Mop Preso Long072009

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    Notes on slide 1

    Slide 16: To set up how Marketing Operations addresses the challenge and opportunity I’ve been discussing, let’s look at the forces that are formalizing M.O.: Demand for accountability and return on investment Emphasis on value creation and innovation Striving to increase customer profitability Motivation to achieve enterprise strategic agenda Challenge of scaling marketing for growth One area that extends across all of these challenges is the need to align with various stakeholders And, of course, we are constantly facing expectations to meet accelerating demands with frozen or tentative budgets These are contemporary challenges of most businesses, and the good news is that Marketing Operations provides tools and solutions to address these challenges.

    Slide 20: Marketing Operations is a complex topic, integrating what is already a broad and rapidly expanding body of knowledge with insight from a variety of other fields. Marketing Operations borrows techniques from the fields of change management, quality, manufacturing, organizational reengineering, IT, statistical analysis, enterprise resource management, knowledge management, and more.

    Slide 23: A CEO has a COO A COO has a production lead A CFO has a controller A CSO has a sales operations leader It’s high time Marketing had an operational leader

    Slide 25: Surveyed companies were asked to rank their MO challenges in order of priority. Measuring Marketing ROI and demonstrating value top the list. Other key challenges include achieving an optimal balance of strategy and tactics and setting common goals with groups outside of marketing with which marketing has no authority over but significant interdependency.

    Slide 26: The study also uncovered Marketing Operations success factors and obstacles. Marketing organizations that successfully win cultural support tend to have clearer goals and better execution consistency, which is supported by performance measurement and process improvement. On the other hand, poor follow-through, penalizing risk-takers and infrequent delegation of authority are common obstacles in moving forward.

    Slide 27: In the journey to Marketing Operations maturity, accountability jumps out as one of the areas where significant progress has been made. Note that Accountability, and a related area, Fact-Based Decision Making, were each among the least consistently practiced disciplines on inception of the MO program and also have significant stretch goals over the coming year.

    Slide 28: Several factors were cited by participants as contributing to MO success to date and in going forward. The study findings depict the relationship between clear goals, formal ops reviews and cross-functional interaction in improving performance in marketing accountability, management between reviews and balancing of strategy and tactics. These improvements, in turn, spur the MO team forward in its journey toward maturity.

    Slide 31: A framework helps provide focus and is instrumental to socialize new concepts, such as Marketing Operations. Marketing Operations Partners’ Best Practice framework provides a clear vision of what Marketing Operations can be and how it can most optimally contribute to achieving enterprise objectives. The model starts with enterprise strategy to which marketing strategy must be aligned. From strategy comes guidance, including business intelligence/knowledge, vision, mission, values, charter, norms, policies, procedures, best practices and so on. Guidance is key to developing process, from which metrics can be developed. Everything is supported by technology. Process, technology and metrics comprise the infrastructure management components while strategy and guidance enable alignment of the ecosystem in which MO operates.

    Slide 32: Marketing Operations has a significant opportunity to help CMOs and their teams drive strategic leadership, facilitate shared vision and leverage infrastructure to achieve enterprise objectives. The blue boxes show some of the verbatim comments from participants about their vision and their high-level prescription for driving MO forward.

    Slide 33: From a combination of one-on-one interviews and primary and secondary research, we collected sufficient in-depth data to analyze 25 companies in terms of their Marketing Operations maturity and effectiveness. A small percentage of those companies emerged as MO Best Practice companies, characterized by process and execution excellence, strong brand identify and a Compound Annual Growth Rate (CAGR) of more than 20% over a 5 year period.

    Slide 34: One of the keys to achieving process excellence is Marketing playing an active role in enterprise planning. Some of the characteristics of excellent planning include: Marketing plan reflects corporate plan * Top-to-bottom cascaded execution, including Individual accountability for each aspect of the plan * Strong change management and contingency management * Competency development

    Slide 35: Another key area in process excellence is budgeting and budget management. Some of the characteristics of budgeting excellence include: Alignment with corporate strategies, supported by measurable, tactical activities (a strong cultural focus on measurement and accountability)‏ Demonstrated year-over-year results in market growth, sales & revenue growth and profitability that can be tied directly to marketing activities - Proves a positive return on marketing investments

    Slide 36: Effective customer management is also integral to process excellence. Companies demonstrating excellence in this area have well-defined profitability profiles, an advanced segmentation model and a comprehensive channel strategy. They understand the profitability of their customer base and product offerings, and make adjustments in their marketing mix, distribution partners and sales process to focus on the winners.

    Slide 37: Effective management of the enterprise brand is another driver of process excellence. Companies strong in this area have developed brand equity through a holistic and integrated marketing effort that addresses internal, societal and key stakeholder audiences. These companies have a formalized governance process that promotes advancement of the brand.

    Slide 38: Effective product lifecycle management is also a fundamental aspect of process excellence. Leveraging marketing intelligence and cross-functional alignment, these companies have exhibited mastery in optimizing the four Ps at different stages of the lifecycle, enabling them to consistently outperform the competition.

    Slide 39: Execution excellence is a challenge to all the surveyed companies, even the Best Practice leader. One of the indicators of execution excellence is predictive analytics, which enables companies to plan and manage the pipeline more effectively. Keys to effective predictive analytics include: * A robust customer database at the foundation Both customer and sales data A forward-looking perspective Win-loss analysis as an ongoing discipline

    Slide 40: Most allusive even in Best Practice companies is alignment of sales and marketing. Effective sales alignment involves a well defined role for each organization at every stage of the sales funnel. Best practices companies are accelerating this alignment with tactics that require teaming and real-time measurement to execute a marketing program in the (selling) field.

    Slide 44: But we know from experience as parents that 13 year-olds are anything but adults in how they operate in the world. According to Wikipedia, adults exhibit the following traits of maturity: - Self-control - restraint, emotional control. - Stability - stable personality, strength. - Independence - ability to self-regulate. - Seriousness - ability to deal with life in a serious manner. - Responsibility - accountability, commitment and reliability. - Method/Tact - ability to think ahead and plan for the future, patience. - Endurance - ability and willingness to cope with difficulties that present themselves. - Experience - breadth of mind, understanding. - Objectivity - perspective and realism. My daughter is 13 and her Bat Mitzvah is May 3 but she exhibits mastery of very few of these qualities at this time.

    Slide 51: Unlike incremental learning, which is typical of adolescents, in the context of business generative learning is a style of organizational learning that encourages experimentation, risk-taking, openness, and system-wide thinking. Organizations have successfully used this style of learning to transform themselves in the face of technological, social, and market change. Adaptive learning is a contrasting approach to organizational learning.

    Slide 53: Every member of the Marketing Operations Partners team has 20+ years experience in Marketing, bring both strategic and execution expertise to every engagement, as well as a balance of entrepreneurial spirit combined with a deep commitment to customer delight. Our job is to help you and your MO team: Get challenging MO initiatives off-the-ground and running effectively while ensuring sustainability Mentor and train your key people how to do it themselves so you can develop internal expertise and competency, and Provide strategic and operational sound counsel on how to organize to best move forward to accomplish key objectives. Leveraging our broad and extensive experience and subject matter expertise in all facets of MO

    Slide 54: Every member of the Marketing Operations Partners team has 20+ years experience in Marketing, bring both strategic and execution expertise to every engagement, as well as a balance of entrepreneurial spirit combined with a deep commitment to customer delight. Our job is to help you and your MO team: Get challenging MO initiatives off-the-ground and running effectively while ensuring sustainability Mentor and train your key people how to do it themselves so you can develop internal expertise and competency, and Provide strategic and operational sound counsel on how to organize to best move forward to accomplish key objectives. Leveraging our broad and extensive experience and subject matter expertise in all facets of MO

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    Mop Preso Long072009 - Presentation Transcript

    1. Changing the MO of Marketing by Elevating MO to a True Chief of Staff Function July 20, 2009 ©2009 Marketing Operations Partners
    2. MObilizing Marketing in a Web 2.0 World ©2009 Marketing Operations Partners
      • New channels and tools to more efficiently reach our audience
      • A collaborative platform to engage & dialogue with customer, other stakeholder
      • A greater focus on org. integrity and transparency
      ©2009 Marketing Operations Partners Web 2.0 has Transformed Marketing from the Outside In
      • New initiatives, tools strengthen operational muscle, agility
      • Holistic framework mobilizes x-functional alignment, accountability behind strategy
      • Greater emphasis on org. integrity and transparency
      ©2009 Marketing Operations Partners Marketing Operations (MO) is the Yin to Web 2.0’s Yang
    5. Web 2.0 provides the external transportation system (Information Superhighway 2.0) © Marketing Operations Partners, 2009
    6. New MO provides the internal transportation system (Marketing Operations 2.0) © Marketing Operations Partners, 2009
    7. The highways, roadways and bridges . . . © Marketing Operations Partners, 2009
    8. The means of transportation © Marketing Operations Partners, 2009
    9. The roadmaps & navigational systems © Marketing Operations Partners, 2009
    10. The drivers education, training & licensing © Marketing Operations Partners, 2009
    11. The rules of the road © Marketing Operations Partners, 2009
    12. The traffic controls and signals © Marketing Operations Partners, 2009
    13. And, of course, the mechanics and alignment specialists! © Marketing Operations Partners, 2009
    14. The Motivation to Change Marketing’s MO ©2009 Marketing Operations Partners
      • 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
      You Know Your Marketing Resources (and Job) are at Risk When . . . ©2008 Marketing Operations Partners The Seven Deadly Sins of Marketing
    16. Why Marketing Operations is Critical Scaling for Growth Enterprise Strategic Agenda Customer Profitability Innovation & Sales Acceleration Accountability Alignment with Stakeholders ©2006 Marketing Operations Partners Marketing Intelligence
    17. 10 Years of MO Rocket Fuel
      • Measurable data in 2000
      Metric Data
      • Result: Fine Granularity enables better decisions
      Metric Data ©2009 Marketing Operations Partners
      • Measurable data in 2010
    18. Marketing Operations: What is It and Why Bother? ©2009 Marketing Operations Partners
    19. Marketing Operations Definition Marketing Operations (MO) is a thorough, end-to-end operational discipline that leverages processes, technology, guidance and metrics to run the Marketing function as a profit/value center, growth driver, change agent and fully-accountable business unit. MO reinforces Marketing strategy and tactics with a scalable and sustainable enabling infrastructure, as well as nurturing a healthy, collaborative ecosystem, both within and outside the Marketing department, to drive achievement of enterprise strategic objectives. ©2008 Marketing Operations Partners
    20. Marketing Operations Encompasses A Broad Body of Knowledge
      • Change management
      • Total Quality Management
      • Manufacturing
      • Organizational reengineering
      • IT
      • Statistical analysis
      • Customer experience management
      • Enterprise resource management
      • Knowledge management
      • Sales pipeline management.
      ©2007 Marketing Operations Partners,
    21. Effective Marketing Operations Requires a Diversity of Subject Matter Expertise Enterprise Strategic Agenda
      • Marketing Planning & Ops Reviews
      • Marketing Charter Definition
      • Change Management
      • Socialization & Community Building
      • Leadership Council
      • Circles of Excellence
      • Marketing & Brand Governance
      • CMO Communications
      ©2006 Marketing Operations Partners Innovation & Sales Acceleration
      • Sales Pipeline Optimization
      • Lead Scoring & Nurturing
      • CRM
      • Campaign Management
      • Product Lifecycle Management
      Customer Profitability
      • Voice of the Customer
      • Customer Experience Mgt
      • Customer Reference Dev.
      • Customer Loyalty/Affinity
      • Win-Loss Analysis
      • Segment Marketing
      Marketing Intelligence
      • Marketing Org. Assessment
      • Predictive Analytics
      • Business Intelligence
      • Competitive & Industry Benchmarking
    22. And Even More Subject Matter Expertise! Scaling for Growth
      • Process Mapping & Design
      • Marketing Automation
      • Knowledge Management
      • Tool and Template Dev.
      • Best Practices Documentation
      • Centers of Excellence
      • Marketing Competency Dev.
      • Roles & Responsibilities Clarification
      • Team Mix Modeling
      • Marketing Org. Reengineering
      • Marketing Resource Optimization
      • Supply Chain Management
      ©2006 Marketing Operations Partners Accountability
      • Metrics and KPI Definition
      • Dashboard Development
      • Performance Measurement
      • Marketing Portfolio Mgt
      • Budget Mgt & Justification
      Alignment with Stakeholders
      • C-Level Buy-in
      • Sales Alignment
      • Finance/IT Alignment
      • M&A Assimilation
    23. The Benefits of Marketing Operations
      • Brings a long overdue operational focus to Marketing
      • Applies proven, time-tested Best Practices and Business Processes
      • Drives Efficiency, Consistent Results
      • Provides solid foundation for Marketing Excellence
      • Provides the CMO with an operational partner, a Chief of Staff
      © Marketing Operations Partners, 2006
    24. The State of Marketing Operations Today ©2009 Marketing Operations Partners
    25. High-Priority MO Challenges Emphasize Metrics, Strategy, Cross-functional Goals Measure Marketing ROI & Demonstrate Value Balance of Marketing Strategy & Tactics Common Goals for Marketing Success Tied to Other Groups 73% 60% Justify Marketing’s Role & Contribution to C-Level Executives Marketing Processes Enable Internal Efficiencies & Effectiveness Collaboration & Synergy Supported By Corporate Environment Coordination of Shared Processes Across Functions Continuity to Maintain Institutional Knowledge & Expertise Assimilate & Integrate Resources Obtained From M&A 57% 49% 42% 26% 22% 12% 6% © 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners
    26. Key Factors for MO Success Include Clarity, Consistency, Support & Buy-in Unsupportive Culture Lack of Follow-Through Risk-Taking Penalties Infrequent Delegation Marketing Operations Success Factors Marketing Operations Obstacles Clarity & Consistency Supportive Culture Executive Buy-in Performance Measurement Process Refinement & Automation © 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners
    27. Accountability Plays Key Role in Journey to MO Maturity 0% 50% 100% 25% 75% Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews Balance of Strategic & Tactical Elements Maintaining big picture in day-to-day marketing execution decisions Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions Group Memory Management Enduring repository of marketing information despite movement of individuals 40% 80% 45% 83% 34% 83% 45% 85% 31% 79% 36% 82% 35% 85% Never Practiced Always Practiced Key: X% At Inception of MO Function | Current Performance X% Mid-2008 Target © 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners
    28. Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews Balance of Strategic & Tactical Elements Maintaining the big picture while making day-to-day marketing execution decisions Measure performance Clear goals Executive buy-in/support Incentives or rewards Clear goals Follow-up Employee development Factors-in-Success To-Date Factors-in-Success Underway Anticipate future trends Employee development Clear goals Formal ops reviews Executive buy-in and support Low-risk environment or delegation Follow-up Formal ops reviews Clear goals Follow-up Clear goals Measurement or dashboard Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties MO Maturity Journey Driven by Clear Goals, Formal Reviews - Composite © 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners
    29. Cross-functional interaction Alignment with sales Executive buy-in and support Strive to understand others Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions Group Memory Management Enduring repository of marketing information despite movement of individuals Strive to understand others Talk with other functional areas Cross-functional interaction Alignment with sales Access to useful data Supportive culture Recap commitments Access to useful data Supportive culture Measure & refine processes Electronic repository Business process mapping Clear goals Cross-functional communication Electronic repository Business process mapping Clear goals Cross-functional communication Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company Formal ops reviews Low-risk environment or delegation Roles and development Business process mapping Formal ops reviews Electronic repository Metrics, incentives, development Factors-in-Success To-Date Factors-in-Success Underway © 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners
    30. Best Practices in Marketing Operations ©2009 Marketing Operations Partners
    31. MO Best Practice Framework Metrics Process Guidance Infrastructure Management Technology Strategy Ecosystem Alignment © Marketing Operations Partners, 2007
    32. MO Impact Depends on its Ability to Drive Strategy, Change, Accountability Metrics Process Guidance Ecosystem Alignment Infrastructure Management Technology Strategy
      • Strategy
      • Change Management
      • CMO Is Chief Strategy Officer
      • Marketing Strategy Is Enterprise Strategy
      • Rolling & Long-Term Plan
      • Strategic Management
      • Process
      • Campaign/Lead Management
      • Shared Processes
      • Technology
      • Knowledge Portals
      • Metrics
      • Dashboards & Scorecards
      • Incentives
      • Predictive Analytics
      • Guidance
      • Alignment with Sales, Finance, IT
      • Competency Development
      • Culture of Measurement & Accountability
      • Executive Sponsorship
      • Expanded Voice of Marketing
      • Grassroots Buy-in
      • Shared Vision
      © 2007 Marketing Operations Partners
    33. Profile of Best Practice Firms in Marketing Operations
      • With Sales
      • With Enterprise Metrics
      > 20% CAGR ’ 03-’07 Strong Brand Identity Execution Excellence Process Excellence
      • Budgeting
      • Brand Management
      • Customer Management
      • Planning
      • Product Lifecycle Management
      • Predictive Analytics for Revenue & Budget Planning Processes
      Alignment © 2007 Marketing Operations Partners
    34. Process Excellence: Planning Cascaded Execution Individual Accountability Competency Development Contingency Plans Change Management © 2007 Marketing Operations Partners
    35. Process Excellence: Budgeting $ Accountability Alignment Year 1 Year 2 Year 3 Revenue Profit Market Share Year 1 Year 2 Year 3 © 2007 Marketing Operations Partners
    36. Process Excellence: Customer Management Advanced Segmentation Channel Strategy Profitability Profiles © 2007 Marketing Operations Partners
    37. Process Excellence: Brand Management Formal Governance Brand Equity © 2007 Marketing Operations Partners
    38. Process Excellence: Product Lifecycle Management Marketing Intelligence Cross-functional alignment © 2007 Marketing Operations Partners
    39. Execution Excellence: Predictive Analytics Robust Database Reliable Intelligence Internal & External Leading & Lagging Indicators © 2007 Marketing Operations Partners
    40. Marketing Sales Quality Quantity Pipeline Qualification Goals Segmentation Conversion Prospecting Channel Mindshare Quota Competency Messaging Training Growth Protection Product Development Execution Excellence: Sales Alignment Sales = Internal Customer Leads Optimization Marketing = Sales Enabler
    41. Building Upon the 5Ts of Marketing Operations: Applying Learning Organization Insights to Increase Marketing Effectiveness ©2009 Marketing Operations Partners
    42. A New Maturity Model: You’ve heard of the 5 Ps and 3 Cs of Marketing… + © 2008, Marketing Operations Partners P ositioning © 2007, Adrian Ott, Exponential Edge P roduct P romotion P rice P lace C ustomers C ompetitors C orporation
    43. More recently, we saw the unveiling of the 5Ts of Marketing Operations™
        • T otal Strategy
        • T echniques and Processes
        • T racking & Predictive Modeling
        • T echnology
        • T alent
      © 2007, Adrian Ott, Exponential Edge 4Ps 3Cs Marketing Effectiveness 5Ts
    44. The addition of the 5 T’s is Marketing’s rite of passage
      • The 5 P’s +
      • The 3 C’s +
      • The 5 T’s
      • = 13
      • The entry age into adulthood in certain cultures
      © 2008, Marketing Operations Partners
    45. The next step in Marketing’s evolution is to embrace insight from learning organizations
      • D iscipline #1 - Personal mastery
      • D iscipline #2 - Mental models
      • D iscipline #3 - Shared vision
      • D iscipline #4 - Team learning
      • D iscipline #5 - Systems thinking
      • The 5 D’s
      Source: The Fifth Discipline: The Art & Practice of the Learning Organization © 2008, Marketing Operations Partners
    46. Personal Mastery in MO
      • Defined: A commitment to individual learning to develop proficiency; increasing ability to clarify what is important, see current reality more clearly
      • Related to Marketing Competency Development
      • Significant implications for strategic planning, collaborative decision-making, resource allocation, roles & responsibilities clarification, team dynamics, etc.
    47. Mental Models in MO
      • Defined: Questioning implicit assumptions underlying decision-making processes
      • Unconsciously controls what one perceives can and cannot be done
      • Key skills: Surfacing, challenging mental models to make decision-making more explicitly; balancing advocacy and inquiry
      • Significant implications for strategic planning, socialization, achieving buy-in, leveraging VoC, encouraging innovation, etc.
    48. Shared Vision in MO
      • Defined: Winning individual and group buy-in for key initiatives by securing enrollment, commitment, compliance
      • Overcomes ambivalence, confusion, resistance, passive-aggressive behavior
      • Significant implications for socialization, winning buy-in, mission and charter definition, values clarification, cross-functional alignment, etc.
    49. Team Learning in MO
      • Defined: Aligning individual and team learning through a commitment to a balance of dialogue and discussion
      • Overcomes “groupthink”
      • Facilitates breaking through internally-imposed barriers and “getting” the big lesson
      • Significant implications for decision-making, marketing competency development, knowledge management, marketing intelligence, planning, process design, socialization, program evaluation, etc.
    50. Systems Thinking in MO
      • Defined: Learning to view the system as a whole rather than focusing on discrete parts
      • Can be used to manage overwhelm from complexity and overcome “learned helplessness”
      • Requires a balance of linear and non-linear thinking
      • Significant implications in marketing intelligence, knowledge management, MO assessments, product portfolio and marketing mix management, process design, marketing IT, leveraging VoC, demonstrating return on marketing , etc.
    51. Adding the 5 D’s Leads to a New Level of Generative Learning and Marketing Maturity 3 C’s 5 P’s 5 T’s 5 D’s The Power of 18 © 2008, Marketing Operations Partners
    52. Marketing Operations Partners: Who We Are and Our Value Proposition ©2009 Marketing Operations Partners
    53. What is Marketing Operations Partners?
      • Ready-to-go COO and change management team for Marketing
      • Purpose: escalate MO into a Chief of Staff function for the CMO
      • Think tank of subject matter experts seasoned in core areas of Marketing Operations
      • Thought leaders and pioneers in MO evolution
      • Senior team: deep experience in marketing leadership and in the trenches
      • Collective experience leading and contributing to major MO initiatives for industry leaders
      ©2009 Marketing Operations Partners
    54. What is Marketing Operations Partners? ©2009 Marketing Operations Partners Our ticket punches … and hundreds of SMB’s
    55. How Marketing Operations Partners Provides Value to Clients:
      • We catalyze the launch of initial MO functions; or we take existing MO to a higher level of excellence
      • We are the key vision partner and mentor . We keep you focused on the goal
      • We are a resource for MO industry best practices development and insight
      • We are an independent auditor of your organization’s marketing efficiency and effectiveness
      • We are the process design architect providing guidance, re-engineering and mapping ( alignment )
      ©2009 Marketing Operations Partners
    56. How Marketing Operations Partners Provides Value to Clients:
      • We are a think tank of diverse subject matter experts who collectively bring a holistic view of how to integrate previously-independent efforts into a cohesive MO strategy
      • We are your co-creator through professional facilitation of your MO roadmap and charter
      • We are the alignment specialist and change catalyst to help win stakeholder buy-in and commitment from groups within and outside marketing authority
      ©2009 Marketing Operations Partners
    57. Metrics Process Guidance Infrastructure Management Technology Strategy Ecosystem Alignment Marketing Operations Partners Offerings Marketing Intelligence Enterprise Strategic Agenda Sales Acceleration Scaling for Growth Best Practice Framework Integrated Best Practice Services Suite Stakeholder Alignment Accountability Customer Profitability ©2009 Marketing Operations Partners
    58. Client Challenge: Converting Insight into Value Lack of Confidence in Marketing Intelligence Knowledge Gaps Seat-of-the-Pants Decision-Making Disagreement over “Facts” Wasted Research Investment ©2009 Marketing Operations Partners
    59. Marketing Operations Partners Solutions: Converting Insight into Value No or Slow Growth Benchmark Against Best Practices Create Customer- Driven Solutions Learn & Document Key Lessons Anticipate Market/ Customer Shifts Services to Breed Intelligence and Innovation ©2009 Marketing Operations Partners
    60. Client Challenge: Delivering the Strategic Agenda Every Strategy Cycle, Every Budget Cycle -- is a Free-for-All Disconnect Between Marketing & Enterprise Objectives Siloed Strategies Vision Ineffectively Executed Team Relationships Less Than Functional ©2009 Marketing Operations Partners
    61. Marketing Operations Partners Solutions: Delivering the Strategic Agenda Strategy / Budget Cycles are Free-for-Alls Drive Innovation & Messaging Alignment Catalyze Shared Purpose and Vision Lead Governance To Live the Brand Win Buy-in for Marketing Change Services to Realize Strategy ©2009 Marketing Operations Partners
    62. Client Challenge: Maximizing Customer Profitability The Price of Acquiring & Keeping a Customer is Growing Greater Customer Sophistication High Customer Churn Customer Experience/ VOC are Buzzwords High Employee Churn ©2009 Marketing Operations Partners
    63. Marketing Operations Partners Solutions: Maximizing Customer Profitability The Price of Acquiring & Keeping Customers is Growing Calculate Customer Lifetime Value Capture VOC to Leverage Customer Decision Drivers Win Back At-Risk Customers Mobilize Resources to Meet Customer Expectations Services to Foster Customer Intimacy ©2009 Marketing Operations Partners
    64. Client Challenge: Accelerating Selling/Buying Process No or Slow - Growth... Disappointing Revenue Results Wasted Leads Antagonism between Sales & Marketing Disconnect between Sellers & Buyers Burned Out Customer References ©2009 Marketing Operations Partners
    65. Marketing Operations Partners Solutions: Accelerating Selling/Buying Process No or Slow Growth Help Sales Help Customers Buy Feed Sales Pipeline Optimize Marketing & Sales Handoffs Leverage Customer Loyalty Assets Services to Align Sales/ Marketing Effort ©2009 Marketing Operations Partners
    66. Client Challenge: Scaling Marketing for Growth Marketing in Reaction Mode Unmanageable Complexity Non-aligned Systems Sub-optimal Resource Utilization Poor Knowledge Transfer ©2009 Marketing Operations Partners
    67. Marketing Operations Partners Solutions: Scaling Marketing for Growth Marketing in Reaction Mode Assess Marketing Health Integrate Process, Tools & Technology Win X-functional Support & Buy-in Enlist Executive Sponsors & Champions Services to Raise the Bar ©2009 Marketing Operations Partners
    68. Client Challenge: Demonstrating Return on Marketing Marketing on Defensive to Demonstrate Contribution Marketing Perceived as Cost Center Difficulty Defining Meaningful Metrics Poor Visibility – Infrastructure for Measurement Lacking Short-term Orientation In Funding Initiatives ©2009 Marketing Operations Partners
    69. Marketing Operations Partners Solutions: Demonstrating Return on Marketing Marketing on Defensive To Show Contribution Align Marketing Objectives to Enterprise Objectives Track Leading & Lagging Indicators Via Dashboards Track & Manage Individual and Team Performance Fine-tune Forecasting with Predictive Modeling Services to Enable Account-ability ©2009 Marketing Operations Partners
    70. Marketing Operations Partners: Go-to-Market Strategy ©2009 Marketing Operations Partners
    71. Acquisition Prospecting Retention Trusted Advisor Status Industry Leadership ©2009 Marketing Operations Partners
      • Thought Leadership
      • Marketing Operations at Work blog
      • Articles
      • Twitter/Social Media
      • Webinars
      • Podcasts
      • Video
      • MO Classes
      • Benchmarking Study
      MO Future Forum MO Evangelists
      • Referrals
      • Client
      • Partner
      Marketing Operations Vision Workshop Marketing Operations Boot Camp Prospect Proposal Potential Engagement #1 Potential Engagement #2 Potential Engagement #3 Follow-on Engagements MO Mastermind Group CMO Breakfast Chief of Staff Dialogue
      • Opt-in e-mail marketing
      • Lead nurturing
      • Prospect conversations
      Customer Engagement Strategy
      • MO Institute
      • MO Conference
    72. Marketing Operations Future Forum
      • Launched with LinkedIn; group is in operation
      • Mission is to develop the profession
        • Standardization, certification track, training & development model
        • Grow the pie
        • Have more impact in enterprise
      • Looking at Google Knol , Scribd.com and other publishing sites for sustained delivery that will hunt well (high rank)
      ©2009 Marketing Operations Partners
    73. Marketing Operations Future Forum
      • Opportunity to practice what we preach
        • Better alignment & collaboration
        • Better integration of talent and technology supply chain
        • Clearer path for customers to find and get help
      • Industry co-created initiatives:
        • Online Marketing Operations Institute
        • Marketing Operations Conference
        • Expected to create T & D revenue opportunities for MOP associates and others
      ©2009 Marketing Operations Partners
    74. Marketing Operations Mastermind Group
      • Marketing Operations study group led by Gary Katz
      • Value to participants:
        • Next step up for MO evangelists who are motivated to bring MO to the companies or raise the bar of existing MO functions
        • Supports individual professional development
        • Subscription basis: 6-mo commitment, $15-25/mo.
        • Bi-weekly web meeting professionally facilitated by GK or member of MOP team, peer-to-peer learning opportunity
        • 2 hours/year free telephone consultation w/ GK
        • Members-only information portal
      ©2009 Marketing Operations Partners
    75. Marketing Operations Vision Workshop
      • Half-day vision-inspiring workshop
      • Value to participants:
      • Next step for MO Masterminds aimed to help them get other key stakeholders in their organizations inspired about MO
      • Mix of participants from different companies; significant networking opportunity
      • Priced to encourage lots of participation from each organization
      • Workshop binder with key insights and tools
      • Participant portal to stay in touch and share info
      • 20% discount for organizations that participate in Marketing Operations boot camp
        • Workshop pricing: 1 - $1595 2 - $2595 3 - $3395 4 - $4095 5 - $4695
        • 6 or more - $4995
      ©2009 Marketing Operations Partners
    76. Marketing Operations CMO Breakfast
      • Series of facilitated discussions led by GK
      • Value to participants:
      • Focus is on developing a Chief of Staff function in Marketing
      • Offered in partnership with CMO Council and/or other CMO groups
      • Pricing: Approx. $500
      • Opportunity to address needed new competency/role in Marketing function, leveraging peer and MO thought leader expertise
      • Mind-map of discussion
      ©2009 Marketing Operations Partners
    77. Marketing Operations Boot Camp
      • Two-day activity, all key organizational stakeholders
      • Value to participating companies:
      • Customized to requirements of a single organization
      • Facilitated Marketing Operations roadmap (or charter) development process
      • Includes task and process facilitator for both days
      • Based on discovery, a think tank of SMEs will provide best practice guidance during roadmap/charter development on Day 2
      • Pricing: $30K, $24K for MO Workshop participating companies
      • Co-developed, agreed-to Marketing Operations roadmap (or charter)
      • Offer for free proposal to all participating companies, with three possible directions for future engagements (based on discovery from boot camp)
      ©2009 Marketing Operations Partners
    78. Changing the MO of Marketing by Elevating MO to a True Chief of Staff Function Thanks for viewing ©2009 Marketing Operations Partners
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