Marketers taking work in-house isn’t a new phenomenon, but it’s certainly a growing trend as brands look to take more direct control of their marketing functions and build their own internal capabilities.
A recent ANA report identifies the desire to create cost efficiencies as among the chief motivations for marketers in exploring inhousing. At the same time, the automation and simplification of key technology platforms is undoubtedly playing a role as the technical barriers have decreased. But is cost cutting and technology availability really the right motivation for inhousing?
The motivation for inhousing should be rooted not in procurement, but quite simply in a desire to do more effective, customer-centric marketing. Framed through this lens, inhousing becomes a much more positive, strategically sound, long-term approach which, if executed correctly, can:
- Help to drive agility, collaboration and speed by centralising core capabilities
- Increase control and portability of data and technology, with greater commercial transparency
- Build more effective and skilled internal teams
- Increase flexibility and the ability to cope with change – both internally and externally
However, moving marketing in-house is not without its challenges. It can be complicated with possibly wide-ranging implications on everything from technical systems to regulatory issues. Many businesses feel out of their depth and are unsure where to start; others have begun but aren’t certain how to optimise; more still are relatively mature but wish to ensure longevity of their inhoused functions. Unpicking these objectives and building a viable long-term solution is helped with the support of a flexible consultative partner that has the experience and talent to support your goals and needs.
So, if your business is asking any of the following question, get in touch:
- Should I inhouse?
- How do I inhouse?
- How do I accelerate my inhouse marketing maturity?