Driving Marketing Automation Success Throughout the Enterprise
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Driving Marketing Automation Success Throughout the Enterprise
- 1. © 2013 Marketo, Inc. Marketo Proprietary and Confidential Driving Marketing Automation Success Throughout the Enterprise March 27, 2014
- 2. Shyna Zhang Sr. Product Marketing Manager Tim Kirby Sr. Solutions Consultant Allison Dryer Sr. Solutions Consultant Jim Drake Sr. Director, Enterprise Solution Consulting
- 3. Page 3 © 2011 Marketo, Inc. Marketo Proprietary and Confidential © 2009 Marketo, Inc. Marketo Marketing Today: An information overload.
- 4. Page 4 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Blurriness: Is there still B2anything
- 5. Page 5 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Blast Driven Marketing: It simply doesn’t work
- 6. Page 6 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Real-time Marketing: Cadence is Critical
- 7. Page 7 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Attribution: Marketing is not a cost center.
- 8. Page 8 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Breaking Down Walls: To achieve cross functional efficiency Breaking Down Barriers: Achieve cross- functional alignment
- 9. Page 9 © 2011 Marketo, Inc. Marketo Proprietary and Confidential Marketo: MARKETING FIRST
- 10. © 2014 Marketo, Inc. Marketo Proprietary and Confidential Transformational Marketing Alignment, Methodology, and Tools *Source: Marketing Leadership Council Alignment Methodology Tools 50% 30% 20%
- 11. © 2014 Marketo, Inc. Marketo Proprietary and Confidential 50% 30% 20% Principles of a Successful Marketing Organization Content Machine: Ensure scale, quality, and timeliness Agile: Dynamic, able react to external factors quickly Culture of Analytics & Testing: Measure, fail quickly, and scale Embrace Technology: Demand center must absorb technology, create best practices, role of the Chief Marketing Strategist
- 12. in·no·vate A flexible, collaborative, and consultative assessment involving Marketo’s Digital Strategy Consultants and your cross functional teams. Assessments evaluate your sales & marketing strategy, cross functional alignment, sales & marketing funnel, and measurement & reportsto deliver strategic recommendations and plans for improvement. INNOVATE
- 13. © 2014 Marketo, Inc. Marketo Proprietary and Confidential Methodology How we conduct INNOVATE Discovery: The INNOVATE engagement starts with our proprietary Marketing Maturity Assessment. This gives us a baseline understanding of where you are today. Recommend: The output from the assessment if a detailed set of marketing automation (and process) recommendations. Resolve: Lastly, a plan will be presented to your team to cover the details of implementing your project. We’ll agree to a join execution plan for moving forward.
- 14. © 2014 Marketo, Inc. Marketo Proprietary and Confidential Once the scores are entered into the Marketing Maturity Assessment, we’re able to view a quadrant analysis looking at each of the four categories. Results Viewing the Full Picture Strategy Alignment Funnel Measurement Quadrant Value: 20 SophisticationLevel TeamAlignment Quadrant Value: 10 Quadrant Value: 15 Quadrant Value: 5 Scored Sections 1. Sales & Marketing Strategy 2. Cross Functional Alignment 3. Sales & Marketing Funnel 4. Measurement & Reporting
- 15. © 2014 Marketo, Inc. Marketo Proprietary and Confidential Each quadrant on the assessment comes with a value. That value is then used to compute a total Marketing Maturity Assessment score. This score is applied to a maturity curve and is used for recommendations Results Viewing the Full Picture Maturity Categories 1. Traditional Marketing 2. Marketing Automation 3. Integrated Sales & Marketing 4. Revenue Performance Management
- 16. © 2014 Marketo, Inc. Marketo Proprietary and Confidential GE Capital INNOVATE Outcome Identified the Business Problem: • No closed loop reporting or success metrics on marketing activities. No alignment between sales and marketing, therefore increasing share of wallet and penetrating more of the market is a significant challenge. • Needed effective way to engage the 80% of returning customers and move them upstream. INNOVATE Outcome: • Alignment between sales and marketing around strategic goals, funnel definitions, stages and detours, KPIs and SLA’s • Improved integrated campaign strategy & process • Marketing Automation blueprint for adoption and long term success
- 17. © 2014 Marketo, Inc. Marketo Proprietary and Confidential Takeaways & Q&A • Transformational marketing is driven by tools, methodology & organizational alignment • Marketing organizations need to be agile, content focused, driven by a culture of analytics & testing, and embracive of technology • Schedule your INNOVATE assessment today Thank you! szhang@market o.com
Editor's Notes
- Shyna Intro
- This is the new world we live in as marketersThe people we are trying to reach are living across multiple channels – online & offlineThere are more and more messages bombarding them everyday. The average customer will be exposed to 2,904 media messages, will pay attention to 52 and will positively remember 4Many marketers have responded by just trying to yell louder than the other guys. That won’t work.As a result, most consumers are just tuning everything out.What should we be doing? What are the New Rules for success in this world?...<next slide>
- Traditionally, marketers have blasted messages, hoping they resonate with a few targets amongst the crowd. We call this batch and blast.
- Relevancy is not longer about content alone. Marketers must focus on cadence. Media never leaves the consumers pocket. Messages can be received any place, any time, anywhere. Real-time, action driven messaging is the key factor in delivering cadence conscious messaging.
- Traditionally, marketers have blasted messages, hoping they resonate with a few targets amongst the crowd. We call this batch and blast.
- OUR POV about organization
- Economic friction is generated by the need to divide the total budget granted by senior management to support Sales and Marketing. In fact, the sales force is apt to criticize how Marketing spends money on three of the four P’s—pricing, promotion, and product. Take pricing. The marketing group is under pressure to achieve revenue goals and wants the sales force to “sell the price” as opposed to “selling through price.” The salespeople usually favor lower prices because they can sell the product more easily and because low prices give them more room to negotiate. In addition, there are organizational tensions around pricing decisions. While Marketing is responsible for setting suggested retail or list prices and establishing promotional pricing, Sales has the final say over transactional pricing. When special low pricing is required, Marketing frequently has no input. The vice president of sales goes directly to the CFO. This does not make the marketing group happy.Cultural conflict between Sales and Marketing is, if anything, even more entrenched than the economic conflict. This is true in part because the two functions attract different types of people who spend their time in very different ways. Marketers, who until recently had more formal education than salespeople, are highly analytical, data oriented, and project focused. They’re all about building competitive advantage for the future. They judge their projects’ performance with a cold eye, and they’re ruthless with a failed initiative. However, that performance focus doesn’t always look like action to their colleagues in Sales because it all happens behind a desk rather than out in the field. Salespeople, in contrast, spend their time talking to existing and potential customers. They’re skilled relationship builders; they’re not only savvy about customers’ willingness to buy but also attuned to which product features will fly and which will die. They want to keep moving. They’re used to rejection, and it doesn’t depress them. They live for closing a sale. It’s hardly surprising that these two groups of people find it difficult to work well together.