analyst presentation: how top companies manage marketing across hundreds of locations
TRANSCRIPT
Inside Secrets: How Top Companies Manage Marketing Across Hundreds
of Locations
Sponsored by
WELCOME TO
Presented by Ian Michiels, Principal Analyst and CEO, Gleanster Research
Simplifying marketing workflow
DocuStar Capabilities
PRINT • Producing quality print and
promotional materials
• Digital printing
• Variable printing
• Kitting & fulfillment
• Direct mail and EDDM
• Many others
DocuStar | docustar.com
SYSTEMS • Automation, asset
management & customization software
• Marketing resource management
• Local marketing budget management systems
• Email systems
• Many others
SOLUTIONS • Marketing operations &
campaign management
• Promotional campaign execution
• Landing page development
• Cross-sell and up-sell execution
• Many others
Download the full corresponding Gleanster research report,
"The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap
Welcome, Ian Michiels
www.gleanster.com
IT Market Research & Vendor Selection
Ian Michiels Principal & CEO Gleanster Research
Inside Secrets: How Top Companies Manage Marketing across Hundreds of Locations
Agenda
� What does successful brand marketing look like for national or global brands?
� How do you mitigate your top challenges in marketing?
� Top 10 Tactics & Recommendations for Localized Brands
TODAY’S STATS
PERFORMANCE BASED ALGORITHM
All Survey Respondents
2014 Local Marketing
Automation
Top Performers: Top Quartile performance in key KPI’s
Everyone Else
Gleanster Benchmark Stats
2014 Omni-Channel
Marketing
2014 Brand Marketing
Total survey responses: 2,350
2014 Marketing Resource
Management
How do we benchmark Top Performers?
TOP PERFORMERS
Revenue Growth
Asset Utilization
Response Rates
Brand Consistency
EVERYONE ELSE
Companies that achieve highest performance in:
Marketing vs. Localized Marketing
What do we mean by local marketing?
NATIONAL OR GLOBAL BRAND
CORPORATE MARKETING
TARGET AUDIENCE / CUSTOMERS
Challenges: • Multiple Channels • Multiple Technologies • Multiple Suppliers
Marketing vs. Localized Marketing
What do we mean by local marketing?
CORPORATE MARKETING 100s OF LOCAL AFFILIATES
NATIONAL OR GLOBAL BRAND
Challenges: • Multiple Channels • Multiple Technologies • Multiple Suppliers • Brand Consistency
• Local Relationship • Local Technologies • Need for Autonomy
X
TARGET AUDIENCE / CUSTOMERS
Top 3 Challenges for Brand Marketers
62%
76%
87%
Visibility into Marketing Performance
Embracing Digital Channels
Operational Efficiency / Cost Savings
CMOs + Large Enterprise (n = 53)
What are your top 2 challenges / priorities for 2015 with respect to brand marketing?
* Q4 2014 Brand Marketing Survey, n=240
Challenges for Local Marketers
36%
43%
51%
65%
94%
Orchestration multi-channel campaigns
Consistent metrics
Getting comfortable with emerging tactics and technologies
Lack of local expertise
Visibility into campaign performance
Barriers to Success for Local Marketers
Top Performers * Localized Marketing Automation, Survey, Q2 2014, n=240
We’re Talking About an Operational Challenge
� Efficiency � Cost Savings � Visibility � Orchestration � Metrics � Brand Consistency � Templates & Automation
A Simple Definition of Marketing Operations
People and processes that transform budget and ideas into customer facing communications…
…to re-enforce the brand and drive top line growth.
PEOPLE PROCESSES TRANSFORM COMMUNICATIONS GOAL
The Evolving Concept of Marketing Operations
How do we define marketing operations?
Marketing operations is a discipline that embodies all the components of change:
People
• Defined Role • What are we
doing? • Why are we
doing it? • Did we do it?
Process
• Value Chain • Efficiency • Productivity • Collaboration • Managing
Complex Environments
Technology
• Structure around repetitive tasks
• Centralization • Visibility • MRM • MOM • EMM • LMA • DAM • Etc.
GOAL: Improve marketing efficiency and effectiveness.
The Marketing Value Chain
Planning Creative Execution Measurement
Ramifications on: • Collaboration with other departments (Finance & IT)
• External collaboration with suppliers (agencies, vendors, etc.)
• Visibility and accountability
• Continuous optimization
• A litany of technologies (not just one)
• The creative process
Framing the Marketing Operations Challenge
Planning Creative Execution Measurement
AWARENESS ACQUISITION RETENTION EXPANSION
Marketing Management • Project centric • Manual Tasks • Reviews & Approvals • Connections with Finance • Connections with IT • Connections with Suppliers • Asset Management • Alignment with strategy
Customer Engagement • Engaging customers across
one or more channels • Email • Search • Web (Content & Analytics) • Etc.
2 Forces at Work – Hit Fast and Hard • Empowered customer
• Explosion of channels • Relevance Rules • Offline + Online Key
• Technology offerings explode • Data is fragmented • Better links between marketing
& sales • Lack of visibility
Marketing is scrutinized like never before; it’s not just an art, it’s a science.
New Technologies Skewing Legacy Concept of Marketing Operations
20%
34%
35%
37%
42%
42%
45%
49%
49%
50%
50%
50%
51%
52%
53%
57%
61%
61%
All of the Above Regulatory Compliance
Governance Media buying
Digital Asset Management Landing pages/forms/surveys
Workflows & Approvals Multi-channel Campaign Execution
Web content management Content Management Strategy
Project Management Collaboration
Marketing Calendar Email Marketing
Marketing procurement Social Media Monitoring
Planning & Budgeting Web Analytics
All Respondents (n=366)
When you think about “marketing operations technologies” which of the following features and capabilities come to mind?
* Q4 2014 MRM Survey, n=366
Next Generation Technologies C
orpo
rate
R
equi
rem
ents
All Industries (Centralized Marketing) All Industries (Distributed Brand)
Financial Services, Insurance, Retail, Franchises, Manufacturing, CPG, Restaurants, Pharma, etc.
Legacy MRM – For Centralized Marketing Next Gen MRM – For Distributed Marketing
Budgeting & Planning
Loca
l Affi
liate
R
equi
rem
ents
Reporting
Workflows & Approval
Calendar
Role-Based Security
Project Management
Digital Asset Management
Addressed with High Degree of Customization
Multi-Channel – Email, Print, Social, Mobile
Holistic Brand Reporting
Regulatory Compliance for Auditing
Dedicated Simple UI for Local Marketers
Dynamic Templates – Branded & Customizable
MDF and Co-Op Fund Management
Brand Asset Management
What’s the difference?
• Make personalization scalable • Ease of use
• Replicate best practices on emerging channels
• Facilitate Multi-Channel Messaging
• Automate repetitive tasks
• Fund Management
• Hybrid execution of campaigns
Tactics and Recommendations for Localized Brands
Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success." http://info.docustar.com/marketing_operations_roadmap
Addressing Corporate and Local Needs Can be Challenging CORPORATE LOCAL
• Brand Consistency • Visibility • Compliance / Governance • Support and Shared $
• Autonomy • Flexibility • Intimacy • Help from Corporate
People
Process Technology
Anatomy of Top Performing Brands
Brand Consistency
Revenue Growth
Market Share
Customer Satisfaction
Multi-Channel Customer Experiences
Critical Skills for Corporate Marketers
Essential Marketing Operations
Skills
Inquisitive
Metric Minded
Collaborative
Accountable
Champion for Change
Technology Savvy
EFFICIENCY
EFFECTIVENESS
Time Cost Employee Satisfaction
Brand Consistency Revenue Customer Satisfaction
1
Understand how to identify and prioritize opportunities for improvement
� Document current state & identify bottlenecks � Don’t frame as “this is what’s wrong” � Frame as “this is our opportunity and my recommendation”
� Account for People, Process, and Technologies Involved
2
Make Strategic Technology Investments
� What’s getting funded? � Visibility for the CMO � Improved Personalization (Response & Revenue) � Operationalize digital channels (Engagement) � Co-op and MDF management (Cost savings & Enablement) � Managed service offerings (Rapid time to value)
� Corporate Control & Local Autonomy � Ease of use became critical to success � Solve high priority low hanging fruit � Eliminate redundant technology spend
1 2 3
FROM TO
3
How is funding justified?
60%
66%
72%
Optimize marketing spend across channels
Streamline workflow with internal stakeholders
Standardize repetitive marketing processes
B2C Brands: >$250M in Revenue (n = 105)
What are your top reasons to implement new technologies for marketing operations?
* Q4 2014 MRM Survey, n=366
3
Top 5 Challenges in Marketing Operations
43%
49%
55%
67%
73%
91%
Cross functional alignment
Dependence on legacy systems
Prioritizing against other initiatives
Lack of funding
Employee training
Organizational culture
Top Performers * Q4 2014 MRM Survey, n=366
3
Getting the most out of Local Marketing Automation Systems
43%
45%
62%
69%
77%
79%
82%
85%
Process re-engineering
Executive level champion
Cross-departmental roll-out
MO center of excellence
Data integration
Ongoing training
Integration with other systems
System ease of use
Top Performers * Q4 2014 MRM Survey, n=366
3
Develop a Roadmap with Milestones
� Challenge legacy processes – don’t just move them to a new system.
� Minimize customizations unless there’s a real business justification or need
� 82% of Top Performers invest in a phased rollout & a roadmap:
Current State Evaluation +
Requirements Gathering
Develop Vision & Future State
Document Current State Processes
Phase 1
Document Your Marketing Operations Roadmap
Business Req.
Investment Priorities
Process Re-engineering
Define Success Metrics
Phased Timeline & Communication Plan
Stakeholder Committee
Change Mgmt. Plan
Justify Investments with Phase 1 & 2
Functional Req.
Phase 2 Phase 3
4
Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success." http://info.docustar.com/marketing_operations_roadmap
“Templatize” Operational Execution + On-Behalf of Local Marketing
* Q4 2014 MRM Survey, n=366
5
MOBILE VIDEO
CORPORATE
Corporate Managed Brand Approved Templates
Customized by Local Marketers
Local Marketing Automation Tool
79% of Top Performers deploy brand compliant templates (managed by corporate) for local customization.
Prioritize investments by highest potential return on investment
Automate and optimize repetitive tasks
Improve collaboration and communication across the value
chain
Centralize reporting and visibility into processes
Financial Accountability
Attribution & Performance
Mar
ketin
g O
pera
tions
Effectiveness
Efficiency 6
Tips on hiring and retaining brand marketing talent in corporate
ANALYTICAL SKILLS S
OC
IAL
SK
ILLS
Lo
w
Hig
h Low High
Proactive Resources • Wield Influence • Challenge Status Quo • Understand the Art • Tech Savvy / Informed
Reactive Resources • Execute Consistently • Process Oriented • Tactical engagement • Not comfortable with
change
Analytical Resources • Jazzed by the numbers • Inquisitive • Risk averse • Detail Oriented • Relentless at Follow-up
Leadership • Value data driven decisions • Value accountability • Strategic • Incentivized to champion
change
Knowledge of Internal Processes
7
Understand change management – people are the brands #1 asset, and biggest barrier to change
1. Constant communication at all levels and departments 2. Capture feedback from all levels 3. No surprises in decision making 4. Brand initiatives – make them fun
The challenge is the same: minimize the negative impact of change in duration (A) and depth (B), accelerate time to competence/new levels of productivity (C), and sustain ongoing performance (D).
“valley of despair”
Structured Change Assurance – Posi<ve outcomes maximized and measured
Without Change Assurance -‐ Outcomes unpredictable
"me
performance
C D
B
A
Build Founda<on Deploy Sustain
View Change as a process, and measure its progress
8
Willingness to be a champion for change How do you get funding for initiatives?
� Align the outcome and the metrics to current externally committed targets for the business:
� Link process efficiency and improvement to those outcomes
� Aggregate current state inefficiencies over a period of years
� Plan to divest of legacy systems – and the license fees that come with them
� Understand it’s about risk – the more educated you are and the more prepared, the less risky it is for decision making individuals to allocate budget
� Don’t try to sell a big bang approach; provide milestones and ask for smaller amounts of budget to solve high priority issues first.
9
Simplicity is the Ultimate Sophistication
� Standardizing and centralizing brand execution helps with:
� Measuring Asset Utilization
� Measuring Channel Engagement
� Optimizing Messaging
� Customer Satisfaction
� 1:1 Personalization is not a requirement – focus on better segmentation
� Fund small initiatives first – plan to expand
� Cut redundant spending: technology & agencies
10
Final Thought
� There is a massive shortage of marketing talent that understands how to champion operational change in brand marketing
� Change is inevitable for every brand – not if, when
� You are more valuable and will advance farther in your marketing career if you have these skills
Ian Michiels Principal & Founder @InsightFanatic [email protected]
Download the full corresponding Gleanster research report,
"The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap