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Roles In Marketing

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The importance of well defined roles and structure in the success of Marketing programs.

The importance of well defined roles and structure in the success of Marketing programs.


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  • 1. Sandra M. Eisenberg Partner
  • 2. Jumpstarting 2
  • 3. “Marketing is like Jazz… Done poorly it is annoying background noise… Done well it is recognized as an art.” 3
  • 4. Unaware of Product Awareness Cognitive Stage Knowledge Liking Preference Affective Stage Conviction Purchase Behavioral Stage Source: Dolan, Robert J. (1999), Integrated Marketing Communications, HBS Note #9-599-087 4
  • 5. • Generate awareness • Create interest • Establish credibility Active Buying Education & Closing • Nurture the opportunity • Convert interest to purchase • Support the decision Reinforcement • Maintain the relationship • Stimulate further interest 5 Source: LKS
  • 6. Sub Processes Strategy & Product* Demand Customer Planning Management Generation Marketing •Market Assessment •Indirect Demand Prgrms Activities •Go-to-Market Strategy •Direct Demand Prgrms •Marketing Planning •Sales Effectiveness Prgrms •Brand Managaement •Product* Development •Customer Loyalty Prgrms •Value Prop Development •Product* LC Mngmt •Customer Communications •Product* Launch/Sales Readiness •Customer Community Key Business • Simplified Buying Cycle From Customer Perspective Outcomes • Broadened Awareness within Targeted Markets and Audiences • Increased Pipeline Through Proactive Demand Generation • Accelerated Revenue Opportunities Through Increased Selling Effectiveness • Installed Base Opportunity/Footprint Expansion • Obtainment of • New Offers to Market • Awareness • NPS Measures Business Objectives • Revenue • Pipeline Development • Retention Rates • Revenue • Revenue Expansion Key * Product refers to products and/or packaging 6 Source: LKS
  • 7. Said the role of marketing is more 78% important than it use to be when it comes to business innovation. “As marketing becomes a much more critical function in organizations, Chief Marketing Officers are gaining more influence at the executive table…and the industry may see more CMO’s ascending to the CEO spot.” Source: CMO Magazine, September 2005, BtoB Magazine, December 2006 7
  • 8.  The Role of Marketing  The Marketing Organization  Trends in Marketing  The STP: Marketing You Q. What are the differences between marketing orgs for B2B and B2C? 8
  • 9. B2B B2C You Know Who You Know Who Target Audience They Are by They Are by Name Archetype “Push” the product Induce consumer Objectives directly or w/support action to “pull” product of channel through channel Activities Lead Generation, Brand Focus, Sales Support Demand Gen Company Sales Centric Marketing Centric Dynamic Q. What roles do you think of in marketing? 9
  • 10. Functional Name Characteristics Branding/Advertising Creates corporate brand name/logo, image and execution of that image, primarily through mass communication vehicles such as advertising Channel Marketing Tactical, surgical support arm for the organization’s third-party channel partners (Incl. communication, education, demand generation etc.) Corporate Communications Creates baseline company messaging and promotes the organization through a combination of tactics including PR, thought leadership etc. Executive/Strategy Drives overall function strategy; ensure function relevancy; ensure cross function interaction; ensure measurement and performance Field Marketing Tactical, surgical support arm for a B-to-B sales team; used to create new or increased demand Market Intelligence Captures, analyzes and disseminates information (primary and secondary) reference the market, customer attitudes, and competition Product Management Listens to the market, articulates market problems in the form of require- ments, ensures that product gets created, tested and shipped on time Product Marketing Talks to the market, defines strategy to take resulting products to market Telemarketing Use of a technology-enabled inside resource to support a variety of ongoing marketing campaigns 10
  • 11. VP Marketing Chief Marketing Officer Product Marketing Corporate Marketing Field Marketing Channel/Partner Marketing Vertical/Industry Marketing Product Management •Product Marketing •Analyst Relations •Field Communication •Partner Infrastructure •Market/Vertical Strategy •Product Management •Press Relations •Sales Tools •Partner Communications •Vertical Sales Tools •Services Marketing •IR Support •Lead Generation •Partner Sales Training •Vertical Lead Generation •Pricing •Web Marketing •Customer Programs •Partner Tools •Industry Tracking •ROI Analysis •Marcom Support •Marketing Programs •Partner Relationship •Field Support •Competitive Intelligence •Brand Management Programs •Industry Participation •Market Analysis •Messaging & Positioning •Co-Marketing Support •Strategy •Shows/Events •Product Related BD •Speakers Bureau •Customer Cases •Promotional Items/Store •User Groups Varies by Company depending on: •Point in the market lifecycle •Point in the company lifecycle •Size of company •Company philosophy 11
  • 12. Sample Organization for Division of Major Consumer Brand Company • Overall Strategy & Agenda Lead • Advertising & Media Marketing Director • Agency Relationship • Corporate Marketing Liaison • Team Coaching & Leadership • Oversee Team Budget Director Innovation Brand Manager Insights (mkt rsrch) Manager • Innovation Strategy & Agenda • Brand Strategy & Agenda Lead • Insights Leadership • Project Management of initiatives – Products A and B • Learning Agenda Ownership – New platforms • Brand Measurement & Scorecard • Insight Agencies Management – Non-extension based • Brand Advertising w/ Director • Brand Tracking Owner • Project X Development • TLP Agency Management • New Product Learning • Project X Establishment • Media/Media Merchandising • Pipeline Liaison • Gran Finale – Digital/Database • HQ Insights Liaison • Refreshment Platform • Line Extension/Packaging Leadership • Team Scorecard Co-Owner • Pipeline Leadership • Promo/Platform/Sponsorship Lead • Team Coach and Lead • Oversee Innovation Budget – Oversee Sampling/Trial • Team Coach and Lead • Customer Marketing Liaison • Oversee Brand Budgets • Team Coach and Lead Team Coordinator • Partner Liaison (Trafficing) Associate Innovation Manager Associate Brand Manager • Product A Brand Support • Innovation Project Support • Customer Marketing Support • Innovation Project Manager • Brand Management Support • Team Coach and Lead • Strategy Development w/ Innov. Lead • Brand Product Extension Support • Team Scorecard Co-Owner • Brand Platform Support • Team Coach and Lead • Team Coach and Lead 12
  • 13. Engineering Driven Sales Driven Development Focus Revenue Focus Product Focus Outbound Focus Q. Which roles do you think are important when? 13
  • 14. Technical Mktng Branding/Positioning Awareness Vertical/Solutions Mktng Partner Mktng/Support Field Mktng/Support Demand Creation Product Mngmt Product Mktng Corp Mktng-Generalist Corp Mktng-Specialists Field Mktng Vertical Mktng 14 Partner Mktng
  • 15. Pre-IPO IPO Post-IPO Engineering Driven Sales Driven Development Focus Revenue Focus Product Focus Outbound Focus 15
  • 16. Primary Interactions President & CEO Secondary Interactions Sales Engineering Marketing Professional Technical Finance Other Services Support G&A Varies by Company depending on: •Point in the market lifecycle •Point in the company lifecycle •Size of company •Company philosophy 16
  • 17.  They possess a broad range of analytic, financial and creative capabilities  They can clearly identify their contributions to revenue  They use sophisticated tools and processes to promote business efficiency  They are proactive, not reactive, in providing guidance and services that add value to senior leadership  They are perceived by other execs, especially in the C-suite, as contributors and metric in marketinggrowth agendais growth. “The only leaders of the that really matters and to drive growth, marketers have learned to stretch their discipline’s traditional boundaries to encompass activities many companies don’t even think of as marketing.” Source: Bob Liodice, president-CEO of the Assoc. of National Advertisers. 17
  • 18.  The Role of Marketing  The Marketing Organization  Trends in Marketing  The STP: Marketing You Q. What happens to marketing during times of economic change? 18
  • 19. Have you cut your marketing budget this year in response to the economic crisis? 41% Yes 59% No What is your primary marketing goal in 2010? 5% 12% Customer Acquisition Customer Retention 21% Brand Awareness 62% Other Source: BtoB’s “2009 Marketing Priorities and Plans” Survey 19
  • 20. Why? Source: The Economist, Advertising on the Edge 20
  • 21. Source: The Economist, Advertising on the Edge 21
  • 22. Source: Marketing Profs Research Insights with Forrester Research 22
  • 23.  The Role of Marketing  The Marketing Organization  Trends in Marketing  e5: Marketing You 23
  • 24. BFA Liberal Arts Stephens College Graduate Studies Pragmatic Marketing Certification London School of Economics 2000 – 2001 2007 – 2007 1985 - 1991 1991 – 2000 2001 – 2007 Account 2007 – Present Product Management AT&T Management Marketing Sales AT&T Bell Labs Technovative Product Management Marketing NCR Corporation Product Management 24
  • 25.  Broad marketing background  e5, Technovative, Avaya and NCR / Teradata  Extensive Marketing Experience Fortune 50 and SMB  Experience in multiple industry spaces  Financial Services  Retail  Telecommunications  Enterprise Software  Experience with varying company dynamics  Mergers & Acquisitions  Change Management (Downsizing/Exec Turnover)  Large & Small Organizations  Public & Private Entities 25
  • 26. Mngmt & PMM/M Leader Skills Corporate Strategic Mktng Tactical Assets Sandra Skills Strategic Assets Field & Eisenberg Vertical BD Skills Mktng Channel Public Mktng Spkng Skills Source: Adapted from: Moore (2002), Crossing the Chasm. 26
  • 27. Market Executive Definition  For companies bringing Summary technological innovations to market  Who Need to jumpstart new market Opportunity categories and become the gorilla Corporate Need  Sandra Eisenberg helps clients: Presentation dynamically position products; improve marketing execution; … Value/Compelling Elevator reason to buy Pitch …. manage customer relationships; attract and develop talent  Unlike other Consultants/Educators Competitive Web site, analysis  Who sell their brains and leave collateral before the job is done  Sandra helps clients to build their Differentiated brains and stays with them in the Tagline position trenches for as long as it takes. 27
  • 28. Customers Seeking: • Comprehensive Whole Product • Experience in Heavily Competitive Space • Experience in Building Sales-driven Marketing • Ability to Manage Breadth of Marketing Jobs • Credible References - Often in own industry 28
  • 29. Interactive Cases, books, Global Articles, digital Courses (GEM, For videos & clips Professors E145G) Access to And Career Coaching Whole Product: the glean Students a global network network for altruistic leaders & entrepreneurs. Coaching re. Access to Access to talent who Circles of have earned Influence Help to our trust For entrepreneurs Pragmatic and leaders Consulting develop On demand their future of Global leaders Companies Adapted from: Moore (2002), Crossing the Chasm. 29
  • 30.  The plan is easier to write if one path is selected or is the focus of your marketing plan.  Think of customers as your target employers and stakeholders as your family, friends, support group etc.  If additional education is your next step, really think about how you get into that target school – or gear you to the years following that.  If your goal is to be an entrepreneur, have in mind the focus of that new venture. Q. Creative ideas anyone? Questions? 30
  • 31. Marketing effectiveness and success is dependent on:  Mapping marketing efforts to Company strategy  Remembering that marketing is responsible for $$$  Focusing on the priorities  Becoming a partner to sales and engineering  Listening to “customers”  Driving consistency  Breaking down marketing silos  Delivering measurable results  Managing the budget like it is your own 32
  • 32. Primary Responsibilities Key Knowledge/Skills •Analyst Relations •PR/AR Background •Press Relations •IR Exposure •IR Support •Web Skills •Web Marketing (I.e. sites, •Production Knowledge webcasts, opt-in news) •Creative Sense •Marcom Support (I.e. collateral, •Industry Knowledge lead gen etc.) •Project Management •Brand Management •Event Coordination •Messaging & Positioning •Writing Skills •Shows/Events •Presentation Skills •Speakers Bureau •Core Marketing Skills •Customer Cases •Strong Budget Management •Promotional Items/Store Skills •User Groups 33
  • 33. Primary Responsibilities Key Knowledge/Skills •Field Communication •Field Experience •Sales Tools •Field Marketing •Lead Generation •Industry Knowledge •Customer Programs •Project Management •Marketing Programs •Writing Skills •Presentation Skills •Core Marketing Skills 34
  • 34. Primary Responsibilities Key Knowledge/Skills •Market/Vertical Strategy •Vertical Industry Knowledge •Vertical Sales Tools •Product Knowledge •Vertical Lead Generation •Project Management •Industry Tracking •Writing Skills •Field Support •Presentation Skills •Industry Participation •Interpersonal Skills •Core Marketing Skills 35
  • 35. Primary Responsibilities Key Knowledge/Skills •Partner Infrastructure •Channel Marketing •Partner Communications •Industry Knowledge •Partner Sales Training •Project Management •Partner Tools •Field Experience/Rapport •Partner Relationship Programs •Writing Skills •Co-Marketing Support •Presentation Skills •Interpersonal Communications Skills •Core Marketing Skills 36
  • 36. Primary Responsibilities Key Knowledge/Skills •Product Marketing •Product Marketing •Product Management •Product Management •Services Marketing •Services Marketing •Pricing •Industry Knowledge •ROI Analysis •Project Management •Competitive Intelligence •Analytical Skills •Market Analysis •Writing Skills •Strategy •Presentation Skills •Product Related BD •Interpersonal Communications Skills •Negotiation Skills •Core Marketing Skills (I.e. pricing, strategy) 37
  • 37.  Compelling Market Need  Sustainable Value Proposition  Financial Position and Investors  New to Space or Novel Approach  Stage in lifecycle  Number of other companies in space  Company Stage  Formative  Building revenues  Driving process  People  Culture  Strength of management 38
  • 38.  Is it a problem that you are interested in and are good at solving  Are you passionate about the space  Do you like the people 39
  • 39. Product Manager Product Marketing Manager • Listens to the market • Talks to the market • Articulates market problems • Defines strategy to take the Marketing in the form of requirements Communications resulting product to market • Ensures that product gets Messaging created, tested and shipped on schedule Product Management/ Marketing Sales Development 40
  • 40. Product Management and Marketing ® Pragmatic Marketing Framework Business Marketing Positioning Case Plan Less technical Distinctive Market Sales Awareness A market-driven Pricing Plan Competence Sizing Process model for managing Market Product Buy, Build Market Customer and marketing Research Performance or Partner Requirements Acquisition technology products Market Operational Thought Product Customer Strategic Problems Metrics Leaders Roadmap Retention Tactical Market Quantitative Product Product Program Sales Channel Analysis Analysis Strategy Planning Strategy Readiness Support Technology Win/Loss User Buyer Collateral & Channel Innovation Assessment Analysis Personas Personas Sales Tools Training Competitive Product Market Presentations “Special” Analysis Contract Messages & Demos Calls Release Launch White Event More technical Milestones Plan Papers Support Lead Competitive Answer Generation Write-Up Desk 41 © 1993 - 2005 Pragmatic Marketing, Inc.
  • 41. Product Management and Marketing ® Pragmatic Marketing Framework Business Marketing Positioning Case Plan Distinctive Market Sales Awareness A market-driven Pricing Plan Competence Sizing Process model for managing Market Product Buy, Build Market Customer and marketing Research Performance or Partner Requirements Acquisition technology products Market Operational Thought Product Customer Problems Metrics Leaders Roadmap Retention Strategic Tactical Market Quantitative Product Product Program Sales Channel Analysis Analysis Strategy Planning Strategy Readiness Support Technology Win/Loss User Buyer Collateral & Channel Innovation Assessment Analysis Personas Personas Sales Tools Training Competitive Product Market Presentations “Special” Analysis Contract Messages & Demos Calls Release Launch White Event Milestones Plan Papers Support © 1993 - 2005 Pragmatic Marketing, Inc. Lead Competitive Answer Generation Write-Up Desk 42

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