There is no perfect CMO, so the scientific and professionalization of marketing functions requires us to form an excellent marketing team.
This organizational structure is divided according to the functions involved in the business process. Under the CMO, the heads of the sales department, marketing department and procurement department form a tactical team. Each team member performs combat tasks and supports the three-tier management logic. It should be noted that:
(1) The CMO is not only in charge of the marketing department, but all departments. This is very similar to the positioning of the COO. In this case, the CMO can be concurrently held by the CEO or COO. In fact, indirect supervision is required, such as the finance department, the human resources department, etc.
(2) The biggest disadvantage of the functional organizational structure is that the business orientation is unclear. Employees are likely to focus on “what to do” and ignore “why to do it”, which is not conducive to cultivating employees’ business awareness and responding quickly to market changes. Its advantages are that it is conducive to the specialization of Lianneng, the speed of employee skill improvement is fast, the process control is simple, the responsibilities are clear, and the logic is clear.
(3) This organizational structure is suitable for small cross-border e-commerce enterprises that have begun to take shape. Through functional specialization, the “quality” of each function can be improved to achieve an improvement in the overall service quality.
(4) The functional organizational structure is the basis of other types of organizational structures. Cross-border e-commerce enterprises must design a suitable organizational structure under a clear business process. Any process disorder will lead to low organizational efficiency.
Since the functional organizational structure is the foundation, other types of organizational structures are deformations based on it. In addition to this organizational structure, regional, product, division, matrix and other organizational structures are no longer introduced.
From the early stage of entrepreneurship to a scale of several thousand people like Han Du Yishe, this organizational structure can be adopted. The secondary ecosystem is the strategic support middle platform, which is also the difficulty of this organizational structure. In practice, there are many different modes for the establishment of the middle platform, but they are inseparable from the various functions involved in the functional organizational structure. The outstanding people in various functions can be upgraded to core members of the middle platform through long-term incentive strategies. Each group is an independent SBU. Han Du Yishe uses three people in a group, and often lets people with a design background serve as group leaders. This may be related to the industry they are in. The skills of the group leader may not need to be considered too much, and leadership may be more important. According to the simplified formula of SBU, the recommended skill characteristics of a three-person group are: ① Good at commodity and supply chain management ② Good at sales skills that are good at insight into customer psychology; ③ Tactical management talents who are good at marketing and traffic diversion. If it is this combination, the group leader is likely to be a tactical management talent who is good at marketing and traffic diversion. The skills that the group does not have are supported by the middle platform.
Considering the pioneering nature of the job function, special attention should be paid to the motivation of the marketing team. Interested readers can read books on human resource management.