Digital marketing must be in tune with the changing needs and behaviors of consumers. This implies simple governance of the media used to promote leverage for your company and drive sales.
The press as they are currently used show that the structuring of companies in the face of Internet media is still perfectible: firstly because the speech of the various entities of the group is not yet synchronized, and other because the web devices used are still too small to be efficient.
Silos, The Problem Of Digital Marketing
The speaking of a company is linked to its organizational structure. It can be seen in the construction of the current systems: each department of the company having the possibility to communicate for moderate costs, we can see flourish many different initiatives. Marketing, Communication, Customer Service, Human Resources, or Innovation can each have their device.
Each entity with specific needs, Facebook pages, Twitter accounts and dedicated sites are multiplying. The management of the points of contact between consumers and the brand becomes problematic. The public believes that each point of contact is a one-stop shop, the complexity is transferred in the exchange of information between the different departments. A freelance copywriter will know how to research what your target audience is searching for and optimize content to get found on Google and increase sales.
The One-Stop Shop, An Intermediate Solution
Some brands have chosen to create governance on digital contact points. A commendable initiative that theoretically promotes synergies and optimal investment performance. However, this management refers to the issue of the company’s unique voice, and implicitly that of the hierarchy of information. What information must be provided according to the news of the company? How to define these priorities? On which grid to rest to make this hierarchy?
Governance must be done under the leadership of an entity that is not in a conflict of interest: the quality department of a company, for example. But this type of structure is rare and involves transversal management that can lead to “meeting.”
Creating a marketing plan can be expensive. Control consulting firms are fond of it because it is in line with their business model. But it will cost you a lot if this command center does not bring together experts from each department.
Agility, The Performance Solution
Organizations are the backbone of the business, and it is rarely kind to evolve decision-making or organizational structure once the corporate culture is in place. The real lever to improve performance on digital, as well as other gears of action involving several departments, is to enhance the agility of the company.
The agility will go through an excellent analysis of the user behaviors facing the different web devices used. This identifies the typical profile of the audience associated with each of the touch points. Then it will be possible to distribute the leadership to the functional entities, with a substitute who will have the role of advice. What might look like the following structure:
- Facebook: command provided to the communication, with substitute Marketing, if the objective is the speech of the brand
- Twitter: leadership supplied to Customer Relations, with alternate Marketing, if the aim is the management of customers and prospects
- “Pivot” website: direction provided to marketing, with alternative Customer Relations, if the goal is customer conversion.
This structuring assumes that the objectives of the contact points are validated upstream, and in line with the business strategy of the company. The alignment of these different decision levels is the cornerstone of the entire organization. Easier said than done, but that’s just how the company will have a strong brand on the Internet.