Dawn of the Demand Centre
John Neeson, SiriusDecisions
Tim Shorrocks, Cisco
Tina Goodwin, Novell
Tim Lennard, CA
1. Marketing Skills
SiriusPerspective: Marketing leaders must bring their functions into
alignment with each other – and s...
A Few Sobering Numbers
SiriusPerspective: Many organizations are still trying to deal with the first
sea change; will the ...
2. Marketing Performance
SiriusPerspective: Best practice organizations create over twice
as much revenue per marketing do...
3. Portfolio Approach
SiriusPerspective: By 2015 30-50% of marketing programs will have
                      2015,
moved ...
What is a Demand Center?
SiriusPerspective: The demand center is a center of excellence model
                            ...
Development Journey
SiriusPerspective: The Demand Center journey is driven by economic
and campaign performance considerat...
Summary

 1. Economics: The marketing mix will continue to require B2B
    become more “leveraged”.
 2.
 2 Portfolio Appro...
Dawn of the Demand Centre
John Neeson, Sirius Decisions
Tim Shorrocks, Cisco
Tina Goodwin, Novell
Tim Lennard, CA
Where is your organisation on the Demand
          y      g
Centre ‘journey’? (choose one)

• No plans/Not relevant
• Thin...
If you have a Demand Centre what is its scope?
                     Centre,


• Global
• Regional (e.g. EMEA)
• L
  Local ...
Thank you.
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The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA

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John Neeson, Co-founder of Sirius Decisions, together with a panel of senior technology marketers explores the development of the demand centre. He looks at how organisations need to adapt; what should be centralised and what left to local markets; and what technologies and processes are needed to make it all work.

Published in: Business

The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA

  1. 1. Dawn of the Demand Centre John Neeson, SiriusDecisions Tim Shorrocks, Cisco Tina Goodwin, Novell Tim Lennard, CA
  2. 2. 1. Marketing Skills SiriusPerspective: Marketing leaders must bring their functions into alignment with each other – and sales – in five key areas. 1 SEED Inquiries 3 ENABLE The use of traditional and social media to set Helping reps move p g p the stage for demand to marketing-created be created. Marketing Qualified demand, as well as to Leads (MQLs) source their own demand. 2 CREATE Sales Accepted The generation of “original” demand, with a Leads focus on quality vs. f lit quantity. 5 NURTURE Sales Qualified Care and feeding of Leads (SQLs) 4 ACCELERATE prospects that have fallen out of the waterfall. Efforts geared to help Closed/Won sales move deals more quickly through the Business pipeline. 2 Source: SiriusDecisions
  3. 3. A Few Sobering Numbers SiriusPerspective: Many organizations are still trying to deal with the first sea change; will the second swallow them whole? 85 The percentage of b-to-b marketers that describe themselves as “self-taught” professionals. 81 The percentage of b-to-b organizations that spend $1,000 or less per year on marketing skills d l l k ti kill development.t 25 The Th percentage of organizations that have purchased t f i ti th t h h d marketing automation that are utilizing it to the fullest. 7x The gap in waterfall performance (inquiry-to-close ratio) between average and best-in-class organizations. Source: SiriusDecisions 3
  4. 4. 2. Marketing Performance SiriusPerspective: Best practice organizations create over twice as much revenue per marketing dollar in demand generation. Average vs. Best Practice Performance 49% Conversion + Cost 2X Lower Cost/ Closed Deal Internet Over 70% of Leads Source: SiriusDecisions 4
  5. 5. 3. Portfolio Approach SiriusPerspective: By 2015 30-50% of marketing programs will have 2015, moved from single tactics to an integrated, multi-dimensional model. Marketing Portfolio Model Nurture Lead Play Model Scoring Cadence Buyer’s Journey Audience Message Model Dynamics y Map p Journey Multi -Touch Nurturing Type Activity Trigger Design Multi Ch M lti -Channel l Play A hit t Pl Architecture Demographic Trigger D hi T i Current Pipeline New Account Sales Account Impact Acquisition Readiness Marketing Relative Demand Lead Planning Targeting Type Definition Source: SiriusDecisions 5
  6. 6. What is a Demand Center? SiriusPerspective: The demand center is a center of excellence model center-of-excellence with advisory, execution and technical resources. SiriusDecisions Demand Center Model enter Practices Project Center st all Call Ce Bes Ca Teleprospecting Telemarketing Management Office Program Assembly Nurturing Plan Campaignn Execution n Advisory y Services s Program m Web Strategy Back Office Play Alignment Data Services Web Anthropology p gy Technology Center Campaign Lead Management Adaptive ucture Management Marketing ced Advanc y Infrastru Marketing Database Source: SiriusDecisions 6
  7. 7. Development Journey SiriusPerspective: The Demand Center journey is driven by economic and campaign performance considerations. • Back Office Service Increase • Load Balancing of Hubs Pooling / Level 4 • Regionalization of Resources • Specialized Services Back Office Expansion verage • Advisory Services • Online Marketing Level 3 Center of Excellence conomic Lev • Practice Area Management • Variable Program Structure • Telemanagement Services Ec Level 2 • Consistent Execution Standard Services • Core Marketing Services •BBase I f t t Infrastructure Level 1 • Global Programs Back Office • Central Process Marketing Performance Source: SiriusDecisions 7
  8. 8. Summary 1. Economics: The marketing mix will continue to require B2B become more “leveraged”. 2. 2 Portfolio Approach: The go-to-market model will predominantly use a portfolio approach by 2015. 3. Marketing Automation: Marketing automation is a requirement f best practice performance resulting in for f market acceleration and consolidation. 4. 4 Skills: The marketing organization of the future will require new skills to get the global community to best practice levels. 5. Demand C t A pragmatic approach t meet the 5 D d Center: ti h to t th changing needs of marketing is a leveraged service model providing advice, assembly and execution services. Source: SiriusDecisions 8
  9. 9. Dawn of the Demand Centre John Neeson, Sirius Decisions Tim Shorrocks, Cisco Tina Goodwin, Novell Tim Lennard, CA
  10. 10. Where is your organisation on the Demand y g Centre ‘journey’? (choose one) • No plans/Not relevant • Thinking about it • I process - b t not yet fully operational In but t t f ll ti l • All the way there - Demand Centre in place
  11. 11. If you have a Demand Centre what is its scope? Centre, • Global • Regional (e.g. EMEA) • L Local ( l (e.g. country) t )
  12. 12. Thank you.

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