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Marketing Automation: A Process Perspective
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Marketing Automation: A Process Perspective


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  • Ask?- marketers V others- who with MA system (what is a MA system?)-
  • Source: Fournaise Group UK 600 June-112011 Global Marketing Effectiveness Programabout 600 global respondents77% of CEOs feel that despite marketers talk about brand, brand values, brand equity and other similar parameters, top management has difficulties linking it back to results that really matter: revenues, sales and even market valuation74% feel that marketers focus too much on the latest marketing trends such as social media, because they believe they represent the new marketing frontiers – but can rarely demonstrate how these trends will help them generate more business for the company72% believe that marketers understand the task of increasing Marketing ROI as cost cutting through better economies of scale or negotiations with their third-party partners and agencies, instead of top-line growth generation: more revenue, more sales, more prospects, more buyers72% also think that marketers are always asking for more money, but can rarely explain how much incremental business this money will generate70% feel that marketers bombard their stakeholders with marketing data that hardly relate to or mean anything for the company’s P&L67% think that unlike CFOs and Sales Forces, marketers don’t think enough like businesspeople: they focus too much on the creative, “arty” and “fluffy” side of marketing and not enough on its business science, and rely too much on their ad agencies to come up with the next big idea
  • - lead nurture/mgt process needs to be thought out- frustrated stakeholders, poor leads, low ROI- need to consider content- database segmentation to target the right people
  • - lead nurture/mgt process needs to be thought out- frustrated stakeholders, poor leads, low ROI- need to consider content- database segmentation to target the right people
  • Understand the buyer:Demographic – role, place, size ...Psychographic – interests, needs, desires, aspirations ...Behavioural – response, action ...2. Under their buying cycle 3. Map information needs4. Do a gap analysis based on the ICP (inc opt-ins)
  • - Understand the process- Sometimes active and sometimes inactive; what are info requirements in throughout.
  • nurture streamstactical burstscustomer-care streamsupsell/cross-sell propensity streams (look-a-likes)contract renewalsaffinity marketing
  • But how do you get opt-in to get them started?
  • Not a platform itself.Should be ‘linked in’/a communications channel for all activities.GH tweeting today about this event to our followers, replicated on our LinkedIn site.Events can be posted.iStrategy event: reluctance
  • Content can come from many sources:- 3rd party, links to press, POV emails-Media mix:
  • Retain IPNeed to hold back for future profilingTime-delay on info offeringControlled releaseContent is valuable commodity of the sellerFreely available to publicAvailable to identified strangers (tell me who are and you can have it …)Only shared with chosen profiled audience (eg in nurture program, customer community, Seek’s salary survey, Marketing Profs …)
  • (WRS) Trying to not scare people into thinking this is way too recommend we remove.Awareness = inboundTier-4 = purchased list with no-optinsTier-3 = opt-in (like engaged)Tier-2 = opt-in and in ICP (like profiled) – triggered by external events, complex triggersTier-1 = SAL (managed by sales)Grey = discard nicely (no calls-to-action)
  • Use third party content in the problem awareness stage where possible- Industry analyst abstracts, independent researchers- Link to media articles of interest- Content can be simple such a point-of-view email on a current topic
  • - cadence, send-time optimisation- tracking, read time, glance time, scan time, print, manual fwds?- preferences- tracking
  • - already had data mining, campaign management tools- 11 of the leading 18 vendors started since 2007
  • - Involved for over 4 years working with IBM - Over 2 x better qual leads = lead to revenue conversion- 4-6 times better response - longest term program been the most successful, opt-ins, activity
  • - test graphic V plain html-
  • Transcript

    • 1. Marketing Automation: A Process Perspective Andrew Haussegger, Green Hat June 2011© 2011 Green Hat. All Rights Reserved.
    • 2. What I’ll be talking about ... Green Hat (short intro) The B2B marketing landscape (and associated challenges) How can automation help? The Six 3C3P Process Steps for best-practice automation Lessons from the trenchesSlide 2
    • 3. A Short Intro to Green HatSlide 3
    • 4. The LandscapeSlide 4
    • 5. What do CEOs thinkof marketers? 67% 74% 77% too much focus little ‘arty’, not too linkage to business-like on trends revenue & salesSlide 5 2011 Global Marketing Effectiveness Program Source: Fournase Group UK (June-11)
    • 6. What is Marketing Automation? Process and technology that help generate and nurture leads, grow customer loyalty, synchronise with the buyer’s journey and optimise alignment between marketing, sales and revenue.Slide 7
    • 7. Forrester: ‘B2B Marketers must better prepare formarketing automation’Source: Forrester - B2B Marketers Must Better Prepare For MarketingAutomation Report (Apr 2011)Slide 8
    • 8. Forrester: ‘B2B Marketers must better prepare formarketing automation’ frustrate the sales team messages dont’ resonate marketing to wrong people, wrong timeSource: Forrester - B2B Marketers Must Better Prepare For MarketingAutomation Report (Apr 2011)Slide 9
    • 9. Are B2B marketers equipped to achieve their 2011key marketing objectives? Source: Green Hat/ADMA/AMI B2B Marketing Outlook Report (Feb 2011)Slide 10
    • 10. How can automating marketing help? > Move from mass to 1-to-1 marketing > Tracking the ‘Splinternet’ (digital age) > Right time, right message, right personSlide 11 > Systematic nurturing to MQL
    • 11. What about the buying stages of customer’s lifecycle ...Slide 12
    • 12. Plan your approach before executing your moves. Slide 13
    • 13. 3C3P Framework for Marketing Automation Process
    • 14. Step 1. Contacts Understand the B2B buyer & the buyer’s journeySlide 15
    • 15. Profile: IT Manager (Government) - example Who am I? My Information Needs 40+, from a technical • I’m usually ready for a chat background, probably risen • A view of the future: business trends, innovations, through the government meaningful ‘new things’ • Professional development ranks, career bureaucrat • Vendor product material/technical details • SLAs, commitment, reporting • Integration/automation (eg between helpdesks and consumables, alerts) My KPIs • Open to outsourcing – reducing TCO • Become more strategic/business focussed than technical • Ideas for increasing productivity (users & ICT team) • Service delivery to users/public/greater good • Help with developing a business case for IT investment • Making good decisions – technical/business • Possibly, sustainability and Green ICT My Environment & Responsibilities • One of 1-5 reporting to the CIO or Assistant Secretary Challenges in Communicating with Me • Old building, bureaucratic environment • I network with other government IT Managers, so get to • I’m generally unpopular because I can’t always deliver hear of any service issues (herd animal) what users want • I may be influenced by prior vendor relationships • Community spirited – want to contribute to greater good • Can’t talk/hear from you during tender processes My Challenges • Under pressure to deliver services/functionality to users • Working within strict budget cycles • Reducing IT operational costs • Delivering return on IT capital investment • Reliable IT infrastructure/service deliverySlide 16
    • 16. Buyers Journey: IT Manager (Government)LIKE Decision to Act Review Options Approved Project Research possible solutions. Approach approved suppliers Internal Feedback Facilitate for proposals Purchase Receive Positive Arrange and internal feedback on source purchase implementation if required Make TIME Recommendations Internal Feedback Participate in prescribed Receive Negative procurement process internal feedback on implementationDISLIKE Awareness Consideration Decision Implementation
    • 17. Step 2. Communications > nurture themes > thought leadership & solution streams > email + phone + social > call-to-action offersSlide 18
    • 18. Interlocking nurture streams to give the customerwhat they need when they need it ...Slide 19
    • 19. Step 3. Content Mapping > right asset, right time > your’s or other’s assets?Slide 21 > find the optimal media mix
    • 20. Content Mapping - relevant assets required fordifferent stages Growing Problem Exploring Justifying the Awareness & Solutions Decision Buyer Role Desire Financial management (CFO, Financial Controller…) Strategic management (CEO, MD, Business Owner …) Technology management (CIO, IT Manager …) Line-of-Business management (HR, Marketing, Supply Chain…)Slide 22
    • 21. What is content layering? 1. Free to public 2. Identified strangers 3. Profiled audienceSlide 23
    • 22. Content marketing for multiple sub-segments (client example) Awareness Awareness Key (GFC issues) (finance sol’ns) Identify NeedAware- Tier 4 Tier 3 Tier 2 Tier 1 ness DRW Print Global update Subscription Country Profiles Country alerts Ally / (web)sponsor events Chart Pack Welcome – self signup process Australian updates subscriptions (web) Other information layering and trigger events ATL International Nurture Customers Business Index Nurture Assets 2 MTV Assets 1 Briefings/Events On going profiling based on Finance tool workshops Self Assessment Tool Sales qualification FinanceAssessment IndexAlliance workshops Deal workshops Trade Missions Slide 24
    • 23. Slide 25
    • 24. Step 4. Process flow and rule-set considerationsProcess ‘Levers’ IssuesCadence How often do you email/call? When?Progressive Profiling Should you profile explicitly and/or behaviourally?Lead Scoring What should you lead-score ? CRM record, web activity, profiling responses, campaign response? Should you score at all?Lead Routing Should leads be routed immediately to sales, marketing or tele-marketing?Humanising the ‘Touch’ Should emails come from the company or individuals?Tele-Nurturing Who do you call? Responders, non-responders?Database hygiene How will you keep your contact data fresh?Tracking What should you track?Slide 26
    • 25. Step 5: Performance: KPIs, Metrics> Define KPI/metrics with stakeholders> Define targets against benchmarks> Define conversion rates b/w stages> Define revenue outcome and ROMI> Reportability ?
    • 26. Step 6. Marketing Automation Platform Selection > Automating chaos results in chaos > Prototype to test & optimise > Cloud vs On-Premise options > CRM integration > Register for comparison report @Slide 28
    • 27. The Marketing Automation (MA) systems landscape > CRM sales force automation focus > 100+ MA software providers > confusing marketplace > growing VC funding (online & cloud)Slide 29
    • 28. Can we use our CRM for marketing automation?Slide 30
    • 29. Lessons from the trenchesSlide 31
    • 30. Case Study: IBM Nurture Marketing Program (March 11) Green Hat has been assisting IBM Australia with many lead nurture programs for over four years Longest program (targeting IT mgt/solution architects) continues to deliver to the best results Lead-to-Win results across five lead nurture programs deliver over double the conversion rate than non-nurtured contacts (per the graph) Nurtured contacts delivers 4-6 times better response to campaigns than non-nurtured contactsSlide 32
    • 31. Case Study: Global Software Company - Nurture/Automation Program > Complex sale - ave lead time 18 months > Automated consistent ‘touch’ program > Process drives internal activities > ‘Its all about the buyer’ > Response encouraging, expanding program Slide 33
    • 32. In summary, some hot top tips ...The DOs The DON’TsInterlock marketing with sales Don’t run automated programs(no longer optional) standaloneUse the ‘Human Touch’ where you can Don’t over-communicate. Respect the permission given to you.Cleanse/optimise your list using your Don’t talk about your solutions tooautomated process early.A/B test and optimise (experiment) - Don’t talk dirty (sell) to customers.frequently Sales will sell.Automate colleague referral Don’t forget to seed in your offers.Collect bite-size chunks of profile data Don’t wait – get started. Start small.Slide 34
    • 33. Thank you.For marketing automation & lead nurturing Haussegger0419 569 35