transforming the marketing/it...
TRANSCRIPT
TRANSFORMing the
Marketing/IT Relationship
November 17, 2015
TRANSFORMing the
Marketing/IT Relationship
Moderator
Anne Farro Head of Business Management, Institutional North America
Allianz Global Investors
Panelists
Henry Detering, CFA Managing Director, Global Marketing
Lazard Asset Management
Ray Lewis Global Marketing Communications Manager
Brandes Investment Partners
Chrystal Williams, CSPO Head of Digital & Print Marketing
Invesco
TWO HEADS ARE BETTER THAN ONE
TWO HEADS ARE BETTER THAN ONE
The Marketing/IT Relationship
TWO HEADS ARE BETTER THAN ONE
The Marketing/IT Relationship Ray Lewis Global Marketing Communications Manager
November 17, 2015
AGENDA
• Brandes Overview
• Shared Responsibilities
• Case Study: Brandes Website
• 5 Questions Every Marketer Should Ask IT
BRANDES OVERVIEW
As of September 30, 2015. *Assets include institutional accounts, pooled investment vehicles and high-net-worth accounts outside of SMA (“wrap-fee”) programs. **The SMA Division
encompasses the firm’s “Separately Managed Account” business (subadvisory “wrap-fee” business with brokerage firms). Also includes UMA (“unified managed account”) assets.
Year Firm Founded: 1974
Total Assets Under Management: $26.1 billion
Total Institutional/Private Client Assets*: $20.7 billion
Total SMA Division Assets**: $5.4 billion
Investment Style: Graham & Dodd, bottom-up value
Headquarters Located: San Diego, California
Total Employees Worldwide: 333
Investment Professionals: 54, including 26 security analysts
Ownership: 100% employee owned
Strategies
Global International (Non-U.S.) United States Fixed Income
Global Balanced Asia Pacific (ex-Japan) Equity U.S. Small-Mid Cap Value Equity Core Plus Fixed Income
Global Equity Canadian Equity U.S. Small Cap Value Equity Corporate Focus Fixed Income
Global Equity Income Emerging Markets Equity U.S. Value Equity Enhanced Income
Global Small-Mid Cap Equity Emerging Markets Opportunities
Global Opportunities Value Emerging Markets Value Equity
Global Small Cap Equity European Equity
International Equity
International Small-Mid Cap Equity
International Small Cap Equity
Japan Equity
Management – content, product, channel, production
Marketing Materials
Marketing Resources (RFP)
Graphic Design
Digital Marketing
UI Design
Brand Style Guidelines
Photography
Website Content
Videos
Public Relations
Advertising
Social Media
Change Management
Risk Management
Systems Analysis
UX Design
Usability
Development
QA Testing
Configuration Management
Database Admin
Business Continuity
Operations Management
IT Architecture
Network Admin
IT Security
Analytics—website, email, materials
Daily Scrums
Technology Research
Marketing Automation
Backlog Management
Testing
Project Management
SEO
Training
MARKETING COMMUNICATIONS/
DIGITAL TEAM
Global Marketing
Communications Group
Creative
Services
Production
Management
Digital
Marketing
Sr. Production
Coordinator
Lead
Designer
Production
Coordinator
Sr.
Financial Writer
Financial Writer
Copywriters
Graphics &
Digital Designer
Lead
Designer
Graphic
Designer
Global Marketing
Communications Manager
How Marketing and IT Collaborated
CASE STUDY:
NEW BRANDES WEBSITE
CASE STUDY:
NEW BRANDES WEBSITE (cont’d)
PHASE 1: DECISION POINT (2011)
• Written project rationale for approval
PHASE 2: PLAN & BUILD (2012)
• Business requirements document
• CMS vendors: interviews & selection
• Compliance: log-in registration, country-specific planning, etc.
• Site architecture
• Website design: style sheets/templates (Marketing)
• Website programming (IT)
• Weekly (or more frequent) meetings
LAUNCH (August 2013)
CASE STUDY:
NEW BRANDES WEBSITE (cont’d)
POST LAUNCH (2013 to present)
• Enhancements
• Issues Management
• Project Log Maintenance
• Regular Meetings—daily and bi-weekly
BUILDING A WEBSITE
5 Questions
Every Marketer Should Ask IT
Are there any meetings held by IT
that Marketing should attend?
How best can we manage our joint project list?
What more can we be doing to improve our SEO?
What role can IT play in contributing to
SEO efforts for the site?
BUILDING A WEBSITE
5 Questions
Every Marketer Should Ask IT (cont’d)
How (& to what extent) can the site be integrated
with existing tools (e.g., CRM system, analytics,
email newsletter, etc.)?
How can IT and marketing work together to
properly utilize/merchandise big data (storing
of user interests, behaviors, personas, etc.)?
Does one take the lead and the other supports
or is it a joint effort?
SHARED GOAL: CLIENT SERVICE
IT/Marketing Partnership Case Study: Marketing Automation
Henry F. Detering, CFA
17 Lazard Asset Management
Lazard Asset Management
1 As of 30 September 2015. Includes those of Lazard Asset Management LLC (New York) and its affiliates, but do not include those of Lazard Frères Gestion (Paris) or other asset management businesses of Lazard Ltd.
NORTH AMERICA
Boston
Chicago
Montreal
New York
Radnor
San Francisco
Toronto
EUROPE
Dublin
Frankfurt
Hamburg
London
Milan
Zurich
Hong Kong
Seoul
Singapore
Sydney
Tokyo
ASIA PACIFIC
Dubai
Manama
MIDDLE EAST
1848 750+ 300+ 14 $164.8 Lazard Founded Employees1 Investment Personnel Countries Billion AUM1
18 Lazard Asset Management
Assets Under Management
1 As of 30 September 2015. Assets under management include those of Lazard Asset Management LLC (New York) and its affiliates, but do not include those of Lazard Frères Gestion (Paris)
or other asset management businesses of Lazard Ltd.
2 Other represents clients invested in hedge funds, mutual funds, and other investment vehicles for which client type is not reported.
By Client Type By Investment Mandate
Global Equity 16.6%
International Equity 22.3% Emerging
Markets Equity 21.9%
European Equity 2.9%
Asia-Pacific Equity 4.7%
US Equity 9.9%
Fixed Income 14.9%
Multi Asset 2.5%
Balanced/ GTAA 2.3%
Alternatives 2.0%
Corporate 37.9%
Insurance 3.8%
Public/ Governmen
t 24.4%
Labor/Taft-Hartley 4.6%
Endowments &
Foundations
3.7%
Individual 7.0%
Other² 18.6%
Total Firm Assets Under Management1: US$164.8 billion
19 Lazard Asset Management
Native email capabilities in CRM allowed for bulk emails with limited formatting or templating
capabilities
Sales and Marketing were unable to effectively segment target lists due to integration issues with
the native email program
Ownership and control of campaigns were left to the individual sales teams, making metrics and
reporting inconsistent
No link between web and CRM
Reliance on 3rd party vendor for support, no Lazard IT involvement at all
The process was not scalable and we were unable evolve the campaign processes of the Firm
Sales didn‟t trust the system
2013: We Need Marketing Automation!
20 Lazard Asset Management
You Need IT Help to Do This!
Campaign Email
LazardNet.com (product/platform microsite)
Ongoing Monthly Updates
Blind leads cycled
through campaigns to
determine product of
interest
Recipients
who opened
part 1 or 2
via email or
web receive
part 3
Sales Rep Notified
Anyone
opening part
3 sales rep
get notified
Sales rep
subscribes
prospect to
monthly
updates
Client/ Prospect
subscribes to monthly
updates
Anyone clicking on 3 pieces of
target content on website/email
combined sales rep get notified Users subscribed to the
series will not receive
pieces from the series they
open on the website
Sales Aid 1
Existing prospects/clients
assigned to series by sales to
expand product interest and
discover cross-selling
opportunities
Leads automatically assigned to series to
determine product of interest
Explore
on web
Explore
on web
Explore
on web
Campaign Email
Campaign Email
Sales Aid 2
Sales Aid3
Leads Database
CRM
All recipients
who haven’t
accessed part
2
21 Lazard Asset Management
CRM contact and product interest data now drive campaign programming in Marketo
Filters are in place to manage data and ensure that only „clean contacts‟ are targeted for mailings
Bi-directional data flow allows for CRM to display digital activities captured via Marketo and
associate them with Contacts, Leads and Relationships
Leads captured via Marketo can be synced to CRM and converted to contacts when applicable
Marketing Scores are calculated by Marketo and sent to CRM to be integrated with contact details
and other information
2014: We Have Marketing Automation
22 Lazard Asset Management
2015: Full Integration for Sales
Consolidated view for Fund Wholesalers
CRM and Marketo only represent a piece of the information Salespeople use to manage their clients
Incorporating this data with actual sales, as well as market information from 3rd party sources provides a full
picture of a territory or channel
23 Lazard Asset Management
Lazard IT provided support during these projects for data integration
• Infrastructure and hardware installation and management
• Data field mappings and security
3rd Party vendors were chosen for application development
• Requirements gathering with Sales and Marketing
• Application design and development
• Database architecture and data integration processing
Marketing “owns” the project, but IT part of all key discussions and decisions
Ongoing support has been a combination of both vendor and Lazard IT teams
Our Technology Partnership
TRANSFORMing the Marketing/IT Relationship – Invesco Case Study
24
Chrystal Williams
Head of Digital & Print Marketing
Agenda
25
Invesco – Who We Are
Team Structure
Digital Proposition
Governance Model
Future State - Marketing & IT responsibilities
We have specialized investment teams with local knowledge of key markets across the globe
26
Source: Invesco. Invesco Ltd. Client-related data, investment professional, employee data and AUM are as of Sept. 30, 2015, and include all assets under advisement, distributed and overseen by Invesco. Invesco PowerShares Capital Management LLC is the sponsor for the PowerShares QQQ and BLDRS products. ALPS Distributors, Inc. is the distributor of PowerShares QQQ, BLDRS Funds and the PowerShares DB Funds. Invesco PowerShares Capital Management LLC and Invesco Distributors, Inc. are indirect, wholly owned subsidiaries of Invesco Ltd. Invesco Distributors, Inc. is the US distributor for Invesco Ltd.’s retail products. Invesco Ltd. is not affiliated with ALPS Distributors, Inc. or Deutsche Bank. The entities listed are each indirect, wholly owned subsidiaries of Invesco Ltd., except ALPS Distributors Inc., Deutsche Bank and Invesco Great Wall in Shenzhen, which is a joint venture between Invesco and Great Wall Securities, and the Huaneng Invesco WLR Investment Consulting Company Ltd. in Beijing, which is a joint venture between Huaneng Capital Services and Invesco WLR Limited. Please consult your Invesco representative for more information.
Invesco Ltd. is a truly global firm with:
US$755.8 billion assets under management
More than 750 investment professionals
On the ground presence in more than 20 countries, including:
Australia Austria Belgium Canada China Czech Republic France Germany Hong Kong India Ireland
Italy Japan Luxembourg Netherlands Poland Singapore South Korea Spain Taiwan (ROC) United Arab Emirates United Kingdom United States
US Digital & Print Marketing Org Chart
27
Scrum Master
(1)
UX Design
(2)
Business Analyst
(4)
UX Analyst
(2)
UX Developer
(6)
Operations Lead
(1)
E-Support
(2)
Chrystal Williams (36)
(Digital and Print Marketing)
Manager (5)
(Financial Print)
Director (2)
(Fulfillment)
Manager (6)
(Commercial Print)
Regulatory Print
(3)
Fulfillment
(2)
Marketing Print
(6)
Director (9)
(UX Analysis & Design)
Director (9)
(UX Dev. & Support)
Mailings
(2)
Integrated client experience across all digital properties and channels
28
Financial Professionals
Individual Investors
Institutional Investors
DC Plan Sponsors
Registered Investment Advisors
WEB
MOBILE
DIGITAL MEDIA / ADVERTISE
SEARCH
SOCIAL
Our Clients Digital Channels
Unified Web and Mobile Experience
29
Desktop - Web Tablet Smart Phone
Device Detection
Digital Vision
30
To continuously innovate our digital technologies and data platform to strengthen client, employee and other key audience engagement and deliver a Superior Investment Experience.
Superior investment experience
Continuous Innovation
Speed-to- market
Agile processes
Linked systems/
data
Digital Governance (DAC) – U.S.
31
Committee Charter
─ Serves as the governing body and trustee of Invesco’s digital presence (Web/mobile/social)
─ Oversees digital strategic planning, business prioritization (quarterly releases) and budget approvals (new/off-cycle project funding)
─ Ensures digital resources are allocated to digital projects based on business opportunity/bottom line impact (cost savings, product distribution and competitive advantage)
─ Meets monthly to review progress, plan, vet new projects and resolve outstanding execution decisions/actions
─ Final escalation point for any unresolved issues
Chair – Head of Digital Marketing/ Meeting Frequency: Monthly
Committee Members
─ Executive Sponsors: Head of US Marketing, Chief Technology Officer (CTO)
■ Brand Marketing
■ Channel Marketing – Retail
■ Channel Marketing – Institutional & DC
■ Marketing – PowerShares
■ Product Marketing
■ Sales – Institutional
■ Sales – Retail, Field
■ Sales – Retail, Internal
■ Sales – PowerShares
■ Sales Business Intelligence
■ Marketing Analytics
■ Compliance
■ Legal
■ Corporate Communications
■ IT - Digital Applications
■ Digital Marketing (Committee Chair)
■ Data Management
■ Transfer Agency
Agile Methodology & Digital Scrum Teams
Product Owner (analyst) Defines the features of the product; decides
release date and content Responsible for the ROI of the product Constantly prioritizes the product backlog Can change features and priority every sprint Accepts or rejects work Represents the stakeholder and is the voice of
the customer Scrum Master Ensures team is functional and productive Ensures processes are followed Shields the team from external interruptions Help resolves impediments and remove barriers Facilitates scrum ceremonies
Stakeholders/Subject Matter Experts (marketers, other clients) Work closely with product owner to ensure
needs are understood and goals met Are the content owners and key contributors to
business requirements and deliverables ranking/prioritization
Participate in product demos and user acceptance testing
32
Scrum Team Cross-functional, 7 ± 2 members Organizes itself and its work Estimates stories on the product backlog and
tells product owner how difficult they are Negotiates the iteration goal and specifies
tasks Has the right to do everything within the
boundaries of the project guidelines to reach the iteration goal
Demos work results to the product owner and other stakeholders
4 dedicated scrum teams
New feature / functionality
UX enhancements
Campaign / Digital Advertising
Digital platform upgrade / back-end enhancements
Regulatory (FINRA)
New feature / functionality
UX enhancements
Campaign / Digital Advertising
Digital platform upgrade / back-end enhancements
Regulatory (FINRA)
New feature / functionality
UX enhancements
Campaign / Digital Advertising
Digital platform upgrade / back-end enhancements
Regulatory (FINRA)
New feature / functionality
UX enhancements
Campaign / Digital Advertising
Digital platform upgrade / back-end enhancements
Regulatory (FINRA)
The dates included are tentative dates for planning purposes and will be confirmed as comfort level with development is achieved. Key features (by release) are subject to change based on business priority.
Invesco US Web – 2015 Release Plan
33
Release 1 Release 2 Release 3 Release 4
Q1 2015 Q2 2015 Q3 2015 Q4 2015
Key F
eatu
res
Tim
efr
am
e
Digital development framework – Future Global Architecture and Business Release Trains*
34
* 2 dedicated release trains. Business fully resourced scrum team managed within each region. IT fully resourced scrum team managed within global IT. Both work together to plan,
prioritize and align global architecture and business roadmaps/release trains. New model offers more strategic alignment, concurrent development (across internal ops; client-facing);
and a holistic approach to distribution governance, business planning and project funding.
Architecture By fully understanding the strategy and vision of the business, Global IT develops the
architectural plan/roadmap and support for:
Data
IT Infrastructure
Back-office updates
IT Systems
Peer to peer IT projects
And advice about future technologies in partnership with Digital leadership and other
key stakeholders across Distribution
Manages global enterprise development resources/scrum team
Moving ahead of the Business to construct the
Architectural tracks
Business Distribution develops the digital strategy and vision for client &
employee-facing Digital/CRM Capabilities across:
Web (Intranet /Internet)
Mobile
Social
Manages regional development resources/scrum team
GLOBAL IT:
Business:
Thank You – Q&A
Invesco Distributors, Inc.