The Marketing Assessment

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How to build campaigns, allocate resources, and drive performance with Marketing Score.

How to build campaigns, allocate resources, and drive performance with Marketing Score.

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  • 1. The  Marke)ng  Assessment:  How  to  Use  Marke-ng  Score  to  Build  Campaigns,   Allocate  Resources  &  Drive  Performance Jan.  10,  2012 #Marke-ngScore
  • 2. The  Origins @PaulRoetzer #Marke-ngScore
  • 3. PR  20/20  Marke-ng  Survey 175+  audits  completed
  • 4. 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.
  • 5. 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.
  • 6. 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.
  • 7. 1)  Build  Your  Profile‣ Contact  informa-on‣ Business  &  marke-ng  basics‣ Financial‣ Marke-ng  goals‣ Marke-ng  plans
  • 8. 2)  Rate  Your  Marke)ng‣ Subjec-ve  analysis‣ Internal  stakeholders‣ 10  sec-ons‣ 132  factors‣ 0-­‐5  =  escalators‣ 6-­‐7  =  neutrals‣ 8-­‐10  =  assets
  • 9. 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.
  • 10. assets  vs.  escalators‣ Assets  =  Strengths  that  can  accelerate  marke*ng  success.‣ Escalators  =  Weaknesses  that  require  addi*onal  resources   to  build  up  and  improve.
  • 11. 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.).  
  • 12. 3)  Review  Your  Report
  • 13. 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?
  • 14. 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.  
  • 15. 4)  Improve  Your  Performance
  • 16. <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.
  • 17. <marke)ng  intelligence  engine>
  • 18. what’s  the  roadmap?‣ Online  educa-on  and  resources‣ Automated  recommenda-ons‣ Company  profiles‣ Notes  and  to-­‐dos‣ Agency  partner  program
  • 19. Perform  a  Marke-ng  Score  Assessment @PaulRoetzer #Marke-ngScore
  • 20. Meet  Social  Business  Unlimited  (SBU)  —   A  Hypothe-cal  B2B  Company
  • 21. 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.
  • 22. 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.    
  • 23. 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.  
  • 24. 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.  
  • 25. Marke-ng  Score gain  perspec)ve  from  mul)ple  sourcesCMO  sec*on  score  (le7)  =  62%  vs.  CEO  sec*on  score  (right)  =  38%
  • 26. Conduct  Discovery  Research @PaulRoetzer #Marke-ngScore
  • 27. 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
  • 28. 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?
  • 29. 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?
  • 30. Build  a  Marke-ng  Performance  Dashboard @PaulRoetzer #Marke-ngScore
  • 31. 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)
  • 32. Key  Metrics  Snapshot
  • 33. Ini-ate  the  Marke-ng  GamePlan @PaulRoetzer #Marke-ngScore
  • 34. 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.
  • 35. 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.
  • 36. 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)
  • 37. 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
  • 38. Connect  Ac-ons  to  Audiences  and  Metrics
  • 39. 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.  
  • 40. www.TheMarke)ngScore.com
  • 41. Thank  You Paul  Roetzer paul@PR2020.com @PaulRoetzerwww.TheMarke-ngScore.com   www.PR2020.com