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From tactical to strategic marketing

My recommendations on how senior marketing leaders can increase the credibility/value of marketing and transform their organizations from being tactical & reactive to really strategic. It cuts through the marketing hype and gives real life examples from my time as CMO of Colt (FTSE250 IT/Cloud) and more recently as a strategic marketing consultant

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From tactical to strategic marketing

  1. 1. From Tactical to Strategic Marketing Carl Robertson
  2. 2. About me Carl Robertson m: 33 (0)6 62 90 57 47 e: carlprobertson@hotmail.com @carlprobertson Carl has over 18 years of experience of building award-winning brands across a variety of geographies and cultures. With experience in the residential, SME and multinational markets, his previous roles have covered product management, sales and marketing for Xerox, SITA, Equant, Orange and most recently, serving as the Chief Marketing Officer & VP Product at Colt, a $2 billion cloud and IT services company. Since 2013 as a consultant Carl has been helping customers drive their marketing transformation.
  3. 3. Tactical marketing Tac/cal Success measured by cost • Silo organiza@on • No marke@ng champion • Immature sales alignment • Limited ROI metrics • Single-­‐touch campaigns • Unbalanced structure & budget • Generalist skills • Manual / data gaps 30%
  4. 4. Earning the right to move up the value chain Execu&ve endorsement Link to transforma&on, growth & customer Credibility Communicate Bring pride back to marke&ng Clear Vision Within marke&ng – process, tools & people Across business stakeholders (sales, IT, products) Alignment Marke&ng audit – rigorous aGen&on to detail Decisions driven by metrics & industry benchmarks Metric based Outbound & inbound marke&ng New marke&ng skills – generalists to specialists Innova/on
  5. 5. Building the foundations on solid benchmarks 1.3% -­‐ 2.4% Marke@ng as a % of Revenue 70% Source: SiriusDecisions 60% I 40% % split of total budget (spend vs headcount) 30% Sourced Sales Pipeline Influenced Sales Pipeline 40% Marke@ng Mix Lead Genera@on 25% Awareness 35% Enablement
  6. 6. Implementing a new marketing model Awareness & Reputa@on Brand & Adver@sing Pipeline & Revenue Marke@ng Opera@ons (Data) Marke@ng Shared Services (Demand Centre) Digital & Content Marke/ng Effec/veness Field Marke@ng Large Enterprise SMB Wholesale Product Ver@cal Campaign Managers Channel Enablement External Communica@ons Customer Experience Internal Communica@ons
  7. 7. Performance marketing • Silo organiza@on • No marke@ng champion • Immature sales alignment • Limited ROI metrics • Single-­‐touch campaigns • Unbalanced structure & budget • Generalist skills • Manual / data gaps 55% • Marke@ng integrated • Execu@ve representa@on • Demand funnel / lead scoring / nurturing • Revenue dashboard • Mul@-­‐touch campaigns • Content, social & mobile • Specialist skills • Marke@ng automa@on • Segmenta@on Tac/cal Performance Success measured by cost Success measured by revenue contribu2on 30%
  8. 8. Creating a common language with sales Engaged Prospect Marke@ng Qualified (MQL) Sales Accepted (SAL) Sales Qualified (SQL) Purchase Nurturing No lead leN behind Buying process increasingly influenced by marke/ng 5 -­‐ 21 The number of @mes a customer will “touch” a vendor before making a purchase 78% Start buying process with a web search 60% Sales cycle over before a buyer talks to a sale person 7 Touches to convert a cold lead into a sale Source: SiriusDecisions & 4th annual Consumer Insights Survey Demand Funnel 10% 44% 28%
  9. 9. Strengthening the revenue cycle Demographic Scoring ATribute Value Score Title Director or VP +12 Industry Finance, Media, Energy +10 Purchase Authority Decision Maker +15 Company Revenue > 500 million +10 Product Using solu@on +15 Timeline Iden@fied < 3 months +12 Behavioural Scoring ATribute Score Visit pricing page +10 Downlaod whitepaper +12 Watch demo +10 Nega@ve social media -­‐4 Visit career page -­‐2 Inden@fying Sales Ready Leads 50+ 24-­‐50 0-­‐25 0 1 2 3 4 50+ A 24-­‐50 B 0-­‐25 C 0 D Behaviour Demographic “Companies that automate their lead management processes will increase conversion rates by 50%” Gartner 2013 Source: Marketo
  10. 10. Demonstrating the business value through revenue metrics • Trusted marketing metrics are a key step to make marketing a revenue driver, not a Metrics Automa/on cost center • Focus on financial metrics; Avoid vanity & cost metrics • Design & promote a stand-out dashboard Source: Marketo
  11. 11. Strategic marketing • Silo organiza@on • No marke@ng champion • Immature sales alignment • Limited ROI metrics • Single-­‐touch campaigns • Unbalanced structure & budget • Generalist skills • Manual / data gaps • Marke@ng integrated • Execu@ve representa@on • Demand funnel / lead scoring / nurturing • Revenue dashboard • Mul@-­‐touch campaigns • Content, social & mobile • Specialist skills • Marke@ng automa@on • Segmenta@on 15% • Company wide integra@on • Marke@ng technologist • Customer journey / personas • Balanced scorecard • Mul@-­‐touch ROI • Agile marke@ng • Predic@ve analy@cs / big data • Market crea@on Tac/cal Performance Strategic Success measured by cost Success measured by revenue contribu2on Success measured by customer & market crea2on 55% 30%
  12. 12. Answering strategic questions through the customer journey Are we delivering the desired experience? How to improve productivity? Customer Journey What is their customer Experience? Who are my most valuable customers/prospects? What touchpoints most impact customer success? How can I make their experience exceptional? How do we differentiate ourselves Who are the different decision makers? What content do my customer value What skills do we need to be effective?
  13. 13. Aligning the demand funnel & customer journey Engaged Demand Funnel Prospect Marke@ng Qualified (MQL) Sales Accepted (SAL) Sales Qualified (SQL) Purchase Awareness Interest Learn Evaluate Jus@fy Purchase Customer Journey Moment of truth
  14. 14. Mapping buyer roles to the customer journey Demand funnel Engaged Prospect Marke/ng Qualified Sales Accepted Sales Qualified Purchase Customer Journey Awareness Interest Learn Evaluate Jus/fy Purchase Buyer Role Technical Buyer (CIO) Economic Buyer (FD) Cause Buyer (IT Mgr) Decision Maker (CEO) Business Manager (Procurement) Audience, Behaviours, Needs, Ques@ons, Responses, Objec@ves, Drivers, Barriers eBook Webinar Brochure Offers Datasheet Case study Welcome Pack Realing the real power of content marketing & data analytics
  15. 15. Key takeaways • Be bold, resiliant & ruthless! • 72%* of change programmes fail because of mindset & behaviour • How you communicate is more important then what you communicate Change Agent • Can't be good at everything so focus • We are drowning in data – what we lack is true insight • The customer journey will drive marke@ng • Look outside, there are some great resources Beware the Hype Source: McKinsey Quarterly Performance Transforma@on Survey • Focus on business objec@ves & financials • Know the impact of each marke@ng investment • Repor@ng is less important than decisions that improve ROI Focus on the Numbers
  16. 16. Thank You

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