The question was about the organization of the Marketing function in an Industrial or B2B organization, externally or internally.
Before addressing the decision of how japan phone number resource to do it, I believe it is necessary to take a step back and work internally on the design of the desired scope that Marketing will have in the organization. For me, Marketing is the relational value of any organization and its great challenge is to turn it into something different for the client and the business. This concept runs away from the old clichés of a departmentalized Marketing, distant from the client and eminently operational, focused only on advertising, catalogs and fairs. This new concept implies a more strategic and not so tactical scope, a concept that must ensure that it builds that “common sense of the company” that is behind any tactical decision or resource.
I tell you all this because my idea of how the Marketing function is organised in an Industrial or B2B organisation goes beyond the walls of the department, beyond the Marketing specialists and above all beyond the operational Marketing “silo”. Marketing must be a cross-cutting mentality, owned by all the people in the organisation and a function that can be taught by management. Any member of an organisation must keep in mind the impact of what they do on their community of clients, as well as constantly take this into account in their operations and in their improvement.
If we want to be a “customer-centric” organization that looks at the customer permanently, the Marketing function must be eminently transversal in the B2B or Industrial company. It is a function that energizes and gives perspective to all members, that takes everyone into account to create that relational value and that ends up becoming a tool for everyone. Therefore, for me it is an initial task of general management to create that mentality. How would I do it?
In my experience, I would highlight two aspects: first, incorporating the Voice of the Customer in all areas of the organization. Incorporating PERMANENT listening and measurement in all areas of the company. Voice of the Customer systems, creation of the Buyer Persona, Customer Journey Maps, etc. There are many tools, but what is really important is to incorporate the conclusions into the day-to-day life of the company's people and teams.
