the marketing practice: 2015 overview

27 B2B marketing communications agency of the year:

The Marketing Practice

the most successful year in our 13 year history

02Entry category 27: B2B marketing communications agency of the year

Summary

There’s a damaging debate in B2B marketing about whether focus on ROI constrains creativity.

Now more than ever someone needs to prove that both reputation building and driving extraordinary revenue are possible from the same marketing programmes. That’s what we have done in 2014/15:

• Microsoft Devices: increasing business market share from 12%1 to 26%2.• Standard Life: rebranding and outperforming revenue targets by 3x.• Atos: generating sales of €284 for every €1 invested (and pipeline that built over 1800x

investment in the programme).• Genpact: showing that marketing can contribute 27% of the pipeline, up from 5%.

The secret: we have built a one-of-a-kind integration of all disciplines needed from awareness through to fully qualified sales handover (e.g. creative/content/digital through to Inside Sales).

Which has made 2014/15 the most successful year in our 13-year history: revenue increasing from £6.7m to £8.5m and new wins at Standard Life and SAS setting the scene for future growth.

All at the same time as:

• Achieving an “Outstanding” rating in the Best Companies To Work For survey;• strengthening our training Academy;• developing new targeted online advertising techniques into a Digital Demand

Centre proposition;• raising £22,000 for charity;• increasing profitability from 10% to 16%.

1 Source: http://www.mobilenewscwp.co.uk/2015/03/20/microsoft-ready-for-major-consumer-war/

2 Source: http://wmpoweruser.com/nokia-announces-lumia-business-trial-campaign-for-uk-businesses/


About the agency

Our story is a simple one. We believe that good marketing delivers sustainable growth by building reputation and driving revenue simultaneously. In other words, supporting sales today while improving the environment for better sales tomorrow.

The Marketing Practice was set up 13 years ago with this one thought in mind and we have delivered on it by developing a tightly integrated model – from Creative to Inside Sales under one roof. Our commitment to building reputation and driving revenue for our clients is proving to be more relevant today than ever before.

An engine room for growth


At a glance

• Research / insight• Messaging• Journey planning

David van Schaick, Director, Marketing Innovation and Planning

• Content• Design• Digital

Paul Baker, Creative Director

• Data management• Systems• Analytics and reporting

Dave Kershaw, Head of Data • Calling

• Social selling• Opportunity nurture

Lucy Simpson, Head of Inside Sales

Marketing Innovation and Planning

Creative Services

Data

Inside Sales

Client Services• Programme management• Client relationship management• Commercial engagement

Andie Johnson-Mitchell, Head of Client Services

100% client retention including:

New wins:

15%

32%24%

2012/13

2013/14

2014/15

£22k 2014

£6.7m

26% growth

Client satisfaction

Employee satisfaction

Agency margin

Agency turnover

10% 16%“outstanding”Best companies to work for survey

Percentage of top “purple” scores received in monthly survey

20142013

2013

Delivering reputation and revenue

Money raised for charity

Board SupportClive McNamara Chairman and Founder

Paul Everett Director of Marketing Strategy

Anna Hutton Managing Director

Tracy James Head of People and Environment

Mel Nettleship Finance and Commercial Director

Robert Ainger Marketing Director

Osiri Weithers Associate Director

Carl Rigby Director

Matt Hanks Head of Client Services Operations

B2B Awards

155

2

£8.5m

short listings

wins

runners up


Contribution to clients’ businesses

€284

€1incremental order entry for every

generating

invested

Transforming Demand Generation with Atos

Here’s a snapshot of how we’ve delivered our reputation and revenue promise, and consequently retained every one of our clients this year:

A:Q: How can we change the way marketing and

sales work together to underpin sustainable growth?

Build a centralised Lead Generation Factory to nurture opportunities for multiple propositions and vertical markets across EMEA. Generating sales of €284 of incremental order entry for every €1 invested (and pipeline that built over 1800x investment in the programme).


A multi-proposition, multi-county demand centre drawing on 23 campaigns across the year.

The Lead Generation Factory Programme

23Campaigns 8Countries 5Languages 5Verticals

pipeline built over

investmentin the programme

1800x

Safe Net NHS

Factory of the Future

Enterprise sustainability

JIS JITHardware/Software

Comms Simplified

Magic Quadrant

Now Banking

Helix Nebula

Canopy Event

EPCE MES JIT

Big Data

SAP HCM

Yuanio

Financial services

Apps management

Enhanced alliance

Manufacturing

Country specific campaigns

Centralised campaigns

Jan 2014 Dec 2014

284xinvestment

Incremental order entry

Sales engagement



Helping Microsoft increase Lumia’s business market share from

Reinvigorating Microsoft Lumia’s position in the business market

A:Q: How can we transform both the reputation

and the revenue outlook for a strategically critical line of business in tough market conditions?

Use a creative mix of channels and techniques designed to drive consideration, build pipeline and improve Sales’ ability to convert opportunities. Helping Microsoft increase Lumia’s business market share from 12%1 to 26%2 and consideration by 21%.

12% to 26%

1 Source: http://www.mobilenewscwp.co.uk/2015/03/20/microsoft-ready-for-major-consumer-war/

2 Source: http://wmpoweruser.com/nokia-announces-lumia-business-trial-campaign-for-uk-businesses/

Lumia Business Transformation programme umbrella initiative to uplift Lumia fortunes in the Business market.

Jan 2014 Jun 2014 Oct 2014 Dec 2014

26%marketshare*

12%*market share

44:1PIPELINE ROI

18%*market share

192%*content read target

21%*market share

Source:12% http://wmpoweruser.com/nokia-announces-lumia-business-trial-campaign-for-uk-businesses/18% http://www.phonearena.com/news/Microsoft-wants-its-Windows-Phone-to-be-the-king-of-the-enterprise-market-by-the-middle-of-2015_id5725921% https://news.microsoft.com/en-gb/2015/03/10/a-growing-appetite-for-flexible-working/26% http://www.mobilenewscwp.co.uk/2015/03/20/microsoft-ready-for-major-consumer-war/

21%increase in Lumia

consideration

185%pipeline target

LumiaBiz trial

The Pitch content programme

Accelerate lead generation programme

Ongoingsales enablement development

Ongoingsocial media activity

#OfficeLove brand building


The Lumia Business Transformation Programme



Establishing an engine room for growth with Genpact

A:Q: How can marketing play a central role in

a business with a voracious appetite for growth, but limited brand recognition?

Leverage cutting-edge thought-leadership and marketing technology to build a programme to systematically nurture opportunities with senior contacts. Increasing marketing contribution to pipeline from 5% to 27% over the course of nine months, with a pipeline value of 277 x marketing investment.

5% to 27%

Increasing marketing contribution to pipeline from

over the course of nine months

The Intelligent Operations Programme

Sales enablementDemandResearch / profiling

• Open rates: 19%• Marketo email• Nurture stream

Awareness

1. Organisational Model Mature FP&A organisational leverage global or regional shared services and outsourcing more often than their less-mature peers – allowing them to realise economies of scale, improve service levels, and share best practices while building capabilities for supporting enterprise-wide strategic roles.

2. TechnologyMature FP&A organisations expect high business impact from improved use of advanced technology and are more aggressive at deploying it.

3. Data Accuracy61% of organisations state that variations in progress and data quality significantly impact FP&A performance.

Mature organisations are more acutely aware of the importance of data standards and quality and its impact on FP&A performance

Finance Executives see FP&A as a crucial lever to mange the most material organisational challenges.1

* Percentages are the number of respondents selecting these top challenges

An independent survey of FP&A leaders shows that mature organisations should focus their attention on organisational models, technology and data accuracy.

FP&A’s increasingly strategic role in today’s environment

Advanced operating models can strengthen FP&A in 3 ways

FP&A helps meet these top challenges:

What technology implementation is a priority

�

Enable agility and adaptability

Manage risk

Increase growth and scalability

Reduce costs

87% 64% 62% 53%

Mature FP&A organisations are two times less likely to use de-centralised, organisational models.

Who expects high impact?

Master Data Management and Governance

Immature FP&A

Planning and Forecasting

Moderately Mature FP&A

Global Data Warehouses

Mature FP&A

Where is big data a priority for FP&A?

53% of immature FP&A orgainsations

27% of immature FP&A orgainsations

25% of immature FP&A

organisations


organisations


organisations

27% of immature FP&A organisations

22% of mature FP&A organistaions

44% of mature FP&A organistaions

48% of mature FP&A organisations



54% of mature FP&A organistations

Two-thirds of FP&A organisations have target models that include global and regional SSCs for:

Decision Analysis & Management Reporting

Performace Management

Planning & Budgeting

�

�

Research insights More robust Financial Planning and Analysis can help CFOs to meet their strategic business partner role.

CFO + advanced FP&A = data driven strategies

�

High Impact High Impact High Impact

Very High Impact Very High Impact Very High Impact

29% 41% 46%17% 6% 27%

Advanced organisational model and related practices are an untapped lever. They help evolve the CFO’s role into a data driven strategist with the ability to turn insights into enterprise action.

Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and operations, through an unbiased combination of smarter processes, analytics and technology delivered by 64,000+ employees in 24 countries, with key management based in New York City.

For more information:Visit www.genpact.com or www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis

1 Survey conducted by Zenesys of 150 Finance and Accounting executives from large enterprises in mature markets.

103384-001_GEN_FY14_infographic_A5 5pp concertina.indd 1 7/17/2014 4:12:47 PM


underpinned by marketing automation

pipeline value

277xmarketing investment

27%marketing contribution to pipeline (up from 5%)

Inside Sales follow-up calling

eDM2Digital advertising• Web ads • Banners

eDM1 eDM3Asset creationBespoke to job roles: • CFO,• CPO• COO• Account-specific insight

High-impact DM

Sponsored updates

Social listening to identify influencersLanding page

• Gated content on landing page

Webinars Search-optimised content promotion• SlideShare• Social selling from Genpact companies• Social ambassadors

Thought leadership research

Social media promotion (ongoing)

Aug 2014 Sep Oct Nov Dec April 2015Jan 2015 Feb Mar


Creative thinking

More than crayonsOur model is tried and tested. But that doesn’t mean we sit still. Over the past year, we’ve invested heavily in advancing our capabilities to meet growing demand, and the changing nature of marketing.

• Strengthening our Digitally Enhanced Demand Centre model by integrating highly-targeted digital advertising and a suite of pipeline modelling tools.

• Creating a dedicated content team. Made up of writers and strategists focusing on innovative ways to communicate. Such as introducing personalised video as a way to support traditional demand generation with clients like SAS and Google.

• Developing our Marketing Innovation and Planning team to offer a broader range of services – like account profiling to support the generation of targeted content, and the roll-out of a social selling training course to multiple clients’ sales teams.

DATA & INSIGHT

WEB

SITE

MARKETING AUTOM

ATION

CRM

ANALYTICS

LEAD MANAGEMENT

PRESS

PAID SOCIAL

IP-BASED

RETARGETING

DISPLAY NETWORKS

CONTENT PROMOTION

SOCIAL AMPLIFICATION

ADVOCACY

ANALYST

PPC

NATIVE

MEDIA

BRAND PLACEMENT

PAID

OWNED MEDIA

EARNED

EVENTS

CAMPAIGNS

SALES ENABLEMENT

ABM

NURTURE STREAM

INSIDE SALES

REACH, ENGAGE, ATTRACT DATA & PIPELINE MANAGEMENT

NURTURE TO CLOSE

SEO CONTENT

THE DIGITAL DEMAND CENTRE ECOSYSTEM


Financial performance and stability

Banking on itOur financial performance directly reflects the strength of our reputation and revenue proposition and robust delivery model. In 2014 we generated turnover of £8.5m - an increase of 26.5% on 2013 - at a profit margin of 16% compared to 10% the previous year.And we’ve strengthened our base of clients with SAS, Standard Life and Hewlett Packard joining our family.


Staff and community engagement

The collective Our most important ingredient. We’ve got a great balance of experience and fresh talent. 23% of our staff were recruited as graduates – with two of them progressing to board positions, and one heading up our new Content team. Yet 7 employees have been with us for more than 10 of our 13 years.

Sharing and caring: inside and outThis year we’ve invested in the ‘TMP Academy’ to strengthen our skills. We launched Frontier Sessions – where experts in an emerging topic run workshops to share their knowledge across the agency. To celebrate excellent work we launched the TMP Hall Of Fame – where our greatest projects of the year are showcased.It’s all part of how we keep our marketers engaged. And as a result, this year we were rated as “Outstanding” in the Best Companies To Work For survey. In addition to being founder members of the Business Marketing Collective, our regular S&M Forum acts as a best practice sharing session where industry peers network and learn from examples of the latest in reputation and revenue driven marketing. And it’s seen more attendees over the past year than ever before.The TMP Foundation exists to raise funds for well-deserving charities. Last year we raised over £22,000 with some stand-out events. And by involving our clients in every event, we strengthen relationships based on common principles.

SALES & MARKETING FORUM

13 NOVEMBER 2014 #TMPForum

CONFESSIONS OF A B2B MARKETER: SECRETS FOR SUCCESS IN 2015


Key initiatives and achievements

Driving our reputationOur most important measure of success is the Marketing Monitor. Each month our clients score us from red (0) to purple (15). The past year we’ve averaged 11.1 compared with 10.7 the previous year, and overall we received 32% purple scores from clients.To top it all off, we were the most-awarded agency at the B2B Marketing Awards 2014.And individuals are a key part of that - one of our Associate Directors, Gemma Davies, won the CIM Women In Marketing ‘Fast Track Marketer of the Year’ award.


The Marketing Practice 2014 – 2015

May 2014 Aug 2014 April 2015

Launch of executive thought leadership programme

Genpact Intelligent Operations

programme launched – increased marketing contribution to pipeline from

5% to 27%

Atos LGF programme ended the year with a pipeline of

1800xinvestment in the programme

Comprehensive programme to transform B2B Marketing including development of new brand identity

Paul Baker ex creative director at McCann Erickson, Interfocus and SMI/Publicis returns to pick up the creative reins

Andie Johnson-Mitchell joined to head up Client Services with

experience working for Serco, Steria and IBM

Seasoned technology marketer Andreas Bernhard

joined to support TMP clients in the German market

Launch of new personalised video platform

Year ends with TMP turnover

up 26.5% on previous year

TMP named “outstanding” in the best companies to work for survey

TMP Hall of Fame programme launched to recognise outstanding marketing delivered each year

Our most purple month ever?

42% purple(most favourable response)responses received in our Marketing Monitor client sat survey

New Content team launched

New employee breakout programme launched

ABM programme targeting senior oil industry executives

O2 #makeitwow social media programme boosted awareness of O2 Connect around the Internet of Things event

S&M Forum

on Social Selling and the role of marketingwith Andy Eustace from LinkedIn and Timothy Hughes from Oracle

S&M Forum on finding the creative spark with

Fiona Pearl from O2 Enterprise, and Susie Logan from Standard Life

S&M Forum on the secrets of marketing success

with Joanna Moss from Atos and Angela Munroe from Microsoft Devices

Most awarded agencyat B2B Awards for the second year running (carrying off seven trophies)

Paul Everettpresents at B2B

Marketing Conference on customer experience

Gemma DaviesWinner: Women in marketing –

Fast Track Marketer of the year

Robert Aingerdelivers case study presentation at

B2B Marketing In-Tech Conference

24 hour table football marathon in aid of Parkinsons launched by the legendary Cheeky Girls and ended with

the whole company attending the B2B Awards … and

raised £10,000Series of three “Project Eyston” Marketing Director sessions discussing topics including the evolution of content and measuring marketing effectiveness

Social selling workshop programme launched and subsequently delivered across our client base

Mad Hatters tea party in aid of Naomi House and Jack’s Place raised

£12,000

Launched

Microsoft #OfficeLove campaign which increased consideration of Lumia in business by

21%

Launch of scalable ABM programme using

personalised multi channel content

SALES & MARKETING FORUM

13 NOVEMBER 2014 #TMPForum

CONFESSIONS OF A B2B MARKETER: SECRETS FOR SUCCESS IN 2015

Dec 2014


Client testimonials

“We needed a partner with a similar vision to support our drive into the UK market. TMP have helped marketing take responsibility for pipeline generation in Salesforce – everyone that has worked with them raves about the accountability and quality of the results.”Louise Clark, Senior Marketing manager, Salesforce

“TMP’s vision for how marketing should build reputation and revenue resonated with me from the start. Almost 12 months on, our marketing has already started to fulfil that vision and change long-established perceptions in our business.”Susie Logan, Head of Business Marketing and Communications, Standard Life

“The past year has seen marketing play a critical role in carrying Lumia forward as a business brand. TMP have been at the heart of strengthening our pipeline and building the reputation of Lumia for business. I’m really excited by the work we continue to do together.”Angela Munroe, B2B Marketing Lead, UK, Microsoft Devices