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A Beginner’s Guide to Setting Up a MarTech Team


Once size doesn’t fill all when establishing a MarTech team.

According to recent research from the Chief Marketing Technologist’s MarTech Conference participants, the head of marketing technology has teams under them with the following disciplines: ApplicationsInfrastructureDevelopment, and Analytics/Data.

Marketing Technology Teams & Responsibilities

Image Credit: http://chiefmartec.com

In my experience setting up and running marketing technology, I have found that ownership of infrastructure is best done by enterprise IT teams or outsourced through managed services relationships.

It’s highly unlikely that beginners starting out in the creation of a MarTech team will have all of these sub-teams shown above. Company size certainly plays a big part in this but what if you’re just starting out? What resources might be the most important to start with?

Below are my recommendations on how to get started in establishing your MarTech team:

Automation & Integration

Assuming a few key MarTech tools are in place, the team of automation and integration employees is probably the most important team for the head of marketing technology.

This team helps to get the full benefit out of the tools purchased for marketing. They help free up capacity of current overworked marketers who are bogged down in manual tasks while optimizing campaign performance by setting up better personalized experiences and user journeys.

Some examples I found online of job descriptions that fit those with the skill sets needed in this area include:

Those in these roles will need to have focused training and certification plans as part of their career growth. Be sure that those who are using Salesforce tools become certified in their area of responsibility (i.e. Salesforce Marketing Cloud).

Data & Analytics

Analytics needs to remain an equally important sub-team within MarTech or it might become just a reporting group or person – this is NOT the intent. Many MarTech tools, if setup properly, can and should make their orchestration decisions based on data and analytics.

Over the past few years, I have found that in order to get the most out of analytics, a MarTech teams need someone who can implement analytics technically (aka: tags and data dictionaries) and someone who can setup, automate and manipulate reports.

I have not found these two analytics roles to be the same person. A number of technical skills necessary to properly implement analytics of the “developer” realm.

Be cautious in your interviewing to question how tagging and other technical implementation elements were done for or with the analytics person. Many times they’ll say that a web developer implemented tags for them.

Here are some different examples of reporting and technical analytics positions:

Reporting:

Technical:

Web Content Operations

Unless web CMS and other tools have been setup to make content updating easy for content and digital marketers, the web content management team usually remains as part of the MarTech team. In fact, many in these roles expand to fill the Automation and Integration roles discussed earlier.

Those in this role should focus more on user journeys and site optimization rather that simple web content updating. Site optimization becomes more important as more technology is put in place to provide dynamic personalization and richer user experiences.

Sample job descriptions in this area are still fairly common:

Web Development

The web development team is core to the MarTech group. Their deep skill is necessary to pull off most of the tricks the automation, integration and data teams think up within their requirements. I have seen the need to have full stack developers on the team who can fill gaps of developers who are only deep in their respective silo’d tools (i.e. Adobe, Marketo or Salesforce for example).

I believe the Development list shown in the image above by chiefmartec.com is a good list of examples for development team members. Here are some examples of some of those positions:

Strategy & Change Management

One of the things many technologist take for granted is change management. It’s not just a matter of weeding through all of the sales pitches from MarTech vendors but it’s critically important that the MarTech team understand how tools can improve the performance of the marketer.

To do this, I believe MarTech team need change managers and business process specialists to help understand and uncover opportunities in workflow and low-value manual tasks that can be improved through MarTech.

Without these team members or consultants, MarTech team members risk being perceived as employees who are out of touch with how marketers do their job and buy technology that isn’t fully utilized.

Another value of having these roles is to help communicate the value of MarTech to marketers:

  1. Go to market faster
  2. Free up time
  3. Automate routine manual tasks
  4. Career development

Here are some example job descriptions for roles in this area:

Vendor Management

Vendor management is an important part of the MarTech team. It’s a role that must be played whether within MarTech or a separate Procurement, Finance or PMO group. Coordination of contract renewals and RFPs is key to help the Head of Marketing Technology assess which vendors remain part of the overall roadmap and which will need to be replaced.

Here are some example job descriptions for roles in this area:

Do you agree with my assessment of what teams should be part of MarTech? Leave a comment and let me know your opinion.

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