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Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility
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Metrics and Analytics Workshop : How to Harness the Power of Data to Build Marketing Credibility

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It's more crucial than ever that we as marketers not only know how our programs are performing, but also possess the data to prove that performance. We must talk the talk in terms of forecasting and …

It's more crucial than ever that we as marketers not only know how our programs are performing, but also possess the data to prove that performance. We must talk the talk in terms of forecasting and reporting, and walk the walk to the revenue table by leveraging metrics that matter. Join this workshop with Jon Miller, VP and Co-founder of Marketo, as he provides tips for understanding and interpreting marketing results, as well as best practices for harnessing data to not only prove, but improve ROI.

-You'll see how the experts at Marketo do it themselves. You'll discover:
-How to use the right metrics to set and justify budgets
-The power and influence of revenue cycle metrics
-Examples of Marketo's own program metrics and performance

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  • Before I get started, here are some fun facts. I won’t present them all, but one thing I should point out is that I come to marketing by way of an undergraduate degree in Physics + and FUSION RESEARCH at DOE, so I bring a very left-brained, analytical viewpoint to Marketing. Fortunately, this rigorous approach to measurement has helped me to develop some great best practices when it comes to measuring marketing and ROI…. We apply at Marketo.
  • Over the next 40 minutes or so, my goal is to show you how to earn your own seat at the revenue table. I’ll also illustrate all these points using many of Marketo’s the actual metricsTopics:
  • Please note that today’s webinar is being recorded. It will be available on-demand soon after the conclusion of the webcast.We will conclude today’s event with a Q&A session. Please feel free to submit your questions throughout and we will get to as many of your questions as we can. You can enter questions by typing your question in the box on the left-hand side of your screen. <pause>
  • To begin, do you know what profits a 10% increase in your marketing budget would generate?According to the Lenskold Group’, the most common answer to this question is “I Don’t Know.”Forty-four percent of marketers have no idea what a budget increase could do for their companies.If you fit into this 44%, you’ll experience difficulty protecting your budget and will likely find yourself asking the question the other way around: “What will happen now that my budget has been decreased by 10%?” You can’t expect your organization to place value on something you’re unable to quantify. But when you do use the right metrics and processes, there is nothing more powerful to help marketing earn it’s rightful seat at the revenue table.That’s why the Definitive Guide delivers the strategies and methodologies you’ll need to measure and improve ROI. So let’s dive in.
  • To begin, what are the WRONG metrics?Vanity metricsToo often, marketers rely on “feel good” measurements to justify their marketing spend. Instead of pursuing metrics that measure business outcomes and improve marketing performance and profitability, they opt for metrics that sound good and impress people. Some common examples include press release impressions, Facebook “Likes”, and names gathered at tradeshows. True story – 38K twitter followers. Value? 400 people attended Revenue Rockstar…. OK… better is 400 people attended, X customers, y prospects. Based on this, we expect to create $1.1M ppipeline and influence / accelerate $YY more. Measuring Activity, not Results = Focusing on quantity, not qualityMarketing activity is easy to see and measure (costs going out the door), but Marketing results are hard to measure. In contrast, Sales activity is hard to measure, but Sales results (revenue coming in) are easy to measure. Is it any wonder, then, that Sales tends to get the credit for revenue, but Marketing is perceived as a cost center?Results convince finance and senior management that Marketing delivers quantifiable value. Activity metrics are likely to produce questions from the CFO and other financially-oriented executives; they are no defense against efforts to prune your budget in difficult times.
  • Cost metricsThe worst kinds of metrics to use are “cost metrics” because they frame Marketing as cost center. If you only talk about cost and budgets, then no doubt others will associate your activities with cost. As an example, let’s take a marketer who improved cost per lead by $10. Based on these great results, he went to the CEO to ask for budget. Did the marketer get his budget? No. The CEO decided the reduced lead cost meant marketing could deliver the same results with fewer dollars – and so she cut the marketing budget and used the extra funds to hire new sales people. What went wrong here? The marketer performed well, but he made the mistake of not connecting his marketing results to bottom-line metrics that mattered to the CEO. By framing his results in terms of costs, he perpetuated the perception that marketing is a cost center. Within this context, it’s only natural that the CEO would reduce costs and reallocate the extra budget to a “revenue generating” department such as sales.
  • With this change, marketing has the opportunity to seize the day and take a much larger share of revenue – since Marketing is responsible for that 70%. Requires Marketing to think as rigorously about their process as Sales typically thinks about their. Here’s Marketo’s…. Let me explain.
  • Many names are not yet our friendsNames are NOT leads, don’t call them leads
  • Majority of leads NOT sales ready. This is OK since human interaction is part of developing the relationship (nurturing). These Lead are recycled back to Target for additional nurturing until Sales Ready.
  • Sales does on call, and converts if Opp
  • This is how Marketing gets paid… carry a quota for Opportunity created.Only Sales can create the opportunities. [Requires very solid definitions of what is an opp, since people get paid on it – can’t be subjective.]
  • ModelNote Success Path and Detours; Inventory and SLAs
  • Google Analytics for Revenue
  • Explain
  • Let’s talk about measuring what the CXO cares about.. While you may not be doing all this analysis now, you most likely will in their future. [Be sure to focus on this point a lot so you don’t lose them.]ROI: First investment – then revenueMeasureROItofind not just what works, but what works betterEstablish goals upfrontMake sure programs are measureableFocus on decisions that improve ROI
  • Next, let’s focus on “Investment” side of ROI. Notice it’s investment, not cost. You “invest’ in growth, marketing is a growth driver.-Then you enter and track your budget plan-as invoices come in from your financial system, you can map them to line items-you can also map your Marketo programs to specific budget categories or line items-you can track planned, forecasted and actual spend, and indicate whether forecasted spend is committed or optional
  • Step 1: Important to track all touches
  • Step 1: Important to track all touches
  • Different pipeline allocations – first / even
  • Here we see what works for Marketo (over the last 12)58% ofpipeline from Inbound activities
  • Many marketers think of marketing ROI as reporting on the outcome of their programs. But the best companies measure ROI to find not just what worked, but what works better. They focus on “improving ROI,” not just “proving ROI.Planning for marketing ROI involves three main activities:Establish targets and ROI estimates up-front: With ROI goals in place, the CFO will see not just costs going out the door, but also exactly what benefit is expected to come from that cost. 2. Design programs to be measurable: As part of planning, you should answer three questions: - What will you measure? - When will you measure? - How will you measure? By planning this upfront, you’ll be sure to include the variance necessary to measure relative lift.3. Focus on the decisions that will improve marketing: You’ll deliver the best ROI when you move past backward-looking measurement to forward looking decisions. Your highest-ROI decisions will often flow from strategic questions about offers, messages, target segments and geographies – not simply “pass/fail” assessments of specific programs or tactics.
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