Allocadia Webinar - 2017 Benchmark Research Webinar w/ Pedowitz
•Descargar como PPTX, PDF•
2 recomendaciones•397 vistas
In this webinar, we analyzed the results of a comprehensive survey fielded from over 200 organizations, to understand how leading CMOs are aligning their plans to corporate strategy, handling global budgets, buying and using marketing technology, and making smarter decisions by managing their marketing performance.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (19)
Similar a Allocadia Webinar - 2017 Benchmark Research Webinar w/ Pedowitz
Similar a Allocadia Webinar - 2017 Benchmark Research Webinar w/ Pedowitz (20)
Más de Allocadia Software
Más de Allocadia Software (20)
Último
Último (20)
Allocadia Webinar - 2017 Benchmark Research Webinar w/ Pedowitz
- 1. 1/31/2017
- 2. Sam Melnick Vice President, Marketing @SamMelnick Debbie Qaqish Chief Strategy Officer @DebbieQaqish
- 3. Modern Marketing Operations is Marketing Performance Management Marketing Operations in its Infancy Marketing Performance Management Reactive Proactive Task Oriented Strategic Service Center Advisor to all Marketers “Island of Misfit Toys” Chief of Staff to CMO Considers Marketing Department Analyzes Company Dynamics Evolution
- 4. Leading Industry Analysts are Helping to Define Marketing Performance Management (MPM) “If B2B marketing measurement represents what a driver sees in a car’s rearview mirror, then MPM serves as the headlights and the steering wheel of the car itself that improve both visibility and control for the driver.” -Vendor Landscape: New Technologies Make B2B Marketing Performance Management A Reality Allison Snow Senior Analyst “Marketing performance management (MPM) encompasses the technologies and services for solutions that support marketing’s ability to gain access to insights, analyze data, make predictions, and optimize marketing programs, campaigns and resources… …At the foundational level, MPM includes a data repository, BI tools and analytical workbenches. At the strategic level, MPM provides role-based access to information and KPIs through dashboards, visualization, point-and-click analysis, modeling, simulation and optimization.” Definition of Marketing Performance Management
- 5. What is Marketing Performance Management? Planning Operating Evaluating MPM
- 6. Why Marketing Performance Management is Important Plan Convert Marketing Performance Management Marketing Execution
- 7. Allocadia’s Marketing Performance Management Benchmark Study • Primary research conducted in the fall • 217 Marketers surveyed • Subsequent research from initial report: “The Essential Framework for Optimizing Marketing Performance Management”
- 8. Study Demographics < $20M, 24.0% $51M to $200M, 13.7% $501M to $999M, 13.1% $21M - $50M, 13.7% $201M to $500M, 5.5% $1B to $2.5B, 15.8% > $2.5B, 14.2% Participant Demographics: Revenue B2B + B2C, 27.7% B2C, 36.7% B2B, 35.6% Participant Demographics: Channel CPG, 4.3% Edu & Non- Profit, 13.4% F&B, 4.3% Financial, 16.0% Govt, 2.7% Pharma & Health, 7.0% Hospitality, , 2.7% Tech, 16.6% Manufacturi ng, 4.3% Media & Entertainme nt, 8.6% Other, 8.0% Retail, 5.3% Services, 7.0% Participant Demographics: Industry
- 9. Defining a High Performing Marketing Organization Increasing Company Revenue Growth Increasing Marketing Budgets Advanced MPM Maturity
- 10. MPM at High Performing Organizations 1. Double Down on their Current Marketing Technology 2. Create Business Oriented Metrics 3. Act as Strategic Partners with Finance
- 11. Characteristic 1: Double Down on Your Current Marketing Technology
- 12. High performing companies Integrate Marketing Technologies 5 Times More than low performing companies
- 13. High performing companies are 2 Times More Likely to have Consistent Marketing Technologies across their organization
- 14. 70% of high growth companies report having Clarity into their Marketing Technology Roadmap… …only 27% of low performing companies report the same
- 15. You can’t control what you don’t know about …
- 16. Paid Search Marketing Case Management Direct Mail Email Service Provider Master Data Management Web Analytics Financial SystemSearch Engine Optimization Web Site / Content Mgmt System Marketing Automation Enterprise Resource Planning Partner Resource Management CRM Revenue Marketing Architecture Marketing SalesIt used to be easy…
- 17. Now, it’s challenging and required… Chat Paid Search Marketing Case Management Direct Mail E-Commerce Email Service Provider Master Data Management Content Syndication Web Analytics Financial System Video Streaming Affiliate Marketing Data Warehouse Search Engine Optimization Form Append Tag / Script Management Social Channel Social Monitoring / Management Marketing Performance Management Web Site / Content Mgmt System Call Center (Integ Voice Response) Analytics Enterprise Resource Planning Partner Resource Management CRM Marketing Sales Personalization Data Providers (Anonymized) Data Management Platform Demand-Side Platform Ad Networks / Exchanges Event Management Webinar Management Marketing Automation
- 18. Characteristic 2: Business Oriented Metrics
- 19. 2 of 3 of high performing companies provide metrics around Marketing’s Contribution to the Business to their CMO …only 1 of 3 low performing companies do the same
- 20. 80%+ high performing companies report their Marketing Performance Goals Align with Corporate Goals… …only 50% of low performing companies report the same
- 21. 4 of 5 low performing companies Do Not Have a globally Agreed-Upon Approach to Measurements or are only capable of baseline reporting
- 22. It all leads back to … what gets measured gets done. Case Study: Verint • MO function supports the CMO – CMO uses the MO group for intelligence and data to help executive team make decisions • CMO aligned to corporate goals – The mission of MO at Verint is to make the global marketing team effective and efficient in pursuit of marketing objectives. • Agreed upon approach to metrics – Operational – for marketing – Revenue – for executive committee VP, Marketing Operations at Verint Listen to his interview on Revenue Marketer Radio http://bit.ly/2jwlthE
- 23. Characteristic 3: Make Finance a Strategic Partner
- 24. Marketing & Finance are Rarely Strategic Partners 7% 14% 21% 28% 30% It’s non-existent Finance is a trusted strategic partner We speak… but only when forced to We collaborate often for transparency around projected revenue and expenses We have joint projects and the relationship is getting better How would you describe Marketing’s relationship with Finance?
- 25. High performance companies report Working Well With Finance 3X More Often than low performing companies
- 26. 2 of 3 high performance companies report being Aligned with Finance on Budgets & Returns 1 of 3 low performing companies report the same
- 27. An interview with a CMO & a CFO: REAL Accountability! Liz Sophia, SVP Marketing Ron Shaw, CFO Hodges-Mace Listen to their interview at Revenue Marketer Radio http://bit.ly/1Xsuy9j
- 28. Debbie’s Slides
- 29. More Resources to Improve your MPM Approach Download the Full Benchmark Report and Take a self-assessment to find your MPM maturity level
- 30. The Rise of the Marketing Operations Function What does a marketing ops organization look like? Hear what 20 different organizations had to say. The Rise of the Marketing Operations Function
- 31. Questions
Notas del editor
- Welcome > what the webinar is about, Intro Debbie house keeping,
- I’m Sam Melnick VP of Marketing at Allocadia, an ex-industry Analyst from IDC where I actually studied and research marketing operations. And today I’m fortunate for 2 things, first I get to put back on my analyst hat for this webinar, which is always a treat. And second I’m joined by an INCREDIBILY smart and Incredibily expereinced markter in Debbi Ga-Gesh of the Pedowitz Group. Debbie is the Chief Strategy Officer over there and (some experience here). Why don’t you quickly say hi debbie so all the great people on the line can here your lovely voice.
- So really want to just jump right and lay some ground work. At Allocadia we live and breath Marketing Performance Management or MPM, but when I started working with Debbie, she basically said (in a very polite way), whoa whoa slow your role Sam, we need to add some context around MPM. And I’m actually grateful for this as it lead to some great discussion. But overall how we see it is Moder Marketing Operations is Marketing Performance Management and really MPM is the evolution from the earlier stages or days of Marketing Operations. I’m going to paus here and let Debbie add her thoughts here as well and dive in deeper.
- Thanks Debbie. So just to dot the I and cross the t on the rise of MPM, not only are vendors like Allocadia talking about it, but tier 1 leading analysts like Forrester and Gartner are. Kim Collins over at Forrester had worked on this for awhile and now more recently, Allison Snow at Forrester is doing some great work around it and defining the sapce. On top of the Sirius Decisions, Craig Moore’s group isn’t calling it MPM…yet…but they do cover these MPM type spaces. So this is an area that is up and coming Regardless of the label given.
- So from Allocadia’s perspective, what exactly IS Marketing Performance Management. (ADD Definition) 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…
- Two parts of marketing
- OK, So, why are we here today? This fall we, Allocaida went out and conducted primary research around Marketing Performance Management Maturity, it was a 30+ question survey and we had 217 marketers participate. This was based off a previous report that we had written in the spring that actually built out a framework and maturity model around optimizing marketing performance. Then about 2 weeks ago we released our benchmark report…I’d suggest you read both reports and also do a self-assessment to see where you stack up (though I am biased )
- In terms of demographics, as an ex-analyst I was QUITE pleased with the spread of partipicpants. As you can see 30% of particpants were with companies greater than $1B and then 25% of companies less than 20M and plenty in the middel. An even slplit between B2B B2C and both, and then a large representation of industries with Tech and Finance at the highest. This adds a lot of value to the benchmarks within the benchmark report…very easy to create cohorts, etc for analysis!
- Before we dive into the key learnings, I want to walk you through how we defined “high perfoming” when building the survey it was really important that we had an external point to say, this company is or is not succesful. For us there were 2 main ones and a 3rd to add on top. The two main ones, is the company growing…success is typical 10%+ revenue growth…and are Marketing budgets increasing. Finally to add a layer of analysis, for everyone who took the survey we scored them on our maturity model…so of course advanced MPM approaches was a inout of “success”
- Ok, so on to the good stuff! So after literally months of work and many spreadsheets what we founds were 3 key areas that high performing mareting organizations did, that the rest did not… READ! Now we’ll get into each of these characteristics, with me acting as an analyst walking you through the data, and then debbie giving insights on what she is sseeing in the market with some of her amazing customers. You ready for this Debbie!
- So first off high performing marketing organizations double down on their marketing technology. That means they aren’t chasing the next shiny object, instead they get the most out of what they already have and have a thoughtful approach of what they buy next.
- As for data, the first point I want to call out of this survey is High performing marketing orgs. Integrate their marketing technologies at a MUCH higher rate than the low performing That means their CRM, their Marketing Automation, their Investments data, they are all integrated and the data flows smoothly throughout.
- Next these high perfomers have considtent marketing technologies. So that means that first of all they don’t have 6 different social listening tools, 3 marketing automations, and a couple of Content Management systems. They have 1 MAYBBBEEE 2… if it’s a very large org…within each of category of martech. 2nd, they have 1 instance! None of these multiple instances of Eloqua or Salesforce or ExactTarget. One instance so that the customer experience can be respected and the data can be managed more easily!
- And finally, These companies have clarity into their marketing technology roadmap…. Let’s think about this These high performing companies know the types of technologies in their stack and aren’t duplicating…they have made sure their technologies are connected and integrate well so they aren’t sitting in silos and they have a plan of what to do next. Seems like a good approach…but definitley more easily said than done, the data shows very few companies have ALL of these charecterstics and antecodtley talking with marketers I can confirm. So let’s hear some success stories form Debbie then!
- Thank you Sam. Let’s take a few moments and further explore Key Finding #1: Double Down on your current Marketing Technology As I work with many different organizations, something that we began to see in 2016 was the realization that as marketers began to become IT operations departments, they grew into this role in an adhoc manner. As Sam mentioned and as I’ve seen in many organizations, marketing does not even know all the technologies they have in place. AND, if you don’t know what technologies you have in place, how can you control them and optimize them to meet business goals. Let’s look at this from an evolutionary perspective.
- This picture represents the early days of marketing’s foray into buying and deploying technology. The areas in green are the systems most used – an ESP, a MA system, a CRM system and something to manage the website with. In this landscape, it’s pretty clear what systems are in place and hopefully..how they integrate. BUT, this is not what we are facing today.
- Structural Design Integration Optimization Process and Workflow Governance Today, marketers are drowning in technology and now more than ever, taking the time to understand what you have, and fully integrate and optimize what you already have in place is key to running marketing like a business. Marketers are still suffering from the shiny toy syndrome. We just worked with a large software company to help them map and optimize their current stack. This is the most basic aspect of using technology to help you run your business…the business of marketing
- Great – thanks Debbie that was super. So the next area these high perfomring companies focus on is, creating business oriented metrics. Let’s jump right into the data here.
- So right of the bat 67% of these high performers provide metrics and measurements to their cmo on Marketing’s contribution to the business…where as only 33% of low pefroming compaies do the same. That’s a big spread on something that we might think is prettty obvious to do…but it actually can be more challenging than you think. If the CMO hasn’t defined “succes” or if the defined success doesn’t actuall line up with business objects..there’s no way to ACTUALLY complete this. So it may not be the “measurees” or marketing ops fault persay, but definitley something that needs to be dealt with!
- Next, more than 8 of 10 high perfoming companies goals align with corprate goals…so I guess I kind of ruined the surprise on the last slide, but that’s the point I was making, if marketing’s goals aren’t aligned with the company’s you have 0 chance at success. So to me step one is that alginemnt…often falling on marketing ops or marketing executives, but certain;y can be affected by others!
- And finally on the business oriented metrics, low performing companies are inconssitent on how they actually measure and or they can only report on baseline metrics. This can be due to multiple reasons. Data quality, poorly created technology stack, or just a less mature measurement approach. Really here you can’t make measurements pop out of thin area, so understanding what needs to be measured and tehn working your way backwards is often the best appraoch… I guess I’m giving some advice here and stealing your job Debbie, but before I say TOO much, wy don’t you take it from here!
- And number three is
- Key Points I’ve had this show since 2008, over 100 episodes and this was the first CFO I’ve interviewed. Only in 2016 did I begin to see marketers having conversations with CFOs Ron – impressions of marketing were – marketing is about getting our name out there! Originally, we were skeptical marketing could really accomplish this. (CFO)Working with Liz, a serial Revenue Marketer, transformed marketing from a cost center to a revenue center – Liz showed me a plan- budget, timeframe, returns & numbers. We had multiple discussions to understand how to track metrics, analyze data, and spend money. Sales was also skeptical…they also came on board because of high quality lead gen programs...he used all the vernacular – as did all parts of the company. Use a public dashboard to show numbers. Transparency, no surprises in the financials, constant dialog and communication. Mapped out reporting and measurements.
- Understand which metrics matter to which stakeholders and what they are going to do with the info because if you are providing metrics and not doing anyhting with it. ID which metrics matter to which stakeholder and what actions will they take.
- MPM is how you run the business of marketing while marketing operations is the function to be managed.
- AI: Time for each slide/section