Remember, given the rapidly changing environment in which businesses operate, a structure that works today might be outdated tomorrow.
The challenge is to find the most appropriate way of structuring operations to achieve overall company goals. A downside is that it results in higher costs as corporate support services (such as accounting and human resources) are duplicated in each of the four divisions. Your operations manager will oversee two individuals—one to supervise notetakers and one to supervise the people responsible for making copies.
Once again, the company’s top manager has two direct reports, in this case a VP of retail-customer accounts and a VP of commercial-customer accounts. Let’s say that you remove a layer of management by getting rid of the marketing and operations managers. Examining job opportunities may be an opportunity to start identifying the kinds of positions that interest you.
They spun enough wire to go 6 times around the world every day and accepted absolutely zero manufacturing defects. Without good planning and direction, the white paper can become a costly document that does not achieve its desired marketing objectives. Some marketers like to use a common hundred-level shorthand to communicate the intended reader.
How about a deep dive on an esoteric branch of technology that concerns your clients and prospects? Job titles at this level typically include chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO), president, and vice president.
That’s why you hear so often about companies restructuringProcess of altering an existing organizational structure to become more competitive under changing conditions.—altering existing organizational structures to become more competitive under conditions that have changed. Think about your school, for instance: mathematics teachers are in the math department, history teachers are in the history department, those who run athletic programs are in the athletic department, and librarians work at the library. Toward this end, divisions can be formed according to products, customers, processes, or geography. About 90 percent is sold to other manufacturers (as raw material for home and office products), and the remaining 10 percent is further processed into newspaper print. To help my clients avoid this trap, I’ve developed a white paper discovery process that consists of five questions. In building an organizational structure, you engage in two activities: job specialization (dividing tasks into jobs) and departmentalization (grouping jobs into units). As president, you’d now have six direct reports rather than four: accounting manager, advertising manager, sales manager, notetaker supervisor, copier supervisor, and human resources manager.
I could correctly position my client as a key enabling technology in a remarkable feat of manufacturing quality process engineering. If you want to show off in-depth technical expertise, you won’t do very well with a three page paper. It would function more efficiently if some employees specialized in taking notes, others in copying and packaging them, and still others in selling them. Conversely, a 32 page doorstop won’t do your sales team much good unless they are in a highly technical sales discussion with engineers.
Higher-level employees could focus on advertising, accounting, finance, and human resources.
It made the client look interesting and it made the software vendor look like an agent of serious business transformation. Making the problem-solution-benefits structure interesting involves casting a hero in the leading role. We set up a drip process in a marketing automation system, such as Marketo or Eloqua, that sends the prospect a fresh piece of content periodically until they become qualified. Rather, these five questions comprise a simple concept and positioning exercise that sets the project on course for best results with the paper’s intended audience. If you approach the case study like a thriller, you can find its hidden, compelling narrative.

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