What Should Never Be Outsourced?

New CMOs often are brought in as part of a change agenda. Under such circumstances, they must rapidly introduce a new marketing vision and improvements. One way is to develop a framework for sourcing some of marketing’s most important processes, programs, and tasks. With this approach, CMOs can make quick decisions about how to get their team’s work done faster, better, and cheaper.

And be sure to revisit your list often, because circumstances change. What should never go outside the company today may be a worthy candidate in a year or two.

Here we list some of the most important processes and programs that should remain inside the organization. Of course, in your company and integrated marketing model, you might choose to focus on additional programs and will need to determine how you will source them as well.

• Program management. Regardless of the marketing program you’re talking about, whether it is research, thought leadership, or advertising, you wouldn’t relinquish the ultimate accountability and direction of the most important areas of marketing. If nothing else, certainly your management holds you accountable.
• Account planning. As marketing gets closer to sales and becomes more integrated into the account planning process, marketing organizations can bring significant insight, knowledge, and value to the traditional account planning process.
• Internal communications. This should never go outside the company, because to communicate effectively internally, you have to know all about the culture and the processes of the company—and the people. You also have to understand the key focus areas and priorities of the company and know who is who. Freelancers can get snippets of information but can’t be fully informed unless they are living within that company.
• Analyst relations. There are at least three good reasons to keep analyst relations inside the company. The first is that it is generally a top priority for marketers (and should be). Second, the direct investment is relatively low—a small group can handle the important analyst relationships. Third, it’s important to build long-term relationships with analysts, who tend to move around among different firms over the course of their careers but rarely leave their specialty areas. Internal people can track the analysts’ movements and maintain continuity in the relationships.

Later this month, ITSMA program clients will receive an ITSMA Marketing Tool with the full framework that lists recommendations for processes, programs, and tasks that should remain inside the organization, those that should be performed outside the organization, and those that should be blended internally and externally.

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ITSMA specializes in helping companies market and sell services and solutions more effectively. We work with the world's leading technology, communications, and professional services providers to generate increased demand, strengthen customer relationships, and improve brand differentiation. ITSMA annual program clients include business leaders such as AT&T, Cisco, Deloitte, EMC, Fujitsu, Hewlett-Packard, IBM, Microsoft, SAP, and Tata Consultancy Services, among others. Our comprehensive research, consulting, and training on topics including ITSMA Account-Based Marketing℠, Brand Positioning, and Solutions Development provide the insight and experience companies need to improve business results. ITSMA is based near Boston, and has offices in London and Tokyo. Learn more at www.itsma.com.