2025年?duì)I銷運(yùn)營專業(yè)人士報(bào)告（英）

TheStateoftheMarketing

OperationsProfessional

Trendsfor2025

BROUGHTTOYOUBY

PAGE

2

INTRODUCTION

“Assoftwareanddatahavebecometheinstrumentsdrivingtherhythmofmodernmarketing,marketingopshasrisenfrombeingthepianotunertotheconductor

oftheorchestra.CueBeethoven’sNinth,OdetoJoy.”

ScottBrinker

Editor,

The2024StateofMarketingOperationsstudyaffirmsthatmarketingoperationshasevolvedintoadesirableandwell-respectedcareerpath.Itofferssolidsix-figuresalariesandvariouscareerdevelopmentavenues,

suchasstayinginmarketingops,transitioningtorolesinrevenueoperations(RevOps),orevenconsulting.It’sencouragingthat37%ofrespondentsreporttheynowhavea"seatatthetable,"indicatingagrowingstrategicinfluencewithintheorganizationstheyserve.However,there'sroom

forimprovementintraininganddevelopment,ascurrentlearningisoftenself-directed,relyingheavilyonvendorcertifications.

Thisstudyrevealsmarketingopsresponsibilitiesaredeeplyintegratedwithprocess,technology,anddata,witheacharearepresentinganearlyequalportionoftherole.Datahasbecomeafocalpoint,particularlyinareaslikeenrichment,integration,andquality,whichalignwiththefactthat"ability

tointegrate"isthetopcriterionforevaluatingnewtechnologies.DespiteusingadvancedtoolslikeHubSpotandMarketo,nearlyallprofessionalsstillrelyonspreadsheets.Collaborationwithsales,salesops,RevOps,andITiscommon,thoughthere's

apushforbetteralignment.Additionally,manyorganizationsarestillintheearlystagesofdigitalmaturity,presentingsignificantgrowthpotentialformarketingopsanddigitalopsoverall.

This2024editionoftheStateoftheMarketingOperationsProfessionalwillhelpourmemberskeeporachievetheir“seatatthetable”andsecuretheresourcesandsupporttheyneedtomakemarketingoperationsevenmorestrategic.

TABLEOFCONTENTS

SECTION01 6

Keyfinding

s

SECTION02 9

Ahistoricalperspectiv

e

SECTION03 1

2

Themarketingoperationsprofessional

SECTION04 4

0

Marketingoperationsteams

SECTION05 6

0

Marketingoperationstools+technolog

y

SECTION06 75

What’snextformarketingoperations

?

SECTION07 82

Conclusion+Methodology

BROUGHTTOYOUBY

BusinessDataReliabilityForMarketingandSalesOps

Your“datamoment”isnow.Clean,complete,actionable,andcompliantdataisthedifferencebetweenmarketingperformanceandfailure.Butmoredataisn'tthesolution.Instead,it’sabouthavingalways-on,governed,

andreliabledataflowingfreelyacrossyoursystemsandprocessestomeetthediverseneedsofstakeholders.

Datagenceisyourpartnerwithanintegrated,transparentsolutionusingadvancedtechnology,AI,governedprocesses,andexpertiseforachievingdataqualityandreliabilitysoyoucanconfidently:

Makebusiness-criticaldecisionswithunifieddata

RunGTMstrategiesthatdrivepipelineandperformance

EnrichyourdatawithourproprietaryidentitygraphenablingMAIDs(MobileAdIDs)resolution

Segmentyourdatabasetodeliverpersonalizedcommunications

Reportonrevenueandperformanceaccurately

tomasterdatareliabilityat

www.Datagence.io

BROUGHTTOYOUBY

ConnectthedotsacrossanycustomerlifecyclewithInsentric

Insentricbringsenterprise-grademarketinginteligencetomid-sizedB2Bcompanieswithleanmarketingteams.

Reconnecttheleadlifecycleacrossfragmentedsystems.

Generateclear,actionablereportsthatalignwithmarketingneedsandbroaderbusinessgoals.

Protectdataintegrityagainsthumanerrorwithself-healingdata.

aboutInsentric,theMarketingInteligencePlatform

SECTION01/KEYFINDINGS

KeyFinding#2

Havingadedicatedteamisthenormforcompaniesofallsizes.

85%ofallfirmsinthestudyreporthavingadedicatedteamorpersoninamarketingopsrole.

KeyFinding#1

Employeeengagementwithintheranksofmarketingopsprofessionalscontinuestodecline.

Metricsthattrackfaircompensation,understandingoftherole,andbeingvalueddeclinedforthethirdconsecutiveyearby8%,9%,and5%respectively.

KeyFinding#3

Marketingopsprofessionalsinthisstudyarenotreceivingadequatetraining.

Overhalf(56%)ofstudyparticipantsreporttheirorganizationsdonotprovideadequatetraininganddevelopmentopportunities.

"DataistheOPsprofessionalcurrency,itenablesthemagictounlockthehiddenvaluewithincustomers.It'sclearoverthelastseveralyearsthatOPspeopleneedtobecomemastersatstructuring,acquiring,analyzing,andsharingstorieswithdata,whichisthekeytofutureimpact."

EricHollebone

President&COOInsentricbyDemandLab

KeyFinding#4

Integrationcapabilitiesarecriticalformartechselection.

81%ofstudyparticipantssharethatintegrationwithexistingtechnologyistheirtopcriterionforevaluatingmartechsolutions.

KeyFinding#6

Mostfirmswillinvestindataenrichmentandintenttools.

Overhalf(54%)plantoinvestindataenrichmentandintenttoolsduringthenext12to18months.

KeyFinding#5

Thefocusonbeingdata-drivenisgrowing.

88%ofstudyparticipantsareeitherdedicatingresourcestodata-driveninitiativesorarehavingmorediscussionsaboutdoingso.

Thisreportdetailstheresultsandinsightsfromtheanalysisofthestudydata.Formoredetailonthesurveyanditsparticipants,pleaserefertothe

Methodology

.

KeyFinding#7

Digitalmaturityremainsstagnantyear-over-year.

Just7%ofallorganizationsinthestudyhaveattainedthehighestlevelofdigitalmaturity.However,25%ofteamswith26ormoremembersareoperatingatthehighestlevel.

9

SECTION02/AHISTORICALPERSPECTIVE

TheStateoftheMarketingOpsProfessionalstudyisnowinitsfourthyear.Withthatperspective,wecannowprovidefascinatinghistoricalinsightsabouttheprofessionoverthisperiod.

ThereisanIncreasedFocusonHighCompensationBands

Overtheyears,thestudyshowsasteadyshifttowardhighercompensation,withmoreprofessionalsearning$150Kormore.In2021,themajorityofprofessionalswereearningbetween$51Kand$100K.By2024,weareseeinganotableincreaseinthoseearningabove$150K,particularlyinseniorroleslikeDirectorsandVPs.

MOpsTeamsareSmallerPost-Layoffs

Theeconomiclandscape,especiallyin2022and2023,ledtolayoffsandbudgetcuts,resultinginanincreaseinsolomarketingoperationsteams.In2022,25%ofmarketingopsprofessionalswereworkingsolo,butby2023,thisfigure

hadrisento31%,drivenbyleanerbudgetsandorganizationalshifts.

WeHaveaStrongerRoleinRevenueOperations

In2021and2022,marketingoperationsprofessionalswereincreasinglyinvolvedinsupportingRevOpsandoptimization,focusingonimprovingsalespipelinesandoperationalefficiency.By2024,thisrolehasexpandedfurther,withmanyprofessionalsnowbeingkeycontributorstostrategicdecision-makinginrevenueoperations,reflectingtheirgrowingimportanceindrivingbusinessoutcomes.

ThereisaGreaterDemandforDataExpertise

Whiletoolsandsystemsmanagementwereprimaryresponsibilitiesinearlieryears(2021and2022),dataanalysisandreportinghavetakenprecedencein2024.Thisshiftreflectstheincreasingimportanceofdata-drivendecision-making,withnearly70%ofprofessionalsidentifyingdataanalysisastheirtopresponsibilityin2023.

CertificationsandSkillDevelopmentareMoreEssentialOvertheyears,thepercentageofmarketingoperationsprofessionalsholdingcertificationshasincreased.By2024,certificationsareplayingasignificantroleincareeradvancement,withmanyprofessionalsrecognizingtheimpactofcertificationsonsalary,careergrowth,andtechnicalproficiency.Thistrendhasstrengthenedsince2021.

Ahistoricalperspective10

SECTION03?

THEMARKETINGOPERATIONS

PROFESSIONAL

SECTION03/THEMARKETINGOPERATIONSPROFESSIONAL

Thisreportsectiondetailsthecurrentfindingsonthemarketingoperationsprofessional:therole,howit’schanging,theirworkperspective,experiencelevel,andcompensation.

Usingthisstudy’sdata,arepresentativepersona

ofamarketingoperationsprofessional:majorityfemalebetweentheagesof31and40,intherolebetweenfiveandeightyearswithatitleofmanagerorseniormanagerearningbetween$101Kand$150Kinannualcompensationandemployedinthetechnologysector.

Themarketingoperationsprofessionhasbecomeincreasinglyexperienced,with61%ofprofessionalshavingsixormoreyearsinthefield.Thetechnology/softwaresectorcontinuestodominate,accountingfor56%

ofmarketingopsprofessionals’employment.Despitethisexperience,employeeengagementlevelshavedeclined,withprofessionalsfeelinglesscompensated,understood,andvaluedcomparedtopreviousyears.Genderandexperiencedifferencesrevealthatfemaleprofessionalsoftenfeellessunderstoodintheirrolesthantheirmalecounterparts,andthosewithmoreexperiencereportdecliningsatisfactioninkeyengagementmetrics.

12

Themarketingoperationsprofessional

PAGE

13

Operationalresponsibilitieshaveshifted,withdesigningandoptimizingoperationalpoliciesnowtheprimaryfocus,followedcloselybydataanalysis.

Compensationtrendsshowanoverallincrease,especiallyforthosewith10+yearsofexperience.However,there'sanotablegenderdisparityincompensation,withmoremalesinboththehighestandlowestpaybrackets.

Certificationsarecommoninthefield,withmanyprofessionalsholdingtwoormore,thoughlessthanhalfbelievethesecertificationssignificantlyimpacthiringdecisions.

SectionSummary

61%ofmarketingoperationsprofessionalshavesixormoreyearsofexperience.

Engagementlevelshavedeclined,withsignificantdropsinfeelingcompensated,understood,andvalued.

Thetechnology/softwaresectoremploys56%ofmarketingopsprofessionals,farmorethanotherindustries.

Designingandoptimizingoperationalpoliciesisnowtheprimaryresponsibility,followedbydataanalysis.

Compensationisontherise,especiallyforprofessionalswith10+yearsofexperience,butgenderdisparitiesexist.

67%ofprofessionalsholdtwoormorecertifications,thoughlessthanhalfbelievetheyinfluencehiringdecisions.

MarketingOperationsteams

aremoreexperiencedthanever.

Studyparticipantsarereportingmoreexperienceintheprofessionthanlastyearwith61%havingsixormoreyearsinamarketingoperationsrole.

Theslightexperiencegapbetweensmallerandlargerorganizationshasshrunkslightlyinthecurrentstudyyear.Fororganizationswithmorethan$500millioninannualrevenue,65%oftheirteamshavesixormoreyears

intherolewhilefororganizationswith$500millionorlessinrevenue,60%reportthissameleveloftimeintherole.

TheTechnology/Softwaresectorisfaraheadofotherindustrysegmentsinemployingmarketingopsprofessionals.

Asinlastyear’sstudy,overhalfofthisyear’sstudyparticipants(56%)areemployedinthetechnology/softwareindustry.Thenextlargestsegmentinwhichstudy

participantsareemployedisadvertisingormarketing(8%)followedbyfinancialservicesandinsurance(7%)

andhealthcareandlifesciences(7%).

Marketingoperationsprofessionalsengagementhasdeclinedyear-to-year.

Thisstudyassessesemployeeengagementusingthreescales,eachrangingfrom1to7where7isthehighestormostfavorablerating.

Aswastrueinlastyear’sstudy,allthreescalesdeclinedandbyagreatermarginthanbefore:

Doyoufeelcompensatedfairlyforyourlevelofexperience?Doyoufeelyourorganizationunderstandsyourrole?

Doyoufeelvaluedbyyourorganization?

Down8%

Down9%

Down5%

Unlikelastyear,differencesintheseengagementmetricsexistbetweenstudyparticipantsthatidentifiedasmaleorfemale,mostpronouncedinunderstandingtherole.Thesamplesizefornon-binaryandnon-disclosedgenderswastoosmalltodrawvalidconclusionsfromthatsegment.

RespondentsbyGender

Female

Male

Compensatedfairly

4.32

4.27

Understood

4.03

4.49

Valued

4.63

4.82

Usingexperienceintheroletosegmentthesemetrics,thosewithlessthanayearshowedimprovementincompensationandbeingunderstoodasbeingvalued,stayingrelativelyunchangedfromthepreviousstudy.However,thosewith1yearormoreintheroleshowedalmostahalf-pointdeclineinthecompensationandbeingunderstoodmetrics.

RespondentsbyExperience

Lessthan1year

1to5years

6+years

Compensatedfairly

4.11

4.16

4.40

Understood

4.33

4.23

4.24

Valued

4.92

4.77

4.72

AllRespondents

2022

2023

2024

CompensatedFairly

4.90

4.70

4.32

Understood

4.93

4.60

4.20

Valued

5.21

5.00

4.75

Respondentswhoworkinsmallerorganizations,thosewith

RespondentsbyOrgSize

$500millionorless

Morethan$500million

Compensatedfairly

4.27

4.37

Understood

4.37

4.01

Valued

4.88

4.52

$500millionorlessinannualrevenue,hadbetterratingsintwooftheseengagementmetricsthantheirlargercompanycounterparts.Theexceptionwascompensation.

Work-lifebalanceisastruggleformany.

Anewquestioninthisyear’sstudyasksparticipantstoratetheirwork-lifebalanceusingascalefrom1to7where:

1isnotwellbalanced

7isverywellbalanced

Theaverageratingforallstudyparticipantswas4.79,

onthebettersideofthisscalebutclearlyindicatingmanystruggleinthisarea.What’sconcerningistoseethatwork-lifebalancegetsworseastenureinamarketingopsroleincreasesasthistableshows:

Tenure

AverageWork-LifeBalanceRating

Lessthan3years

5.19

3to5years

4.89

6to9years

4.77

10+years

4.53

Managerorseniormanagerremainsthemostcommonlevelofseniority.

51%oftheprofessionalsinthisyear’sstudyalignwiththeauthoritylevelofmanagerorseniormanager.10%are

attheVPorexecutivelevel,while12%workatthemorejuniorspecialist,associate,orcoordinatorlevel.

Themostcommonjobtitlesfortheseprofessionalsaremanager,marketingoperations(36%)ordirector,marketingoperations(24%).

Operationalpoliciesandproceduresarethenewprimaryresponsibility.

"Thisisthereasonforlowerengagement,compdissatisfaction,andhavingtroublejumping

todirector.Mostcompaniesdon'tviewthis

asthescopeofabusinessleader,evenifwedo."

DarrellAlfonso

DirectorofMarketingStrategy&Operations,I

Designing,implementing,andoptimizingoperationalprocedureshasbecometheprimaryresponsibilityinthisyear’sstudy(78%).Dataanalysis,synthesis,andreporting,however,isnotfarbehind(74%)continuingtooccupy

adominantpartofthemarketingopsprofessionalagenda.

QUESTION:

Inyourcurrentrole,which,ifany,ofthefollowingare

partofyourprimaryjobresponsibilities?

Designing,implementing,andoptimizingoperationalpoliciesandprocedures

Developingandimplementingsoftwareorsystemintegrations/systems

72.7%

347

Conductingandanalyzingmarketandcompetitiveresearch

78.0%372

20.5%

98

Dataanalysis/synthesis/reporting

EvaluationandpurchaseofIThardware

73.6%

351

21.0%

100

Evaluationofandneeds-identificationfortechstack

Otherresponsibilities

71.3%

340

14.3%

68

Softwaretraining&documentation

Territorymanagementand/orquotasetting

66.5%

317

5.5%

26

Sales/marketingSLAdefinition

Evaluationandselectionofshipping/logisticsproviders

56.8%

271

4.4%

21

Revenueoptimization/operations

Supplychainmanagement

47.6%

227

2.3%

11

0.8%

4

Salesprocessoptimization Noneofthese

47.6o/c。

227

Scale:0-80%

Thefollowingtableshowstheshiftsinthetopmarketingopsresponsibilityoverthepastthreestudyyears:

TopFiveJob

ResponsibilitiesOverall

2022

Rank

2023

Rank

2024

Rank

Dataanalysis/synthesis/reporting

Designing,implementing,andoptimizingoperationalpoliciesandprocedures

Evaluationofandneeds-identificationfortech-stack

Developingandimplementingsoftwareorsystemintegrations/systems

Softwaretraininganddocumentation

4

1

2

2

2

1

3

3

4

1

4

3

5

5

5

"Marketingopsteamsshouldshifttheirmindsetfromsimplymanagingtoolstounderstandingthebiggerprocessesthesetoolsenhance,likeboostinginterdepartmentalefficiency,refiningreports,andcraftinginnovationroadmaps.Bydoingthis,they’llmovebeyondroutineworkandstartmakingstrategiccontributionsthatbenefit

theentirecompany."

CaseyGrimes

DirectorofProducts&

Innovation,InsentricbyDemandLab

Rank

Annualrevenueof$500millionorless

Annualrevenueofmorethan$500million

First

Designing,implementing,andoptimizingoperationalpoliciesandprocedures(75%)

Designing,implementing,andoptimizingoperationalpoliciesandprocedures(80%)

Second

Dataanalysis/synthesis/reporting(73%)

Developingandimplementingsoftwareorsystemintegrations/systems(78%)

Third

Evaluationofandneeds-identificationfortech-stack(69%)

Developingandimplementingsoftwareorsystemintegrations/systems(69%)

Softwaretraining&documentation(75%)

Lookingatthisdatathroughthelensofannualrevenueandteamsizerevealdifferentresponsibilitiesbased

onthesecharacteristicsasthetablesaroundshare.

TeamSize

TopResponsibility

1

Dataanalysis/synthesis/reporting(84%)

2-10

Designing,implementing,andoptimizingoperationalpoliciesandprocedures(83%)

11-25

Softwaretraininganddocumentation(68%)

26+

Developingandimplementingsoftwareorsystemintegrations/systems(42%)

Evaluationofandneeds-identificationfortechstack(42%)

Salesprocessoptimization(42%)

The“Other”responseoptiontothesurveyquestiongatheredasignificantnumberofwrite-inresponsesthatreveal

thedizzyingbreadthofmarketingoperationsresponsibilities.Ananalysisoftheseresponsesissummarizedinarankingthatreflectsthecorefocusareasofmarketingoperations,prioritizingcampaignexecutionandmanagement,automation,anddataanalysisascentralresponsibilities:

CampaignOperationsincluding:Campaignexecution,campaigndesignandmanagement,emailmarketingstrategyandautomation,anddemandgenerationandcampaignmanagement.

MarketingAutomationincluding:Automationdevelopmentanddeployment,emailsystemsetups,andmarketingautomationandemails.

DataManagementandAnalyticsincluding:Dataintegrityandmanagement,developingdashboardsandattributionmodels,andwebsitetrackingandanalytics.

BudgetManagementincluding:Budgetallocationandmanagement,marketing

budgetmanagementandannualplanning,andtechstackbudgetplanningandvendormanagement.

WebsiteManagementincluding:Buildingandoptimizingwebsitepages,websiteownershipandcontentmanagement,andSEOandlocalsearchmanagement.

ProjectManagementincluding:Projectplanningandmanagement,andstakeholderengagementandteammanagement.

StrategyDevelopmentincluding:Marketingstrategyandexecution,andsupportingcampaignexecution.

LeadManagementincluding:Leadrouting,scoring,anddistribution,andleadmanagementoptimization.

VendorandITCoordinationincluding:Managingrelationshipswithnon-marketingteams(legal,revops,IT),andvendormanagementandintegrationhealth.

AIInnovationImplementationincluding:ImplementingAIsolutionsformarketingprocesses.

MostmarketingoperationsprosadministertheMAP.

Unchangedfromthelasttwostudies,70%ofthemarketingoperationsprofessionalsinthecurrentstudyserve

asadministratorsoftheirorganization’smarketingautomationplatforms.Anadditional19%serveasdevelopersorprimaryusers,makingthemkeyenablersofgettingvalueoutofthesesystems.Only2%reportnotusingMAPsoftware.

Overone-fourthofrespondentsaspiretogointomanagement.

Thenumberofstudyparticipantsaspiringtogointomanagementorbuildateamthatreportstothemhasdroppedfrom33%lastyearto26%

thisyear.Aboutoneinfivestudyparticipants(21%)wanttostayinmarketingopsasatechnologist.

Almosttwo-thirdshaveamarketingoperationstitle.

63%ofstudyparticipantshaveamarketingoperationstitlesuchasVPofMarketingOps(3%),DirectorofMarketingOperations(24%),orManagerofMarketingOperations(36%).Thoseintheexecutiveranks(8%)islargelyunchangedfromlastyear(7%).

Compensationcontinuestoincrease.

Thehighestcompensationbandsinthestudyshowslightincreasesyear-over-year.6%ofstudyparticipantsfallinthe$250K+annualcompensationrange,comparedto5%lastyear.29%areinthe$151Kto$250Ksalaryrange,versus26%in2023.Thelowestend

ofthecompensationrange,$50Korless,droppedfrom9%to8%.

Therearemoremales(37%)thanfemales(33%)atthehighestbandof$151K+inannualcompensation.Thesameistrueforthelowestcompensationbandof$50Korless:12%ofmalesversus5%offemales.However,females(56%)outnumbermales(45%)inthemiddlecompensationbandsrangingfrom$51Kto$150K.Non-binaryandthosewhopreferrednottodisclosegenderwerenotalargeenoughsegmentformeaningfulcomparisons.

Gender

$50Korless

$51Kto

$100K

$101Kto

$150K

$151K+

Prefernottosay

Female

5%

23%

33%

33%

6%

Male

12%

13%

32%

37%

6%

Littleyear-to-yearchangeisseeninthedistributionofcompensationforthoseinroleornineorlessyears.Forthosewith10ormoreyears,however,abigjumpoccurred

forthoseinthehighestcompensationband($151K+)movingfrom57%in2023to70%in2024.

Tenure

$50Korless

$51Kto

$100K

$101Kto

$150K

$151K+

Prefernottosay

Lessthan3years

21%

45%

18%

5%

11%

3to5years

14%

29%

36%

18%

3%

6to9years

4%

13%

50%

25%

8%

10+years

0%

6%

16%

70%

8%

Lookingatcompensationbyseniority,asurprisingdifferenceisthatmoreofthoseattheseniordirector/directorlevel(66%)areearning$151K+thanthoseattheexecutive/VPlevel(53%).Thisdatamaysuggestthatemployersareincreasingcompensationtobetterretainmarketingopstalentatthedirectorlevel.

SeniorityLevel

$50Korless

$51Kto

$100K

$101Kto

$150K

$151K+

Prefernottosay

Executive/VP

0%

3%

13%

53%

31%

Sr.Director/Director

5%

9%

16%

66%

4%

Sr.Manager/Manager

8%

18%

46%

22%

6%

Specialist/Associate/Coordinator

16%

55%

24%

0%

5%

Marketingopsprofessionalsseekinghighercompensationshouldlooktolargercompanies.18%ofstudyparticipantsatcompanieswith100orfeweremployersaremaking$50Korlessinannualcompensation,comparedtononeincompanieswithover10,000employees.

CompanySize

$50Korless

$51Kto

$100K

$101Kto

$150K

$151K+

Prefernottosay

100orlessemployees

18%

19%

25%

26%

12%

101to1,000

3%

19%

34%

38%

6%

1,001to10,000

7%

18%

37%

37%

1%

Specialist/Associate/Coordinator

0%

8%

39%

38%

15%

QUESTION:

Whatisyourapproximatelevelofcompensation,includingsalaryandbonus?Ifyouareaconsultant,useyourtotalcompensationacrossallclients.

2.4°/4。

9

Lessthan$25K

$25Kto$SOK

5.4%

20

$51Kto$1OOK

18.3%

68

$101Kto$150K

32.6%

121

$151Kto$250K

28.3%

105

Morethan$250K

5.9%

22

Prefernottosay

7.0%

26

Scale:0-40% Respondentstotal:371

Marketingopsprosarekeystakeholders

inthebudgetplanningandmanagementprocess.

"Ifyouwanttodefinewhatmarketingopsis,it'snolonger(primarily)aroundtechnology–it'saroundprocess."

CaseyGrimes

DirectorofProducts&

Innovation,InsentricbyDemandLab

60%ofstudyparticipantsaresomewhat-to-heavilyinvolvedinplanningandmanagingthemarketingbudget.Just17%reportnoinvolvementinthisprocess.

Thelongesttenured(10+years)marketingopsprofessionalsarefarmoreheavilyinvolvedinbudgeting.

Tenure

Heavilyinvolved:planning&mgmt

Somewhatinvolved:planning&mgmt

Notatall

Planningonly

Managementonly

Lessthan3years

14%

31%

17%

36%

2%

3to5years

20%

41%

15%

18%

6%

6to9years

24%

30%

23%

17%

6%

10+years

45%

29%

14%

9%

3%

QUESTION:

Areyouinvolvedintheplanningandbudgetmanagementofyourmarketingteam?

Yes,heavily(106)

Somewhat(122)

Notatall(66)

」ustplanning,butnot(65)budgetmanagement

」ustbudget (17)

management,notplanning

Otherinvolvement(5)

381respondentstotal

There’snoclearconsensusonthemostimportantresponsibilityofmarketingops.

Whenaskedtopickthemostimportantresponsibilityofamarketingopsprofessional,therespondentsasawhole

werenearlyevenlydivided.Workandprojectmanagementwas,byaslimmargin,deemedmostimportant(27%).Eveninthemostexperiencedsegmentofstudyparticipants(6+years),thisdivisionexists.Whenlookingattheresponsesbyteamsize,differencesemerge:

TeamSize

MostImportantResponsibility

1

Reportingandanalytics(33%)

2-10

Workandprojectmanagement(29%)

11-25

Strategicplanningandbudgeting(32%)

26+

Strategicplanningandbudgeting(58%)

Onlythelargestteamshaveclearagreementonthemostimportantresponsibility:strategicplanningandbudgeting.

MultipleprofessionalcertificationsarethenormforMarketingOperationsprofessionals.

Overtwo-thirds(67%)ofstudyparticipantshavetwo

ormoreprofessionalcertifications,whilejust17%havenone.

Thedatasuggeststhatmarketingopsprosearnprofessionalcertificationswithinthefirstfiveyearsoftheiremployment,thendeemphasizeacquiringfurthercertifications.

LessthanhalfofMarketingOperationsprofessionalsfeelcertificationsinfluencehiringdecisions.

Despitehowprevalentitistohavemultipleprofessionalcertifications,only48%ofstudyparticipantsfeelthatcertificationsareimportantwhenitcomestobeinghired.Theremainingparticipantsfeelthey’renotimportant(23%)orthey’reuncertainaboutit(29%).

Thebiggestimpactofobtainingcertificationsiscreatingmoreconfidence.

Studyparticipantsreportanumberofimpactsfromobtainingprofessionalcertifications.

Gainingmoreconfidenceledallotherimpactswith72%ofparticipantscitingthisimpact

tocareeradvancementorjobperformance.

SECTION04?

MARKETINGOPERATIONSTEAMS

SECTION04/MARKETINGOPERATIONSTEAMS

Marketingoperationsteamsareincreasinglyrecognizedfortheirvalue,withmostcompaniesreportingadedicatedmarketingopspersonorteam,aslightincreasefromlastyear.Thetechnologyandsoftwaresectorsleadinhavingdedicatedteams.Largerfirmstendtohavetheseteamsmoreoften,almostallcompaniesearningbetween$100.1millionand$500millionreportingdedicatedteams,asdofirmsinthe$500millionto$1billionrange.Smallercompanies,particularlyth