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What is the Ideal Creative Team Structure?

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What is the Ideal Web Development Team Structure?


A creative team does more than just generate content ideas for your brand. It can create an identity that helps define everything you do, tying it to your values and mission through well-thought-out, well-developed content. 

Of course, simply having a creative team doesn’t necessarily mean you’ll receive optimal value. That takes coordination and collaboration between the different members of that team. 

It also depends on how the creative team is organized. Like any other team, having the right people in the right positions is how you set them up for success. 

Each person on the team should have a well-defined role with laid-out expectations and duties. You can’t ask everyone on the creative team to do everything — it should be filled with specialists who excel in a specific area but who are still able to work with others. 

So how should you design your creative team? In this post, we’ll answer that question, looking at the ideal creative team structure, what each role should entail, and how to ensure success. 

What Is a Creative Team? 

First off, a definition: a creative team is a team of individuals supporting a company or organization with their creative skills. Creative teams are typically filled with writers, artists, designers, and others who can look at a problem and develop creative content to help solve it. 

Beyond just developing content, however, there should also be a strategic component to your creative team. While there may be others within the organization who shape the strategic direction of your content, the creative team should at the very least have input. 

Not all creatives approach their work with a strategic mindset — some may be content to fulfill a request based on the input they receive from the team. But at some level, your creative team must be able to advise and recommend a strategic approach for how content is developed and executed. 

Who Is on a Creative Team?

Now that we’ve defined the creative team and explained what it does, let’s take a closer look at a team’s individual positions and roles. 

Creative Director

The creative director is the leader of your team. They set the tone for the work your team produces and monitor for cohesion across all developed content. 

Creative directors often help plan larger campaigns, ensuring that all content, branding, and messaging align with the campaign’s mission and objectives. They also provide creative input on the actual content itself, providing key insights into what is developed and how. 

There may also be elements of project management involved in a creative director’s job. Sometimes, they track project timelines and deliverables, though this can often fall to an operations manager who is less focused on creative tasks and more on managing the project itself. 

Creative directors provide the overarching content strategy, monitoring the creative work. They also keep an eye on key metrics, ensuring that campaigns are hitting the intended marks needed for success. 

Usually the most experienced person on staff, the creative director is very much the team’s quarterback, general, or any other leadership term you want to substitute. They provide the vision and direction for everyone else on the team. 

Strategist

Many times, the creative director is asked to serve as the project manager, creative lead, and strategy expert all in one. But the best teams also have a strategic communications strategist on-hand. 

If your creative team is an orchestra, each person playing their own instrument, think of the strategist as the conductor. They work closely with the creative director and the client to understand each campaign’s specific needs as well as what digital marketing and content marketing efforts will be needed to achieve them.

The strategist will then craft the campaign plan, which outlines: 

The strategist should then coordinate with the other members of the creative team to help develop content, thus completing the campaign. 

Along with providing a campaign overview, the strategist should also conduct extensive audience research to ensure the goals are aligned with the needs of the intended audience. 

Copywriter

When a marketing team designs a campaign, many elements will contribute to it. One of the most important is the words that support the campaign. 

Copywriters are tasked with writing content. That content can be in whatever formats are included as part of the marketing plan — website copy, social media, blog posts, or any other words meant to persuade, entertain, or inform. 

Keep in mind that while copywriters should have the freedom to craft authentic, engaging copy, they shouldn’t be working in a vacuum. The copy they develop should reflect the branding messaging laid out in the marketing campaign plan. 

The creative director and strategist (and potentially other stakeholders within the organization, depending on who informs the campaign plan) will provide the copywriters with guidance on the intended outcome of the campaign. From there, the copywriters will compose words that meet these objectives. 

Copywriters can either be part of the in-house marketing team or freelancers, depending on the specific resources of the organization. 

SEO Specialist

While copywriters often understand search engine optimization (SEO), many teams have someone specifically designated as an SEO specialist. 

This person performs keyword research and monitors SEO trends to ensure all copy is optimized for internet searches. They analyze the work of the copywriter and make recommendations on additional copy to include (or exclude). 

Having an SEO specialist as part of the creative team is invaluable, as it helps you organically draw attention online. You’ll develop content with an eye toward targeting the audience who is looking for your unique solution.

Art Director

The creative director isn’t the only position of leadership on a marketing agency’s creative team. Most teams will also have an art director. 

The art director functions much like the creative director. The key difference is that they are solely responsible for monitoring art development and production. 

Whereas copywriters focus on the written word, art directors focus on visuals. Graphics, photos, and other artifacts meant to visually support the brand all fall under the purview of the art director. 

Art directors advise on the tone, look, and feel of visual artifacts to ensure they all align with the organization’s brand and goals. They also monitor the work of the other visual artists on the team. 

For example, if a marketing department is developing an ad, they may want to include the brand slogan underneath a compelling picture. The art director would provide guidance on the photo used as well as any colors used as a part of the ad. 

Graphic Designers

​If you’ve ever developed an infographic, fact sheet, or other visual-based marketing tools, you’ve likely worked with a graphic designer

Graphic designers use tools like Adobe Photoshop to create or optimize visual resources. They’re the ones who create your brand’s logo or edit pictures that appear in your material. 

These individuals should have a basic understanding of user experience and UX design. This will help them to create aesthetically pleasing content that’s easy for viewers to process and use. 

Web Developers

If your creative team needs to edit websites or upload any web content, it may also contain web developers. They possess the technical know-how to update your website and work with other team members to ensure web-based tasks are implemented in a way that supports the campaign. 

Structure Your Team in a Way That Avoids Silos 

If you’re looking at an organizational chart of your creative team, it may look as though some members of the staff will interact more than others. Sure, they’ll use a set of branded, coordinated templates to produce all marketing content, but what if they don’t communicate regularly?  

For example, the SEO specialist will likely have to work closely with the copywriters while the art director may work more closely with the graphic designers. What if those two pairs never interact? 

The problem with that approach is that these sub-teams need to work together to make sure the content they’re developing supports the other team members’ efforts. That’s why it’s on the creative director to schedule regular standup meetings. 

These meetings allow the creative director to encourage teamwork, reinforce campaign messaging and branding, and allow team leaders the ability to identify blockers stopping their work. Each role on the team has its own area of specialization, but if they don’t talk to each other, they might develop content that doesn’t mesh. 

Along with regular meetings, creative teams should have a single platform they work from to align their work and ensure everyone is operating from the same single source of truth. That’s why you should use Welcome. 

Welcome is a comprehensive marketing platform that equips your team with the tools they’ll need to come together, collaborate, and successfully pull off winning marketing campaigns. 

It has all the tools you’ll need. You can craft a strategy, create project milestones, develop content, and measure success.

Whatever your creative team’s marketing needs, Welcome has you covered. For more on how Welcome can help your creative team function as a successful, aligned unit, schedule a demo today!



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Marketing operations talent is suffering burnout and turnover

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Marketing operations talent is suffering burnout and turnover


“It’s hard to hire; it’s hard to train; it’s hard to keep people from burning out. To make matters worse, these challenges have intensified so swiftly that leaders have hardly had time to digest them, let alone mount a defense.”

That’s the main takeaway from “The State of Marketing Operations: 2022,” a new report from junior marketing ops training platform Highway Education and ABM leader Demandbase. The findings were based primarily on a survey of 800 marketing operations professionals from organizations of all sizes, more than half from mid-sized companies.

The demand for talent. The vastly accelerated shift to digital marketing — not to mention sales and service — has led inflated demand for MOps talent, a demand the market can’t keep up with. Two results: burnout as too much is demanded of MOps professionals; and turnover, as it’s easy to find alternative opportunities. The outcome for companies is the growing burden of hiring and training replacements.

Use of marketing software has grown two and a half times in less than ten years, according to the report, and the number of marketing operations professionals, across organizations of all sizes, has increased by two-thirds. Use of marketing automation alone has grown 228% since 2016, and there has been a 66% growth in the size of MOps teams just since 2020.

Perhaps most remarkable, 93% of MOps professionals learned on the job.


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Why we care. Providing beginner MOps training services, Highway Education clearly has an interest in this data. At the same time, there can be little doubt that the demand for MOps talent is real and growing. If there’s a surprising figure here, it’s that use of marketing software has grown only two and a half times in the last decade.

AWS MOps leader Darrell Alfonso, quoted in the report, says: “There’s a disconnect between marketing strategy and the actual execution — what it takes to actually operationalize and bring a strategy to life. Leadership, especially the ‘old guard,’ will be more familiar with traditional methods like field marketing and commercials. But now, during the pandemic and post, there’s an entire digital world that needs to be
managed by people who know what they’re doing.”

Read next: More on marketing ops from Darrell Alfonso


About The Author

Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.



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Product Market Fit with Scott Cunningham [VIDEO]

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Product Market Fit with Scott Cunningham [VIDEO]


Scott Cunningham, CEO of Social Lite and Co-Founder of Merchant Mastery, has worked with thousands of ecommerce stores. The one thing he hears ALL. The. Time? 

“Facebook doesn’t work for my business.”

If you’ve said that about your ecommerce store, listen in as Scott shares what’s missing and how you can overcome that hurdle and start selling.

In this video:

  • Start Here to Sell More: 00:22-00:30 
  • What If I’m Selling a Brand New Product? 00:51-1:02
  • The Formula for Winning in Ecommerce: 1:21-1:34

Learn more about ecommerce:

The Future of Ecommer Marketing Is Now ➡️ https://www.digitalmarketer.com/blog/future-of-ecommerce-marketing/

Use This Framework to Build Ads That Move Product ➡️ https://www.digitalmarketer.com/blog/offer-harmonics-scott-cunningham/

NEW for 2022! Become an Ecommerce Marketing Master ➡️ https://www.digitalmarketer.com/certifications/ecommerce-marketing-mastery/




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Antitrust bill could force Google, Facebook and Amazon to shutter parts of their ad businesses

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Antitrust bill could force Google, Facebook and Amazon to shutter parts of their ad businesses


A new Senate antitrust bill could make Google, Facebook and Amazon divest portions of their ad businesses. 

The Competition and Transparency in Digital Advertising Act (S4285) would prevent large ad companies from participating on different sides of the ad transaction chain. It would ban them from operating more than one of these functions: supply-side brokers selling publisher ad space, demand-side brokers selling ads, or ad exchanges connecting buyers and sellers.

Image from CDTA factsheet

The bill, introduced yesterday by Sen. Mike Lee (R-UT) and co-sponsored by Sens. Amy Klobuchar (D-MN), Ted Cruz (R-TX) and Richard Blumenthal (D-CT), bans companies earning more than $20 billion in annual digital advertising revenue from participating in the online ad ecosystem in a way that creates conflicting interests. 

It also imposes consumer protection rules similar to ones governing financial trading. Under the law, businesses with more than $5 billion in digital ad transactions annually would have to: 

  • Act in the best interest of customers by getting the best bids for ads.
  • Provide transparency customers can verify that.
  • Create firewalls between their buying and selling operations if they are allowed to operate both.
  • Treat all customers the same concerning performance and information related to transactions, exchange processes, and functionality.

“Digital advertising is dominated by Google and Facebook,” Sen. Lee said in a statement. “Google, in particular, is the leading or dominant player in every part of the ad tech stack: buy-side, sell-side, and the exchange that connects them. For example, Google Ad Manager is used by 90% of large publishers, and in the third quarter of 2018 it served 75% of all online display ad impressions. Google uses its pervasive market power across the digital advertising ecosystem, and exploits numerous conflicts of interest, to extract monopoly rents and stack the deck in its favor. These monopoly rents function as a tax — upwards of 40% — on every ad supported website and every business that advertises online, collectively a huge segment of the modern economy.”


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The new law is a response to the anti-competitive practices Google has been accused of. These include Project Bernanke, the focus of an antitrust lawsuit filed by the attorneys general of more than a dozen states. The suit claims Google ensured ads booked via its AdX system would win ad space auctions. 

“The conflicts of interest are so glaring that one Google employee described Google’s ad business as being like ‘if Goldman or Citibank owned the NYSE,’” Sen. Lee said.

Read next: Is there any incentive to crack down on programmatic ad fraud?


2022 MarTech replacement survey


About The Author

Constantine von Hoffman is managing editor of MarTech. A veteran journalist, Con has covered business, finance, marketing and tech for CBSNews.com, Brandweek, CMO, and Inc. He has been city editor of the Boston Herald, news producer at NPR, and has written for Harvard Business Review, Boston Magazine, Sierra, and many other publications. He has also been a professional stand-up comedian, given talks at anime and gaming conventions on everything from My Neighbor Totoro to the history of dice and boardgames, and is author of the magical realist novel John Henry the Revelator. He lives in Boston with his wife, Jennifer, and either too many or too few dogs.



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