High-Level Organizational Structure, Data Analysis, & More

Organizational Structure

The organizational structure of an in-house eCommerce marketing deparment is extremely important.  Skill sets for PPC, SEO, Email, Social, Marketplaces, etc vary greatly.  Employee goals need to be aligned with both manager and company goals.  This minimizes potential conflicts of interest especially related to attribution vs. last click advertising campaigns.


I'm not a big fan of outsourcing but recognize in certain instances it does make sense.  Recently, I outsourced a marketing function to a 3rd party consultant, which is uncommon for me.  However, it's not an area of my personal expertise and our business has not scaled up high enough to warrant a full time hire for this position.

Data Analysis

So much money is wasted advertising online!  Examples: Broad matching on irrelevant search terms, not converting quality content traffic, weak landing pages.  Likewise, so much low hanging fruit exists out of poor email and social marketing strategy/execution.  Thoroughly analyzing all data and understanding industry benchmarks is critical.

Talent Evaluation

Michael Rubin, current owner of Fanatics, once stated he spent about 35% of his time evaluating candidates and talent for key positions.  Hiring the right cultural fit is critical, due diligence necessary, and safeguarding your business is paramount. I've had success hiring talented youth out of college, and molding them into great marketers.

Roles & Conflicts

Interdepartmental roles, and individual roles, need to be clearly defined.  The single biggest frustration I experienced as an eCommerce executive was the conflict between departments within the same orginazation.  Marketing, IT, and Finance are all intertwined, fight for resources, and must act in the best interest of the company to avoid detrimental conflict.

Growing Pains

I've seen small companies fall apart over growing pains in ecommerce going back to 2001.  I also experienced many growing pains after initial failure.  From 2002 to 2014, I went from $0 in sports ecommerce revenue to overseeing $600M in online sales.  This also included integrating three, separate online marketing deparments into one in-house marketing machine.

Marketing / Consulting / Development