proving marketing's impact: advanced mpm - webinar

Demand Metric Research Corporation Copyright © 2016. All Rights Reserved.

Proving Marketing’s ImpactAdvanced Marketing Performance Management

In Partnership With:


Presenters:


Brian BrownriggDirector, Customer &

Marketing Insights@MopsGuruQuintovate

Jerry RackleyChief Analyst

@jrackmanDemand Metric

Sam MelnickDirector, Customer &

Marketing Insights@SamMelnick

Allocadia


Today’s Agenda What is MPM (and why is it so

important?) Advanced MPM: What the Data Says Creating Change to Create Impact Actions & Next Steps


Marketing Performance Management


Context.


Today’s Marketer Has Two Jobs


Marketers Must Merge Both Jobs to Succeed


More Options Than Ever


More Tactics Than Ever!


More Vendors Than Ever!


Six MarTech Capability Clusters

1. Advertising & Promotion

2. Content & Experience

3. Social & Relationships

4. Commerce & Sales5. Data6. Management


Six MarTech Capability Clusters

Do:

Do:

Do:

Do:

Run:

Run:

Advertising & PromotionContent & ExperienceSocial & RelationshipsCommerce & SalesDataManagement


1 : 2 DoRun

But…

Demand Metric Research Corporation Copyright © 2016. All Rights Reserved.Demand Metric Research Corporation Copyright © 2016. All Rights Reserved.

Fewer than 20% of B2B organizations are comfortable with their ability to quantify the returns on marketing spend”

SiriusDecisions

“


Only 35% of marketing decisions are made using marketing analytics”

The CMO Survey

“


If I don’t Run marketing efficiently, then I can’t Do marketing effectively.”

Senior Business DirectorMajor Banking & Financial Company

“


Marketers Must Focus on MPM to Succeed


Marketing Performance Management (MPM) is the strategic arm of marketing.

Defining MPM


What the Data Says


A B C D or lower0%

10%

20%

30%

40%

50%

60%

26%

50%

18%

6%

The MPM Landscape: Marketing’s MPM Grade


Best Rest0%

10%20%30%40%50%60%70%80%90%

100%89%

53%

Agreement: Marketing Knows the Business


Best Rest0%

10%20%30%40%50%60%70%80%90%

100% 95%

66%

Agreement: Leadership knows how marketing impacts the business


Best Rest0.01.02.03.04.05.06.07.08.0 7.5

6.0

1 = Very Poorly; 10 = Extremely Well

Linking Marketing Results to Business Goals


Best Rest0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%90%

63%

Setting Performance Targets for Most/All Marketing Programs & Objectives


Customers at risk

Customer Experience

Buying journey

0 1 2 3 4 5 6 7 8 9

5.2

5.9

5.8

7.2

8.0

7.6

1 = Not at all effective; 10 = Extremely effective

BestRest

Effectiveness at Using Data to Understand


Best Rest0%

10%

20%

30%

40%

50%

60%

70%

80%71%

49%

Presence of a Marketing Operations Function


Creating The Change


Establish Foundation for Change

1. Align on Objectives2. The Case for Managing Change3. Plan for Consistent Communication

to ALL Stakeholders


Finance:“I need to ensure the marketers are viewing the same financial information

I am for accurate reporting.”

“I need to get my marketers the right data,

accounting for all sources of committed

and actual spend.“

“I need to be able to track my marketing plans and ongoing

spend in a way that makes sense to me.“

Finance Marketing IT


Crawl Walk Run

Capa

bilit

y M

atur

ity L

evel

Measurement and Reporting

Marketing and Finance Annual Planning Processes

Integrated Campaign Views

Align Campaign Spend to Org Objectives

5

4

3

2

1321

Invoice to PO Matching

Visibility to Commitments and POs

Predictive ROIAnalytic ROI

Finance-Marketing Reconciliation

MPM Capabilities Alignment


Structured change management will:A) Minimize the negative impact of change in duration B) Minimize the depth in the “Valley of Despair” C) Accelerate time to competence/new levels of productivity for end users, and D) Sustain ongoing performance and investment optimization.

The Case for Managing Change


Assessing your stakeholder groups leads to effective, tailored communications1) The relative size of stakeholders in any given group2) The impact to stakeholders3) The readiness of each stakeholder

BUSINESS VALUE

Low Medium High

Low

High

Medium

STAK

EHO

LDER

IMPA

CT

Keep Satisfied

Monitor

Manage Closely

Keep Informed

PROJECT BUDGET

SMALL

MEDIUM

LARGE

HUGE

Stakeholder Readiness

Stakeholder Analysis

Stakeholder Group Sizes

Stak

ehol

der I

mpa

ct


Move stakeholders up through the Commitment Curve; avoid the Resistance Path!

Leve

l of C

omm

itmen

t

Time And Communication

AWARENESS

OWNERSHIP (or COMMITMENT)

BUY-IN

UNDERSTANDING *

UNAWARE

The Commitment Curve


Actions & Next Steps


Takeaway: MPM is NOT Opt-InEnergy Must Be Placed Here

Always Happening!


Best Rest0%

10%

20%

30%

40%

50%

60%

70%

80% 76%

24%

Takeaway: MPM lets Marketing Function as a Center-of-Excellence


Takeaway: Stakeholders

BUSINESS VALUE

Low Medium High

Low

High

Medium

STAK

EHO

LDER

IMPA

CT

Keep Satisfied

Monitor

Manage Closely

Keep Informed

Get to know ALL of your stakeholders intimately and plan your communication around their needs.


One-Week Exercise Personalized

Assessment Real Data about Your

Organization Helps You Garner Support for

MPM across the Organization

MPM Health Check


www.allocadia.com @Allocadia Sam.melnick@allocadi

a.com 866.684.0935

www.quintovate.com @QuintoVate [email protected]

m 402.392.4017

mailto:[email protected]

mailto:[email protected]


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