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challenges with the current process‣ Time intensive to turn responses into ac-onable intelligence.‣ Requires high-‐level personnel to analyze, therefore it’s not scalable.‣ Results lack scoring system and visualiza)ons that establish benchmarks.‣ Not a true assessment of success poten)al.‣ Fails to properly set expecta)ons.
A More Intelligent Process & PlaGormsubjec)ve analysis. assessment scoring. automated recommenda)ons. ‣ Assess business and marke-ng strengths. ‣ Forecast poten)al for success. ‣ Build integrated marke-ng strategies. ‣ Connect ac-ons with KPIs and audiences. ‣ Determine talent needs and team structure. ‣ Forecast agency services costs. ‣ Allocate resources—-me and money.
Marke)ng Score (@MKTScore) is a free online tool that assesses the strength of business and marke-ng founda)ons, forecasts poten)al and aligns expecta)ons.
1) Build Your Proﬁle‣ Contact informa-on‣ Business & marke-ng basics‣ Financial‣ Marke-ng goals‣ Marke-ng plans
Marke-ng Score core principle Every element of an organiza-on, as it relates to marke-ng, can be divided into: assets, neutrals and escalators. By evalua-ng and scoring these elements, an organiza-on can devise marke)ng strategies; allocate )me, money and talent; and adapt resources and priori)es based on performance.
assets vs. escalators‣ Assets = Strengths that can accelerate marke*ng success.‣ Escalators = Weaknesses that require addi*onal resources to build up and improve.
Every organiza-on should be focused on building assets that can be leveraged to accelerate success (brand, website traﬃc, social reach and inﬂuence, owned databases, persona-‐based content, rela-onships, partnerships, goodwill, etc.).
Marke-ng Scoreforecas)ng poten)al & aligning expecta)ons‣ Founda)on: What is the strength of the exis-ng website, brand, infrastructure, internal marke-ng capabili-es and capacity? ‣ PlaGorm: How extensive is the reach and inﬂuence among target audiences, speciﬁcally as it relates to online marke-ng?‣ Expecta)ons: What are priority needs and goals, and how do they align with talent, technology and resources? ‣ Poten)al: What is the poten-al for a marke-ng agency to have an immediate and sustained impact on the brand?‣ Strategy: What strategies and tac-cs will have the greatest impact on performance?
builders vs. drivers‣ Builders are founda)onal projects (website, brand posi-oning, collateral) and recurring campaigns (social engagement, blogging media rela-ons) designed to create and expand assets.‣ Drivers are campaigns that capitalize on exis)ng assets to accelerate success—leads, sales and loyalty.
<marke)ng intelligence engine>‣ Ra-ngs are used to generate automated recommenda)ons.‣ Proﬁles and responses are benchmarked by industry, size, budgets, growth, performance, etc.‣ Recommenda-ons become more intelligent, in-‐depth and customized.‣ Analy-cs integrated to connect ra)ngs to results, and adapt resources and priority ac-vi-es.
what’s the roadmap?‣ Online educa-on and resources‣ Automated recommenda-ons‣ Company proﬁles‣ Notes and to-‐dos‣ Agency partner program
Perform a Marke-ng Score Assessment @PaulRoetzer #Marke-ngScore
Meet Social Business Unlimited (SBU) — A Hypothe-cal B2B Company
Key Findings‣ With weak customer (4) and lead databases (4), and low brand awareness (4), SBU doesn’t have much to leverage. There is a lot of building to be done.‣ Lead volume is OK (6), but SBU is not ranking quality, and conversion rates (3) need help. Opportuni-es exist to nurture leads through social, email marke)ng and content.‣ Audiences were mainly ranked as escalators or neutrals, meaning they likely need a PR and communica)ons program. The internal marke-ng team is not strong in these areas, so they may need to hire, or outsource to a marke-ng agency/PR ﬁrm.
Key Findings‣ SBU is heavily reliant on outbound sales. This presents a lot of opportuni-es; however, priori-za-on and focus becomes essen-al. ‣ Sales/marke-ng integra)on (2) is a weakness, and may present challenges. ‣ SBU has a CRM solu-on, but u-liza-on is weak (3), which will impact your ability to deliver results.‣ SBU will need an email marke)ng solu)on, along with lead nurturing capabili-es.
Key Findings‣ Immediate opportuni-es to improve brand awareness through integrated content, social, PR and search strategies. However, it’s a crowded market, so SBU must focus on quality and value to stand out. ‣ Lead genera)on will require a commitment to inbound marke-ng strategies and sales/ marke-ng integra-on.
Key Findings‣ Suppor-ng/improving conversion rates and sales eﬃciency is possible in the short term, if all leads are migrated into SBU’s CRM system and this system is integrated with a marke-ng automa-on tool. ‣ Immediate opportuni-es to aﬀect customer loyalty (reten-on, referrals and life-me value) through content, integra-on of CRM and marke-ng automa-on.
Marke-ng Score gain perspec)ve from mul)ple sourcesCMO sec*on score (le7) = 62% vs. CEO sec*on score (right) = 38%
Conduct Discovery Research @PaulRoetzer #Marke-ngScore
The Discovery Process Highly Competitive Market‣ Gain further insight through a custom audit.‣ Run a Marke)ng Grader report.‣ Perform preliminary market research. ‣ Analyst reports, industry ar-cles, Google Insights, keyword volume‣ Analyze compe)tors. ‣ Messaging, marke-ng strategies, market share‣ Analyze social opportuni)es and chaner. ‣ Ac-ve channels, noteworthy communi-es, popular discussion topics
sample follow-‐up ques)ons‣ What are the top 3-‐5 key performance indicators (KPIs) that maner most to your marke-ng program?‣ How do you currently monitor and report marke-ng performance metrics? Is there an organiza-onal marke-ng performance dashboard?‣ What do you see as your organiza-on’s top-‐priority marke)ng needs? And, how will you measure your marke-ng team’s value and success? ‣ Brieﬂy describe what you see as your greatest opportuni)es for growth?
sample follow-‐up ques)ons‣ There were numerous escalators when reviewing your marke)ng team’s capabili)es. Which areas do you envision outsourcing to an agency partner? Which will you internalize? ‣ You rated your team’s competencies in social media high (8), but don’t seem to have a sound strategy in place or dedicated resources (6/11 escalators). Do you see this as a cri-cal piece of the marke-ng program? If so, will planning, monitoring and management be outsourced to an agency?‣ Content marke-ng was the lowest rated sec-on at 15%. Is the organiza-on commined to ac-va-ng a content marke)ng strategy as a means to increase leads and drive conversions? If yes, will it be internalized, or outsourced?
Build a Marke-ng Performance Dashboard @PaulRoetzer #Marke-ngScore
Iden-fy Top KPIs . . . and know your sales funnel‣ Website traﬃc (speciﬁcally organic and social)‣ Leads‣ Free trials signups‣ Customer conversions‣ Customer reten)on (churn rate)
Ini-ate the Marke-ng GamePlan @PaulRoetzer #Marke-ngScore
Proﬁle and Segment Audiences‣ Label as owned, borrowed or bought. ‣ Use this as a star)ng point for the GamePlan. ‣ Cri-cal to iden-fy driver campaign opportuni-es.
Establish Accelerators‣ What assets exist that can accelerate success?‣ Accelerators may include: lead/prospect/customer lists, partnerships, media buys, sponsorships, high-‐proﬁle speaking engagements, industry reports, social reach, social engagement, original content, top website pages and more.
Deﬁne Founda-on Projects‣ Sales/marke-ng integra-on‣ Marke-ng performance dashboard‣ Site op-miza-on (CTAs, landing pages, lead forms)‣ Social community building‣ Internal marke-ng team training‣ Evaluate and integrate tech solu-ons (CRM, marke-ng automa-on, social media management, email)
Outline Campaign Concepts‣ Builder campaigns ‣ Awareness and thought leadership ‣ Social engagement ‣ Technology integra-on‣ Driver campaigns ‣ Customer loyalty — referral ‣ Lead gen — ver-cal markets ‣ Agency partner program
Map Marke-ng Team Strengths ‣ Understand your team’s competencies. ‣ Determine if partners need to be brought on for niche capabili-es. ‣ Decide who will be responsible for what — agency, client or partner.