How marketing ops can survive and thrive in M&A

Merging teams and systems after a merger or acquisition can be an opportunity rather than a crisis.

For many marketing teams, a merger or acquisition is a current barrier to navigation or a likely future event. Prior to last year’s decline, US mergers and acquisitions were at their peak. Find out how marketing teams can take advantage of this opportunity as they face the challenges of growth in mergers and acquisitions.

It’s not just about the impact of mergers and acquisitions on the organization of the operations team. In the Martech field, mergers and acquisitions can also mean consolidating vendors and software into the marketing stack.

The marketing team is responsible for managing structural changes in the workforce to ensure goals are met and strategies are implemented.

M&A as an opportunity

Helen Abramova, Verizon’s Head of Marketing Technology, based on her experience at martech and on her behalf, described the merger and acquisition process as an opportunity to better understand and align marketing activities within an organization.

“After a merger or acquisition,”  “the marketing teams want to make sure that nothing remains and that all critical processes continue as usual. It is important to evaluate key changes and challenges and their impact. New systems.

Is your marketing team prepared for the challenge? What are the priorities and main stages of the transition?

Coordination of the team structure

Remember that people are still the most important factor in achieving organizational goals. Team merging is an added complication that comes with the regular results every marketing team needs to deliver. This is where leadership skills are crucial. Organizations of all sizes need mergers or technical solutions to human capabilities and problems.

“Revising and reorganizing the marketing team structure can be a delicate process,”. “However, we have to keep some sort of score of who does what, what skills are available.”

As the team evaluates systems and tracks data flow, individual team members are aligned and defined for success. “You have to constantly talk with stakeholders, review and adapt your plans and priorities to form a clear vision and clearly defined goals,”.

Inventory and evaluation

“The next step,” explains Abramova, “would be an accurate and accurate inventory of all associated systems, data streams, and processes. We need to understand all systems and workflows, the overall data architecture, and the formalized structure of the day.”

Ideally, an organization regularly evaluates its data flow. However, a merger or acquisition is an event that sheds more light on this. This type of complete inventory shows redundancy and possible overlap. It is also possible to detect errors and other shortcomings in the data flow.

Teams may be surprised at what they find. For example, with a thorough search, they can discover a new customer profile as part of their business. They may also find that some of the customers they consider new are really just inactive customers selected from a different group. All this information is essential and should be considered as a level.

Prioritize the stack

Simple inventory data also helps prioritize vendor systems and services to evaluate in the stack. Darrell Alfonso, Amazon Web Services Global Marketing Manager, gave us a simple and straightforward way to prioritize. “Anything that stores and communicates customer information ends up in the big garbage can,” he said. “Marketing automation and CRM fall into this category.”

He added that for some marketing teams, anything related to the content experience can also be considered primary. Many teams invest in tools and content platforms for some teams. If it’s a point of contact for the customer experience, it’s unstoppable.

“The secondary and tertiary categories are things like productivity and efficiency or customizable tools, where you play a key role and improve step by step,” said Alfonso.

The expected date and other data management tools will still be secondary to the actual customer data available to the organization. Marketing companies can consider options between two different data providers and even decide to temporarily eliminate them to make the best decision about them.

The team returns to make decisions. According to Steve Petersen, chief of marketing technology at Western Governors University, people in marketing companies invest more in specific tools. This must be taken into account when adding or moving a new system. “What technically means the best choice for a new system is also the people who invest in it,” says Petersen.

He added, “The technical side of hope becomes a challenge. But the human side of stacking is often overlooked.

By prioritizing suppliers and evaluation systems, marketing activities can guide the transition in a coordinated manner. It is an act of juggling where dropping the ball can be a waste of time and profit for the organization.

Strong leadership

“The biggest challenge is dealing with conflicting technical complications, addiction, deadlines, and priorities at the same time,” said Helen Abramova. “This is where an organization needs a strong marketing leader who can find the right path, develop and communicate the vision, and reach consensus among stakeholders.”

In a merger or takeover, ‘opportunity’ does not have to be a euphemism for a ‘crisis’. It can be the catalyst for better coordination and communication within the marketing team.

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