Steve Walker & Seth Earley - Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

1. Copyright © 2016 Earley Information Science1 Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint Copyright © 2016 Earley Information Science Seth Earley, CEO Earley Information Science CMS Wire’s DX Summit Nov 14th, 2016 Steve Walker, Practice Director Experis - Global Content Solutions

2. Copyright © 2016 Earley Information Science2 Seth Earley Seth Earley CEO and Founder Earley Information Science seth@earley.com www.linkedin.com/in/sethearley @sethearley • Over 20 years experience in data science and technology, content and knowledge management systems, background in sciences (chemistry) • Current work in cognitive computing, knowledge and data management systems, taxonomy, ontology and metadata governance strategies • Co-author of Practical Knowledge Management from IBM Press • Editor of Data Analytics Department IEEE IT Professional Magazine • Member of Editorial Board Journal of Applied Marketing Analytics • Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology Council Metadata Project Committee • Founder of the Boston Knowledge Management Forum • Former adjunct professor at Northeastern University • Guest speaker for US Strategic Command briefing on knowledge networks • AIIM Master Trainer – Information Organization and Access • Course Developer & Master Instructor for Enterprise IA and Semantic Search • Long history of industry education and research in emerging fields

3. Copyright © 2016 Earley Information Science3 Steve Walker • 24 years of business and technology consulting, with a focus in Content disciplines. • Currently Global Content Solutions practice area leader for Experis. Broad breadth of skills including Customer Experience and Enterprise Content Management arena. His background has included Digital Experience, Web Content Management, Content Marketing, Collaborative Technologies, Language Services, Knowledge Management, Social Consulting, and other business disciplines. “We simplify complex content challenges.” • Client successes have included small and large clients such as Microsoft, Intel, GE Lighting, General Dynamics IT, Apple, ChildFund, AllState Insurance, Dell, and International Monetary Fund, • Specialties: Social Business, Digital Experience Management, Web Strategy, Information Architecture, Usability, Marketing Technologies, Enterprise Content Management, Web Content Management, Information Architecture, Business Transformation, Enterprise Application Development • I am here to help. Connect with me: Linkedin.com/in/walkersteve @_SteveWalker www.slideshare.net/SteveWalker7 experisspark.com/author/stevewalker ker/ Practice Leader, Global Content Solutions, Experis

5. Copyright © 2016 Earley Information Science5 The Marketing Tech Landscape • $20B industry (IDC) • Complex ecosystems • Over 2,000 vendors • Dozens of categories • Lots of unknowns: – System complexity – Platform integration – Information architecture – ROI & time to value ChiefMartec Gartner Forrester Luma Partners Some Perspectives…

7. Copyright © 2016 Earley Information Science7 Challenges (from survey) • Too many technologies to achieve big picture vision, not integrated • Data quality, system redundancy and poor integration across platforms • Collection of point solutions managed primarily by the business with no holistic assessment of the stack • Making the most of our technology investment; creating the right content; testing, measuring, optimizing and scaling • Learning the tool stack and its composition of various capabilities and how that can relate to what our Marketing department wants to do. • Integrations so we can connect data from various legacy and new systems built out by various departments to achieve marketing's goals • Too many technology options • Lack of resources, and lack of alignment between departments that rely on the same resources. It creates a situation where we often have duplication of efforts

8. 8Copyright © 2016 Earley Information Science, Inc. All Rights Reserved. Using Metrics & KPIs to Focus Governance Measuring here (business outcomes) Measuring here (process indicators) Enterprise Strategy Business Unit Objectives New Business Opportunities Average Order Size Total Account Revenue Business Processes Site Traffic Search Relevance Search Digital Content Working & Measuring here (content, IA, taxonomy, search, data fill, etc.) Web Content CRM Processes enable objectives LINKAGE Leads Revenue Growth Content supports processes Objectives align with strategy CEO: “How will this increase revenue?” Conversion Content Scorecards Process Scorecards Outcome Scorecards CTR Fill Rate Content Quality etc. Digital Team: “How do I know my tool / content / architecture is working?”

9. Copyright © 2016 Earley Information Science9 Objectives (from survey) • Hearing how others are tackling this subject, getting buy-in across their organizations, and some idea or best practices. • Understanding the best technology options for each stage of the customer journey. • Templates/direction/blueprints on how to select platforms and vendors • Learn how to read the various product segments and how some tools can provide advantages over others, both relative to Marketing needs as well as our infrastructure and technology constraints • A better mental model/framework to marry our tech stack to our content. A roadmap to make the most of our investment. • Get some ideas on coming up with an approach to analyze the current state architecture across sales, mktg, service, data mgmt & analytics • Clearer understanding of where to start and what types of external resources might be able to support the work. • Understand the ecosystem of marketing tools; what can be achieved. The high level ideas in DX are understood but the 'how' is not clear.

10. Copyright © 2016 Earley Information Science10 Why is this so hard? Fast changing ecosystem Technology landscape shifting very quickly Many inputs to lifecycle Multiple internal processes support the customer lifecycle Flawed constructs Personalization and contextualization is the holy grail but many approaches are flawed FUD & market pressure Vendors claims are not substantiated but organizations fear losing out Complex org alignment Marketing technology fluency requires corresponding internal processes and capabilities The hard parts are not fun Governance and core architecture is neglected as unsexy The boundaries of marketing, customer acquisition, sales, support and service are no longer clear. Customer experience needs to be considered across the full lifecycle of the relationship

11. Copyright © 2016 Earley Information Science11 • Marketing is undergoing a sea change with new approaches, tools and mechanisms of engagement across the customer lifecycle. • Legacy marketing processes will not keep up just as physical mail did not keep up with email marketing. • A key component to adopting any technology or evolving a capability is an understanding of the current state as well as an understanding of current practices. Objectives

12. Copyright © 2016 Earley Information Science12 Simplifying the Process Understand and map the customer lifecycle Define customer engagement strategy at each step of that lifecycle Survey and assess existing tools and approaches Define the future state based on competition, industry maturity and customer expectations Assess internal processes with engagement strategy and technology landscape Develop the implementation roadmap based on enterprise maturity and high value areas of opportunity

13. Copyright © 2016 Earley Information Science13 What is a MarTech Blueprint? • A MarTech blueprint: – Serves as a “roadmap” – Defines various technologies – Articulates supporting processes – Delivers an optimal customer experience • Takes into consideration the current maturity of the organization. • It begins with the customer lifecycle.

14. Copyright © 2016 Earley Information Science14 Exercise Structure • Objective is to show you how to create a blueprint for your respective organization – This is a framework approach that can be adapted to any organization – The details of capabilities and technologies will be specific to your organization – Exercises will allow you to return to your organization to create your blueprint • Series of 4 exercises with the goal of creating a MarTech blueprint 1. Define your customer lifecycle 2. Discuss capabilities 3. Identify needed capabilities 4. Map capabilities to a maturity matrix and transition to MarTech blueprint • Logistics: – 10 teams of 3 – Choose one organization as the subject of your team analysis

16. Copyright © 2016 Earley Information Science16 Mapping the Customer Lifecycle Each industry has unique stages of customer engagement with common processes: 1. Learn • Prospects need to learn about the organization and offering – usually the primary goal of marketing 2. Choose/Select/Make Purchase • They need to choose, select or make their purchase – typically part of the sales process 3. Acquire • They need to acquire the product or service – this may be through a dealer, agent, in store pick up, online processes or delivery 4. Use • They need to use the product or service – product or service usage requires some interaction 5. Support • They may need to get support, assistance or maintenance while consuming the product or service – use and support can overlap or be distinct parts of the lifecycle 6. Engage • They need to continue to be engaged so that they can advocate for the product or service – this can be through community development, social media or word of mouth

17. Copyright © 2016 Earley Information Science17 Mapping the Customer Lifecycle Learn Buy Get Use Pay Support Learn Choose Purchase Use Maintain Recommend Research Choose Apply Process Close Service Discovery Awareness Consideration Purchase Retention Advocacy Manufacturing Each industry has unique stages of customer engagement with common processes Telecom Insurance Financial Services

19. Copyright © 2016 Earley Information Science19 Exercise #1 Desired Goal/Outcome: Define your customer lifecycle. 1. Think through how your customers interact with your digital experience. 2. Determine 5-6 steps 3. With the provided chevrons, map out your specific digital lifecycle. 4. Identify current tools being leveraged at each stage of the customer lifecycle Learn Buy Get Use Pay Support

20. Copyright © 2016 Earley Information Science20 Exercise #1 Desired Goal/Outcome: Define your organizational customer digital lifecycle. Discussion: • What is the purpose of defining the customer lifecycle? • What challenges do organizations have around the concept of a customer lifecycle? • How do we handle adoption/education? Learn Buy Get Use Pay Support

21. Copyright © 2016 Earley Information Science21 The Information Ecosystem | Experience and Enterprise Processes Learn Buy Get Use Pay Support Marketing Sales Distribution Service Finance Support Customer Experience Enterprise Processes: Departments/Functional Areas • Event Management • Webinar tools • Promotion management • Social media • Marketing resource management • Inventory Management • Supply chain • Logistics and Distribution • Point of sale systems • Ecommerce • CRM • Web content management • Sales Management • Marketing resource management • Knowledge base/ Unsupervised support • On line documentation/ help systems • Ecommerce • CRM • Billing system • Web content management • ERP/ Accounting • Credit card authorizations/ EFT • CRM • Knowledgebase/ Unsupervised support • On line documentation/ help systems • Call center call tracking • Trouble ticketing The same type tool or technology can support different stages of the customer lifecycle. The blueprint illustrates technology and process dependencies across the enterprise.

22. Copyright © 2016 Earley Information Science22 CAPABILITIES CAPABILITIES Personal data Big Data sources DATA SOURCES DATA SOURCES Market data Product data (PIM) Purchase history Customer data (CRM) Operational data (ERP) Clickstream data Service history Data warehouse 360° View of the Customer Experience VOC & loyalty programs Online support Social Networks Site search & navigation Mobile commerce Email Promotions TOUCHPOINTS Internet search Advertising Online/in-store merchandising Warranty & registration Call center agents Customer Lifecycle Learn Choose PurchaseUse Maintain Recommend Understand how my content is being used across channels Provide e- commerce capability Implement lead scoring Conduct basic multi-channel marketing Provide interactive and rich content to expand product offering Provide mobile experience Provide A/B Testing Integrated campaigns across channels

24. Copyright © 2016 Earley Information Science24 Capability Capability: digital feature or business function that supports a stage of the customer lifecycle For the “Choose” stage of the customer lifecycle, answer: What are the ways that we can support the customer when they are selecting a product for purchase?

25. Copyright © 2016 Earley Information Science25 Define Capabilities • We have defined the customer lifecycle • What is the engagement strategy for each stage of the lifecycle? • What capabilities are required to support the engagement? Steps to the process: • Current state evaluation – How do we currently serve the customer at each stage of the lifecycle? • Define desired future state – What are the best in class capabilities that we need to develop? (Based on value discipline, competitive offerings, customer expectations, technology maturity, etc.) • Identify gaps in capability – What are we unable to do with the current technology stack, organizational structures and skills?

27. Copyright © 2016 Earley Information Science27 Exercise #2 Desired Goal/Outcome: Brainstorm the capabilities needed to support the various phases of the customer lifecycle. Steps: 1. Review the scenario with your team 2. Brainstorm the digital capabilities that could support the “choose” stage of the lifecycle.

28. Copyright © 2016 Earley Information Science28 Exercise #2 – Auto Insurance Scenario – “Choose” Stage “We are an auto insurance company launching an aggressive new car insurance pricing model. Our customers already know who we are and we are focusing on helping them choose the correct plan and options for their newly purchased vehicle.” What digital capabilities do we need to move this customer through the lifecycle?

29. Copyright © 2016 Earley Information Science29 CAPABILITIES CAPABILITIES Personal data Big Data sources DATA SOURCES DATA SOURCES Market data Product data (PIM) Purchase history Customer data (CRM) Operational data (ERP) Clickstream data Service history Data warehouse VOC & loyalty programs Online support Social Networks Site search & navigation Mobile commerce Email Promotions TOUCHPOINTS Internet search Advertising Online/in-store merchandising Warranty & registration Call center agents Learn Choose PurchaseUse Maintain Recommend Understand how my content is being used across channels Provide e- commerce capability Implement lead scoring Conduct basic multi-channel marketing Provide interactive and rich content to expand product offering Provide mobile experience Provide A/B Testing Integrated campaigns across channels 360° View of the Customer Experience Customer Lifecycle Learn Choose PurchaseUse Maintain Recommend

30. Copyright © 2016 Earley Information Science30 Exercise #2 Desired Goal/Outcome: Brainstorm the capabilities needed to support the various phases of the customer lifecycle. Discussion: • Who is your organization identifies/defines your desired digital capabilities? • How do you educate your organization on these concepts?

31. Copyright © 2016 Earley Information Science31 Aligning Transformation, Vision & Strategy Digital success requires alignment with competitive strategy. Value Discipline • The primary dimension in which a company competes from The Discipline of Market Leaders – Treacy & Wiersma (1997) Customer Intimacy Product Leadership Value Discipline Operational Excellence

32. Copyright © 2016 Earley Information Science32 Example: Nordstrom & Customer Intimacy Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities are tightly integrated with all parts of the business that serve the customer. This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes. Most retailers will struggle to do this because they haven’t architected their product or customer data for easy access by the new digital capabilities. Without those core capabilities, integration with and among new digital capabilities is virtually impossible. Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT Sloan School of Management. Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t),” January 14, 2016 “ ”

34. Copyright © 2016 Earley Information Science34 Exercise #3 Desired Goal/Outcome: To identify desired digital capabilities. Steps: For each stage of your specific lifecycle: 1. Choose 1-2 of the provided capabilities that would align to that stage 2. Place under the appropriate stage in the lifecycle 3. List the capabilities under each stage in order of priority Learn Choose Purchase Use Maintain Recommend

35. Copyright © 2016 Earley Information Science35 Learn Choose Purchase Use Maintain Recommend Exercise #3 Provide interactive and rich content to expand product offering Conduct basic multi- channel marketing Conduct basic multi- channel marketing Provide seamless experience for buying product/service online Keep in mind… 1. Capabilities are not comprehensive. 2. Challenge and debate what is important. 3. Can have capabilities that repeat across steps. 4. Keep it to no more than 3. Desired Goal/Outcome: To identify desired organizational digital capabilities.

36. Copyright © 2016 Earley Information Science36 Learn Choose Purchase Use Maintain Recommend Exercise #3 Provide interactive and rich content to expand product offering Conduct basic multi- channel marketing Conduct basic multi- channel marketing Provide seamless experience for buying product/service online Discussion: • What was difficult about this exercise? Desired Goal/Outcome: To identify desired organizational digital capabilities.

37. Copyright © 2016 Earley Information Science37 Alignment of Strategy with Capabilities • Each competitive strategy framework will define the priorities and imperatives and therefore capabilities • What should our future state look like based on our competitive strategy? • Mechanics will vary depending on strategy • Maturity can be assessed based on presence or absence of specific elements and components

38. Copyright © 2016 Earley Information Science38 Maturity Models • Origin in military and NASA programs • Apply to software development, data standards, program management and quality • Useful for defining current state and determining resources needed to develop future capabilities • Adapted for information management, technologies, processes, governance • Dependent upon marketplace, competitive landscape, customer expectations, organizational strategy, market differentiation • Marketing maturity can focus on end user experience, marketing processes, or marketing technology infrastructure • Typically heterogeneous in large enterprises • Greater levels of maturity not always necessary

39. Copyright © 2016 Earley Information Science39 Assessing Maturity Required before Developing a Roadmap • Digital maturity contains multiple dimensions – from processes to governance, core expertise, organizational design and technologies/infrastructure • Need to assess gaps and capabilities in the context of the customer lifecycle and customer journey What is our strategy for: Learn Choose Purchase Use Maintain Recommend

40. Copyright © 2016 Earley Information Science40 Assessing Maturity Required before Developing a Roadmap • Roadmap tells us how far we need to go • Maturity tells us where we are starting For a typical enterprise, it can take a year to go from one maturity stage level to another* *Depending on model, organization, scope of change, etc. Do we have the necessary practices, resources, and tools to get there?

41. Copyright © 2016 Earley Information Science41 Digital Capability Maturity Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated Content and/or Product Information Management -Basic content creation -On-going quality monitoring Common platform -Product attributes normalized -Content/Product data curated -Product master data management, consistent data cross-channel -Attributes driven by customer research & aligned with user experience Technology -Web Content Management Platform (WCM) -Analytics platform -Campaign Management -Email Management -Marketing Automation -CRM -Advanced WCMS configuration -eCommerce -SEO management tools -Digital Asset Management (DAM) -Order Management -Cart optimization -Marketing Management tools -Lead Scoring -Loyalty tools -Ad Management -Mobile marketing -Social Media monitoring -Community Tools -Sentiment Analysis -CRM full tie-in to digital environment -Market segmentation tools Analytics -Analytics tool setup to acquire vanity metrics (hits, etc.) -Analytics tool setup to track and evaluate various channels -Resource allocation to apply analytics -Analytics program setup to manage/track all digital behavior. -Analytics program setup to include multiple data points along with advanced interpretation and analysis -Analytics program setup to include multiple data points along with advanced interpretation and analysis. Feedback to all areas of the organization. Taxonomy & Navigation -Taxonomy is navigation -Taxonomy leveraged for facets -SEO and Taxonomy integrated -Taxonomy drives content & data classification -Taxonomy optimized for multiple devices User Experience -Branding and look and feel consistency -Responsive Design -Persona Definition -Hybrid/Mobile app development -Video production support -Rich interactive content creation -User Testing -Integrated Brand messaging across channels -Agile delivery for UI development -Advanced user testing program across channels Globalization -Translation Mechanism -Localization Partner engagement -Translation Memory -Global SEO -Global Payment Gateways -In country localization -Localization management system

42. Copyright © 2016 Earley Information Science42 Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated Strategy/Governance -Defined Customer Personas -Content Strategy -Customer Journey Map -Globalization Strategy -Digital Maturity/Strategy -Organizational Readiness -Digital Steering or Centralized Management -Digital Investment Strategy -Actual cross group communication and education -Digital initiative validation Talent/Skills needed -Content Producer -UI Developer -Technologist -Globalization Support -Marketing Analyst -Senior Content leadership -Information Architect/Taxonomist -Senior Technical Leadership -Senior Marketing Leadership -User Experience consultant -Creative Talent -Globalization Leadership -Marketing Technology Support -eCommerce Leadership -Senior Taxonomist/IA -Chief MarTech leadership -Integrated Senior leadership -Senior Digital Marketing talent Digital Capability Maturity

43. Copyright © 2016 Earley Information Science43 Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated Content and/or Product Information Management -Basic content creation -On-going quality monitoring Common platform -Product attributes normalized -Content/Product data curated -Product master data management, consistent data cross-channel -Attributes driven by customer research & aligned with user experience Technology -Web Content Management Platform (WCM) -Analytics platform -Campaign Management -Email Management -Marketing Automation -CRM -Advanced WCMS configuration -eCommerce -SEO management tools -Digital Asset Management (DAM) -Order Management -Cart optimization -Marketing Management tools -Lead Scoring -Loyalty tools -Ad Management -Mobile marketing -Social Media monitoring -Community Tools -Sentiment Analysis -CRM full tie-in to digital environment -Market segmentation tools Analytics -Analytics tool setup to acquire vanity metrics (hits, etc.) -Analytics tool setup to track and evaluate various channels -Resource allocation to apply analytics -Analytics program setup to manage/track all digital behavior. -Analytics program setup to include multiple data points along with advanced interpretation and analysis -Analytics program setup to include multiple data points along with advanced interpretation and analysis. Feedback to all areas of the organization. Taxonomy & Navigation -Taxonomy is navigation -Taxonomy leveraged for facets -SEO and Taxonomy integrated -Taxonomy drives content & data classification -Taxonomy optimized for multiple devices User Experience -Branding and look and feel consistency -Responsive Design -Persona Definition -Hybrid/Mobile app development -Video production support -Rich interactive content creation -User Testing -Integrated Brand messaging across channels -Agile delivery for UI development -Advanced user testing program across channels Globalization -Translation Mechanism -Localization Partner engagement -Translation Memory -Global SEO -Global Payment Gateways -In country localization -Localization management system           Digital Capability Maturity and Gap Analysis

44. Copyright © 2016 Earley Information Science44 Customer Journey Maturity Stage Journey Stage Stage 1 Ad Hoc Stage 2 Nascent Stage 3 Evolving Stage 4 Harmonized Stage 5 Integrated Learn Static content Fragmented user experience No mobile optimization Little or no SEO Scenario, persona and use case driven IA with baseline metrics Not well integrated with offline Some integration of online and offline promotions, events, campaigns with personalized content based on past purchase Dynamic, optimized highly curated content experience with manual feedback mechanisms for content tuning Multi channel, multi device integrated digital experience online and offline, single view of the customer, adaptive content driven by real time analytics Choose Poor site navigation, no ability to search, confusing content or selection, content not aligned with user needs, disconnected from shopping function Integration of content with ecommerce functionality, faceted search baaed on customer needs and driven by personas and use cases, content strategy specifically designed to assist selection of product and accessories Real time chat with agent to answer questions, semantic search for curated video assets and knowledge base access, configuration of custom products, tuned attributes for faceted search Adaptive content based on attribute model that considers demographic, psychographic, social graph and web site behaviors to provide just in time content., Avatar interface to structured content to answer questions Predictive analytics driven personalized offers and experience. Real time integration with dealer network, social media, social graph data, third party data, web site click streams, single view of customer data Purchase No connection of promotions to purchase. No product catalog, no attributes to aid selection and filtering,, no ability to narrow accessory search to correct product Mobile friendly search, browse and purchase, Promotional content surrounding targeted customer through paid and earned media Shopping cart retrieval with targeted just in time offers based on past behaviors, cross sell and up sell driven by data relationships and merchandiser strategy Agile promotions, bundles, personalized recommendations based on customer data and behavior Custom product design and pricing with order flowing to manufacturing with flexible financial models to compensate dealer Use No visibility to product information to enhance the experience after purchase Custom communication based on product owned , personalized content for owners Proactive, two way dialog with customer orchestrated by organization, co-delivered and personalized by dealers Virtualization of product experience Connected product experience Maintain No content supporting product maintenance Basic technical materials and manuals available on line Diagnosis tools and checklists Diagnostic virtual mechanic on web site. Proactive service alerts Real time self diagnosis of product Recommend Won and done product transaction. No follow up or interaction Platforms (email, website) to constantly encourage and capture customer feedback Product development insights through crowd-sourcing Connect product-based and/or regional customer communities Ongoing participation in community, social media interaction44

45. Copyright © 2016 Earley Information Science45 Which Model? Customer Journey Maturity versus Digital Capability Maturity: emphasis determined by purpose of the model and who owns the outcome • Customer journey perspective – Purpose: Focus on improving functional process (demand generation, customer acquisition) – Owner: Specific engagement program (awareness, social engagement, sales/commerce, support, etc. ) • Digital capability perspective – Purpose: Focus on building core/foundational capability (PIM, DAM, Governance, etc.) – Owner: IT and/or cross business unit

47. Copyright © 2016 Earley Information Science47 Exercise #4a Desired Goal/Outcome: Determine your targeted digital maturity level Steps: On the chart titled “My Desired Organizational Digital Capabilities”: 1. Find and circle each of your capabilities listed under your earlier lifecycle phases 2. Put a Star in the cell that represents your highest maturity level per category.

48. Copyright © 2016 Earley Information Science48 Exercise #4a Desired Goal/Outcome: Determine your current digital maturity level Keep in mind: 1. Capabilities may be listed more than once. 2. “Star” the box where you are the most mature (i.e. farthest to the right).

49. Copyright © 2016 Earley Information Science49 Exercise #4a Desired Goal/Outcome: Determine your current digital maturity level Discussion: • What happens if you have gaps in your maturity? • How do maturity levels impact your blueprint and/or digital transformation?

50. Copyright © 2016 Earley Information Science50 What if a capability that the business requires is farther along the learning curve? Time Capabilities Static Pages Hand coded html Global information architecture Reusable Components Value net integration Form based publishing Interdepartmental workflow Multi channel multi device Capabilities gap Current maturity Relationship Between Maturity and Capabilities Needed Capabilities

52. Copyright © 2016 Earley Information Science52 Characteristics of a Mature Organization Strategy/Governance • Clearly defined processes for IT and marketing engagement • Marketing technology roadmap jointly developed by marketing and IT • Data driven governance processes to drive decisions and allocate resources • Structured processes for architectural decision making Talent/Skills • Sufficient marketing resources for campaign and audience content creation • Sufficient resources to develop, launch, manage and analyze campaigns • Resources needed for content management (tagging and curation) processes • Core competencies for identifying audience segments and providing unique experiences • Core competencies for marketing technology, enterprise architecture

53. Copyright © 2016 Earley Information Science53 Characteristics of a Mature Organization User Experience • Defined customer personas, journeys and contextual needs for touch points • Customer journey mapped to supporting systems and processes • Engagement plan for various devices and channels • Consistent experience and messaging across physical and virtual touch points Content and Information Management • Targeted content for specific audiences • Statistical models for segment refinement • Content for unknown audiences based on behavioral or third party data • Ability to create contextually relevant, personalized experiences

54. Copyright © 2016 Earley Information Science54 Characteristics of a Mature Organization Technology • Ability to dynamically adjust experience based on recent online behavior • Geo location, demographic, historical and third party data used in customer profile • Content and digital asset reuse is automated • Searchable, centralized reusable digital assets (components and composites) • Product information is centralized with optimized onboarding and normalization processes Analytics • Executive sponsor for analytics programs • Segmentation based on analytics of behavioral data • Attribution models beyond last touch • Capture and analyze touch point data • Data driven optimization processes for marketing ad spend

55. Copyright © 2016 Earley Information Science55 Characteristics of a Mature Organization Globalization • Optimization through the content supply chain • Cost reduction through content production • Localization • Governance processes throughout content production process • Unified Global branding with unique local experiences

57. Copyright © 2016 Earley Information Science57 Exercise #4b Desired Goal/Outcome: Determine your current digital maturity level and associated blueprint Steps: On the chart titled “My Organizational MarTech Blueprint” 1. Put a Star on the maturity level that was identified earlier. 2. Examine all areas to the left of the star and circle areas that you currently do not have or feel is supported properly.

58. Copyright © 2016 Earley Information Science58 Exercise #4b Desired Goal/Outcome: Determine your current digital maturity level and associated blueprint Keep in mind: 1. Set Maturity level first 2. Circle those items that you have in place. 3. Question/denote if you have them versus if they are functional.

59. Copyright © 2016 Earley Information Science59 Exercise #4b Desired Goal/Outcome: Determine your current digital maturity level and associated blueprint Discussion: • What defines if you really “have” a component in place? • What are the implications to this analysis? • How will you apply this to your organization?

61. Copyright © 2016 Earley Information Science61 Categorization • Classifying technology allows for intelligent decisions (What kind of technology do you need?) • Different approaches for classifying marketing technology have been developed by Luma, Brinker, Fuller

63. Copyright © 2016 Earley Information Science63 Brinker www.chiefmartech.com Marketing experiences • Email marketing • SEO • Interactive content • Mobile marketing • Display & native ads • Influencer marketing • Customer experience/VoC • Content marketing • Social media marketing • Loyalty/referral/ gamification • Video marketing & ads • Personalization & chat • Search & social ads • Events & webinars • Testing & optimization • Creative & design • Sales enablement • Communities & reviews Marketing operations • Audience & market data • Performance & attribution • Channel/local mktg • Dashboards/visualization • Asset & resource mgmt. • Web & mobile analytics • Call analytics/management • Team & project mgmt • BI, CI & data science • Vendor data/analysis Middleware • Data management platforms/customer data platforms • Tag management • Identity Cloud integration/ESB’s • API’s Backbone platforms • Platform/suite • CRM • Marketing automation/campaign & lead management • Web content/experience management • E-commerce Infrastructure • Database & big data • Cloud/IaaS/PaaS • Mobile app dev & marketing • Web dev Internet • Marketing environment

64. Copyright © 2016 Earley Information Science64 • Organizations will have gaps based on their maturity. Advanced organizations will have most boxes filled. • Most organizations have over 25 vendors/partners. • Each component in the stack will: • Potentially leverage a different technology • Have a people/governance/process and a technology component/architecture • Consideration: • What do we currently have? • How does it support the customer lifecycle? • How does it align to our desired capabilities? • How mature is our deployment? Introducing the “Marketing Stack” CRM CMS Analytics eCommerce Marketing Automation Lead Scoring Chat Search Social listening Email management …. …. CRM CMS Analytics eCommerce Marketing Automation Lead Scoring Chat Search Social listening Email management … ….

67. Copyright © 2016 Earley Information Science67 Fuller - www.growthverse.com Marketing automation • Communication/engagement • Lead scoring/funnel optimization • Testing – landing page • Testing – a-n • Personalization Retention • Automation • Social custom audience targeting • Email • Retargeting • Loyalty Customer experience • Creative design • Feedback> Reviews • Feedback> Surveys/research • Feedback> usability • Community (advocacy) Content marketing • Social/UGS • Blogging platform • White papers/ebooks • Content creation • Infographics • Video • Syndication • Digital asset management Organic acquisition • SEO • Social • Influencer/referral marketing

68. Copyright © 2016 Earley Information Science68 Fuller - www.growthverse.com/ Analytics • Mobile • Desktop> Multichannel analytics • Desktop> Usability • Dashboard • Competitive intelligence/ Benchmarking Data Centralization • DMP • Customer data platform • Data cleansing & enrichment • Tag management Collaboration • Communications • Content • Workflow Paid acquisition • Feed based >PLAS • Feed based > Comparison shopping • PPC • Affiliate • Account based marketing • Retargeting • Social • Print/ mailers • Events/ webinars • Local • Inbound call channel • Display> video • Display> native content advertising

70. Copyright © 2016 Earley Information Science70 Luma classification www.lumapartners.com/lumascapes/marketing-technology-lumascape/ Sales and Marketing • Email optimization • Integrated marketing management • Marketing modeling/attribution • DB marketing • Email service providers • Sales automation • Predictive marketing platforms • Visualization Sales/marketing • DMP’s Marketing automation • Data warehouses • Marketing data • Social marketing management – Social publishing platforms – Social promotion platforms Website • Website personalization & optimization – Recommendation – B2B personalization – SEO platforms/tools – Chat – Real time messages/offers – AB/MV testing Landing pages • Ecommerce Technology – Ecommerce Platform/Storefront (enterprise) – Social referral – Payments – M-commerce – Merchandising Website (continued) • Website creation & management – Online video players – DAM – Tag management – Web analytics – Site perf/Opt – WCM – Feedback/surveys – Community – Translation – Social Content & Forums – Mobile web – Social login/Sharing – Loyalty

71. Copyright © 2016 Earley Information Science71 Tools/References • Digital Marketing Maturity – http://1.bp.blogspot.com/- FveIoN6mLMs/US0qaGaEiYI/AAAAAAAAAqc/dOUiyu1yHiQ/s1600/digital+marketing+maturit y+model.png • DMM Self Assessment – http://dmmi.steinias.com/ • Growthverse – http://www.growthverse.com/static/view

73. Copyright © 2016 Earley Information Science73 • What can you bring back to your organization? • What is actionable? • What are your next steps and who will you be communicating with? How will you apply what you have learned?

74. Copyright © 2016 Earley Information Science74 A Broad Spectrum of Solutions B2C Digital Commerce • Product Curation for a World-Class Product Catalog • Self service/Self Help System Design • Information Architecture for User Context B2B Digital Commerce • Product Search & Findability • Product Information Management • Product Knowledge Management Digital Workplace • Enterprise Content Management • Information Architecture • Enterprise Search and Knowledge processes DIGITAL BUSINESS SOLUTIONS

75. Copyright © 2016 Earley Information Science75 Contextualizing BI and KM • Content Management – Based on business processes • Preparing for an audit • Releasing a clinical trial • Engineering new products – Role based meta-data • Human resources • Compliance officer • Marketing and sales • Business Intelligence – Integrated analytics • Structured data • Unstructured data – Real-time data – Historical trends – Fast, accurate decision-making Contextual Model Organizational Role Business Processes Enterprise Information

79. Copyright © 2016 Earley Information Science79 Earley Information Science helps organizations establish a strong information architecture and content management foundation Realize your digital transformation vision with EIS. Earley Information Science (EIS) Information Architects for the Digital Age Founded – 1994 Headquarters – Boston, MA www.earley.com For more info contact: Dave.Zwicker@earley.com

81. Copyright © 2016 Earley Information Science81 Classes of Digital Marketing Tool • Digital marketing and commerce tools can be grouped as follows: – Inbound Communications – Outbound Communications – Analytics Applications – Marketing Integration and Optimization – Ecommerce Functionality • Each of these is comprised of several types of software technology

82. Copyright © 2016 Earley Information Science82 EIS Classification of Experience Technology • Inbound Communications – Web content management – Search engine optimization – On site search experience – Content personalization – Chat support – Knowledge bases – Question and answer tools – Configuration tools • Outbound tools – Campaign management – Email marketing – Social media outreach – Social media listening (responding to and participating in social conversations) • Analytical tools: – Web metrics – Sentiment analysis – Market segmentation analytics (based on sales, geographies, demographics) – Social graph mining – Search log analytics – Email marketing and campaign response analytics • Marketing integration and automation – Integration of inbound and outbound to customize, adapt, evolve and personalize interactions and engagement • Commerce tools – Order management – Shopping cart optimization – Cart recovery – Personalized offer tools – Promotion management – Click and collect – inventory management

83. Copyright © 2016 Earley Information Science83 The Customer Journey and Digital Technology Inbound H H M L M L Outbound H H L M M H Analytics H H H H M H Integration H H H M M H Transaction N/A N/A H N/A N/A N/A Learn Choose Purchase Use Maintain Recommend

84. Copyright © 2016 Earley Information Science84 The Customer Journey and Digital Technology INBOUND Web Content H H M L M L SEO H H L L M L Site Search L H H M H L Personalization L H M H H M Chat L M H H H L Knowledge base L M L H H H Configuration L H H H L H Web content SEO Site Search Personalization Chat Knowledge base Configuration Learn Choose Purchase Use Maintain Recommend

85. Copyright © 2016 Earley Information Science85 Inbound Web Content (ABC) (DEF) H H M L M L SEO (GHI) H H L L M L Site Search (JKL) L H H M H L Personalization (MNO) L H M H H M Configuration (PQR) L H M L L H Current Technology Stack Maturity and capability leveraging current technology stack Learn Choose Purchase Use Maintain Recommend GREEN YELLOW YELLOW RED RED GREEN RED RED GREEN

86. Copyright © 2016 Earley Information Science86 Outbound Campaign Mgt (ABC) (DEF) (GHI) H H H H M H Email marketing (JKL) H H M H M H Social media (MNO) (PQR) (STU) H H L H L H Soc media listening (VWX) (YZ) H H L H H H GREENLegend Green Yellow Red Appropriate functionality given current maturity and business objectives Acceptable but not optimal functionality Below required capabilities YELLOW RED YELLOW RED REDRED YELLOW YELLOW YELLOW GREENYELLOW RED RED YELLOW GREEN Current Technology Stack YELLOW YELLOWYELLOW GREEN GREEN GREEN YELLOW YELLOW Learn Choose Purchase Use Maintain Recommend

87. Copyright © 2016 Earley Information Science87 Marketing Technology Stack and Customer Lifecycle Stage Goals Technologies Example Stack Learn Build awareness through advertising, campaigns, word of mouth, web site content Content management, campaign management, SEO, email, social media Adobe CQ5, Mail Chimp, DoubleClick, Google ads, FB, Twitter, Instagram,, DigiMind Choose Help customers learn about the products and try to get them to a dealer for a test drive All of above plus more personalized content, on site search Adobe CQ5, Mail Chimp, DoubleClick, Google ads, FB, Twitter, Instagram, Salesforce Purchase Transact with the customer, recommend related products., upsell, build product online and pick up at retailer Ecommerce tools (catalog, shopping cart, order management etc.) Oracle Commerce, Hybris, Demandware, Digital River Use Provide more personalized content based on the purchase, engage in social media, answer questions Chat, personalized email messages and web content, knowledge base, social media tools Adobe CQ5, email, personalization engine, social media tools (participation and listening) Maintain Same goals as above plus troubleshooting, automated diagnostics Same as above with heavier emphasis on reminders, troubleshooting Site search, chat support, knowledgebase, personalization engines Recommend Further support a positive experience with events, promotions, community development Greater use of email, campaigns and heavy emphasis on social media listening and participation Adobe CQ5, Constant Contact, DoubleClick, Google ads, FB, Twitter, Instagram

88. Copyright © 2016 Earley Information Science88 • Let us know if you would like to schedule a briefing of your colleagues Briefing Seth Earley CEO – EARLEY INFORMATION SCIENCE ________________________________________________ Cell: 781-820-8080 Email: seth@earley.com Web: www.earley.com Skype: sethearley |twitter: @sethearley LinkedIn: www.linkedin.com/in/sethearley

Steve Walker & Seth Earley - Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

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