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25DB




Products & Services Marketing Management Digital Marketing

Mastering Digital Marketing Structure & Services: Transforming Multi-Channel Marketing

ID: 5229


Features:

10 Info Graphics

15 Data Graphics

110+ Metrics

1 Narratives


Pages/Slides: 33


Published: Pre-2014


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from "Mastering Digital Marketing Structure & Services: Transforming Multi-Channel Marketing"

STUDY OVERVIEW

Digital Marketing technologies are transforming the commercial marketplace -- challenging companies to develop new marketing skills that employ a broad range of new tools and techniques. When managed well, Digital Marketing technologies can be tremendously effective. When managed poorly, they can damage customer goodwill and create unnecessary expense.

Best Practices, LLC conducted this research to explore key trends and success factors related to how organizations structure their Digital Marketing groups. The study also evaluates which structure works best for 12 Digital Marketing services (blogs, email, webcasts, etc.) and the effectiveness of various metrics used to evaluate Digital Marketing groups.


The study includes three segments: an Elite Performing Segment, a Healthcare Segment, and a Non-Healthcare segment.

KEY TOPICS

  • Analyzing Current Digital Marketing Structures
  • Evaluating Digital Marketing Structures & Strategies

SAMPLE KEY METRICS
  • Structure of Digital Marketing group in the U.S.
  • Structure of Digital Marketing group globally
  • Which part of company does Digital Marketing report to
  • Level of top Digital Marketing executive
  • Job title of person Digital Marketing leader reports to
  • Structure used for creating and managing 12 Digital Marketing services
  • Effectiveness rating of structures used to create and manage 12 Digital Marketing services
  • Effectiveness of metrics used to assess performance of Digital Marketing group
  • What are negative aspects of decentralized approach to Digital Marketing
SAMPLE KEY FINDING
  • A Completely Centralized or, especially, Decentralized Structure Does Not Serve the Fast-Changing Digital Marketing Space Well: Only 19% of companies use a completely centralized Digital Marketing structure, while just 7% use a completely decentralized approach.
  • Within the Hybrid Structure Paradigm, DM Groups Are Trending toward Greater Centralization: A clear majority of companies (61%) indicated that their DM operations have become either somewhat or significantly more centralized in the past two years. The main drivers behind this trend include cost (i.e., maximizing impact of investments, reducing redundancy, surviving budget cuts), competitive advantages, and changes in organizational structure. By contrast, only 7% of study organizations reported becoming even somewhat more decentralized in that same period of time.
METHODOLOGY

Best Practices, LLC engaged 44 Digital Marketing and other commercial executives and managers at 40 leading global companies. The benchmark class in this study together represents 8 global economic sectors overall, including a rich healthcare segment composed of 23 medical device, pharmaceutical and biotech firms.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Consumer Products; Medical Device; Consulting; Computer Hardware; Computers; Transportation; Service; Financial Services; Biotech; Chemical; Insurance; Biopharmaceutical; Clinical Research; Laboratories; Science; Automobile


Companies Profiled:
Abbott; Acer India; Astellas Pharma; Banco Santander PR; Bayer Healthcare; CareFusion; Celgene Corp; Coca-Cola; Covidien; CSC; Dell; EMIRATES; First Commonwealth Bank; GE Asset Management; GE Healthcare; Genentech; Gilead Sciences; GlaxoSmithKline; Highmark; Indegene Lifesystems; Kaiser Permanente; LEO Pharma; Lupin Ltd; Merial; Mettler-Toledo AG; MMSI; Novartis; Pfizer; PT. Bank Mandiri (Persero) Tbk; Roche Diagnostic; Sanofi; Siemens Healthcare Diagnostics; Siemens Hearing Instruments; State Farm; Teradata Corporation; Testo Inc; Teva Pharmaceuticals; Thermo Fisher Scientific; UCB Pharma GmbH; UGA; Volkswagen of America

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.