Marketing Operations: Applying Project Management Skills

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Webinar presented by Gary Katz for the Project Management Institute Marketing & Sales SIG on March 5, 2009

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Marketing Operations: Applying Project Management Skills

  1. 1. Marketing Operations: Apply Your PM Skills to a Hot New Career Path Silicon Valley, CA ChapterMarketing Operations: Katz Presented by Gary M. Apply Your PM Skills to a Hot New Career Path
  2. 2. About Your Guide: Gary M. Katz • Founder and Chief Strategy Officer of Marketing Operations Partners • First ready-to-go COO and change management team for the marketing department • Chairman of Marketing Operations Future Forum • 20+ years experience leading corporate marketing, marcom, PR, IR, demand gen & change management • Certified Strategic Planning Process Facilitator (ICA) • Noted educator, author, speaker and leader in Marketing Operations field • MS in Organization Development, BA in Public Relations© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  3. 3. Seminar Agenda • Quickie Self-Assessment Exercise • What’s Possible? • The Enormity of the Challenge • What is Marketing Operations 2.0? • Six Top Marketing Challenges and How MO Tackles Them • Competencies and Skills Sorely Needed in Marketing Operations Today • BREAK • 10 Steps You Can Take to Fuel Marketing Excellence • MOving Organizations Forward • Why Become an MOtivator© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  4. 4. Marketing Needs Lots of Help!© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  5. 5. Marketing Operations 2.0: What’s in it for Project Managers Like You? • Apply your PM skills in a hot new discipline • Work cross-functionally both within and outside marketing to drive alignment, collaboration and buy-in • Combine execution with strategy • Raise project management to performance management and measurement • Carve out your own job description based on the changing operational needs of the Marketing organization • Be in the center of a continuous learning process • Be or grow into an indispensable Chief of Staff to the CMO • Sharpen your saw for future career opportunities (CMO, COO, CEO, etc.)© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  6. 6. What’s Possible? A New Vision for Marketing • Marketing full partner to CEO, C-suite • Marketing drives innovation, new market penetration and customer profitability • Marketing owns sales leads process (in partnership with Sales) • Marketing, once operationalized, leads the growth change© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  7. 7. Macro Change #1: Customer Now Initiate the Exchange Process “ Today’s marketing world is broken. I give us a ‘D’ because our mentalities have not changed. Our work processes have not changed enough. Our measurement has not evolved” – James Stengel Global CMO Procter & Gamble© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  8. 8. Macro Challenge #2: Brands Are Less Differentiated, Becoming Commoditized© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  9. 9. Macro Challenge #3: Innovation Requires Collaboration from the Inside Out Quality R&D/Eng Operations Finance Marketing Sales CEM IT© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  10. 10. Macro Challenge #4: Mass Media Explosion© 2012 Marketing Operations Partners, Inc. All Rights Reserved. Image Source: http://www.suasoria.com/marketing/integration
  11. 11. Macro Challenge #5: Global Competition© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  12. 12. Macro Challenge #6: Communication Through Commotion Over New Channels© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  13. 13. Macro Challenge #7: New Approaches to Marketing Intelligence & Forecasting Required© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  14. 14. Sobering Numbers B-to-B marketers that describe themselves as self-taught 85% professionals B-to-B organizations that spend $1,000 or less per year on 81% marketing skills development Organizations that have purchased marketing automation that 25% are utilizing it to the fullest 7X Gap in waterfall performance (inquiry-to-close ratio) between average and best-in-class organizations© 2012 Marketing Operations Partners, Inc. All Rights Reserved. Source: SiriusDecisions, Dawn of the Demand Centre
  15. 15. Silos Web Alliances Events PR Channel Mktg Social Media Lead Gen Product Mgmt Marcom© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  16. 16. Information Overload • Measurable data in 2000 Metric Data Metric Data • Measurable data now Fine granularity needed for better decisions© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  17. 17. Is Marketing Truly Aligned with Your Enterprise Strategy? START • Goals & Gaps • Gaps to • Economic Close • Experience •Priorities • Business •Leverage (Ethics, Principles, Alignment of Balanced •Now vs. Later Values) Stakeholders Returns to with each Each other Stakeholder Maximum • Decisions & Success! Overall • Enterprise Doing Satisfaction Strategic • Investments Objectives • Measures • Gap Closing • Programs • Over some • Initiatives period of time • Activities • Objective #1 • Alignment • Objective #2© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  18. 18. 7 Deadly Sins, Letterman-Style • Your metrics for success are ill-defined • Your people are slammed • Your institutional memory is leaky • Your innovation and creativity are suffering from constipation • Your team, cross-functional or supplier relationships are poorly- aligned • Your decision-making process is tough to justify • Your marketing portfolio is not delivering expected results© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  19. 19. Myths Marketers (& Their Bosses) Gotta Stop Buying • “I’ll just hire me one of them superstars” • “If everyone just picks themselves up by their bootstraps (or works smarter, etc)” • “If we can just get some of that Marketing Automation, that will solve our problems” • “If we can’t quantify it, we shouldn’t do it” • “I don’t care what it takes, just get it done” • “We can’t spare a dime to invest in research” • “We don’t have time to examine our own navels”© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  20. 20. The Marketing Operational Mix© 2012 Marketing Operations Partners, Inc. All Rights Reserved. Source: CMO Council
  21. 21. Defining Marketing Operations 2.0 MO 1.0 MO 2.0 An Operational Discipline ✓✓Efficiency Accountability ✓✓ A Best Practice Enabler Consistency Sustainability ✓✓ A Holistic Framework Alignment Integration ✓✓ A Strategic Foundation for Marketing Excellence© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  22. 22. 6 Top Marketing Challenges & How MO Tackles Them Challenge: Converting Insight into Value Lack of Confidence in Business Intelligence© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  23. 23. Solution: Converting Insight into Value Baseline What We Know/What We Benchmark Best Don’t Practices MO Breeds Actionable Lack of Confidence in Insight and Business Intelligence Innovation Validate Assess Market Demand Insight/ Opportunity Gaps© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  24. 24. Challenge: Maximizing Customer Profitability The Price of Acquiring & Keeping a Customer is Growing© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  25. 25. Solution: Maximizing Customer Profitability Calculate Customer Capture Customer Lifetime Value Decision Drivers MO The Price of Acquiring & Delivers Keeping Customer Customers is Growing Experience Mobilize to Win Back Meet Customer At-Risk Customers Expectations© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  26. 26. Challenge: Delivering the Strategic Agenda Every Strategy/Budget Cycle -- a Free-for-All© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  27. 27. Solution: Delivering the Strategic Agenda Ensure Message Catalyze Integrity Shared Vision MO Strategy / Budget Cycles Realizes are Free-for-Alls Strategy Live the Socialize Brand Marketing Change© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  28. 28. Challenge: Accelerating Selling/Buying Process No or Slow - Growth... Disappointing Revenue Results© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  29. 29. Solution: Accelerating Selling/Buying Process Integrate Feed Sales Buying/Selling Pipeline Cycle MO Aligns Sales/ No or Slow Growth Marketing Effort Leverage Loyalty Optimize Sales/ Assets Marketing Hand-offs© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  30. 30. Challenge: Scaling Marketing for Growth Marketing in Reaction Mode© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  31. 31. Solution: Scaling Marketing for Growth Diagnose Marketing Develop Marketing Health Competency MO Marketing in Reaction Mode MObilizes Resources Architect Enabling Optimize Marketing Shared Processes Investment© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  32. 32. Challenge: Demonstrating Return on Marketing “Much of what marketing can contribute right now is seen as less tangible because we lack the metrics” – Dawn Hudson, CEO, Pepsi North America Marketing on Defensive to Show Contribution© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  33. 33. Solution: Demonstrating Return on Marketing Align Define and Track Marketing/Enterprise Key Metrics via Objectives Dashboards Marketing on Defensive MO Enables To Show Account- Contribution ability Fine-tune Forecasting Track Individual and thru Predictive Team Performance Analytics© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  34. 34. Competencies and Skills Sorely Needed in Marketing Operations Today Effective Marketing Operations Leverages Insight from A Broad Body of Knowledge • Change management • Total Quality Management (Lean Six Sigma, etc.) • Performance management • Supply Chain Management • Organizational reengineering • IT • Statistical analysis • Customer experience management • Enterprise resource management • Knowledge management • Project management© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  35. 35. Marketing Operations Roles & Goals Responsibility Advantage “Chief of Staff” to the CMO Focus the CMO on strategy and innovation, but focus a senior officer on marketing operations, including finance Marketing Governance Better manage the marketing investment portfolio and ensure alignment of investment with corporate goals Project Management Office Better manage marketing process and ensure “on time, on budget” programs Shared Services Eliminate duplication of resources and drive down cost of purchased services, improve productivity, and ensure consistency of brand and message across all programs, and communication channels Enterprise Marketing Technology Ensure proper alignment of marketing staff, marketing operational processes and marketing automation with the objectives of the marketing department, and the company overall Source: MarketSphere Marketing© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  36. 36. Marketing Governance Role • Define and enforce brand standards Corporate Objectives • Manage investment portfolio Marketing Objectives • Manage marketing budget Marketing Budget • Monitor and report performance to Programs & Activities metrics Results • Translate “finance speak” into “marketing speak” and vice versa Corporate objectives aligned with marketing budget and programs • Ensure alignment, reporting of corporate objectives to marketing budgets and results • Recommend optimal allocation of marketing budget • Audit supplier financial performance, compliance with corporate purchasing guidelines • Ensure Sarbanes-Oxley compliance© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  37. 37. Planning & Project Management Office Role • Managing the integrated project schedule • Create and monitor the annual Marketing Plan • Create and monitor the integrated Marketing Calendar • Work with Brand, Product, Voice of the Customer, and Life Cycle Marketing teams to translate corporate objectives into action plans • Hold quarterly reviews in conjunction with the CMO • Monitor and publish reports and dashboards that combine customer, operational and financial metrics and Key Performance Indicators • PMO role evolving from project management to performance management or performance measurement© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  38. 38. Shared Services Role • Manage marketing services (writing, web, e-mail, research, analysis, traffic & production) • Implement approved programs on the marketing calendar • Manage day-to-day relationships with agencies, oversee procurement • Coordinate with other marketing-related functions (customer service, call center, fulfillment) to ensure brand/message consistency, marketing programs awareness • Maintain labor standards and attain optimal mix of staff, freelance and agency resources • Maintain service level standards and enforce brand consistency • Liaison to Corporate Purchasing • Vendor negotiation and agreements with agencies and suppliers • Vendor consolidation • Vendor reviews© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  39. 39. Enterprise Marketing Technology Role • Liaison to Information Technology (IT) organization • Liaison to software and technology vendors • Lead new marketing automation deployment initiatives • Identify, train and manage system administrators (“power users”) and data stewards for marketing automation investments • Manage marketing software users group • Develop and implement a long-range marketing automation roadmap • Operate marketing automation applications • Responsibility often outsourced/insourced© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  40. 40. 10 Steps You Can Take Now to Fuel Marketing Excellence #1 Adopt a Best Practice MOdel for Socialization and Sustainable Success Strategy Guidance Process Metrics Technology Ecosystem Alignment Infrastructure Management Marketing Operations Best Practice Framework© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  41. 41. #2 Build a Business Case to Invest in MO EXTERNAL DRIVERS VALUE DRIVERS MOBILIZATION DRIVERS Dynamic Big Investment, Cross-functional Competitive Heightened Alignment Market Accountability Critical Under Need to Raise M&A Media/ Strategic Integration Regulatory Game Challenges Scrutiny© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  42. 42. #3 Focus on Most Leverage-able Areas to Optimize Marketing Effectiveness Marketing Customer Intelligence Profitability Enterprise Accountability Alignment with Strategic Stakeholders Agenda Scaling for Buying Growth Acceleration© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  43. 43. #4 Clarify Your Marketing Priorities Measure Marketing ROI & Demonstrate Value 73% Balance of Marketing Strategy & Tactics 60% Common Goals for Marketing Success 57% Tied to Other Groups Justify Marketing’s Role & 49% Contribution to C-Level Executives Marketing Processes Enable 42% Internal Efficiencies & Effectiveness Collaboration & Synergy 26% Supported By Corporate Environment Coordination of Shared Processes Across Functions 22% Continuity to Maintain Institutional 12% Knowledge & Expertise Assimilate & Integrate Resources 6% Obtained From M&A© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  44. 44. #5 Inventory Your Success Factors and Obstacles Marketing Operations Marketing Operations Success Factors Obstacles Clarity & Consistency Unsupportive Culture Supportive Culture Executive Buy-in Lack of Follow-Through Performance Measurement Risk-Taking Penalties Process Refinement & Automation Infrequent Delegation Source: Journey to Marketing Operations Maturity© 2012 Marketing Operations Partners, Inc. All Rights Reserved. Benchmarking Study, Marketing Operations Partners
  45. 45. #6 Plot Your Roadmap to Maturity Sophisticated MO Change Management Competency Development Enterprise Metrics Alignment Expanded MO Org. Learning Catalyst Marketing Automation Strategic Management Best Practices Rewards Alignment Fundamental MO Process Design Knowledge Management Budget Management CRM Marketing Services Vendor Management© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  46. 46. #7 Structure Your Marketing Organization with 20/20 Strategic Vision Chief Marketing MO Leader/ Officer Chief Of Staff Marketing Sales Best Practice Marketing IT Program Intelligence Enablement Consulting Systems Office Benchmarking Campaign Dev Process Design Data Mgmt Budget/Plannin g Voice of Lead Nurturing Change Mgmt User Training Customr Governance Channel Ops Metrics Web Ops Analytics Definition Shared S&M Alignment IT Alignment Services Knowledge Perform Mgmt Imprvmt Competency Dev© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  47. 47. #8 Tie Improvement Goals to Specific Marketing Operations Initiatives Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties 35% 85% Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews 45% 85% Balance of Strategic & Tactical Elements Maintaining big picture in day-to-day marketing execution decisions 34% 83% Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies 45% 83% Group Memory Management Enduring repository of marketing information despite movement of individuals 36% 82% Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company 40% 80% Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions 31% 79% Key: X% At Inception of MO Function | Current Performance 0% 25% 50% 75% 100% X% Mid-2008 Target Never AlwaysPracticed Practiced Source: Journey to Marketing Operations Maturity© 2012 Marketing Operations Partners, Inc. All Rights Reserved. Benchmarking Study, Marketing Operations Partners
  48. 48. #9 MObilizing + Web 2.0 for Optimal Effectiveness Web 2.0 MO 2.0 • Outside-in View • Inside-out View • Efficient new channels & • New initiatives, tools tools strengthen operational muscle, agility • A collaborative platform to engage customers, • Holistic framework mobilizes x- stakeholders functional alignment, accountability behind strategy • Greater focus on org. integrity & transparency • Greater emphasis on org. integrity & transparency© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  49. 49. #10 Develop Your Marketing Operations Mindset & Competency • Online, self-paced course on Marketing Operations 2.0 available • Proven course taught in UC Extension System since 2008 • 4 modules, 9 classes providing deep overview of MO 2.0 • 10-minute demo available and more info available at http://mopartners.com/resources/marketing-operations-essentials/© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  50. 50. Summary: MOving Organizations Forward • A new breed of professionals focusing on efficiency and effectiveness • An injection of left-brain thinking in Marketing • A budding marriage with Sales, IT and others • A predisposition towards strategy, guidance, process, metrics and technology • A great home for professionals with PM skills and experience!© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  51. 51. Summary: Why Become a MOtivator? • Major leadership opportunity • At the forefront of effecting enterprise change • An integral part of the quest for innovation • Fast track to personal growth, learning and accountability • Focus on enterprise health and wellness, not reinforcing entrenched dysfunction • Win-win as a team • Richer job or career satisfaction and rewards • Apply your unique competencies where they can have big impact© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  52. 52. See What Marketing Ops Thought Leaders are Saying! Benchmarking study: Online talk show with adopt best practices, execs from Autodesk, Follow our blog! avoid pitfalls, Clorox, Genworth, NetApp, MOpartners.com/blog build your MO roadmap! … and more! MOpartners.com/ resources/store tinyurl.com/Mktg-Ops© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  53. 53. Jump-start Your Organization’s Awareness of Marketing Operations Improvement Opportunities Socialize your assessment results through this coffee table book with more than 2 dozen analyses and recommendations. Excerpts from 88-page MO:DNA report: www.MOpartners.com/resources/MO-DNA© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  54. 54. Advance Your Expertise in Marketing Operations Marketing Operations Essentials: 4 modules available online, in-person, or hybrid 1) Impact & Promise of Marketing Ops 2) Mobilizing Strategic Impact for Corporate Growth 3) Designing Marketing Infrastructure for Results 4) Journey to Marketing Ops Maturity www.MOpartners.com/resources/© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  55. 55. Join the Marketing Operations Future Forum The Forum takes you on a discovery process that alters your viewpoint to manage any aspect of marketing more efficiently and effectively www.MOfutureforum.com© 2012 Marketing Operations Partners, Inc. All Rights Reserved.
  56. 56. Let’s Keep in Touch! tinyURL.com/MOfutureforum ChangeMyMO@MOpartners.com @MOpartners US +1 408 243 7881 @MOfutureforum London +44 (0)20 7193 7682 tinyurl.com/Mktg-Ops Singapore +65 8183 4022© 2012 Marketing Operations Partners, Inc. All Rights Reserved.

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