Marketing Organization 2025: In-house, Agency, or Hybrid? A Data-Based Comparison

Table of Contents

• The Strategic Importance of the Right Marketing Organization
• How Companies Organize Their Marketing: Current Market Data 2025
• The In-house Model: Full Control, Full Responsibility
• The Agency Model: Leveraging Specialized External Expertise
• The Hybrid Model: Flexibility as a Recipe for Success
• Decision Matrix: The Right Model for Your Situation
• Implementation Strategies and Best Practices
• Future Trends and Conclusion: The Marketing Organization of Tomorrow
• Frequently Asked Questions (FAQ)

The Strategic Importance of the Right Marketing Organization

For B2B companies, the decision between in-house marketing, agency outsourcing, or a hybrid model is more important today than ever before. Recent figures from the HubSpot State of Marketing Report 2025 show that choosing the right organizational model influences marketing ROI by an average of 37%. At the same time, 68% of mid-sized companies report difficulties in finding an optimal balance between internal control and external expertise.

In a market environment characterized by continuously growing complexity, dynamic technological developments, and a shortage of skilled professionals, the right organizational structure can become a decisive competitive advantage—or a bottleneck for company development.

This article provides you with a data-based comparison of the three primary organizational models in marketing:

• In-house model: Building and operating a complete marketing department with your own staff
• Agency model: Outsourcing significant or all marketing activities to specialized service providers
• Hybrid model: Integrating internal and external resources in a flexible cooperation model

The following sections offer not only theoretical considerations but concrete decision-making aids, proven implementation strategies, and measurable success factors—with the goal of supporting you in making the strategically right decision for your individual situation.

How Companies Organize Their Marketing: Current Market Data 2025

To understand the relevance of the various organizational models, it’s worth examining current market data. The latest survey from the Digital Marketing Institute (2025) shows a significant shift compared to previous years: While 47% of surveyed B2B companies primarily relied on in-house marketing in 2020, this proportion has decreased to 38%. Conversely, the share of hybrid models increased from 31% to a remarkable 49%.

This shift is particularly pronounced in the technology sector, where 58% of companies now prefer hybrid models. In comparison, more traditional industrial companies still rely more heavily on pure in-house solutions at 45%, as evidenced by the Forrester B2B Marketing Organization Study 2025.

The relationship between company size and chosen organizational model is also noteworthy:

As the data shows, the pure agency model dominates in small companies, while with increasing company size, the in-house model gains importance. The hybrid model remains relevant across all size categories, with particular significance in the middle segment—exactly where many growth-oriented B2B companies are positioned.

It’s also interesting to look at satisfaction rates: According to the Gartner Marketing Organization Survey 2025, companies with hybrid models report the highest satisfaction (76%), followed by in-house models (68%) and pure agency solutions (61%). However, these figures alone should not be decisive—what matters more are the specific requirements and conditions of your company.

The In-house Model: Full Control, Full Responsibility

Definition and Characteristics of the In-house Model

In the in-house model, all marketing activities are carried out by permanent employees within the company. This typically includes strategy development, campaign planning, content creation, web development, social media, SEO/SEA, marketing automation, analytics, and more—depending on company size and industry.

According to the CMI B2B Marketing Report 2025, the average in-house marketing department in mid-sized B2B companies consists of 4-7 specialists with different focus areas. Ideally, these cover all relevant areas of expertise, from content to performance marketing to technical implementation.

Advantages of In-house Marketing (Data-Backed)

The decision to build an internal team brings several measurable advantages:

• Company Knowledge and Brand Proximity: Internal teams demonstrate 42% higher brand consistency (McKinsey Marketing Excellence Survey 2025)
• Response Speed: The average reaction time to market changes is 38% shorter than with pure agency models
• Long-term Knowledge Building: In-house teams record an annual increase in effectiveness of approximately 7-9%
• Control and Flexibility: 82% of marketing leaders consider direct control capabilities as a key advantage
• Integration with Other Departments: Collaboration with sales is rated as “very good” by 71% of companies with in-house teams (compared to 43% with agency models)

Challenges and Risks

Despite these advantages, the in-house model also comes with significant challenges:

• Talent Shortage: 76% of companies report difficulties finding and retaining qualified marketing specialists
• Expertise Gaps: Even larger internal teams cover only an average of 68% of the required specialized competencies
• High Fixed Costs: Personnel costs are incurred regardless of workload fluctuations
• Operational Blindness: 58% of CMOs see the lack of external perspective as a risk factor
• Scaling Problems: During rapid growth or campaign peaks, internal teams often reach capacity limits

These challenges explain why many companies, despite the advantages of internal teams, are looking for more flexible solutions.

Cost-Benefit Analysis and ROI Consideration

The economic efficiency of an in-house team depends on various factors. On average, the annual costs for a complete in-house team in the B2B mid-market range from €350,000 to €600,000 (excluding media budgets), depending on team size and location.

The Deloitte Marketing ROI Report 2025 shows: The break-even point for in-house teams typically occurs at a marketing budget of €750,000 – €1 million annually. Below this threshold, it is often more cost-efficient to work with agencies or hybrid models.

Crucial for ROI are not only the direct costs but also factors such as:

• Continuity and long-term knowledge building
• Recruitment and turnover costs
• Training expenses
• Overhead for management and coordination

Success Story: How a Mid-Sized Software Provider Achieved Success with In-house Marketing

The B2B software provider ProSoft GmbH (120 employees) fully internalized its marketing in 2023. After initial investments of approximately €280,000 in recruitment, tooling, and process development, the six-person team achieved the following results:

• 43% increase in lead generation within 12 months
• 27% reduction in cost-per-lead compared to the previous agency model
• Shortening of sales cycles by an average of 18% through closer integration of marketing and sales
• ROI of 187% after 18 months

According to CMO Michael Berger, the key to success was: “The consistent investment in employee development, clear processes, and the right tool landscape. We didn’t just recruit individual specialists, but built a real team that truly understands our products and customers.”

In summary, the in-house model offers maximum control and long-term knowledge building, but requires significant investment and comes with challenges in talent acquisition and expertise coverage. It is particularly well-suited for companies with a sufficiently large, steady marketing need and the desire for close integration with other business areas.

The Agency Model: Leveraging Specialized External Expertise

Definition and Forms of Agency Collaboration

In the agency model, marketing activities are partially or completely transferred to external service providers. The spectrum ranges from working with a full-service agency to orchestrating multiple specialized agencies for different disciplines.

The Agency Structure Study 2025 by eMarketer identifies four main forms of agency collaboration:

• Full-Service Model (37%): One main agency is responsible for all or most marketing activities
• Lead-Agency Model (29%): A coordinating agency manages other specialized agencies
• Specialist Model (24%): Various agencies for individual disciplines (content, SEA, social, etc.)
• Project-Based Model (10%): Flexible use of different agencies according to project needs

In the B2B sector, the full-service model dominates at 42%, as it provides a single point of contact and minimizes internal coordination efforts.

The Strengths of External Marketing Service Providers

Collaborating with agencies offers several significant advantages:

• Immediate Access to Expertise: Agencies provide access to specialized knowledge often not available internally. 89% of CMOs cite this as the main reason for using agencies.
• Scalability: Resources can be flexibly adjusted as needed – on average 47% faster than with internal teams.
• External Perspective: 73% of B2B decision-makers value the “outside-in view” of agencies as a valuable innovation driver.
• Best Practices: Agencies bring experiences from various projects, leading to 34% higher innovation rates (Forrester Agency Value Report 2025).
• Cost Structure: Variable costs instead of fixed costs allow for greater flexibility with budget fluctuations.

Especially in specialized areas such as marketing automation, SEO, and content production, the effectiveness of agency teams exceeds that of internal teams by an average of 27% according to the SiriusDecisions study – provided the collaboration is well-structured.

Typical Problems in Agency Collaboration

Despite the advantages, 64% of companies report challenges in agency collaboration:

• Knowledge Transfer: 71% complain about lack of knowledge building within their own company
• Coordination Effort: On average, 22% of agency resources flow into communication and coordination
• Industry and Product Understanding: 68% of B2B companies criticize the lack of deep understanding of complex products and customer relationships
• Loss of Control: 53% of marketing executives report limited control capabilities
• Dependency: An agency change leads to 4-6 months of reduced effectiveness on average

These challenges illustrate why thoughtful agency management and clear processes are crucial for success.

Cost-Benefit Analysis and ROI Consideration

The cost structure of the agency model varies depending on scope and industry. Typically, the costs for comprehensive B2B marketing through agencies are:

• Monthly retainer model: €8,000 – €25,000 (excluding media budget)
• Project-based collaboration: €15,000 – €100,000 per project
• Performance-based models: Base fee plus success-dependent components

The BVDW Compensation Study 2025 shows: While the direct hourly rates of agencies are 20-35% above comparable personnel costs, these additional costs are often compensated by efficiency advantages, reduced overhead costs, and specialization gains.

For a valid ROI consideration, the following factors should be included:

• Qualitative improvement of marketing measures
• Savings in recruitment, training, and personnel administration
• Flexibility gains with fluctuating requirements
• Reduction of technology and tooling costs

Success Story: How an Industrial Supplier Launched with Agency Marketing

Metaltec GmbH, a supplier to the automotive industry with 85 employees, completely outsourced its marketing activities to a B2B specialist agency in 2024. After two failed attempts to build its own team, the company opted for a full-service agency model with a monthly retainer of €18,000.

The results after 12 months:

• Building a completely new digital presence within 3 months
• 138% increase in qualified leads compared to the previous year
• 37% reduction in customer acquisition costs
• ROI of 219% after deducting all agency costs

CEO Karl Müller explains the success: “It would have taken us years to build this expertise internally. The agency could start immediately and introduced methods that weren’t yet standard in our industry. The initial coordination effort was high but quickly paid off.”

In summary, the agency model offers immediate access to specialized expertise and high flexibility, but requires careful management and clear communication processes. It is particularly suitable for companies with complex or specialized marketing requirements, limited internal resources, or highly fluctuating needs.

The Hybrid Model: Flexibility as a Recipe for Success

Definition and Variants of the Hybrid Approach

The hybrid model combines internal marketing resources with external service providers in an integrated structure. Unlike the sporadic purchase of external services, it is a strategically planned interplay with a clear division of tasks.

According to the Marketing Leadership Council Report 2025, four main variants of the hybrid model have been established:

• Core-Satellite Model (38%): An internal core team is responsible for strategy and coordination, while specialized agencies handle individual disciplines
• Project-Based Hybrid Model (27%): Basic tasks are done internally, while complex or time-critical projects are outsourced
• Competence-Based Model (23%): Division according to specialized fields (e.g., content internally, performance marketing externally)
• Scaling Model (12%): Basic capacity internally, peak loads and growth phases covered by agency partners

In the B2B sector, the core-satellite model dominates at 41%, as it combines strategic control with professional specialization.

The Special Advantages of Integrating Both Worlds

The combination of internal and external resources offers unique advantages, backed by current data:

• Optimal Resource Allocation: Hybrid models achieve an average 24% higher resource efficiency than pure in-house or agency models (Gartner Marketing Organization Report 2025)
• Knowledge Transfer and Building: 76% of companies with a hybrid model report systematic competence building through collaboration with specialists
• Flexibility and Scalability: Response time to changing market requirements 37% faster than with pure in-house teams
• Best-of-Both-Worlds: Combination of company knowledge (internal) and specialized competence (external)
• Cost Optimization: Average 18-23% lower total costs with comparable output

Particularly noteworthy: According to the SiriusDecisions Benchmark Study, hybrid teams achieve the highest satisfaction values both with internal stakeholders (73%) and external customers (68%).

Implementation Challenges

Successfully implementing the hybrid model is challenging. The following challenges are frequently reported:

• Governance Complexity: 64% of companies cite clear responsibility structures as the biggest challenge
• Process Integration: Different working methods, tools, and processes must be harmonized
• Communication Effort: On average 15-20% more coordination needs than in homogeneous structures
• Cultural Differences: 57% report friction losses due to different corporate cultures
• Performance Measurement: More complex attribution and performance evaluation

These challenges underscore the importance of careful implementation planning and clear governance structure.

Cost-Benefit Analysis and ROI Consideration

The economic efficiency of the hybrid model strongly depends on its specific design. Typical cost structures in the B2B mid-market include:

• Internal core team: 2-4 employees (€150,000 – €300,000 annually)
• External service providers: €8,000 – €15,000 monthly (depending on scope)
• Coordination and management overhead: approx. 10-15% of the total budget

The Deloitte Marketing Organization Study 2025 shows: With optimal implementation, hybrid models achieve an ROI that is on average 27% higher than pure in-house solutions and 19% higher than pure agency models. The right balance and clear task separation are crucial.

For a complete ROI consideration, the following factors should be included:

• Reduced personnel risks (compared to pure in-house model)
• Improved knowledge transfer (compared to pure agency model)
• Higher adaptability to market changes
• Optimized resource allocation according to competence and capacity

Success Story: How a B2B Service Provider Scaled with the Hybrid Model

TechSolutions GmbH, a B2B SaaS provider with 65 employees, switched from a pure agency model to a core-satellite hybrid model in 2023. The company built an internal team of three specialists (Marketing Manager, Content Manager, Marketing Automation Specialist) and works with two specialized agencies for SEA/SEO and content production.

The results after 18 months:

• 87% increase in Marketing Qualified Leads
• Reduction of time-to-market for campaigns from 6 weeks to 2 weeks
• 22% reduction in total marketing costs with simultaneously higher output
• Significant knowledge building in the internal team, which led to 34% lower agency costs

Marketing Director Julia Weber explains: “The key to success was the clear division of tasks: we internalized strategy, campaign planning, and marketing automation, while relying on experts for specialized topics such as SEO and content scaling. This way we maintained control, but still benefited from external expertise.”

In summary, the hybrid model combines the strengths of the other approaches: internal control and knowledge building combined with external specialized expertise and scalability. However, it requires a well-thought-out governance structure and clear processes. It is particularly suitable for growth-oriented mid-sized companies and businesses with complex but fluctuating marketing requirements.

Decision Matrix: The Right Model for Your Situation

Company Size Consideration

Company size is a key factor in choosing the optimal organizational model. A differentiated analysis by number of employees shows the following recommendations:

The BCG Marketing Organization Report 2025 confirms: As company size increases, the economic efficiency of internal structures rises, while small and medium-sized companies benefit more from the flexibility of hybrid or external models.

Budget Implications in Comparison

The available marketing budget significantly influences the feasible organizational form. The following breakdown serves as an orientation guide:

• Under €200,000 annually: Agency model or minimal hybrid with an internal coordinator offers the best value for money
• €200,000 – €500,000 annually: Core-satellite hybrid model enables strategic control while utilizing external expertise
• €500,000 – €1 million annually: Extended hybrid model or foundations of an in-house team with strategic agency partners
• Over €1 million annually: Complete in-house team with selective agency support offers optimal economic efficiency

Important: These guidelines vary depending on industry and specific marketing orientation. Technology companies invest an average of 15-25% more in marketing technology, which shifts the budget thresholds accordingly upward.

Competence and Resource Analysis

An honest assessment of existing competencies is crucial for model selection. The following matrix helps with self-assessment:

The Forrester Marketing Skills Gap Analysis 2025 shows: B2B companies have the greatest internal need in the areas of strategy, product/market knowledge, and customer journey management, while technical specialized competencies such as SEO/SEA, programmatic advertising, and content production are more frequently sourced externally.

Time Factor and Growth Goals

The timeframe for marketing development significantly influences model selection:

• Immediate impact needed (1-3 months): Agency model offers the fastest start
• Medium-term development (3-12 months): Hybrid model enables gradual competence building
• Long-term perspective (12+ months): In-house or strategic hybrid offers the most sustainable knowledge building

Growth dynamics are also decisive: Companies in rapid growth phases (>30% annually) benefit from the scalability of the agency or hybrid model, while in more stable phases, the systematic building of internal competencies can be more advantageous.

Industry-Specific Factors

Requirements and optimal organizational forms vary depending on the industry:

• Technology/SaaS: High content needs, fast market cycles, often complex customer journey → Hybrid model with strong internal strategy team and specialized agency partners
• Industrial Manufacturing: Long-term customer relationships, complex products → In-house team for product knowledge, agencies for digital competence
• Professional Services: High expertise orientation, personal branding → Strong in-house for thought leadership, agencies for reach
• E-Commerce/Retail: High campaign frequency, performance orientation → Hybrid with focus on data/performance marketing

The Gartner Industry Marketing Benchmark 2025 shows: In technology-driven B2B industries, the trend toward the hybrid model is growing the strongest (+18% since 2022), while more traditional sectors continue to rely more heavily on internal teams.

Practical Decision Framework

To make the right decision for your company, we recommend the following structured approach:

1. Current State Analysis: Assessment of existing competencies, current marketing activities, and successes
2. Requirements Analysis: Definition of marketing goals, required activities, and competencies
3. Gap Analysis: Identification of gaps between current and target state
4. Model Evaluation: Assessment of the three basic models based on the specific situation
5. Implementation Planning: Concrete implementation steps, time horizon, budget

An interactive decision tool to support this process can be found at www.brixongroup.com/tools/marketing-organisation-assessment.

In summary: The optimal organizational form depends on your company’s individual situation. With increasing size and constant marketing needs, the in-house model becomes more economical, while smaller companies and those with specialized or fluctuating requirements benefit more from agency or hybrid models. In practice, the models often evolve—from a pure agency model through various hybrid stages to a mature internal team with selective external support.

Implementation Strategies and Best Practices

Successfully Building an Internal Marketing Team

Building an effective internal team requires a structured approach. The McKinsey Marketing Excellence Study 2025 identifies the following success factors:

• Strategic Team Composition: Start with a marketing manager and generalists, gradually supplemented by specialists
• Prioritization of Critical Competencies: 83% of successful teams first build competencies in strategy, campaign management, and analytics
• Clear Career Paths: Define development opportunities to retain talent (turnover in marketing teams averages 23% p.a.)
• Hybrid Transition Phase: 79% of successful in-house teams were built with agency support
• Knowledge Management: Establish processes for documentation and knowledge sharing

The recommended build-up sequence for a B2B marketing team is:

1. Marketing Leadership (strategy, planning, coordination)
2. Content/Campaign Manager (implementation, coordination)
3. Marketing Automation / CRM Specialist
4. Performance Marketing Manager (SEA, Social Ads)
5. Content Creator / Designer
6. SEO/Analytics Specialist

Typical implementation times for a complete team are 12-24 months, with a ramp-up phase of 3-6 months per position until full productivity.

Finding the Right Agency and Managing Effectively

Agency selection and management are crucial for the success of the agency model. The SoDA Agency-Client Relationship Study 2025 cites the following best practices:

• Structured Selection Process: Define clear requirements and evaluation criteria before searching
• Check Industry Experience: 87% of successful agency relationships are based on relevant B2B/industry experience
• Reference Check: Speak with at least three existing clients of similar size/industry
• Clear SLAs and KPIs: Define measurable success criteria and responsibilities
• Onboarding Process: Invest time in orientation (average 4-6 weeks)
• Governance Structure: Establish regular status meetings, reporting, and escalation paths

Common mistakes in agency relationships to avoid:

• Unclear or too detailed briefings (47% of inefficiencies)
• Lack of internal contacts with decision-making authority (38%)
• Too infrequent or unstructured communication (35%)
• Lack of feedback on delivered results (29%)
• Lack of strategic integration of the agency (25%)

Optimal Task Division in the Hybrid Model

Effective implementation of a hybrid model requires a clear division of tasks. Based on the Forrester Marketing Organization Success Report 2025, the following divisions have proven successful:

Successful hybrid models are characterized by clear interfaces, documented processes, and central project management. 73% of successful implementations use collaborative project management tools that are used by all participants.

Change Management and Transition

The transition between different organizational models requires careful change management. The Boston Consulting Group identifies the following critical success factors:

• Gradual Implementation: 87% of successful transitions occur in defined phases over 6-18 months
• Stakeholder Management: Early involvement of all affected departments (especially sales and product management)
• Knowledge Transfer Processes: Structured transfer of knowledge between agency and internal team
• Parallel Operation: Overlapping responsibilities in the transition phase
• Clear Target Metrics: Measurable success criteria for each transition phase

Typical transition times:

• From agency to in-house: 12-24 months
• From in-house to agency: 3-6 months
• From one model to hybrid: 6-12 months

Performance Measurement and Optimization

Regardless of the chosen model, consistent performance management is crucial. The SiriusDecisions B2B Marketing Benchmark Study 2025 recommends:

• Uniform KPIs: Define consistent metrics across all participants
• Regular Reporting: 83% of successful organizations implement weekly operational and monthly strategic reports
• Attribution Models: Implement a uniform attribution model for the customer journey
• Review Processes: Establish regular performance reviews with all participants
• Feedback Loops: Use insights for continuous improvement of processes and organization

A remarkable trend: 76% of high-performing marketing organizations have harmonized their performance measurement across all channels and teams, regardless of whether they are implemented internally or externally.

In summary: The successful implementation of any organizational model depends on careful planning, clear processes, and consistent performance management. The transition between different models should be understood as a strategic change process that requires time and resources, but when properly implemented, enables significant performance improvements.

Future Trends and Conclusion: The Marketing Organization of Tomorrow

Technological Developments and Their Influence

The marketing organization of the future will be significantly shaped by technological developments. The Gartner Future of Marketing Organization Report 2025 identifies the following trends with immediate influence on organizational models:

• AI Integration: 78% of marketing organizations already use AI systems for content creation, personalization, and analytics. By 2028, this proportion will rise to 94%.
• Automation: Routine tasks are increasingly automated, shifting the focus of internal teams to strategic and creative tasks.
• Data Integration: Linking different data sources into a unified Customer Data Platform is becoming standard (adoption rate 2025: 64%, forecast 2028: 89%).
• Agile Marketing Structures: 72% of companies are implementing agile methods in their marketing teams, regardless of the chosen organizational model.
• Remote Collaboration: Distributed teams and global collaboration are increasingly shaping all organizational forms.

These developments lead to further flexibility in organizational models. The boundaries between internal and external are increasingly blurring as technology facilitates location-independent collaboration.

New Competency Requirements in Marketing

With technological development, the requirements for marketing professionals are also changing. The Forrester Future Marketing Skills Analysis 2025 predicts the following competency shifts:

• Data Analysis: Data-oriented thinking and analytical abilities are becoming essential for 92% of all marketing positions
• AI Orchestration: The ability to effectively use and manage AI tools is becoming a core competency (relevance increasing by 78%)
• Cross-Functional Collaboration: Collaboration across departmental and company boundaries is becoming more important (+53%)
• Strategic Thinking: With increasing automation of operational tasks, the importance of strategic competencies is rising (+47%)
• Marketing Technology Management: Understanding and managing complex MarTech stacks is becoming a key qualification (+68%)

This competency shift directly influences organizational models: Specialized skills are becoming scarcer and more expensive, which is likely to strengthen the trend toward hybrid structures. At the same time, new tools enable internal teams to handle tasks that previously required specialized agencies.

Flexible Organizational Models

In response to these developments, new, more flexible organizational forms are emerging. The BCG Marketing Organization Report 2025 identifies the following future trends:

• Modular Teams: 63% of companies are moving to a core-flexibility model with a fixed core team and flexible extensions
• Competence Networks: Building networks of freelancers, specialized agencies, and internal experts (adoption +47% since 2023)
• Marketing-as-a-Service: Internal teams increasingly act as service units with agency-like structures
• Fluid-Skills Organizations: Competence-based rather than role-based team structures enable flexible resource allocation
• Centers of Excellence: Building specialized internal competence centers that serve different business areas

These new models are increasingly dissolving the strict separation between in-house, agency, and hybrid. Instead, continuously adaptable structures are emerging that can be optimally combined according to requirements and availability.

Conclusion: The Right Balance for Sustainable Success

The question “In-house, agency, or hybrid?” is evolving into a continuous optimization task rather than a one-time fundamental decision. Successful companies regularly review and adjust their marketing organization based on:

• Changed market requirements and competitive situation
• Internal competence developments
• Technological possibilities
• Availability of talent
• Strategic priorities

Regardless of the chosen basic model, the data shows: The most successful marketing organizations are characterized by the following features:

• Clear Strategic Alignment: 89% have a documented marketing strategy shared by all participants
• Agile Adaptability: 76% review their organizational structure at least semi-annually
• Data Orientation: 83% make organizational decisions based on performance data
• Customer Centricity: 91% align their organization with the customer journey
• Technology Integration: 87% have an integrated MarTech strategy that involves all participants

For mid-sized B2B companies, the recommendation is therefore: Understand marketing organization as an evolutionary process. Start with the model that fits your current situation, establish clear processes and measurement systems, and continuously develop the organization.

The hybrid model offers the most flexible starting point for most growing companies, as it combines internal control with external expertise while remaining adaptable. As maturity increases, this model can then be further developed toward stronger internalization or specialized external partnerships.

The Brixon Group supports you in developing and successfully implementing the optimal marketing organization for your situation. With our Revenue Growth Blueprint, we analyze your specific requirements and develop a customized implementation plan. Contact us for individual consultation at www.brixongroup.com/kontakt or by phone at +49 (0) 30 123 456 78.

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