driving the soft changes that unlock martech potential

Driving the Soft Changes

That Unlock Martech

Potential

CEB Marketing Leadership Council™

1

Patrick Spenner

Managing Director CEB

[email protected]

mailto:[email protected]

© 2015 CEB. All rights reserved. MLC1631015SYN

LOSING GROUND

Digital Savvy, Consumers Versus MarketingIllustrative

Dig

ita

l S

avvy

Time

Consumers

Marketing

System

Source: CEB analysis.

2

© 2015 CEB. All rights reserved. MLC1631015SYN 2

AGGRESSIVE STEPS

Hire digital-savvy talent (specialists and leaders)

Boost investment in marketing technologies

Establish a digital Center of Excellence

Partner with specialist digital agencies

Train existing marketers on digital

Create a digital “lab”

Start


Common Steps Taken to Close the Digital Gap


FLEETING SPIKES OF RELEVANCE D

igit

al S

avvin

es

s

Time

Consumers

Marketing

System


4

How can Marketing break

the compromise between

relevance and scale?


“We recently came off a campaign with a big social component.

Good news: we demonstrated that social can drive incremental foot traffic.

Bad news: the team is completely exhausted. This is not sustainable.”

CMOFortune 1000 Retailer

5


Dig

ita

l S

avvy

Time

Consumers

Marketing

System


CLUES FROM THE UPSTARTS

Upstarts

6


STRANGE FISH

Xiomi’s Marketing Operating System

Xiaomi Product Teams

Advocates/ Co-Tinkerers

General Marketplace

Source: Reuters; CEB analysis.7


XIAOMI SHOCK

Source: Reuters; CEB analysis.

$0

$3

$6

$0

$3

$6

$0

$5

0.0

13.7M

0.0 0.0

2010 2010 20102013 2013 2013

20

10

0

1

00 0

$5.2B

0

Units Sold

(in Millions)

Full Time MarketersRevenue

(in $$US Billions)

8


Dig

ita

l S

avvy

Time

Consumers

Marketing

System


GAINING GROUND

“System Trailblazer” Brands

9


COULD THIS…

Coca-Cola’s Content 2020 Video

...DRIVE THIS?

Marcomm Campaign Impact

Time

Co

ns

um

er

Re

ac

h x

Im

pa

ct



10


SYSTEM CHANGE

Planning Structure

Comms planning designed for share

worthiness and conversation extendability

Shared value orientation unlocks greater

consumer engagement Potential.

Focal Point Ways of Working

New content and conversation

management structures enable extension

of consumer conversations.

Iterative, co-creative posture among brand

marketers, central marketers, agencies and

third parties drives conversation agility.


11


FROM SYMPHONIES PLAYED BY ORCHESTRAS…

By Ritter Alexa (saját készítésű) [Public domain], via Wikimedia Commons

12


TO JAZZ PLAYED BY JAZZ BANDS

By imatik (http://www.flickr.com/photos/muokis/327908119/) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons

13


BREAK DOWN THE “ME”, BUILD UP THE “WE”

Immersion Program Agenda: Marketer Change Path

Start Finish

I’m not very

comfortable with

digital.

I’m screwed!At least I’m

not alone.

I want to

change and

improve.

We can only do

this together.

Dial up

awareness

Demonstrate

commonality

of fears

Spark a feeling of

need and

empowerment

Build

appreciation for

necessity of

effective teams

Source: General Mills; CEB analysis.

14


INCUBATE MARKETING SYSTEMS, NOT DIGITAL EXECUTIONS

Spectrum of Marketing Innovation Incubators

Mondelez’s Fly GarageNestle’s Digital

Acceleration Team

“Create unmatched, digitally enabled consumer connections for Mondelezbrands.”

“Develop and strengthen relationships with consumers online.”

“Work differently, accelerate learning, find new paths to growth in a digital world.”

General Mills’ Brand Lab

Execution “Hot Houses”

System Incubators

Digital

Acceleration

Team


Objective

15


AGENCY

Source: General Mills; CEB analysis.

BRAND LAB DESIGN PRINCIPLES

Resource Constraints

Marketing deliberately caps the team’s budget right below the threshold that enables paid media, forcing the team to be creative in discovering new paths of growth.

Speed Pass

Marketing suspends traditional operational constraints (e.g., limited agency choice set, annual brand planning, IMC campaign planning)

to enable a new, agile way of work.

Agency Co-Location

Partner with a local agency to facilitate collaboration and dramatically reduce turnaround times.

1 2

5

3

4

Low-Risk Brand/Product

Marketing chooses to experiment on a brand that is a small part of its portfolio with historically low investment.

Core Innovation Team

Marketing over-invests in talent, bringing together high-performers capable of both strategy

and execution to increase efficiencies and shared learning.

16



Start IMC planning with

narrative backbones to enable scale through conversation intensity and duration.

Anticipate multiple

conversation paths and pre-plan responses to enable rapid reaction to steer conversations as they unfold.

Create a real-time

content capability to enable conversation amplification and extension as narratives unfold.

Modern IMC Planning

OLD PROCESS, RE-IMAGINED

Classic IMC Planning Process

Big IdeaTouchpoint\

ChannelPlanning

Touchpoint

\Channel

Planning

Dialogue

Scenario

Planning

Liquid

Ideas

Launch

LaunchReal-Time

Conversation

Extension

17


Product/ Brand A

Product/ Brand B

Central Functions

Consumer Affairs

Legal

Central Marketing

PR/CommsCustomer

CareDigital CoE

Geo A

Geo B

Geo C

STRUCTURE CHANGE INTERTWINED WITH PROCESS CHANGE

Realtime Content Studio Components

In-House Content

Production

Capability

Content

Repository and

Playbooks

Legal Fast Lane

In-the-Moment

Content Studio


©

Agency BAgency A

Conversation Nerve Center

18


PROOF POINT PERMAFROST BUSTERSCatalyst Project: Analytics Workbench

Marketing Technology Capability Roadmap Illustrative

Capability 2013 2014 2015 2016 2017

Fast-Cycle

Predictive Analytics

Content

Management

Unique Customer

Data Integration

Source: Dell, Inc.; CEB analysis.

Catalyst Project Charter: Analytics Workbench

Objective: Enable marketing self-service on customer data structure

management and modeling

Opportunity: Estimated at near term $50M; long term $500M

Funding: Marketing and IT split funding 50/50

Staffing: Co-staffed, with Marketing contributing 2-3 personnel and IT contributing 2-3

personnel

Scope: Small, defined set of initial analytics use cases (to be expanded later)

Timeline: 3 months (run according to agile methodology) 19


PROOF IN THE PUDDING

Pre-Workbench

Post-Workbench

5–10 days

16 min

Source: Dell, Inc.; CEB analysis.Source: Dell, Inc.; CEB analysis.

3–6

Months

Instantaneous

Pre-Workbench

Post-Workbench

Mo

nth

s

Days

6

3

0

10

5

0

Average Model Updating Time,

Pre Versus Post- Workbench

“Through this partnership, we have created an approach that is more agile, responsive, and at the end of

the day, that delivers better solutions for the business and enables a better experience for our

customers.”

Brian Hovey

Executive Director, Global Commercial Marketing Operations Dell

Data Latency,

Pre Versus Post-Workbench

20


SELF-TEST:

ARE YOU TRYING TO PLAY JAZZ WITH AN ORCHESTRA?

…teaching marketers how to use new technology in hopes of behavioral change?

21

Marketer Behavior Change

…surfacing mental/attitudinal hangupspreventing behavioral change?

…training individuals to play their part in a symphony?

…training teams to play jazz?Marketer Training

…“hot-housing” innovative digital executions? …incubating new marketing systems?Digital Incubation

…bolting on new digital silos with their own new processes?

…creating structure/process tentacles that bustold silos and replace old process?

Structure/ Process

…investing in martech projects that unwittingly create more Marketing-IT handoffs?

…investing in martech projects designed to remove Marketing-IT handoffs?

MartechProjects

Are you… OR Are you…

…trying to play jazz with a symphony orchestra?

…re-imagining the marketing system as a jazz band?

Overall Approach

driving the soft changes that unlock martech potential

Marketing

reuters ceb analysis

digital labstartsource

digital gap

brand marketers

central marketers

conversation agility

jazz bandsby imatik

mlc1631015synto jazz