Swiss Post Solutions (SPS) is een divisie van Swiss Post, actief in 15 landen, met 6,400 medewerkers. SPS is de laatste jaren gegroeid door organische groei en overnames en dit resulteerde in 2010 tot een consolidatie van meer dan 30 merken tot 1 merk. Er lag prachtige kans en tevens uitdaging in het op een lijn brengen van de sales en marketing organisatie. David Dorlian vertelt over het moderniseren van de marketing en sales organisatie. Om de vruchten te kunnen plukken van een nieuwe marketing en sales organisatie moest met name de rol van marketing in de organisatie veranderen. In zijn presentatie gaat David in op deze verandering van de rol van marketing binnen Swiss Post Solutions en de stappen die gezet werden om de investering te verantwoorden. Daarnaast spreekt David over de problemen en uitdagingen die ze tegenkwamen tijdens het veranderproces van het invoeren

1. How to justify the investment in
modernizing your marketing with the
Executive Board
David Dorling, Swiss Post Solutions
14th March, 2012

2. What I hope to share
• It is about change • The context and
management background for our project
• That organisational • The issues we addressed
alignment will continue to be through our project
a challenge • Centre of Excellence
• That the strategy message • Results and benefits
takes time to filter down to achieved
the coal-face • Lessons learnt and next
steps
• There are cultural nuances
that need to be managed
• Focus on measurement &
accountability

3. Background & Context:
Individual systems, processes and
methods & capabilities

4. There is but one constant -
Change
– How our customers buy
– The level and complexity of our competitive marketplace
– How we differentiate ourselves
– What we sell and to whom
– Our value proposition
– Organizational structures
– Skills and capabilities
– Business processes and systems
– Objectives, targets & measures

5. CHALLENGE 1 CHALLENGE 2
The decline of the “Caught in the middle”
physical document market positions
CHALLENGE 3 CHALLENGE 4
Intensifying and We are in the midst of a
asymmetric competitive fundamental
environment re-organisation

6. Document and Business
Process Outsourcing
DOCUMENT MANAGEMENT
BUSINESS PROCESS SOLUTIONS
SERVICES Our Customers
Electronic
Electronic
Document
Archive Management
(ECM)
IT Systeme
(z.B. ERP)
Physical
Physical
e-Archive
Consumers

7. Systems, Processes & People
What had to change
• We were historically an operations led organisation
• Marketing was viewed as a sales support function
• Senior management viewed marketing as a cost function rather than a
revenue contributor
• Our marketing activities were executed in silos
• There was a lack of coordination, standardisation and consistency in our
G2M activities
• We were incurring unnecessary costs
• We were reducing our staffs efficiency and productivity
• We were not investing in the development of our staff
• We were engaging with our target market too late in the buying process
• We found it difficult to measure the performance and effectiveness of our
activities

8. Starting Point 17 December 2009
Goals of the approved SPS Sales Concept

9. Sales Concept Key Topic
Lead Lifecycle Management

10. Evaluating the Market
• Vendor identification in Summer 2010 - LeadLife, Marketo, M2L, Eloqua,
Silverpop, Aprimo
• Vendor short list – six step process completed December 2010:
– Silverpop
– Eloqua
– M2L (due to acquisition by Oracle)
• Vendor evaluation – six step process, February to April 2011
• Vendor decision – Eloqua:
– Fit to functional requirements
– CRMOD integration
– Implementation model and services
– Sales enablement
– Privacy & security

11. What were the risks
Project Risks: Not doing project:
• Lack of Exec Mgmt buy-in & • We will continue to lack visibility
support of our customers & prospects
• Not achieving alignment interests
between sales & marketing • We will continue to plan and
and BU’s execute in silos
• People: availability, skills, • Marketing’s contribution will
capability, capacity continue to disappoint
• Oracle CRMOD Integration • It will delay our capability to have
• Available project budget consistency in our G2M activities
• Content availability • We will continue to fund duplicate
• Data management, systems
governance & legislation • We will not be able to assess
• Vendor support what is and is not working

12. Critical Building Block:
Marketing Automation
Centre of Excellence

13. Implementation Scope and
Governance
• Phase 1 - six business units in scope: Switzerland, Germany, United
Kingdom, United States, France and eProduct House
• The project had three major workstreams, started late September 2011 and
had duration of 16 weeks:
– Functional deliverables
– CRM integration
– CMS integration
• Project Governance
– Project Board: Project Sponsor (member of Executive Board), Head
Global Sales, Head Solution Management, CIO
– Project Team: Business Unit Marketing & Communications, CRMOD
Owner, Website Owner
– Involvement of other stakeholders as required

14. SPS Marketing Automation
Model
Demand Funnel
Metrics & Reporting
People & Skills
Scoring Nurturing
Data Demand Creation Sales
Governance (Inbound/Installed) Enablement

15. SPS Applied Demand Funnel

16. SPS Nurturing Strategy
Architecture
Route
Master Router
Welcome/Profile Welcome Program (per segment)
Convert/Qualify Solution 1 Solution 2 Solution 3
Stay top of mind/
Extended Extended Extended
educate Solution 1 Solution 2 Solution 3
Transactional Event-Management

17. Benefits & Results Achieved

18. What have we delivered
• Integration of six websites
• Subscription Model
• Internal and external newsletters
• Event Management Program
• Telemarketing integration
• Oracle CRMOD Sales Reporting
and Lead Integration
• Multi-solution Lead Scoring
• Marketing Objectives &
Performance Measurement
• Nurture templates that be can be
adapted by country

19. What have we achieved
• Benchmark Performance
• Open Rates 31.6%
• Click Through 6.9%
• Bounceback Rate 1.5%
• Nurture Example
– Cost £14k
– Opportunities of £10.5m
(PO & AO)
– AO of £3.4m
– Cost to revenue: £1
gains £72 (c35% of AO)

20. What has changed…
• Marketing has contribution targets recognised by the Executive
Board
• There is formal agreement on lead handover process between
marketing & sales – common definitions
• We are able to communicate with our target market more effectively
• Marketing is able to analyze, measure and report on performance of
activities
• We have a global model for nurture program development
• We have improved coordination & standardization
• We have increased efficiency
• We have integrated with CMS & CRM
• We are able to support sales with additional tools

21. We still have some way to go….
– Closer alignment with sales
– common and shared goals
& metrics and focus
– Marketing organization &
skills development
– Introduction of integrated
campaign program
management
– Greater standardization and
consistency in G2M – brand
management
– Market profiling: Ideal
customers, Buyer Personas
– value proposition

22. Our conclusions
• It was (and continues to be) a change management project
• That marketing automation should not become its own silo
• That the theory differs from the practice
• That there is no one size fits all (regardless of what vendors
say)
• That as you learn you recreate (be willing to take one step
back to go forward)
• That there is no such thing as a standard interface
• That you will underestimate the investment required to fully
exploit the investment that you have made
• Easy to say market aligned organization – cultural and
process realignment

23. A few final thoughts…
• CMO tenure hits 43 months in 2012, from 23 months in 2006
(Spencer Stuart research)
• By 2017 the CMO will manage more IS spend than CIO (Gartner)
• Business Strategy and Digital Execution are CMO priorities
(Forrester Research and Heidrick & Struggles)
• Four key challenges; data explosion, social platforms, channel &
device options, shifting demographics
• A change agent by owning customer insight
• By 2015 two-thirds of CMOs believe marketing ROI will be their top
effectiveness measurement (IBM)
• In 2017 the Marketing Operating Officer will have replaced CMO

24. Thank you
Q&A