marketing automation: organisational design & deployment

With Europe’s Leading Marketing Automation Consultancy

MARKETING AUTOMATION: ORGANISATIONAL DESIGN AND

DEPLOYMENT

19th April 2016

+44(0) 1962 677 [email protected]© copyright 2015

CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH

Europe’s LargestMarketing Automation Consultancy

Thank you to our Sponsor….and congratulations to Andrew

mailto:[email protected]





Thank you to our Speakers too






Wrapping up…….



#MAorg

The trends happening around Marketing Automation right

nowAdam Sharp, MD & Co-Founder, CleverTouch Marketing




“The message is that there are known knowns. There are things we know that we know.

There are known unknowns. That is to say there are things that we now know we don't know.

But there are also unknown unknowns. There are things we don't know we don't know.”

Donald Rumsfeld






Bounded RationalityIncreasingly Organisations focussing on the Soft Skills of ongoing deployment






#1 Digital leaders will embed digital (MA)

capabilities into their wider

organization for a better customer experience, for

additional insight and for future

prosperity ‘

Copyright © CleverTouch Marketing 2016






Alfred Chandler






Culture = cool & hip(?)






Alfred Chandler

“Structure follows Strategy”






The ‘Connected’ Customer

1. Digital Body Language

2. Forrester’s Andy Hoar: By 2020 1m (of 4.5m) US sales jobs to be eliminated.






Marketing Opportunity = New ThinkingOLD WORLD ORDER NEW WORLD ORDER



+44 (0)1962 677 [email protected]


Europe’s LeadingMarketing Automation Consultancy

© Copyright 2015 CleverTouch MarketingCopyright © CleverTouch Marketing

2016

#2 The future is about self-service

and a seamless experience

The new customer experience will

change the Sales & Marketing

structure of organizations

radically

A strong Marketing Operations

capability will be key




© Copyright 2015 CleverTouch Marketing

#3 New skills are driving Marketing Delivery

• A desire to drive new thinking beyond departments………– Connected Customer/

Customer Experience• Operational bias for scale• MA skills war for talent

– New providers & new supplier models

Brand

Creative &Content

MA ServicesPartner





1. Technology & Info Intensive2. Publishing/Media/Events 3. Telcos & ISPs4. Financial Services5. Business & Professional Services6. Education7. Automotive

Over 300 of the smartest & most ambitious brandsPhased, B2B Leading the Way

#MAorg

The hidden sales cycle Andrew Burner, Application Sales Manager, Oracle

Marketing Cloud

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |

Are you taking advantage of the hidden sales cycle?Leading businesses track customers’ online movements to predict their buying behaviour. It’s easier than you think…


A little bit about me…

Andrew Burner

Digital Experience Management

Optimization& Insights

IntelligentOrchestration

ActionableAudience Profile

ConnectedData

@AndrewJBurner [email protected] uk.linkedin.com/in/andrewburner1



What is the hidden sales cycle?


BeforeCustomers had to talk to you.

TodayTalking to you is the last thing

they do.


Customers are much better informed than they used to be

By 2020, Gartner predicts data

volumes will grow to

20 X what they are today

x20 Gartner

75% of digital information is generated

by individuals75% IDC

On average, B2B buyers are 57% through the

purchase decision before engaging a supplier sales rep.

57%Joint Google and CEB

research project

Joint Google and CEB research project Sources:http://panelpicker.sxsw.com/vote/20006

http://uk.emc.com/about/news/press/2011/20110628-01.htmhttp://www.executiveboard.com/exbd-resources/content/digital-evolution/index.html

http://panelpicker.sxsw.com/vote/20006

http://uk.emc.com/about/news/press/2011/20110628-01.htm

http://www.executiveboard.com/exbd-resources/content/digital-evolution/index.html


Your challenge is to ensure that prospects find your company during the online research stage.


Reading ‘digital body language’ involves knowing where each prospect has been online.

Reading ‘digital body language’

1. What content have they read on your blog?

2. Which emails have they opened?

3. Where have they been on your website?

Source:http://trends.e-strategyblog.com/2012/09/07/how-social-consumers-see-it-vs-how-social-maketers-see-it-infographic/3609

e-Strategy Trends

While 76% of marketers believe

“They know what their consumers want” in terms of social media

content and interaction, only 34% have actually

asked those buyers.

76%

34%

http://trends.e-strategyblog.com/2012/09/07/how-social-consumers-see-it-vs-how-social-maketers-see-it-infographic/3609


Four steps to taking advantage of the hidden sales cycle

Step 1 Know who they are

Step 2 Know where

they’re looking for information

Step 3 Develop the content that will attract their attention and send it

automatically

Step 4 Start thinking

real-time


Know who they are.Step 1

• What is their job role?

• What business pains do they need to resolve?

• What does a day in their life look like?

• What do they want to achieve by investing in your products or services?


Know where they’re looking for informationStep 2

• Twitter

• Facebook

• LinkedIn groups and forums

• Industry analyst websites

• Trade magazine and association websites


Develop the content that will attract their attention and send it automatically.

Step 3

Katapult10%

Companies that automate lead management

and send new content automatically based on digital

body language signals typically see a 10% increase

in revenue in just 6-9 months.

Source: http://blog.katapult.co.uk/inbound/11-reasons-to-nurture-your-leads-with-marketing-automation/

http://blog.katapult.co.uk/inbound/11-reasons-to-nurture-your-leads-with-marketing-automation/


Start thinking real-time

Step 4

Source: http://www.convinceandconvert.com/the-social-habit/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/

“In general, how soon after you contact a brand, product or

company on social media do you expect to receive a response?”

Within 15 Minutes

11%

Within 30 Minutes

12%Within 5 Minutes

9%

Within one hour

10%

Within few days or so

33%

More than one hour, but later same day

25%

http://www.convinceandconvert.com/the-social-habit/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/




TakeawaysTo start making the most of the opportunities in the hidden sales cycle, you need to:


Get the sales and marketing departments to work together to identify exactly who they’re targeting. Everyone should know what their business pains are, what they want to achieve and how they plan to achieve it.

Get online and start developing relationships in forums and groups to grow your reputation as a value-adder and thought leader.

Get the sales and marketing teams to work together to develop the content that your prospects need and want using lead management solutions to deliver content and move prospects along the buying cycle until they are ready to talk to you.

Use the real-time reporting functionality of your lead management system to see how your prospects are interacting with your emails, website and web content so you can engage with them at the right time.


As you may have guessed, this is all much easier with

Oracle Eloqua Marketing Automation software!

Follow these steps and you will net more customers and convert more leads into sales.

#MAorg

Marketing Automation Strategy & Execution at VMware

Jane Delbridge, EMEA Marketing Operations Manager, VMware

© 2014 VMware Inc. All rights reserved.

VMware and Marketing Operations

Jane DelbridgeApril 19th 2016

The role of Marketing Operations

Marketing Operations

Marketing Automation

CRM

Reporting(BI)

DataWarehouse

CONFIDENTIAL 35

Integrating into the business

Sales

Field Marketing

Campaign & Brand

Web

CONFIDENTIAL 36

• Marketing Operations often “own” many of the foundational systems - be available to your business partners

• Sales & Marketing alignment

• Feeding the funnel through:• Data quality• Lead scoring• Nurture

Marketing Automation Strategy & Execution• Strategy

– Align to the business priorities but always be customer focused– Focus on the customer journey and making it meaningful– Involve your stakeholders – explain the strategy & the process

• Execution– Internal resource vs External resource

• Internal is often limited and/or thinly spread• Agency model as your extended team gives advantages

– Training & knowledge share– Always on cover

Working Globally

• Global instance with 3 Geos working within– Each Geo with have their own approach/challenges– Global team “owns” the platform – collaborate with them –

share what you are doing – share your best practise, your hopes and your dreams

• Centres of Excellence – what does this mean– Enable global strategy & vision– Streamline the process– Share the best practise– Share global metrics/benchmarks

CONFIDENTIAL 38

#MAorg

Driving fresh digital thinking inside an established global organisation

Nina Bennett, Marketing Director EMEA, Eaton

© 2016 Eaton. All Rights Reserved..

Marketing Automation at Eaton

Nina Bennett, Digital and Direct Marketing19 April 2016


Our visionTo develop a world class digital marketing capability that enables seamless and consistent experiences across all digital channels

44© 2015 Eaton. All Rights Reserved.

We are living in an era of digital ubiquity,

where the pace of change will only

accelerate.

Vatican Square2003

44

Provided by Razorfish

2013


Marketing automationa fundamental pillar of that strategy


Realising the potential

Implementing a marketing automation platform (MAP) can lead to profound gains in marketing and sales efficiency and productivity. However, it is easy to fail to realize the potential of this investment.Evolving the marketing automation beyond initial deployment is often deprioritized which results in a lack of skill development and platform adoption, which in turn, prevents the business from realizing the true business potential.


Common reasons for failure

• Lack of vision or clear plan• Lack of resource training and ownership• Lack of buy-in from wider group of

stakeholders including ‘casual users’• Lack of standardised processes • Culture change too hard• Skills difficult to build and source


Setting clear goals for EMEA

Lead Management

Data

Skill developmentCRM Integration

Campaign Analytics

1

3

5

2015


Set up Marketing Automation function

Recruit EMEA Automation Manager

On-board Clever-Touch

Governance of platform, rules and standards

Transition tactics

Retire other systems

Ad hoc reports

Academy briefs

H1 2015

Start CRM integration

Set up lead rules and processes

Powershot launch

Standardize reports

Training sessions

Create publishing model

Identify quick win applications: Zuant

Create sub-regional ‘digital’ leads

Subscription mgmt

Accreditation

Social listening & sign on

Predictive scoring

Integrate other applications

Governance review

eLearning modules

Data enhancement

H2 2015 2016 2017

Practical plans to reach our goals

PeopleProcessApps

Key:

Eloqua User Group

Eloqua Clinic sessions

Preference centre

Skill capability assessment & culture

Nurture programs

Lead scoring

Automated lead

Operationalise testing

Create reporting dashboards

Data taxonomy


Democratizing marketing automationTask allocation criteria:Frequency: highly repeatable tasks that occupy excessive resources due to increasing frequencyRisk level: low risk tasks that present little or no risk to companySkill set: tasks that do not require a specialized skill set

Enablement resources:Culture: reset expectations and foster self-help , planning and content marketing philosophyTemplates: create templates for decentralized tasks Naming conventions: employ universal naming conventions and apply strict adherence rulesDocumentation: include instructions for using templates, standards for branding and configuration, checklists etc.Training: documentation with recorded modular e-learning sessions on ‘how to’Governance protocols: scheduling, list management, testing , QA and approvalsCertifications: set up a certification program and reward good work


Developing our EMEA user community

Eloqua usage

Skill

s

Low High

Low

High

CH CSO

DK CSOIT CSO NL CSO

SE CSO

FR CSO

UK BU

NO CSOFI CSO

ES CSOPT CSOME CSOZA CSO

PO CSORU CSO

BAL CSO

FR BU

Eloqua Accreditation

Current state April ‘16

Key: Northern Western CEEMiddle East Africa

UK BU


Evolving our publishing mix to match

Eloqua usage

Skill

s

Low High

Low

High

CH CSO

DK CSOIT CSO NL CSO

SE CSO

FR CSO

UK BU

NO CSOFI CSO

ES CSOPT CSOME CSOZA CSO

PO CSORU CSO

BAL CSO

FR BU

Eloqua Accreditation

Current state April ‘16

Key: Northern Western CEEMiddle East Africa

UK BU

Low cost publishing

Advanced programming

CleverTouch

Eaton in India


Supporting our ‘season’ approach

Season communications strategy

content strategy

program planning

Cross-functional program management

Infrastructure, tools and processes

UX,design &

build

Testing &Optimization

Segment offer strategy

Mar

ketin

g E

ffect

iven

ess

Tact

ic

Effe

ctiv

enes

s

Mar

ketin

g Ta

ctic

s

Web

Social

Display

Email

Syndi-

cation

Search

PR

Event

Rep

ortin

g &

Ana

lytic

s


Investing in data

Without a deep understanding of data programs will not be effective. Pivotal to successful implementation is the mapping out the marketing function’s data capture, enhancement and normalization strategy, database structure and taxonomy, field formats and field-level integration with other relevant databases.


Building a content strategy for buyers

Loosening of the status

quo

Committing to change

Exploring solutions

Committing to a solution

Justifying the decision

Making the selection

Education Solution Vendor selectionThought leadership:Virtual eventsSocial mediaTrade showsWhite papersBlogs

Solution category knowledge:Web site/SEOWebcastsSelf-guided demosProduct collateral

Value story:Sales presentationsWebcastsLive eventsCase studiesInternal blogs

Solution differentiation:TrialsProofs of concept Competitive toolsSME access

Financial justification:ROI toolsTCO toolsBusiness caseFinancial presentationLive events

Decision validation:Executive briefingsAnalyst reportsCustomer references

Source Sirius Decisions


Formalizing the processes for delivery of that content

INSIGHT CREATION ACTIVATION OPTIMIZATION

Audience Architect Ideation Design Build Deliver Customize Curate Measure

Audience Framework

Content Strategy

Messaging Components

Content Brief Brand Guidelines

Content Blueprint

Localization Guidelines

Content Audit

Cost Calculation

Market Segments

Buyer Personas

Influencer Ecosystem

Seller Personas

Demand Type

Campaign Framework

Season topic inputs

Sales Process

Buyers Journey

Customer Lifecycle

Objective-setting

Season tactics

Local Requirements

Sales Requirements

3rd Party Sourcing

Creative Concept

Templates and Modules

Derivative Formats

Primary Format(s)

Agency Interlock

Creative Production

Workflow/ Approvals

Licensing

Testing/ Validation

Paid

Earned

Shared

Enabled

Transcreation

Adaptation

Inventory

Systems and Taxonomy

Productivity

Impact

KEY: Key Deliverable

Activity or Process

Owned3rd Party Curation

MaintenanceLocal Origination

Utilization

Mature processesSome processesNo or limited processes

Source Sirius Decisions


Blogs SEO Web PR Social PPC Ads Events

© 2015 SiriusDecisions. All Rights Reserved Close

Sales Qualification

Marketing Qualification

Inquiry

OutboundInbound

Teleprospecting Qualified Leads (TQLs)

Teleprospecting Accepted Leads (TALs)

Sales Generated Leads (SGLs)

Sales AcceptedLeads (SALs)

Automation Qualified Leads (AQLs)

Teleprospecting Generated Leads (TGLs)

Sales Qualified Leads (SQLs)

Won Business

KEY:AQL = Automation Qualified LeadTQL = Telemarketing Qualified LeadMQL = Marketing Qualified LeadSQL = Sales Qualified Lead

Estimated B2B conversion averages:• INQ-AQL 18%• AQL-SAL 60%• SAL-SQL 45%• SQL-WON 25%

Demonstrating ROIMarketing and sales funnel model

Events Email Eaton.com

3rd party media

Eloqua forms

Meta data

Lead nurture

Automatic/Tele lead qualification

Leads

Meta data

Siebel C360

Meta data Meta data

Meta data Meta dataOrigin code

Origin code

How we capture data and measure


Some imperatives for marketing

Goal alignment: MAP roadmap must align with business prioritiesExecutive advocacy: marketing automation touches multiple business processes and stakeholders. A senior marketing sponsor who supports the business value that marketing automation can provide, as well as the cultural and process changes that are required is fundamental to its successProject management: just because a MAP is installed doesn’t mean that all of its use cases have been realized. Over time, the prioritization and road-mapping of the programs and capabilities (e.g. progressive profiling, data normalization routines, marketing playbooks etc.) will change and must be managedCross functional liaison: strong requirement for alignment between multiple functions: sales operations, marketing operations, information technology, channel sales and customer support to create process standards Administration: marketing automation policies and procedures that govern work requests need to be established and reviewed


Key functional enablersProgram strategy: a system is only as good as the programs it automates. The ability to determine and then outline how a MAP can and should be used to execute and extend marketing programs is pivotalMonitoring and analysis: measurement and reporting on the effectiveness of individual marketing programs and using this to improve subsequent programs. To ensure that best practices are identified and extended, centralized monitoring and analysis must be providedDocumentation: successful MAP programs need to be documented and maintained. Programs need to be described, workflows displayed and communications sequences and processes explainedTraining: many do not know how to effectively use a MAP within their role so training about the role of the system, planning, content and processes is vitalGovernance: just because marketers are exposed to best practices and techniques does not mean that they will adopt them. A control mechanism is required to review all marketing programs and confirm that they adhere to best practice

#MAorg

The Changing Face of Marketing

Caroline Hodson, MD Consulting, CleverTouch





“We are no longer on the cusp of massive change in marketing.

We are right in the middle of it”

Association of National Advertisers 2014.





How Can Marketing Automation Help?

The change from ‘Traditional’ to ‘Modern’ Marketing is fundamental.

MA deployment is a great catalyst for that change.

Will you ever get this opportunity again?





How Can Marketing Automation Help?

• Later adoption of new technology• Initial focus on BAU migration to

gain mindshare• Integrated technology landscape –

using MA as catalyst for change• Change is seen as transformational

across the business– People– Process– Future technology

• Balance of ‘insource’ and ‘outsource’ model to support change

• Early adopter of technology• Change came more slowly with

performance unlocking additional investment

• Highly integrated technology landscape – Marketing Operations created foundations for success

• Outsourced delivery model has enabled internal strategic focus

• EMEA have ‘earned’ the right to be global thought leaders and MA centre of excellence





Different Approach – Similar ChallengesHow do you define the role of Marketing in a Sales-led Organisation?

Its not just about changing the role of marketing……its about changing the

perception of marketing

FROM:TO:

Support Function Catalyst for ChangeReactorInitiatorTactical Delivery Designer and InnovatorCreative and ‘Gut Feel’ Scientific with creativity





You have to get the foundations right

Marketing Foundations

Data

Analytics

Technology

Content

Data Acquisition, Governance and Curation- Clear priorities to avoid scope creep and complexity

Content strategy with integrated platform. Focus on performance drivers not channel choice

Integrated technology stack with supporting processes to enable ‘single view’

Near-real time analytics to provide customer perspective and clarify areas for investment





Understanding Marketing’s points of Interaction

Finance

Sales

Customer Service

IT

HR

Operations

Marketing’s Key

Partnerships

If Marketing is to become an initiator and innovator, then it must become a core player in the ‘Networked Culture’.

Through key partnerships, Marketing can drive design of a seamless Customer Experience Framework that is owned by all parties





Managing Change

•Understand the role of marketing today

Current Situation

•What do we want Marketing to deliver to tomorrow?

Marketing Vision •Define competencies

and OD roles•Understand

stakeholder / adjacent function impact

Blueprint for Change

•Development of Implementation Model

Roadmap to Vision

Defining a clear process and agree principals





Reinforcing with formal

mechanisms“I see that our

structures, processes and systems support

the changes I am being asked to make”

Developing talent and skills“I have the skills and

opportunities to behave in a new way”

Fostering understanding and conviction

“I understand what is being asked of me and

it makes sense”

Role Modelling“I see my leaders,

colleagues and staff behaving differently”

Delivering that changeThe building blocks of change

“I will change if…”

McKinsey Consulting 2016





Making your Marketing Change successfulNo one said a successful transition from ‘old’ to ‘modern’ marketing would be easy!

Key to success are:• Executive sponsorship and ownership of the change• Transformation of talent and skill sets – not relying on legacy organisational structures

• Clear ‘ownership’ of the core foundations – integrated infrastructure of systems and processes

• Defined touchpoints to create a networked organisation able to deliver to a joined-up Customer Experience

#MAorg

14th July – Wellcome Collection, London

Our next event…

…More information coming your way soon