Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Organizations
•Descargar como PPTX, PDF•
1 recomendación•369 vistas
What’s the #1 thing that determines your success as a marketing organization, quarter after quarter, year after year? It’s the strength of your marketing plans and how well you execute them. Indeed, effective marketing planning is a must-have for all high-performing teams. However, too many orgs struggle to rally around a single planning process. For them, planning is disjointed and chaotic. As a result, their marketing execution can seem constantly behind the eight-ball: reactive, rather than proactive. We spoke to a group of high-performance marketing leaders and analysts to uncover four of the most effective and practical ways they’ve evolved planning at their organizations. We’ll dive into each one: - Aligning marketing plans with company-wide strategy; - Making practical use of analyst frameworks; - Combining top-down with bottoms-up planning; and - Achieving harmony with the finance department. If you’re a marketing leader looking to build sound planning practices that give rise to functional, measurable plans that can truly drive revenue, this webinar is for you. Also check out our webinar here: https://content.allocadia.com/webinars/4-marketing-planning-strategies-from-the-best-global-organizations
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (18)
Similar a Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Organizations
Similar a Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Organizations (20)
Más de Allocadia Software
Más de Allocadia Software (20)
Último
Último (20)
Allocadia Webinar - 4 Marketing Planning Strategies From The Best Global Organizations
- 3. Everyone has a plan 'till they get punched in the mouth
- 4. Sam Melnick Director, Customer & Marketing Insights @SamMelnick Ken Evans Senior Director, Marketing Operations @DGMatters
- 5. What We Will Cover Today • Where Planning Fits in With Marketers Jobs • The 4 Best Practice for Marketing Planning 1. Align marketing plans with company-wide strategy 2. Making practical use of analyst frameworks 3. Combine top-down with bottom-up planning 4. Achieve harmony with the finance department
- 6. Context.
- 7. Plan Operate MeasureEvaluate Optimize Manage and Optimize the Business Of Marketing Run Marketing Today’s Marketer Has Two Jobs Attract Acquire ConvertRetain Advocate Create Engaging Customer Experiences by Overseeing the Customer Lifecycle Do Marketing CMO Customer
- 8. Marketers Must Merge Both Jobs To Succeed Plan Convert Run Marketing MPM Do Marketing Execution
- 9. What is Marketing Performance Management? Planning Operating Evaluating MPM
- 10. MPM Category: Planning • Corporate Marketing starts with a top-down plan that supports corporate goal. • Marketers in the field build their bottom-up plans and budgets. • These planning activities meet in the middle. Planning MPM
- 11. MPM Category: Operating • At this point the plan has been set • The different marketing teams across the organization use the plan as a roadmap while executing • The CMO supports the field with processes and technologies that collect data, fine tune plans, and reconcile results Operating MPM
- 12. MPM Category: Evaluating • As execution occurs data is collected the marketing department measures performance. • This includes targeted and actual: Investments, results, and ROI calculations. • In-quarter or in-year evaluations allow Marketing to adjust so they meet and beat their targets. • During planning season it gives Marketing the insights to build a more effective and efficient plan for the next quarter or year. MPM Evaluating
- 14. 4 Planning Best Practices to Focus On 1. Align marketing plans with company-wide strategy 2. Make practical use of analyst frameworks 3. Combine top-down with bottom-up planning 4. Achieve harmony with the finance department
- 16. Marketing Planning Theory Identify Process & the Key Stakeholders Start Early and Communicate Often Don’t Forget to “Launch”
- 17. Marketing Planning Reality X Time Creep…It’s Already November?!?! X Corporate Budgets Delivered With No Time to React X Department Planning Goes Rogue…
- 18. Real Life Examples Success Areas Company objectives around: • Growth • Product Differentiation • Customer Satisfaction • Operational Efficiency
- 19. Your Take-Away Keep your planning in-line with Corporate Objectives. If those aren’t clear, look to your corporate vision, mission, or strategy.
- 21. Marketing Planning Theory Choose a Framework that Fits Your Org Look Outside Your Org to Avoid Bias Benchmark!!!
- 22. Marketing Planning Reality X Standardize & Stay True X Frameworks are Good. Project Managers are Better X Every Company is Different, External Help May Lack Context
- 23. Real Life Examples Benchmarks: Focus on Efficiency Goals • Expense to Revenue • Program to People • Looking for Areas That Help Plan for the Future
- 24. Your Take-Away Have a template for Marketing Heads. BUT FIRST. Assure they are all aligned to Marketing priorities.
- 26. Marketing Planning Theory Start with the C-Level or VP-Level Vision Then Bottom-Up Plans From the Field Communicate Often and “Meet In the Middle”
- 27. Marketing Planning Reality X Last Minute Budget Cuts X Field is Easily Influenced by Sales (or Channel) X Lack of Alignment Between Marketing & Sales
- 28. Real Life Examples Aligning to Corp Objectives • Agreed on by Exec Team • Marketing Priorities Set by the CMO • Will Still “Allow” Some Unaligned Field Activities
- 29. Your Take-Away Bottom up plans are VERY important, and happen naturally. But… Buy-in around the overall planning process & Corporate Objectives is where you should start.
- 31. Marketing Planning Theory Communicate in Finance’s Language Gain Trust Early & Often Predictability is Your (and Finance’s) Friend
- 32. Marketing Planning Reality Lots of Truth to These Theories X Marketing & Sales Has Been a Focus…Finance, Not as Much X Weekly Meetings with Finance. Or Else.
- 33. Real Life Examples Rise Above Cost-Per Metrics • Cost Per/MQL Wasn’t Good Enough • Needed to Focus on Customer Acquisition Costs • Partner with Finance (where needed)
- 34. Your Take-Away Find a Finance partner. Seriously. Find one. Candidates Include: The head of FP&A, the CFO, or one of their Lieutenants.
- 36. Marketers Must Merge Both Jobs To Succeed Plan Convert Run Marketing MPM Do Marketing Execution
- 37. Allocadia Helps Merge Both Jobs Plan Convert
- 38. Gain Control of Marketing Planning with Allocadia Request a demo: Click Here! Or Sam.Melnick@Allocadia.co m
Notas del editor
- Thanks Carol. And thanks for hosting this great webinar series. There’s a lot of great marketers speaking and companies represented. Allocadia is thrilled to be apart of this. SO today we’re going to talk about planning. This is something all marketers do. Some like it, some hate, some have a great process for it, others…well maybe not as much. But it all comes back planning is a necesity And like any great marketer I want to start out with some inspiration for you all…or at least some planning cliche’s
- One can’t forget Failing to Plan is planning to fail
- Finally the infamous mike tyson. Everto So I think 3’s enough, I made a bet with Ken on how many planning cliches we could put up before folks started dropping, I think we’re good say far, so let’s move on to the meat!
- So what will cover today is first where planning fits within marketers jobs and then the 4 areas we’ll focus on in terms of areas marketers should focus on around planning best practices.
- The reality is today’s marketer has two jobs. To do marketing and to run marketing. Do marketing is the execution, it’s the campaigns we run, its everything the customer sees, ultimately it’s the muscle behind marketing. Run marketing is the strategy, it’s the stuff that goes on behind the scenes that the customer does not see, it’s the planning investing, measuring. Both of these jobs are mandatory and marketers are taking these on whether they it or not.
- And really to succeed in marketing today, both of these jobs MUST be merged to be successful. Together, I would argue that this is the formula for Marketing Performance. You have the Marketing performance management on the left and then the Execution on the right. Without that strong Execution arm, you’ll never get anywhere. But without a plan, strong investment stragety and then measurements of that execution – you never know where you’re going or how to adjust. At Allocadia we live in the MPM side – that’s where we help marketers with those items. Someone like Matt, is jumping back and forth with his clients between the Run and the Do portion. Matt do you want to comment on this importance of combining these two items?
- So at Allocadia we talk a lot about that left side of the equation the run of marketing or Marketing Performance Management. And how we look at the world there are three main stages of MPM, Planning Operating, Evaluating. I’ve got some slides after this that go through each of the 3 areas and won’t do that now, instead DL the deck. But quickly, planning is…
- Marketing: Kasia: Thought that Its not just making the plan and making it real, so it doesn't disapear. How do you fit into their in succint way. Something missing. Less about CMO bringing plan than the plan becoming a guide. Jeff: is bringing the finalized plan do that? How do you use it and make it real. Plan is real, becomes part of a roadmap...Parameters are clear...end user.
- So let’s talk about these 4 planning best practices. (READ ALL 4)
- How this will work is I will go over the topic and some theory around what is best practice --- only appropriate since I’m an ex-analyst --- and then ken will walk you through reality, some real life examples, and something for you to take away. SO let’s talk about aligning marketing plans with company wide priorities our first recommendation.
- For this topic, really want you want to do is make sure the process and stakeholders are identified EARLY ON. Ideally there will be clear decision support and processes to work through the planning cycle. I already said it once…but start early! Large orgs, I’m talking 6 months, mid-market and smb 2 – 3 months. Finally Planning is great and you can have opinions, but make sure to start acting on your plan..usually even before the new FY starts!
- Reality: Time creep…Holy Shit! It’s October…no wait…November. Top down corporate budgets delivered before you have time to react Key stakeholders (typically the leaders of departments and or the lieutenants of the CMO) go off and plan on their own. AKA Planning bias.
- The Fuze Four: specific goals around growth, innovation, customer satisfaction, and operational efficiency. These have meaning for every department. And Marketing can then develop a set of priorities for all or some of these objectives and begin planning. If you flash forward to your finished plans, or if you’re approached to do something new (that never happens throughout the year, does it?), then if the plan or request doesn’t have a direct line of sight to one of our specific Marketing priorities (and ergo Corporate Objectives), then either the plan is mis-aligned (and you need to go back to the drawing board) or the new request is rejected.
- Keep you planning in line of site of Corporate objectives. If those aren’t clear, look to your Corporate vision, mission, or strategy. Don’t worry about planning every detail for the full year…get detailed for Q1 and Q2 as best you can and set a mid-year planning session at mid-point of Q1 to start second half planning.
- Great, thanks Ken, Next section, structing your plans according to industry standards
- Theory: Choose a framework that will provide natural order for what can be a chaotic process (planning!). Every marketing team is going to be different, so you may need to adjust or use a different frameowrk than others…but regardless choose one! Use an outside source to create an objective point of view and remove bias – Think about bringing some one else in for an outside perspective on how you are taking on the plans and targets. I used to run the benchmarking at IDC, so I love Benchmarks. they give you a comparison of what you plan to do vs industry norms, they’re very helpful in where to allocate dollars or time.
- 1) The reality is that a template or guide helps. For years I was in marketing organizations that used templates so all marketing dept heads would follow the same process of building their plan. I think this very common still today. 2) I’m using a SD planning framework now (IDC has a good one too) and it’s even better. However, the planning process is – like an integrated campaign – a project management effort. If the CMO isn’t the project manager herself, or if there isn’t a project lead for moving the process forward….then, despite the aforementioned template, you get dept heads building plans in silos and coming together with large, selfish(?) plans that take longer (due to re-alignment of the gun sites and resource allocation – like budget – and quite frankly, conflict resolution as dept heads aren’t coming from the same place of business objectives and marketing priorities. 3) I haven’t used or considered using (hiring?) an outside source to create an objective POV. I’d have to be convinced that could work as I think being in the fabric of a company and living the day to day promise of our mission and objectives is required to stay grounded in reality for the business will ultimately approve.
- Benchmarks are great. Especially when it comes to operational efficiency goals. When you know there’s a key role missing [to accomplish a certain job/task] or an expense-to-revenue ratio out of whack…it impacts how you think about allocating time, energy money to fix the source of the problem vs. the symptoms. Example: If you’re B2B marketing team at a software company (vs. a consulting firm), knowing that headcount to program expense ratios are 70:30 and industry benchmarks are closer to 55:45 brings to light planning considerations that are beyond just taking last year’s plan and reskinning it. Frameworks encourage contrasting to benchmarking.
- Certainly have a template for marketing heads to do their planning around. Before department heads go off and generate their plans, STOP and confirm these leaders are aligned on Corporate objectives AND marketing priorities that are stipulated by your Marketing leader. Any plan without line of sight to these two layers will likely collide and lengthen time to resolve and get execution underway Best case, get Marketing leader buy-in to someone’s framework, assign a project lead with authority, and go together into the first two parts above.
- Recommendation #3! Do both a top down and bottom up planning process and make sure they meet in the middle.
- Theory: It starts with marketing Leadership creating a vision that aligns with corporate objectives and other internal departments Then the Field marketers must create a plan on the activity level that will hit their goals that were given by leadership. Then in this theoretical through both of these processes, helped by strong communication, the top down plans should meet with the bottom up as it naturally ”rolls up”.
- 1)Yes. Classic scenario, for years, was marketing teams build their next year plans and later was handed a budget envelope that was much less and then forced to replan. 2) Field Marketing, influenced heavily by Sales in the field, would reskin last year’s plan. 3) Why? No firm direction from an Exec-aligned set of Corporate Objectives. Sales leadership must be partner with said Corp-aligned objectives (and ergo Marketing priorities) and drive the message of support into the field sales teams so they understand Field Marketing is acting strategically in their local efforts.
- We’ve decided to follow the steps of aligning on corporate objectives (blessed by Exec team) and Marketing Priorities (blessed by CMO via Exec Team of Sales, Product, Eng, etc.) and although we’ll still be doing some perennial Field marketing activities (roundtables, hospitality events), they will be done with a focus of messaging and targeting (e.g. – Target accounts). The “will” and “will not” list includes setting guidelines on what field sales can request from field marketing.
- Yes, do your bottom’s up plan as it’s necessary to understand what would stay or go in next year’s plan. But!.... Before this begins, provide your field marketing heads the transparency into the planning process so they understand the guidance of corporate objectives and marketing alignment. This will create a more aligned review cycle where iterations will take place as usual, but at least within the boundaries of set priorities.
- Last but not least…this is actually an area that Ken is VERY knowledable on so I think you all will get a lot out of it. It’s making finance a partner in the marketing planning process.
- Theory: This is key, finance owns the “purse strings”, learn to communicate in their language where possible, this will help you get on the same page and it rolls into this next one… Helps you gain trust. In terms of budget increases and changes, finance is your go to…so building turst with them early and often will behoove you (and also keep them from digging into too many details ) Forecast perfection is unrealistic, but, predicability means SOOOO much to finance so where you can get as close as possible to help finance predict expenses and results it will help your planning process greatly and you may even gain finance as a planning partner
- 1)Your reality better match this theory. There is no theory here. If it’s theory, your not a modern marketing org. 2_For years we’ve worked on bridging the gap between Sales and Marketing. It’s still a reality that must be met. Add the bridge between Marketing and Finance. 3) Having weekly meetings with your finance partner and full transparency into your marketing performance – no matter how immature it may be – is critical to foster trust and support.
- Also, as a Marketer, you must learn that cost per lead or cost per MQL is tactical and finding a way to quantify Marketing’s contribution to a company-wide Customer Acquisition Cost is more strategic. A finance partner can help you understand these concepts and help you develop reporting to reveal these metrics.
- Find a finance partner. No matter if it’s the head of FP&A, the CFO, or one of their lieutenants. Ask for a ongoing relation and manage it like you would a mentorship. Schedule a weekly date. Share your plans. Share your budget. Educate them on what Marketing does, how much stuff costs, and how you are measuring your value to Sales (pipeline contribution, building the company reputation through awareness and influencer programs, etc.). Teach them. And let them teach you. Monthly…balance the checkbook. Make sure they help you get a picture of actual expenses and help them understand why it’s more or less. Understand that going over budget isn’t any worse than coming under…it’s not the crime, it’s the cover up. And during your planning process…invite them to the table to listen and ask questions. They are a crucial part of the team.