From the B2B Content2Conversion Conference, with: Christine Nurnberger, CMO, Bottomline Technologies

1. #C2C16
Rethinking Marketing: New Roles,
Responsibilities and Reports
Christine Nurnberger, CMO, BottomlineTechnologies

2. What is a Revenue
Marketing Engine?
2

3. Data-driven approach
to marketing investment
and prioritization
Ability to measure,
optimize, and adjust
quickly to continually
drive improvements in
program effectiveness
Closed-loop reporting
and transparency
throughout the
opportunity lifecycle
100% alignment
with revenue
performance objectives
Marketing carries a
quota for direct contribution
to pipeline and revenue
What is a Revenue
Marketing Engine?
3

4. Area Key Actions To Date Benefits
Planning • Build Organization
• Execute Marketing
Summit & Plan
• Establish spend
management and
optimization
• Introduce BT-level
Marketing
• Coach and develop team
• Alignment on priorities
and specific, tangible
goals
• Focus and increased
quality of work product
• Happy people
• Shift from activity to
results
Managing
Execution
• Continued BAU &
previously committed
activity
• Tools for operational
scale, data improvement,
data mining, and
measurable processes
• Ongoing real-time
optimization
• Data driven changes
• Increased leverage per
staff and $
Changes &
Issues Mgmt
• Plans & Scorecard
• Assigned Sponsors
• Accountability
• Escalation Point
Building Blocks for Success
people
process
tools
• Demonstrate disciplined
Marketing execution
• Data driven feedback &
optimization
4

5. Marketing - Timeline
Launching Global Marketing FY 2016 Initiatives
FY 2016 Alignment & Planning
Infrastructure Development, Learning &
Intellinx
July
April - June
January - March
Assessing & Building the
Foundation
September - December 2015
• Build the Marketing organization
• Establish spend management and
optimization
• Coach and developing the team
• Building tools for operational scale, data
improvement, data mining, and measurable
processes
• Continued BAU & previously committed
activity
• Intellinx combination efforts
• Leveraging learnings from previous BAU
activities to inform foundation of FY2016
efforts
• Aligned on budget and business priorities to
establish Marketing objectives and key plays
• Focus on raising BT level
awareness, global launches of
key products, gaining global
efficiency, executing Top ROI key
plays that will drive Sales plans
5

6. Solution Marketing
Marketing Operations & Shared Services
Digital/Inbound
Programs/Outbound
Building a Revenue Marketing Engine
Communications
Tele-qualification
Key Design Principles
• Align skillsets with centers of
excellence vs. expecting each
person to be successfulin
all roles
• Centralize support for cross-
LOB functions – Strategy,
Digital, Comms, and Shared
Services – to gain efficiencies
and scale
• Keep close ties to the LOB by
created dedicated
support/alignment between the
LOB, Solution Marketing, and
Marketing Programs
Prioritization of marketing efforts
based on opportunity and resources
Bridge between SME and GTM
deliverables, content
direction/creation, marketing LOB
SME
Execution Channels
Processes, technology, best
practices, analytics, data mgmt,
events, writing
Indicates direct alignment to LOB
Marketing Strategy

7. • Who are our evaluators,
influencers, and
decision makers?
• What keeps them up at
night?
• When, where and how
do they educate
themselves?
• Who do they listen to
and respect?
Making the Magic Happen – Buyer Centric Marketing
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8. Cross LoB ContentMap Assessment
Aprox. 265 total content
assets cross
~20% are “demand generating”
(we can reasonably require
registration to obtain)
• ex. white papers, webinars,
sponsored reports)
~20% are targeted at the “discovery
stage” where we seek to:
• engage prospects in a topic/ conversation
• loosen their status quo and get them
committed to the idea of change
• The remaining ~80% are very technical
8

9. Aligning to the Buying Cycle
Buyer’s KnowledgeNeeds
Consideration DecisionDiscovery
1
Your solution applies to
our need.
Presentations to
Business Owner
In-Person Demos
Case Studies
Internal Blogs
3
Your solution will have
the greatest impact on
our business.
Trials
Proofs of Concept
Competitive Tools
SME Access
Executive Briefings
Committing to a
Solution
4
The business case is
justified internally.
ROI Tools
Client References
Proposals
Presentation to Financial
Owner
Justifying the
Decision
5
We are confident and
ready to move forward.
Welcome Kit
Orientation
Training
Customer Newsletter
Making the
Selection
6
Committing to
Change
2
We might have a
problem, or we are
conceiving a vision.
Articles
Social Media
Newsletters
White Papers
Blogs
Loosening of the
Status Quo
Exploring Possible
Solutions
We understand the
problem and how it
connects to our business.
Events/Webinars
Web Site/SEO
Test Drives
Analyst Reports
Product Collateral
Value Story Solution Validation
Financial
Justification
OnboardingThought Leadership Solution Knowledge
9

10. Creative Services – Scaling to Meet Demand
High
Volume
~500+ / year
No Lead
Time
Heavy
Internal
Focus
Difficult to
Track
Resources
Hard to
Prioritize
LoB
requests
Supplement
with outside
specialists to
prevent
bottlenecks
Communicate
new
standards to
help with
planning
Structure
internal
allocations so
we can focus
on driving
sales
Implement a
new PM
system so
timelines are
predictable
Give LoBs
visibility to
ensure proper
priorities are
set
10

11. Marketing Programs 2H Plan Summary Timeline
Jan Feb Mar Apr May Jun
Retail Tier I ServicesMfg
Ongoing follow-up to inquiries from nurture email & webinars
Edu Sector
Ongoing follow-up to inquiries from prospecting email, webinars, and content syndication
Mfg
Energy &
Utility
H/C & Pub
Sec
CP & FM eMedia Program
Liquidity Mgmt
Is Your Tech Aligned to Your Needs
Prospecting Email
T&R “Align Your Treasury Tech
Fraud & Fin Msg’g
Event/ Tradeshow
NBFI (Tentative)Webinar*
Tele- Program
Responders
CIE Follow-up
Tele-Prospecting
CONSIDERATION
Case Study1 BattlecardSales Enablement
ADVOCACY
CIE Invite
The Need for Speed Ensure Tech Meets Needs
Data SheetPitch Deck
DECISION
Tele- Program
Responders
CIE Invite
Webinar* NBFI (TentativeFraud & Fin Msg’gLiquidity Mgmt
Fin Messaging
Customer Email Webinar invites & follow-up
Best Practices for Tech Mgmt
CIE InviteCustomer Email
Customer Insights Exchange Event (NYC)
recurrence recurrenceDisplay Ads
Content Syndication
DISCOVERY
Fin Messaging
*Each webinar preceded by multiple email invitations and post webinar follow up
ILLUSTRATIVE EXAMPLE
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12. Phase 1 Scorecard – Activity Based
Q3 Commits Status Summary
1. Core Content Creation
• Thought Leadership
• Infographics (1x)
• Video (1x)
• Case Study (3x)
• Datasheet (1x)
Tracking Positive. All commits delivered (link here)
• Next Quarter: work has begun
• Potential issue: critical internal SME has competing commits
2. Discovery – New Logo
• Display Ads (2x)
• Content Syndication (1Mos)
• Prospecting Emails (4x)
• Webinars (1x)
• Tele-Prospecting (2 targeted campaigns)
Seeing positive response rates from all activities
Syndication out performing benchmark
• Next Quarter: will shift more into Syndication
• Potential Issues: waiting on SOW approval
3. Consideration
• Prospecting Emails (2x)
• Webinars (1x)
• Tele-Program Responders (ongoing)
Tele reports calls to responders performing better than cold calls. Webinar drop
off– pot. audience topic misalignment
• Next Quarter: on track so far
• Potential Issues: none
4. Decision
• Sales Enablement Content (4x)
Great feedback from Sales team
• Next Quarter: on track so far
• Potential Issues: none
5. Advocacy
• CIE event (1x)
• Customer Newsletter (3x)
CIE was fantastic. Challenges wrangling all customer comms.
• Next Quarter: on track so far
• Potential Issues: customer tune-out b/c too much comms
ILLUSTRATIVE EXAMPLE
12

13. Aligning Performance with Revenue
Assumes adequate market opportunity of
buyers seeking new/ replacement solution
Multiple factors to be considered in more
robust model include:
ü Buyer maturity with solution: new buyer
to category, replacement buyer
ü Relationship status: existing customer
cross sell/upsell, or new logo acquisition
ü Deal size and buying group complexity
Annual Program Budget 250,000
Current Optimized
Cost Per Qualified Sales Lead 5,600 2,000
Number of QSLs 45 125
Pipelie Conversion Metrics
Sales Acceptance Rate 52%
Sales Close Rate 29%
Number of Opportunities 23 65
Number of New Customers 7 19
Average Deal Size 80,000
Current Optimized
Marketing Contribution 538,571 1,508,000
Bookings Target 2,000,000 2,000,000
Bookings Gap 1,461,429 492,000
Click into table to change assumptions (in blue)
13

14. Business Planning
Resource Allocation
Campaign Launch
Ongoing
Optimization
Closed-Loop Reporting
(tied to revenue)
Sales Planning
Marketing Planning
What is a Key Play? Key
Plays
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15. Business Planning
• $ addressable & serviceable market
• # of firms in target segments, e.g., indust/ size
• % market adopted
• 5yr market CAGR
• Differentiating capabilities
• GTM & functional plans
Resource Allocation
• $ Customer life time value
• $ Customer acquisition cost
• # Sales cycle time
• $ FTEs & roles, Program spend
Campaign Launch
• Byline Articles, Thought Leadership
• E-mail Content/ Campaigns
• Webinars, Awareness, Tradeshows
• Digital Marketing
à Leads Routed to Sales
Ongoing
Optimization
Closed-Loop Reporting
• # of Byline Articles
• # Views (BT Content)
• # of Leads Generated
• # of Marketing Qualified Opportunities
• $ Revenue
Sales Planning
• $ SaaS & on-premise
• $ new logo, install, new buying center
• % by territory, field, SAM, inside
• $ from Partners & other RTM
Marketing Planning
• Marketing Objectives, KPI, CSF
• Buyers, messages,
• Outlets, content syndication,
• Market response measurement
Aspects of Key Play Approach
Key
Plays
15

16. Fast forward 10 months…
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17. What does this mean for the business?
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Content & Thought
Leadership
Qualification via
Tele
Inbound
Inquiries
Contribution to
Pipeline
Marketing Programs drives
awareness & demand via
inbound & outbound
campaigns
Inquiries are passed to Tele
or Sales for follow-up
Inquiries remain in continuous
nurture cycle by Marketing
Programs until Opportunity
reached
Cycle starts again…
73%
Conversion rate from
Marketing programs
65+
Number of assets created
in Q2
8,455
Inquiries in Q2
globally
74%
Accepted opportunity
rate

18. Global Marketing KPIs
Website
Page Views
+16%
Highest
quality lead
source
converts to
Opps faster
Outbound
Email
Touches
+ 134%
Driving
ongoing
awareness
into target
markets
Email Open
Rates
+23%
Increased
engagement
means more
leads
Inbound/
Inquiry
Passed to
Tele*
+41%
Leads
convert to
Opps
quicker
% Dead
- 37%
Less time
wasted on
incorrect
targets
MQL
Conversion
Rates*
3%
Cold Call
73% Marketing
Program
Faster
and more
qualified
thru-put
Opps
Generated
+35%
Sales
stays
focused
on
closing
deals
Time to Add
$ to Oppty*
+43%
Improved
trust &
faster
gains in
pipeline
Avg. Deal
Size $ Mktg.
Programs vs.
Cold Calls*
+56%
Driving
greater
value and
pipeline
to Sales
*Represents NA Only view
Marketing
by the #’s

19. Consistent, Clear Communication
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20. 1. Marketing Automation
2. Creativity is not dead
3. Think business first, marketing second
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In summary

21. Thank You!
Learn More Online:
http://www.bottomline.com
For more information,
please contact:

22. Questions?

23. #C2C16