As we continue to build and develop our intellectual properties (IPs), it is important to re-evaluate our marketing department and its strategies. This review will allow us to identify areas where we can improve our marketing efforts and better engage with our target audience. By understanding the strengths and weaknesses of our marketing department, we can ensure that our IP is reaching its full potential in terms of exposure and success.

<aside> 👉🏻 What is this? An overview of the marketing department as a whole, and where do we go from here.

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Objectives

• [ ] Review and Reassess current marketing goals
• [x] Determine what type of marketing functions we need, and lack
• [x] Determine roles and hires we’ll eventually fill.

Pain Points

• High turnover rate for Marketing Personnel (two notable departures were from this department).
• Lack of ownership on marketing for products. Is there a lack of care for our own products we’re not addressing?
• Hard to take control over certain IPs in general (ie. SEAesport is isolated)
• Ultimately resulting in the lack of strategies being created due to the two reasons above.

Guide Questions

• Specific vs General Marketing: It’s been a debate whether we should focus on doing specific strategies & hiring specific marketing roles for our IPs rather than the entire Metasports/Yown brand. What are the advantages of having a focused marketing person for an IP vs the entire brand?
• What is Metasports current goal for the marketing department? What are some KPIs/OKRs we should reference to hit the objective? 2023 OKRs Summary what part of the goal can be changed in order to hit our new objectives?
• What are some major marketing functions we should increase focus in, and does it need a dedicated hire, or as a company can we embody that function through the things we work on?

Marketing Mix/Functions

<aside> 💡 Identify all the current marketing functions the company has, and rate it according to Base Level, Intermediate, Advance, Expertise

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• Some creators don’t think marketing themselves is authentic + trouble in monetizing their fans | | | Public Relations (PR) | PR deals with maintaining a public image for the company and its products. | | - No internal PR yet | - How often do we need PR? | | Growth/Data | Growth and analytics deals with using data to influence our decisions for execution. | - Lala can do anything (especially trends and numbers) | - Data is not being used enough
• At the moment, it’s only done at SEAesport | | | Social Media | SMM deals with connecting brands to an audience to either build expertise, drive traffic and ultimate increase sales | | - Inconsistent voice -ostly on-off content pieces, lacking overarching message/angle | | | Product (IP) | Product marketing deals with the process of how do we launch a product to a market, including its positioning, messaging and understanding the audience. | - Product launches are executed like clockwork. | - What’s always forgotten is our ultimate goal of community building.
• The objectives do not align with the north star.
• Follow-throughs | | | Content | CM involves with the creation and sharing of online material that is intended to stimulate interest, in the brand’s products/services. | - Team can produce content at a good pace | - High level strategy for the content that we produce, no stories/themes/etc. | | | Community | Strategy for engaging and building true fans with existing customers. | - SEAesport’s strength is the community building → mainly because of Mei. | - No full control over all of the IPs | |

Review of the Marketing Team

<aside> 💡 This is a quick review of people involved with marketing from the very inception of Metasports/Yown - and what they brought to the table. Include what worked, and what didn’t, and we’re encouraged to include people who worked with us in the past to get a perspective of why they didn’t work.

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Org Chart: https://docs.google.com/presentation/d/1pdnXbnw2hSS8N-RddVHtEkxwk_YBFbJXv-Axo6FRSk8/edit#slide=id.g13cbe7c434f_0_4

Existing Staff

<aside> 🔴 Do we need a senior for the existing team? Does a senior solve it?

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• Asst. Mktg Manager (Growth) → Lala
• Content Manager (Esports/Media) → Mei
• Creator Relations Manager → Kat
• Creator Relations Assoc. → Lesly

Dream hire: General Marketing Person (Sr. Level)

1. Should be leading the entire marketing team
2. Also leads outreach from IPs that we don’t fully own (Oasis, Kookoo, etc)
   1. What’s the limit without overstepping
3. What other hats will they wear?
   1. General, Shared Services & functions
4. Product Owners report to him/her for marketing efforts (LSL, SEAesport, Dayjobu)
   1. Building a dynamic relationship with the product owners for a more hands-on approach.

Roles without Staff

• Digital Marketing Manager → formerly Carissa
• Marketing Lead
• Campaigns
• PR Lead
• Social Media Manager → formerly Yvonne

Shared Services/Functions

• Public Relations
• Social Media
• Growth
• Content/Advertising

Brain Fart

• Product Owners are important + they need to understand big picture goals.
• Product Owners are like mini CEOs of their own brand. They should be able to provide the vision.
  • A dynamic relationship with marketing is important.
• What if product owners provide high level marketing execution ideas for creatives/product/smm? Or are we practicing this already?