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The marketing operations team should drive data
management toward a unified view of how contacts
interact with and are influenced by marketing
activities.
It should get marketing and technology on the same
page and keep them there from identifying the optimal
martech approach to full utilization of the tools, both
independently and working in concert.
MOPS should leave nothing to chance in the funnel
management process, so that its contribution to
revenue is predictable and improving. Starting with
lead management is logical but extension to every
part of the funnel from unknown visitor through to
advocate is the ultimate goal.
Moreover, it should continuously identify opportunities
for evaluation, improvement and innovation.
Last but certainly not least, operations should work
alongside Marketing leadership to prove the value of
marketing and support business strategy with key
figures, such as customer lifetime value, marketing ROI,
the cost of customer acquisition and Net Promoter Score.
As MOPS matures, its development is both iterative and
cumulative.
Even as the function grows more sophisticated, previous
achievements must be reevaluated and integrated into
next steps. For example, as a MOPS team moves from its
foundational KPI measurement to higher value metrics, it
can't abandon those original measures or stop improving
the processes to gain those insights.
Maturity isn't solely about adding new layers of
sophistication, rather, it is about improving how all
supporting actions are undertaken over time. The whole
operational structure should benefit from innovation and
optimizing for efficiency.
If your MOPS function is checking all these boxes, kudos,
you have a sustainable business advantage. If not, as
we've demonstrated in this paper, there's good reason
to improve.
