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A Unified Digital Marketing Operation


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A unified digital marketing operation—that integrates Web, marketing automation, and social media—can enable a small company to compete successfully with much larger companies, produce a better return …

A unified digital marketing operation—that integrates Web, marketing automation, and social media—can enable a small company to compete successfully with much larger companies, produce a better return on investment (ROI), generate incremental revenue, and increase enterprise value.

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  • 1. © 2012 BRUCE PHARR
  • 2. “The business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results: all the rest are costs.”1 – Peter Drucker, The Practice of Management A UNIFIED DIGITAL MARKETING OPERATION | 2
  • 3. WHY MARKETING MUST CHANGENew technologies and communication channels—such as Web analytics, marketingautomation, and social media—have emerged with the potential to help B2B marketingorganizations in small and midsize companies ($500M or less in annual revenue): Compete successfully with much larger companies Produce a better return on investment (ROI) Generate incremental revenue Increase enterprise valueThe B2B marketing operations in small to midsize companies must be redesigned andrebuilt with a new unified digital marketing approach in order to fully utilize the newtechnologies and channels and achieve optimal performance.The first step is to design an operation that aligns marketing and sales with a buyer-driven,multi-phase purchase process. A UNIFIED DIGITAL MARKETING OPERATION | 3
  • 5. A TRANSFORMED BUYING PROCESSIn, Digital Body Language: Deciphering Customer Intentions in an Online World,Steven Woods states, “With the advent of the Internet, the behavior of buyers—the waythey identify, understand, evaluate and buy products—has fundamentally changed.”2This, in turn, requires a corresponding change in the nature of marketing and the nature ofmarketing’s relationship with sales. This is especially pronounced and far-reaching whengoods and services are not commodities and involve a complex buying cycle.3Today, the seller does not control the buyer’s access to information. Rather, the buyer canaccess the information they want when they want it, primarily through online channels. As aresult, the buyer now controls the B2B purchase process. A UNIFIED DIGITAL MARKETING OPERATION | 5
  • 6. MODERN B2B BUYING CYCLEToday, B2B buyers usually progress through a three-phase cycle of awareness, discovery andvalidation where they gather the information needed to answer their questions regardingwhat, how and why.4 AWARENESS! DISCOVERY! VALIDATION! •! General •! Define •! Select Best Education Problem! Option! •! Recognize •! Evaluate •! Negotiate Opportunity Options and PurchaseWHAT IS A WIDGET? HOW WILL YOUR WIDGET WHY SHOULD I BUY MY SOLVE MY PROBLEM? WIDGET FROM YOU? A UNIFIED DIGITAL MARKETING OPERATION | 6
  • 7. BUYER AND SELLER MISMATCHMany marketing organizations generate inquiries (awareness phase) and immediatelyroute them to sales as leads. Salespeople want leads from buyers that are ready to close(validation phase). This creates a mismatch in buyer-seller expectations.5 AWARENESS DISCOVERY VALIDATIONBUYING CYCLE Obtain General Knowledge Define Specific Problem Select Best Option, and Recognize Opportunity and Evaluate Options Negotiate and Purchase MISMATCH Target and Qualify Explain Solution and Present Proposal, Prospective Buyers Demonstrate Value! Negotiate, and Close !SELLING CYCLE A UNIFIED DIGITAL MARKETING OPERATION | 7
  • 8. FUNNEL LEAKAGEResearch by SiriusDecisions found that only 20% of all leads passed to sales receivedfollow-up. Of that 20%, the salesperson sets aside 70% as disqualified (primarilybecause they are not ready to close). Subsequent analysis shows that 80% of thedisqualified prospects eventually buy a solution—usually from a competitor. The leadswere good, but they were delivered to salespeople too early in the buying cycle.6 SALES LEADS! •! 20%! •! 80%! SALES FOLLOW-UP BUY WITHIN 2 YEARS •! 30% •! 80%! QUALIFIED •! 20%! NO FOLLOW-UP DO NOT BUY •! 70%! DISQUALIFIED DISQUALIFIED ALL LEADS! LEADS! A UNIFIED DIGITAL MARKETING OPERATION | 8
  • 9. ALIGN THE BUYER AND SELLER TO STOP FUNNEL LEAKAGEMarketing can resolve the buyer-seller mismatch and maximize lead conversion, whichwill generate incremental revenue and create greater enterprise value. But to do this,marketing must adopt a new demand generation and lead management system. AWARENESS DISCOVERY VALIDATIONBUYING CYCLE Obtain General Knowledge Define Specific Problem Select Best Option, and Recognize Opportunity and Evaluate Options Negotiate and Purchase MARKETING SYSTEM Nurture, Monitor and Qualify Buyers, and Deliver Highly Qualified Opportunities to Sales Target and Qualify Explain Solution and Present Proposal, Prospective Buyers Demonstrate Value Negotiate, and CloseSELLING CYCLE A UNIFIED DIGITAL MARKETING OPERATION | 9
  • 11. WHY REDESIGN THE MARKETING SYSTEMMarketing must redesign its traditional demand generation system into a unified digitalmarketing operation that incorporates the new technologies and channels—such as socialmedia and marketing automation—into a three-phase buying cycle of awareness, discoveryand validation. This will provide prospective buyers the information they need when theyneed it the way they want to receive it.The redesigned system will not only better meet buyers’ needs, but will allow marketing tounify new technologies—especially Web analytics, marketing automation, and socialmedia—to nurture, monitor and qualify prospects throughout the early phases of thebuying cycle (awareness and discovery) and deliver highly qualified opportunities tosalespeople when buyers are ready to make purchase decisions (validation). A UNIFIED DIGITAL MARKETING OPERATION | 11
  • 13. BUYER ROLESComplex B2B purchases usually involve multiple decision makers.While the number of decision makers may differ, there are usually threedistinct buyer roles that you must understand: the Economic Buyer,the User Buyer and the Technical Buyer.The Economic Buyer controls the budget and evaluates projects from an ROI prospective.He or she will want to see case studies that describe how your solution has met the needs ofsimilar companies and financial models that detail the ROI of your solution.7The User Buyer evaluates the operational impact of the solution. He or she will generallyexplore the hands-on aspects of your Web site—such as trials and demos—and consult withpeers through user groups and community sites to learn about other users’ experiences.8The Technical Buyer analyzes the feasibility of the proposed solution. He or she willinvestigate the specifications, technical details, implementation and integrationrequirements, and the project challenges in a transition to the new solution.9 A UNIFIED DIGITAL MARKETING OPERATION | 13
  • 14. MARKETING ASSETSIn the new B2B marketing system, all assets must be carefully planned toprovide the right information to each buyer role in the right formatthrough the right channel at the right time in the buying cycle.While this is more rigorous and demanding than the process (or lack of process) used bymany marketers, it has two overwhelming benefits: 1) the assets you create and produce willbe far more useful to prospective buyers, and 2) you will be able to use the assets tomonitor, analyze and determine where prospective buyers are in the buying cycle. Withoutthis approach to asset selection, a modern B2B marketing system is unachievable.There are two tools that will 1) help you develop a mix of assets to provide prospectivebuyers the right information at the right time, and 2) allow you to accurately monitor theirbehavior and take the appropriate next step. The Marketing Formats & Channels guideon page 15 will help you determine what assets to develop for which communicationchannels. The Marketing Asset Development Form on page 16 should be completedbefore an asset is created and produced to ensure continuity. A UNIFIED DIGITAL MARKETING OPERATION | 14
  • 17. SEARCH ENGINE MARKETING!Search engine marketing (SEM) can be your most effective B2B inboundmarketing vehicle. SEM is a combination of organic (free) search and paid search.10The goal of organic search is to get your Web site indexed properly by search engines—Google, Yahoo, Bing and any specialized search engine for your industry or business.11 Thisis accomplished through search engine optimization (SEO), which includes: • Ensuring your URL structure is clean. • Having a Web site that can be easily indexed by automated search engine robots. • Using JavaScript in links judiciously (robots don’t execute JavaScript). • Ensuring content on your Web pages is relevant and uses the right keywords.12To learn more, download an SEO starter guide from Google at search, also called pay per click (PPC) due to the most prevalent pricing model, canaugment optimized organic search to produce a holistic marketing channel that allowsprospective buyers to find the information and assets they need when they need them.14 A UNIFIED DIGITAL MARKETING OPERATION | 17
  • 18. SOCIAL MEDIA SYSTEM!The social media system is designed to facilitate knowledge sharingand dialog between prospective buyers and you. Because mostprospective buyers will initially interact with you during theawareness phase of the buying cycle, it is important to design yoursocial media system for this purpose and provide appropriate content.In Groundswell: Winning in a World Transformed by Social Technologies, Charlene Liand Josh Bernoff caution that too many marketers are, “going about their strategybackward. They start by thinking about technology.”15 Fortunately, they provide a processfor developing the right social media system. A summary is provided on page 19.The key to utilizing a social media system effectively is to provide appropriate, usefulinformation and build a dialogue. As David Meerman Scott states in The New Rules ofMarketing & PR, “What works is a focus on your buyers and their problems.What fails isan egocentric display of your products and services.”16 Specifics are on page 20. A UNIFIED DIGITAL MARKETING OPERATION | 18
  • 19. SOCIAL MEDIA SYSTEM: PLANNING AND DEVELOPMENT!There are several powerful tools described in Groundswell. The first is the SocialTechnographics profile, which is similar to demographics and psychographics but focuses onsocial technology behaviors. The tool allows you to understand which social technologiesyour prospective buyers are adopting.17 I deliver more detail in a post on my blog,MarketingMuses!( also describes four questions you need to answer and a detailed process toaccurately answer these questions: 1. People: What are your customers ready for? 2. Objectives: What are your goals? 3. Strategy: How do you want relationships with your customers to change? 4. Technology: What applications should you build?18Answering these questions, in this order, is the best way to formulate the right social mediaplan and develop the best social media system for your prospective buyers. A UNIFIED DIGITAL MARKETING OPERATION | 19
  • 20. SOCIAL MEDIA SYSTEM: CREATING THE RIGHT CONTENT!Social media require a different approach. “The new publishing model on the Web is notabout hype and spin and messages. It is about delivering content when and where it isneeded and, in the process, branding you and your organization as a leader. In order toimplement a successful strategy, think like a publisher.”19A publisher considers all of the following questions: Who are my readers? How do I reach them? What are their motivations? What are the problems I can help them solve? How can I entertain and inform them at the same time? What content will compel them to learn more about what I have to offer?”20Examine secondary research and conduct primary research, directly or through a third-partyexpert, to answer these questions and ensure you generate the right content. A UNIFIED DIGITAL MARKETING OPERATION | 20
  • 21. SOCIAL MEDIA SYSTEM: WEB LANDING PAGE!You need to be ready to convert all (social media) interest into action andconsideration. – Groundswell21While you should not push a perspective buyer too far too fast, you must provide moreinformation that the buyer can easily access when ready. This is how you link social mediainto your demand generation system. A Web landing page is ideal for this.The Web landing page can be part of your Web site or a separate micro-site that: • Collects and showcases all relevant marketing assets—videos, podcasts, white papers, case studies, Webinars, etc.—in a single location. • Maps each asset to the appropriate buyer phase—awareness, discovery or validation. • Offers information assets in exchange for buyer profile information. • Initiates a prospect-nurturing program where you can offer additional, appropriate information to the buyer and monitor his or her progress through the buying cycle. A UNIFIED DIGITAL MARKETING OPERATION | 21
  • 22. NURTURING AND MONITORINGNurturing and monitoring are complementary, core competencies of thenew B2B marketing system, and are essential to the buyer-driven processbecause they: • Allow you to stay in front of prospective buyers. • Present relevant messaging that elicits responses. • Offer the right assets at the right time. • Keep the dialog going. • Monitor for changes in buyer interest that may signal a move to the next phase.22Nurturing and monitoring are easily enabled in the new B2B marketing system through thetechnology and capabilities available from automated marketing and customer relationshipmanagement (CRM) systems. A UNIFIED DIGITAL MARKETING OPERATION | 22
  • 23. AUTOMATED MARKETING AND CRM: WHAT!Customer relationship management (CRM) software emerged in the 1980s and experiencedwidespread business acceptance in the 1990s. In general, CRM systems automate back-officeorder management operations and sales contact management. While most CRM systemsinclude some form of marketing campaign management, they have proven to be limited andsuboptimal, which has given rise to dedicated marketing automation software.Marketing automation software—which emerged in the 1990s and became more widespreadin the 2000s—streamlines and automates end-to-end marketing activities—from planningthrough execution to tracking. Marketing automation systems provide the technology andtools required to nurture and monitor prospective buyers through the buying cycle.An integrated marketing automation and CRM system is the heart of a modern B2Bmarketing system. Combined, they allow you to test and execute campaigns, profile andnurture prospects, track and score leads, manage sales contacts, and collect the data requiredfor analysis and reporting. A UNIFIED DIGITAL MARKETING OPERATION | 23
  • 24. AUTOMATED MARKETING AND CRM: HOW!Steven Woods’s Digital Body Language: Deciphering Customer Intentions in an OnlineWorld is the handbook for deploying marketing automation. Steven is a co-founder ofEloqua, a leading company in marketing automation, but the book is applicable for anyautomated marketing system, and addresses all critical aspects, including: • Buyer roles and the three-phase buying cycle—awareness, discovery and validation • Aligning the buying process with the sales process to reduce funnel leakage • Prospect profiling, nurturing and scoringSiriusDecisions, co-founded by John Neeson and Richard Eldh, former senior managers atGartner Group, is a leading B2B marketing and sales research and consulting group.SiriusDecisions follows a very similar framework as the one described in Digital BodyLanguage. The company produces an ongoing series of Research Briefs on marketing andsales strategy, tactics and management focused on demand generation. It has developed aframework for evaluating and scoring B2B demand creation vendors, including majormarketing automation vendors, which it describes in a series of Vendor Profiles.23 A UNIFIED DIGITAL MARKETING OPERATION | 24
  • 25. BUYER PROFILE AND BEHAVIOR: DATA COLLECTION!Nurturing and monitoring are complementary functions that involve anescalating, bilateral exchange of information between the prospective buyer and yourcompany. Accurately mapping your marketing assets to the buyer cycle allows you to offerappropriate information to the prospective buyer at the right time and, conversely, requestand gather appropriate, reciprocal information from the prospect in exchange.BUYING PHASE MARKETING INFORMATION OFFERED PROFILE INFORMATION REQUESTEDAWARENESS ARTICLE REPRINTS NAME, COMPANY, POSITION VIDEOS INDUSTRY WEBINARS EMAIL ADDRESSDISCOVERY WHITE PAPER PROBLEM TO BE SOLVED CASE STUDY BUYER ROLE & PURCHASE AUTHORITY PURCHASE TIMEFRAME & BUDGETAs a prospect moves through the buying cycle, he or she is offered relevant information inexchange for additional profile information. This allows you to build a detailed prospectprofile and chronological behavior (i.e., what information they accessed and when).24 A UNIFIED DIGITAL MARKETING OPERATION | 25
  • 26. BUYER PROFILE AND BEHAVIOR: SCORINGThe profile and behavior data can be analyzed and measured in order to build predictivemodels that reveal, rank and categorize qualified buyers. This is the foundation of leadscoring, which is a synthesis of art and science that must be refined through continuoustesting and calibration.25The most common models for scoring are built on four dimensions: 1. Buyer role and authority 2. Buying stage 3. Level of interest (business problem/solution, budget and purchase timeframe) 4. Assets accessed and recentness of access (what and when)As you assign scores, run tests and calibrate your scoring system, you will begin to develop“break points” that distinguish buyers farther along the cycle than others. When aggregatescoring indicates a buyer has reached a point in late discovery, it is time to validate thisthrough a human channel with telemarketing or inside sales.26 A UNIFIED DIGITAL MARKETING OPERATION | 26
  • 27. TELEMARKETING/INSIDE SALESWhen your scoring system indicates that a prospective buyer is nearing thelatter part of the discovery phase with a high level of interest, it’s time for personal contact.Application of telemarketing or inside sales at this point in the cycle provides: • Personal contact at an appropriate point in the buying cycle • Confirmation of buyer profile • Validation that buyer is ready to engage directly with sales • Additional pre-sale activities (especially for inside sales)If you determine that the prospective buyer is not as far along as your scoring systemindicated, analyze why, recalibrate your system, and return the prospect to nurturing.If the prospect is as far along as indicated and ready to engage with sales, you are preparedto deliver a highly qualified opportunity to sales along with a comprehensive buyer profile, adetailed chronology of the assets accessed and other relevant information. The buyer andsalesperson are well informed and well aligned in the buying cycle. A UNIFIED DIGITAL MARKETING OPERATION | 27
  • 28. KEY PERFORMANCE INDICATORS (TOP-LINE)INQUIRY (INQ) – UNQUALIFIED LEADProspect takes an explicit action such as submitting a form,downloading a trial, or registering for a webinar27MARKETING QUALIFIED LEAD (MQL) AwarenessThrough scoring and qualification, marketing deemsa lead of sufficient quality to warrant sales engagement28 DiscoverySALES QUALIFIED LEAD (SQL) – OPPORTUNITYSales accepts the lead, contacts the prospect, and confirms that the Validationlead is a revenue opportunity (forecast)29WIN-LOSS RATIO (WLR)Prospect buys from you or another vendor, and marketing-salesdocuments the win or loss with reasons for either PURCHASE A UNIFIED DIGITAL MARKETING OPERATION | 28
  • 29. CONVERSION METRICSINQUIRY (INQ)You can generate inquiries from between 85% and 95% of your prospective buyers at areasonable cost (above this level is difficult and costly). Approximately 20% of the totalinquires generated will not be from prospective buyers, and should be purged.MARKETING QUALIFIED LEAD (MQL)The focus at this phase, due to different lengths of time in the nurturing cycle, should be onlimiting annual funnel leakage to between 10% and 15% (typical database attrition rates).When prospects stall and do not react to nurturing campaigns, telemarketing or inside salesshould investigate and make appropriate corrections.SALES QUALIFIED LEAD (SQL)The conversion rate from MQL to SQL should be 90% to 100% in an optimized system.WIN-LOSS RATIO (WLR)The win-loss ratio (measured in dollar amount, not unit amount) should be between youractual and target market share. A UNIFIED DIGITAL MARKETING OPERATION | 29
  • 30. KEY PERFORMANCE INDICATORS (UNDERLYING)The top-line KPIs and conversion metrics are what you will want to emphasize and reportto key constituencies, especially the board of directors, executive leadership and everyone incross-functional groups whose cooperation is critical to marketing system success.In addition, there are underlying KPIs that marketing should identify and track internally,because they are causational to the top-line metrics. The precise underlying KPIs will vary,depending on your specific industry, marketing mix and other factors, but they shouldinclude the following general categories: • Search engine marketing (SEO and PPC) • Social media and Web analytics (including landing page optimization) • Marketing assets, automated scoring and CRM (including data quality and integrity) • Telemarketing and/or inside salesWherever possible, the KPIs should be benchmarked and compared with those of keycompetitors and analyzed to continually improve performance versus competitors. A UNIFIED DIGITAL MARKETING OPERATION | 30
  • 31. CONTINUAL PERFORMANCE IMPROVEMENTTraditional B2B marketing focuses on increasing the quantity of (unqualified) leads at thetop of the funnel. A unified digital marketing operation is focused on optimization—qualityover quantity—and the key performance indicators measure conversion at critical stagesthroughout the marketing-to-sales funnel—from inquiry to win-loss.Repeated applications of a four-step process (shown at right) Analyzein multivariate, A/B and other controlled tests allow youto determine what works extremely well (retain andemphasize), what works fairly well (improve and Measure Planrepeat) and what doesn’t work well (eliminate).The result is continual performance improvement.This enables to you optimize conversion rates at each stage, Executewhich allows small and midsize B2B companies to acceleratepipeline velocity, compete successfully against larger companies,generate incremental revenue, produce a better ROI and increase enterprise value. A UNIFIED DIGITAL MARKETING OPERATION | 31
  • 32. ANALYTICS AND REPORTINGThe “analytics” inherent in most Web sites, marketing automation systems, customerrelationship management systems and other online technologies are misnomers. While thesetechnologies allow you to collect data about what happened, few, if any, analyze the dataand enable you to understand why it happened.30 Fortunately, new technologies are rapidlybecoming available that allow you to: • Track where prospects are coming from • Understand what they do when they arrive • Track where they go when they leave • Conduct tests and surveys to understand their experiences with your assetsA few meaningful insights are far more worthwhile than tons of data, so focus on qualityover quantity. Ultimately, you want to measure a few key performance indicators (the fourtop-line conversion KPIs and underlining causational KPIs), test and analyze properties andassets to gain insight regarding user experience, and refine key system components toproduce desired results more often. A UNIFIED DIGITAL MARKETING OPERATION | 32
  • 34. JANUARY 2009 – JUNE 2010In 2009, Symyx initiated an integrated marketing program to grow revenue and bookings,penetrate new market segments, and increase brand equity for the Symyx ElectronicLaboratory Notebook (ELN). The strategy integrated print advertising and media relationswith the unified digital marketing operation described. Following are the benchmarks,goals, and results for the top-level KPIs. The complete case study is available at PERFORMANCE PARAMETER BENCHMARK GOAL RESULT INCREASEOVERALL REVENUE1 $9.5M NA $18.3M $8.8M 93%OVERALL BOOKINGS1 $11.3M NA $16.8M $5.5M 49%NEW MARKET SEGMENT BOOKINGS2 $0.2M $1.6M $2.5M $2.2M 910%NEW MARKET SEGMENT SALES OPPORTUNITIES2 $1.0M $8.5M $11.8M $10.8M 926%BRAND AWARENESS3 22% 32% 45% 23 PTS 105%BRAND CONFIDENCE3 32% 42% 54% 22 PTS 69%1 Benchmark is 2009 actual, and result is 2010 full-year estimate as of June 30, 2010.2 Benchmark is 2009 actual, goal and result is for the 12-month period from July 1, 2009 to June 30, 2010.3 Benchmark is from a third-party study completed November 2008, and result is from same third-party study completed November 2009. A UNIFIED DIGITAL MARKETING OPERATION | 34
  • 35. ABOUT THE AUTHORBruce Pharr lives in the San Francisco Bay Area with his wife andson. He umpires little league baseball games, hikes in the SantaCruz Mountains, eats good food, drinks good wine, reads, andindulges a passion for the arts.As a marketing executive, he has a track record of increasing enterprise value bydeveloping and executing successful product and marketing strategies, and bymanaging technological and organizational change. As Vice President of Marketingat Symyx Technologies, he led development and execution of the programdescribed herein. He has held lead marketing positions at several private and publiccorporations, and he founded and led a technology marketing consulting firm, forover a decade, with clients ranging from startups to Fortune 500 corporations.Bruce records ideas, experiences, and reviews on his blog, MarketingMuses. A UNIFIED DIGITAL MARKETING OPERATION | 35
  • 36. RESOURCES!“Bad artists copy. Good artists steal.” – Pablo PicassoI make no pretense to originality here. My intent was to take the best ideas and practices ofsubject matter experts (SMEs) and apply them to small B2B technology companies.I adopted some practices exactly as prescribed, and modified others to fit the situation.Most modifications were made in order to weave the best practices from separate, distinctfunctions—search engine marketing, social media, marketing automation, landing pageoptimization, Web analytics, etc.—into an end-to-end unified marketing operation. A fewmodifications were made to practices for larger companies, with fewer resource constraints,in order to scale them appropriately for the limited resources of a smaller company.I have attempted to credit thought-leaders and SMEs through endnotes and the source offigures, tables and illustrations. Following is a list of the books, articles, white papers,reports and companies that contributed to development and execution of this system. A UNIFIED DIGITAL MARKETING OPERATION | 36
  • 37. BOOKSAsh, Tim. Landing Page Optimization: The Definitive Guide for Testing and Tuning.Indianapolis: Wiley Publishing, Inc., 2008.Bernoff, Josh, and Charlene Li. Groundswell: Winning in a World Transformed by SocialTechnology. Boston: Harvard Business School Publishing, 2008.Davenport, Thomas H. and Jeanne G. Harris. Competing on Analytics: the New Science ofWinning. Boston: Harvard Business School Publishing, 2007.Farris, Paul W., Neil T. Bendle, Phillip E. Pfeifer and David J. Reibstein. MarketingMetrics: 50+ Metrics Every Executive Should Master. Upper Saddle River: Wharton SchoolPublishing, 2006.Friedman, Lawrence G. Go To Market Strategy. Oxford: Butterworth-Heineman, 2002.Kauhik, Avinash. Web Analytics 2.0: The Art of Online Accountability & Science of CustomerCentricity. Indianapolis: Wiley Publishing, Inc., 2010.Moore, Geoffrey A. Crossing the Chasm: Marketing and Selling Disruptive Products toMainstream Customers. New York: HarperBusiness, 1991. A UNIFIED DIGITAL MARKETING OPERATION | 37
  • 38. BOOKS – CONTINUEDRamos, Andreas, and Stephanie Cota. Search Engine Marketing. The McGraw-HillCompanies, 2008.Scott, David Meerman. The New Rules of Marketing & PR. Hoboken: John Wiley & Sons,Inc., 2007.Sterne Jim. Social Media Metrics: How to Measure and Optimize Your Marketing Investment.Hoboken: John Wiley & Sons, Inc., 2010.Treacy, Michael and Fred Wiersema. The Discipline of Market Leaders: Choose YourCustomers, Narrow Your Focus, Dominate Your Market. Cambridge: Perseus Publishing,1995.Weber, Larry. Marketing to the Social Web: How Digital Customer Communities Build YourBusiness. Hoboken: John Wiley & Sons, Inc., 2009.Woods, Steven. Digital Body Language: Deciphering Customer Intentions in an Online World.Danville: New Year Publishing LLC, 2009. A UNIFIED DIGITAL MARKETING OPERATION | 38
  • 39. ARTICLES, WHITE PAPERS AND REPORTSDickie, Jim, and Barry Trailer. “Optimizing Lead Generation: What’s the Payback.” CSOInsights 2006.Dickie, Jim, and Barry Trailer. “Understanding What Your Sales Manager Is Up Against.”Harvard Business Review July-August 2006.Pine II, Joseph B., Don Peppers and Martha Rogers. “Do You Want to Keep YourCustomers Forever.” Harvard Business Review March-April 1995.Kumar, Nirmayla. “From Marketing as a Function to Marketing as a TransformationalEngine.” Excerpted from Marketing Strategy: Understanding the CEOs Agenda for DrivingGrowth and Innovation, Boston: Harvard Business School Publishing, 2004.Cooperstein, David, and Lisa Bradner. “The CMOs Role In Technology Decisions.”Forrester Research, Inc. April 2, 2010.“The Business Case for Integrated Demand Generation.” Eloqua, 2006.“STM End-User Survey Part 1 – Scientists and Engineers.” Outsell Market IntelligenceService: Market Report, 2009.“A Holistic Look at B-to-B Sales and Marketing.” SiriusDecisions Executive Edge. A UNIFIED DIGITAL MARKETING OPERATION | 39
  • 40. ARTICLES, WHITE PAPERS AND REPORTS – CONTINUED“Eloqua.” SiriusDecisions Vendor Profile.“Avoiding the Dark Side of Social Media.” SiriusDecisions Research Brief.“Content and Web Site Conversion Optimization.” SiriusDecisions Research Brief.“Dashboard Guidelines: Web Analytics.” SiriusDecisions Research Brief.“Defining Target Markets the Sirius Way.” SiriusDecisions Research Brief.“Demand Creation: Five Metrics That Matter.” SiriusDecisions Research Brief.“Determining the Role of the Demand Center.” SiriusDecisions Research Brief.“Do Social Media and Demand Creation Mix?” SiriusDecisions Research Brief.“Explicit, Implicit Scoring.” SiriusDecisions Research Brief.“External Communities: Driving Adoption.” SiriusDecisions Research Brief.“Inbound Marketing the Sirius Way.” SiriusDecisions Research Brief.“Integrating Inbound Marketing into Campaign Planning.” SiriusDecisions Research Brief. A UNIFIED DIGITAL MARKETING OPERATION | 40
  • 41. ARTICLES, WHITE PAPERS AND REPORTS – CONTINUED“Is Your Organization Ready for Social Media?” SiriusDecisions Research Brief.“Lead Scoring: A Phased Approach.” SiriusDecisions Research Brief.“Optimizing B-to-B Web Site Conversion.” SiriusDecisions Research Brief.“Sales Intelligence: The Benefits of Win/Loss Analysis.” SiriusDecisions Research Brief.“Stacking Up Interactive Marketing Agencies.” SiriusDecisions Research Brief.“The B-to-B Web Site: Under new Management.” SiriusDecisions Research Brief.“The Cascading Effects of the Demand Waterfall.” SiriusDecisions Research Brief.“The Communications Organization of the Future.” SiriusDecisions Research Brief.“The Rapid Rise of Inside Sales.” SiriusDecisions Research Brief.“The Role of Public Relations in Demand Generation.” SiriusDecisions Research Brief.“Variable Compensation and the Teleprospector.” SiriusDecisions Research Brief.“Web Site Conversion: The Technological Landscape.” SiriusDecisions Research Brief. A UNIFIED DIGITAL MARKETING OPERATION | 41
  • 42. COMPANIES1185 DESIGN Palo Alto, CA.A full service design and multimedia agency with expertise in design, brand strategy andprogrammingAtrium Research & Consulting Dallas, TXA scientific market research and consulting practice that provides the insight and educationorganizations require to cultivate successful strategies and solutionsCatapult Direct Marketing Campbell, CAAn integrated marketing services agency combines direct marketing, target profiling anddata services to help technology companies optimize their demand generation practicesCrimson Consulting Group Los Altos, CAAn end-to-end marketing consultancy specializing in channels and partners, products andmarkets, interactive, and lead management and demand generationDemandGen Danville, CAGlobal marketing automation and lead management experts specializing in lead scoring andnurturing methodologies that produce measureable results A UNIFIED DIGITAL MARKETING OPERATION | 42
  • 43. COMPANIES – CONTINUEDDigital Influence Group Waltham, MAA full service digital agency focusing on social media strategies to help clients build deeperrelationships with their key constituenciesThe Linus Group Emeryville, CAAn in-depth understanding of the psychology of scientists, and a full suite of marketingservices for life sciences to make effective and measureable connections with buyersOutsell Burlingame, CAGlobal market intelligence service provides independent, fact-based analysis and actionableadvice about competitors, markets, benchmarks and best practicesRacepoint Group San Francisco, CAA global public relations agency defining a new model of communications through a deepunderstanding of the evolution of traditional and social mediaSiriusDecisions Wilton, CTProvides research and advisory services focused on the operational intelligence B2B sales andmarketing executives need to maximize top line growth A UNIFIED DIGITAL MARKETING OPERATION | 43
  • 44. TABLES, CHARTS & ILLUSTRATIONS PAGE | SOURCE 6 Modified from Digital Body Language, Figure 1, Page 13 7 Modified from Digital Body Language, Figure 1, Page 13 8 Modified from Digital Body Language, Figure 6, Page 49 9 Modified from Digital Body Language, Figure 27, Page 159 15 Modified from Digital Body Language, Figure 3, Page 26 A UNIFIED DIGITAL MARKETING OPERATION | 44
  • 45. ENDNOTES!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1 Peter F. Drucker, The Practice of Management (New York: Harper Collins, 1954).2 Steven Woods, Digital Body Language: Deciphering Customer Intentions in an Online World (Danville: New Year PublishingLLC, 2009) 7.3 Woods, 3.4 Woods, 18.5 Woods, 13.6 Woods, 12-13.7 Woods, 71-72.8 Woods, 72-73.9 Woods, 73-74.10 “Search engine marketing”, Wikipedia, 10 Sep 2010 Avinash Kauhik, Web Analytics 2.0: The Art of Online Accountability & Science of Customer Centricity (Indianapolis: WileyPublishing, Inc., 2010) 103.12 Kauhlik, 101.13 Kauhlik, 102.14 Kauhlik, 110.15 Josh Bernoff and Charlene Li, Groundswell: Winning in a World Transformed by Social Technology (Boston: Harvard BusinessSchool Publishing, 2008) 67.16 David Meerman Scott, The New Rules of Marketing & PR (Hoboken: John Wiley & Sons, Inc., 2007) 35.17 Bernoff and Li, 41.18 Bernoff and Li, 67-68.19 Scott, 35. A UNIFIED DIGITAL MARKETING OPERATION | 45
  • 46. !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!20 Scott, 36.21 Bernoff and Li, 124.22 Woods, 108.23 SiriusDecisions, Sep 10 2010, Woods, 45-46.25 Woods, 88-89.26 Woods, 89-99.27 Woods, 158.28 Woods, 158-159.29 Woods, 159.30 Kauhlik, 3-5. A UNIFIED DIGITAL MARKETING OPERATION | 46