Behavioral Marketing: Delivering Personalized Experiences At Scale

13It's All About the TeamStaffing the Right Players to Succeed

In Part One of the book (Chapters 1–4), we covered topics like roles, people, and technology related to embracing behavioral marketing as a discipline. And in Part Two (Chapters 5–12), we focused on putting behavioral marketing into action across all your channels. Now, let's dive a couple of levels deeper as we move beyond the basics and get to driving real change within your marketing organization in the final five chapters.

The Marketer Persona

First, let's focus on some key attributes we as marketers tend to have. Although it may not apply to every marketer you've ever met, we are largely an aspirational, driven and hard-working group—typically not very good at saying no. We skew younger in age because the pace early in our career is typically insane and full of 80-hour weeks and responsibility that exceeds the number of years we've been on the planet. (For example—I was 25 with 10 people reporting to me, and had about $2M of annual P&L on my head.)

Those early years are critically foundational for a marketer. You choose your area of specialty—ad agency or digital, when I was coming up—and hopefully build your early experience working with some of the best minds in your executive structure. You learn quickly whether you're more comfortable in the multiclient chaos of the agency world, or if you perform best when deeply immersed into a single brand and working in corporate. You also normally delineate between ...