Visualizing the Current State of BtoB Marketing: Offering 'MMM16' Marketing Maturity Assessment

One Marketing Inc. (Headquarters: Osaka, Japan; Representative Director: Ryota Kakiuchi; hereinafter 'One Marketing'), a sales/marketing data re-engineering company that digitalizes all aspects of BtoB sales generation, will begin offering its proprietary framework 'MMM16 (Marketing Mutual Matrix 16)' for comprehensively evaluating and diagnosing the maturity of BtoB marketing organizations, starting March 26, 2026.

This service identifies bottlenecks in BtoB marketing activities across four dimensions—organization, process, human resources, and tools—and provides a concrete roadmap for evolving into a sustainable revenue engine.

■ Background: Discrepancy between Technology Tool Adoption and 'Revenue Generation Capability'

In today's BtoB market, where much of the customer's purchasing process is completed before contact with a sales representative, building a digital foundation is a prerequisite for survival. However, many companies that have introduced technology tools such as MA and SFA face challenges such as 'not knowing the correlation between marketing measures and sales.'

To visualize such correlations in BtoB marketing, it is necessary for the four elements of technology (Tools), organization (Organization), operations (Process), and specialized human resources (People) to be highly harmonized. One Marketing has developed 'MMM16,' a diagnostic model to objectively evaluate these elements and bridge recognition gaps within organizations.

■ Overview of the 'MMM16' Maturity Assessment Model

'MMM16' assesses BtoB marketing maturity across the following four dimensions (10 questions each, totaling 40 questions).

Based on the responses, each dimension is judged across four levels, from 'LV1: Undeveloped System' to 'LV4: Core of Management,' visualizing current strengths and priority areas for improvement.

■ Features and Benefits of This Service

1. Resolving 'Gaps within the Organization'

By having multiple individuals, such as management, marketing personnel, and sales promotion personnel, undergo the diagnosis, discrepancies in current perceptions due to different positions are brought to light, and a common language is established.

2. Presenting a Concrete Improvement Roadmap

Beyond mere scoring, the service proposes concrete action plans, from the perspective of senior consultants, for evolving from a 'cost center' into a 'revenue center' (revenue-generating department).

3. Supporting Data-Driven Decision Making

Rather than relying on 'intuition and experience,' the service clarifies areas for future investment (such as human resource development and process improvement) based on objective numerical indicators.

■ Sample Diagnostic Report

For example, in a diagnostic case study for a manufacturing company, even if the 'organization' score was high (e.g., due to the placement of a CMO), structural issues were identified where skill gaps among 'human resources' at the operational level became a bottleneck, preventing full utilization of tools. This demonstrates the ability to articulate and quantify hidden challenges.