Marketing Department Structure

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Marketing Department Structure: Small and Mid-Size Companies

Vice President/Head of Marketing, Marketing Manager and Marketing Director, Market Researchers, Public Relations Employees, and Designers and Creative team are typical organizational structure of the marketing department in small to mid-sized companies in the United States.


  • Vice President/Head of Marketing: The person is the overall in charge of the marketing team and is involved in planning and creating the marketing strategy for the company, its products or its services.
  • Marketing Manager and Marketing Director: The roles are mostly interchangeably used in the internal marketing department. These team members are involved in creating marketing messages, choosing mediums and carrying out other marketing campaigns.
  • Market Researchers: The market researchers are employed in the internal marketing team to gather information on the customers, market employ tools, such as surveys and focus groups.
  • Public Relations Employees: These employees handle public relations and advertising in the organization to promote the business.
  • Designers and Creative team: The designers and creative team help the marketing manager create a brochure layout and design to portray the company messaging and are mostly graphic and web designers.


  • Mid Jet; HQ: SanFrancisco: Products or Services: Apps to help you brainstorm, plan, and manage projects.
  • Company size: 215 employees with an estimated annual revenue of $41.8M.
  • Internal Marketing structure is Chief Marketing Officer, VP Product Marketing and Marketing Ops, Content and Communication Manager, Creative Services and Field marketing at N-1 level/top and mid-level followed by the support team members for each segment.
  • Zendesk; HQ: California: Products or Services: Helpdesk & Customer Support Software
  • Company Size: 2,740 employees with an estimated annual revenue of $598.7M.
  • Internal Marketing structure is Chief Marketing Officer, Department Head for Product Marketing and Web Development, Department Head for Corporate Communication, Field Marketing and Analytics, Department Head for Content Marketing, Customer Marketing, and Lead and Customer Marketing.


  • The skill sets required by smaller businesses marketing are content creation, graphic design, technical skills like SEO, social media management, and project management.
  • In small businesses the internal marketing team is small and is usually required to wear multiple hats with added skills to take charge.

Research Strategy

To describe the typical organizational structure of the internal marketing department in small to mid-sized companies in the United States, we began by combing through market reports and surveys from credible sources like Idem reports, Britishprint reports, CIO report and Cleverism reports; news articles from HBR, Forbes, Hubspot, and Smallbusiness reports. This strategy was successful as we were able to unearth the required information.
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Marketing Department Structure: Large / Enterprise Companies

Nowadays, the marketing department has become a centralized team which performs brand marketing and traditional advertising functions. The typical internal marketing organizational structure in large companies in the US is headed by the Chief Marketing Officer (CMO), from the executive level, who oversees the marketing operations under the brand marketing department, which comprises the director of brand marketing, brand managers, and marketing research analysts. The CMO also oversees the department of marketing communications, which consists of the director of marketing communications and marketing communications managers. Also added to the traditional internal organizational structure in the marketing department, is the digital marketing department which consists of chief digital officers, digital and content marketing specialists, SEO and social media marketers, and marketing automation specialists.


  • According to "The Marketing Team Structures Report 2017," large companies having 5,000 or more employees have an average of 45 professionals, based on the skill sets required, in their marketing team.
  • Divisional/multidivisional structures are typical among large companies with many business units.
  • Companies that use this method structure their leadership teams based on the products, projects, or subsidiaries which they operate.
  • An excellent example of a divisionally-structured organization is Johnson & Johnson, a large company which comprises more than 10,000 employees, with thousands of products and lines of business. The company structures itself so that each business unit operates as a company of its own, and with a president.


Large companies may have more layers of management and more specialized teams with deep expertise in specific areas, specifically in marketing. The typical internal marketing department organizational structure in large companies consists of the following departments, job titles, and roles:



This department focuses on all product and brand functions. It includes the following job positions:


This department is tasked with the development of all annual reports, press releases, and media inquiries. It includes the following job positions:
  • Director of Marketing Communications — This individual is responsible for promoting the company's products, services, and overall mission to the public. His/her duties include identifying press opportunities, publishing press releases, crafting newsletters, creating social media strategies, and serving as a spokesperson on behalf of a company.
  • Marketing Communication Manager — This individual develops website content, plans and manages social media and public relations campaigns, develops email campaigns, and creates print and online publications.


  • Marketing is becoming more of a strategic influencer to the organization, which means that large companies impart marketing to a broad group, to drive its influence by making it more connected with all parts of the organization.
  • In a matrix-structured marketing department, a centralized team performs brand marketing and traditional advertising functions with digital research or data, which consists of the following additions to the marketing department:


This department incorporates new marketing and advertising technology platforms. It includes the following job positions:
  • Chief Digital Officers — The individuals are responsible for building digital expertise and revenues, promoting the adoption of digital media channels, and acting similar to digital transformation officers.
  • Digital Marketing Specialist — This individual is required to know about content, SEO, and social media marketing, as well as marketing automation, and help to execute an organization's online marketing strategy.
  • Content Marketing Specialist — This individual is responsible for crafting and distributing helpful, relevant content to an identified audience to drive traffic to a company's website. He/she should be able to build brand awareness and ultimately help drive sales.
  • SEO Specialist — This individual develops and implements strategies to improve the search ranking of an organization's website.
  • Social Media Marketer — This individual helps to devise and oversee a company's social strategy, to attract new customers and engage with existing ones.
  • Marketing Automation Specialist — This individual helps to deliver the right message to the right person, at the right time, with the ultimate goal of helping drive to sales.


To identify the typical organizational structure of the internal marketing department in large companies (having over 5,000 employees) in the US, we searched through market reports and surveys from credible sources such as Investopedia, CoSchedule, Bizfluent, along with research articles and blogs from and Rasmussen College, among others.

According to a market research report on the typical marketing team size for a marketing team in an organization, companies with more than 5,000 employees have an average of 45 professionals in the marketing department. We have provided a breakdown of the various job titles and their roles in the internal marketing department in the research brief.

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Marketing Department Structure: Best Practices

Structuring the marketing department around customer experience and enabling marketing technology are the best practices in building an internal marketing department.


  • The 2017 Gartner Marketing Organization Capabilities survey noted that the structure of marketing organizations vary widely. It also suggested that functionally-structured organizations are decreasing while marketing team structures focused around customer experience are increasing.
  • In the survey, 34% of marketers chose customer experience, thus making it the second most important functional group within the marketing organization next to MarTech.
  • In a survey by the Future Marketing Organization and marketing intelligence company MiQ, 42.25% of marketers thought that a customer-centric model is the best way to organize a marketing team. The second being agile structure at 18.8%,
  • Soft skills are required for a CX-focused environment to thrive, and not just technical understanding. 74% of marketers indicated that creativity was the most important soft skill for marketing success. Resourcefulness and adaptability are the other top soft skills, along with creativity.
  • The customer service agents of Glossier, one of the 100 most customer-centric company, according to Forbes, are integrated into the marketing team. They are encouraged to let customers share their experience and to listen to them.
  • Reduxio, a computer storage company from California, has a customer-centric marketing team model. They were one of the awardees at the MarTech Conference, and their CMO shared their “Flex Org Stack,” a team of seven people working together despite being physically distributed all over the world.
  • Dun & Bradstreet, a big data and analytics company from New Jersey, has a “tiger team” which is composed of small, customer-focused, and cross-functional teams that are subject matter experts and are tasked to work together to address customer needs.
  • NPS, customer satisfaction score, system usability scale, and custom CX metrics specific to each company are success metrics that customer-centric marketing teams are using.


  • The Gartner Marketing Organization Capabilities survey shows marketing technology as the most important functional group within a marketing organization.
  • Some MarTech-enabled organizations include Allocadia, Reduxio, CA Technologies, Dun & Bradstreet, and Uberflip.
  • In a survey of 275 marketing leaders, 74.18% reported that they already had someone who would be in charge of their marketing technology or had plans to include someone in the next 12 months.
  • 88% of them added that the number one responsibility of the head of marketing technology and his team is research and another 75% said that their responsibility is to integrate, train, support, and operate MarTech products within the organization.
  • Dun & Bradstreet have enabled MarTech in its marketing department with the goal of optimizing every customer touchpoint throughout the customer’s buying journey.
  • Pipeline generation and monitoring everything that is contributed to the pipeline are some success metrics for marketing teams utilizing MarTech.


We scanned different articles regarding the best structures, roles, and skills needed for an internal marketing team and found that there a lot of marketing team structures for various organizations. Reports showed that there is no such thing as a one-size-fits-all team structure, as each team model has its benefits and drawbacks. Since we could not collaborate data from articles regarding marketing structures, we further searched for surveys such as the Gartner and Future Marketing Organization studies which surveyed marketing leaders from different companies to determine what should be the best marketing team structure or what should be the focus of marketing teams. Both surveys showed similar results, highlighting a customer-centric model as the right way to organize marketing teams. Gartner further added that MarTech should be enabled among these teams. We then looked for examples of how the best practices have been employed. Some US companies who were awarded the "Stackies: Org Edition. shared the organizational structure of their marketing teams, and we used that to provide an answer to the request. Interestingly, the organizational structures of Reduxio and Dun & Bradstreet are customer-centric and MarTech-enabled.

As for the success metrics, we were unable to find examples of success metrics specific to companies, or any companies having a customer-centric model of a marketing team. This unavailability could be because, although marketing leaders recognize that the customer-centric model is the proper way to organize a marketing team, only 5.8% of the respondents say that this model is already in place in their respective companies. It just shows that companies are still adapting to these changes. So, we expanded the search to the success metrics used by the industry as a whole for marketing teams with customer experience orientation. We found one from CMSWire and included it in the findings above. As for success metrics for companies using MarTech in their marketing teams, we were able to find interviews of leaders and executives of US-based companies such as ThoughtSpot (a business intelligence and data analytics platform), and Radius, a customer data platform for B2B.

From Part 02
  • "At the opposite end of the spectrum, companies with 5,000 employees have an average of 45 marketers."
  • "When compared to smaller organisations, larger organisations are actually less likely to have skills sitting within their in-house marketing teams, due to larger organisations relying on agencies to manage these functions on their behalf."
  • "The second type is common among large companies with many business units. Called the divisional or multidivisional structure, a company that uses this method structures its leadership team based on the products, projects, or subsidiaries they operate. A good example of this structure is Johnson & Johnson. With thousands of products and lines of business, the company structures itself so each business unit operates as its own company with its own president."
  • "Marketing offers a wide range of career opportunities for people with general marketing qualifications or specialist skills in areas such as research or communications. Professionals in this field work in company marketing departments, marketing agencies and consultancy firms. While many of the job titles cover tactical roles, senior professionals occupy strategic roles in companies that recognize the value of marketing."
  • "The traditional marketing department structure is under siege from the impact of new technologies, but while marketers know their organisations need an overhaul, many are struggling to formulate the new world order. It’s no wonder: digital marketing and social expertise, data analysis, new technology platforms and other aspects of marketing can no longer be contained in silos but must be disseminated throughout organisations."
  • "In big enterprises with a number of business units, marketing has traditionally been decentralised, or aligned to those business units. That means each business unit, usually organised around a company’s product, has often had its own marketing team, with many of the core functions – brand, public relations, social – included."
From Part 03
  • "There are many flavors of marketing structures, from function-centric to geography-centric, and everywhere in between. And what’s right for you may not be right for the business next door. Each model has its benefits and drawbacks, as you can see in the interactive tool below from The Boston Consulting Group."
  • "There’s no such thing as an ideal one-size-fits-all team structure. Different models may work better for different organizations and industries. The size of your company overall plays an impact, too."
  • "According to the 2017 Gartner Marketing Organization Capabilities survey, “Marketing organization structures vary widely, but data suggests declining popularity in functional organizations and a commensurate increase in customer experience orientation."
  • "By 2020, “21% of marketers will structure their organizations around customer experience.""
  • "As you orient your marketing strategy toward CX, successful job candidates not only need to have the technical understanding for your key marketing technologies, they also need to have the soft skills required to thrive in a CX-focused environment."
  • "Of the 300 asked, 74% of respondents indicated that creativity, defined within the survey as “the ability to explore and apply unique perspectives and problem-solving capabilities,” is the most important soft skill for marketing success. "
  • "Resourcefulness, “the ability to maximize use of a limited set of resources,” came in second, and adaptability, “the ability to change and adapt to new circumstances, requirements and challenges,” rounded out the top three."
  • "Marketing leaders are clear on which capabilities are required for modern marketing success. Marketing leaders can use our survey findings to discover the most critical marketing expertise, the importance of soft skills, where agencies provide value and optimal partner engagement models."
  • "Martech and CX Identified as the Two Most Important Functional Groups"
  • "Customer Experience Desires Mismatched With Organizational Reality"
  • "The Marketing Soft Skills Trifecta: Creativity, Resourcefulness and Adaptability"
  • "Marketing Week research, in partnership with MiQ, shows brands will need to change their internal structures if they are to realise the custome"
  • "The Future Marketing Organisation study, conducted in partnership with marketing intelligence company MiQ, finds 42.2% of marketers believe a customer-centric model is the right way to organise marketing but this is in place at only 5.8% of respondents’ companies."
  • "“The big change has been in media and the way you get very tight feedback loops from the consumer,” says Patrick Cairns, CEO of premium ready-meal brand Charlie Bigham’s. “There is nothing between the consumer and the brand – it is straight feedback."
  • "These principles shape the decisions O2 takes, the way it talks to its customers and how it designs processes, propositions and products. They are displayed throughout its offices and there is a meeting room where staff can stick their own customer pledges to the wall."
  • "O2 also makes use of ‘our stars’, a dedicated group on Facebook Workplace, where staff recognise and nominate others who have demonstrated customer-centric behaviours."
  • "12 companies contributed slides illustrating how they approach their martech-enabled organizations, including Allocadia, CA Technologies, Dun & Bradstreet, The New England Journal of Medicine Group, Reduxio, and Uberflip."
  • "One outcome of these reorganizations is that there is increasingly a “head of marketing technology” — 74.18% of our participants reported that they already have someone explicitly in charge of marketing technology or plan to have someone within the next 12 months."
  • "Not surprisingly, the #1 responsibility (88% of the respondents) is to research and recommend new marketing technology products. This is closely followed by the responsibility to integrate, operate, train, and support those products throughout the marketing organization. Essentially, 75% of marketing technology teams have those responsibilities. Makes sense."
  • "Glossier. Customer service agents are integrated into the marketing team and are encouraged to listen to customers and share their unique experiences and recommendations."
  • "Reduxio is a hot new storage and data management company based in the U.S. and Israel. Their CMO graciously shared this “flex org stack” that illustrates how their marketing team of ~7 people work together, even while physically distributed across four continents. (Turn the map on right 90° to the left to see where they’re located.)"
  • "Dun & Bradstreet, one of the world’s leading data companies, was one of the first three companies to enter this awards program with the above org stack. (Thank you!)"
  • "My favorite part of this org stack is the focus on “tiger teams” — cross-discipline teams that hone in on specific customer segments. It’s a brilliant way to break out of functional silos and focus on the customer. Martech staff embed themselves in these teams"
  • "Small, customer focused teams comprised of subject matter experts work together with common goals to address costumer needs"
  • "Martech enables the full suite of marketing activities focused on optimising every customer touchpoint for progression throughout the buying journey."
  • "Audience Question (53:00): What success metrics do you utilize? Shari: Our primary goal is pipeline generation, as measured in dollars. "
  • "Kaushik: We get measured on everything we contribute to the pipeline. Because of the nature of our product and the analytics our team wants to run, everything we do has to be available to analysis."
  • "Thanks to Kaushik Patel (Sr. Director of Online Marketing & Marketing Operations at ThoughtSpot), Shari Johnston (SVP of Marketing at Radius), and Josh Hill (Marketing Automation Leader at RingCentral) for an informative panel discussion/ workshop on March 28 on the MarTech Stack. "