If you’ve recently rolled out a marketing automation platform (or are thinking of doing so), you’re probably wondering what kind of manpower it’ll take to keep your programs running and get the most revenue out of them. As Director of Marketing, CMO, or whatever leadership your role is, these are questions you can’t afford to ignore.
Building program components: The disparate components that, together, will form your program infrastructure, such as drip campaigns, landing pages, web forms, etc. Sales collaboration: In many cases, a marketing automation specialist will act as a liaison between the sales team and their target audience. Ongoing experimentation: Marketing automation specialists will need to constantly reimagine their approach, iterate, and improve. Measuring results: Keeping track of conversions and revenue, as well as the deeper intangibles like easier sales follow-ups and time-saved through successful inbound programs. Analytics: Someone will need to conduct higher-level assessments of programs to define long-term goals and areas of opportunity. Keep in mind, marketing automation is designed to bring disparate functions into a single system and automate tasks that might otherwise require hours of labor. One of the biggest questions in structuring your team is whether or not you can gain enough revenue through marketing automation to offset the cost of hiring new employees. Luckily, marketing automation has a pretty solid track record of success, despite its youth. If you think a full-time team will best support your marketing automation goals, you’ll need to decide the optimal structure and responsibilities for that team.
TechnologyAdvice, for example, is a mid-sized company, so we rely on two dedicated marketing automation specialists, supported by various team members from other departments (design, content creation, IT, etc.).
Of course, this structure can vary widely between organizations of different sizes and skillsets. On a smaller team, marketing automation responsibilities may fall on the shoulders of one or two full-time employees.


Whether your company is big or small, whether you decide to build a dedicated team or get help from within the ranks, remember that marketing automation software doesn’t run itself (despite the word, “automation”). This is a great topic Jordan- as part of a small team that has been working to maximize our use of marketing automation I’ve been thinking a lot about what roles best expand the value of our MA.
One issue or question I have with your list- notably absent is anyone who is responsible for getting the leads your MA team is nurturing. To answer your question, at TA we’ve got several folks on our marketing team who are in roles which are strictly focused on bringing leads into the top of our funnel. What’s been really great about marketing automation software is how powerful the analytics are. Can you assign a couple team members from within the department, or does it take more than that?
While companies of all sizes can be successful with marketing automation software, the best strategy is going to depend on your situation — how big your company is, how big your goals are, and the type of system you chose. Based on the kind of programs you want to run, would a full-time role (or multiple full-time roles) be sustainable? In that sense, it makes lead generation just as attainable for smaller companies with limited manpower as it does for global enterprises. Start with the quantifiable stuff: How much revenue would you need to hit in order to feel comfortable with a new hire, and how many leads per month would it take to hit that goal? According to a widely-quoted study by Forrester Research, companies with excellent lead nurturing programs generate 50 percent more qualified leads at a third less the cost. Optimized lead scoring, for example, means your sales reps will waste less time on cold calls or follow ups with unqualified leads. A lot of this decision will depend on the size of your business: a large enterprise might have a dozen or more salaried specialists running their programs. In many cases, a program or operations manager may assume multiple roles at once, such as program creation and analytics.


This is a perfectly valid approach, but it may mean you have to start small and prioritize the most important components — in many cases, this means capturing leads and feeding them into a nurturing campaign (email). Not every company will need a full-time staff of marketing automation specialists, but every company should find at least one person to take ownership of the system, and make sure that person has the support network to run effective programs.
Actually i was looking for more related articles on your blog but unfortunately didn’t find any more of it. Obviously there would be no need for a nurturing component if there were no leads to nurture!
If they’re setup the right way, they can paint a pretty clear picture of which marketing methods are working best, and which need some work. Or how about a more intimate knowledge of your prospect audience through marketing analytics?
That’s because they have more leads to nurture, more follow-ups to automate, and more campaigns running at a given time.
I would have loved to cover our whole marketing department from a higher level in this article. A small business or startup, on the other hand, might simply give the reigns to an existing employee. Since our volume is large enough, we have dedicated team members (or full teams) for each of those channels. Web design.Interested in social advertising but can't make this date?Leave your details and we'll keep you updated about this and future courses (we only email very occasionally).



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