FORMATION OF AN ORGANIZATIONAL MODEL FOR MANAGING TARGETED ADVERTISING AT INDUSTRIAL ENTERPRISES

Abstract

The article examines approaches to the formation of an organizational model for managing targeted advertising at industrial enterprises within the B2B segment. Particular attention is paid to the integration of marketing, sales, and analytical processes into a unified and manageable system, where targeted advertising is not treated as an isolated activity but as a component of a broader demand generation and customer relationship management framework. The study emphasizes the critical role of CRM systems, web analytics, and business intelligence tools in ensuring transparency, data consistency, and controllability of advertising performance across different stages of the customer journey. It is demonstrated that the effectiveness of targeted advertising largely depends not only on the quality of creative materials or media buying strategies, but primarily on the level of organizational maturity of the enterprise. This includes the degree of alignment between marketing and sales functions, the presence of structured data flows, and the ability to systematically collect, interpret, and use data for decision-making. The paper highlights that without proper integration between advertising activities and CRM systems, companies risk generating a high volume of leads without achieving actual business outcomes, such as qualified opportunities or closed deals. Special attention is given to the formation of an internal digital marketing team as a core competency center within industrial enterprises. The study outlines key roles required for effective operation, including strategic management, performance marketing, analytics, content development, and CRM management. In addition, the importance of establishing a clear operational rhythm is emphasized, including regular testing, performance monitoring, and iterative optimization processes based on predefined hypotheses and measurable indicators. The generalization of scientific and practical approaches confirms the feasibility of implementing a hybrid organizational model, which combines internal competencies with external expertise. Such a model allows industrial enterprises to maintain control over strategic processes and data, while leveraging external partners for scaling campaigns, accessing specialized skills, and increasing operational flexibility. This approach is particularly relevant in conditions of limited resources and long B2B sales cycles, where efficiency, adaptability, and coordination between functions become critical for achieving sustainable marketing performance.