Email Marketing in the
Distributed Enterprise
How Top Performers Embrace Global Marketing Tactics

Agenda for Today…
• What is “Glocalization”?
• The Role of Email Marketing in Distributed Marketing
Environments
– Essential Tools
– Essential Processes and Practices
• Opportunities for Distributed Marketers
• Top Performer Stats & Secrets
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About the Research Findings
Top Performers: Respondents that achieved
Top Quartile performance in key KPI’s
TODAY’S STATS Everyone Else: Everyone Else
Total survey responses: 526
Qualified survey responses: 426
Email Email
Marketing Personalization
(Q3 2012) (Q2 2011)
Growth in: REVENUE
AVG CLICK-THROUGH
OPEN RATES
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Global-Localization in Business
…from the Japanese word dochakuka meaning “global localization”.
Sony CEO, Akio Morita Think Globally, Act Locally
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Glocalization
Think globally Act locally
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Past - Present - Future
ONE TO MANY DIALOGUE
OFFLINE ONLINE
A FEW CHANNELS CHANNEL PROLIFERATION
INFORMATION CENTRALIZED 24X7 MOBILE ACCESS TO INFORMATION
MARKETERS HELD INFLUENCE CUSTOMERS HAVE INFLUENCE
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Today’s Buyer in a Nutshell Eggshell
If it’s not relevant, it’s
spam.
I expect to have a I do research online
consistent customer before I make purchases.
experience regardless of I pride myself in making
channel. informed decisions.
“I get hundreds of I’m vocal about the
emails in my inbox, why customer experience. I
should I care about use Twitter and
yours?” Facebook, and I blog.
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Today’s Buyer in a Nutshell Eggshell
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Email Unites the Customer Experience for Top Performers
Integrating Web Integrating Social
Yes No Yes No
99% 42%
58%
1%
Top Performers Top Performers
Integrating Mobile 2X MORE THAN Integrating CRM
Yes No EVERYONE ELSE Yes No
35% Email is Primary Channel 53%
100% 88% 47%
65% 76%
75%
50%
Top Performers Top Performers
25%
5X MORE THAN 3X MORE THAN
EVERYONE ELSE 0% EVERYONE ELSE
Top Performers
Everyone Else
•Q2’12 Gleanster Email Marketing Survey
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What are the best practices for
managing email marketing
communications in distributed
environments?
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The Distributed Enterprise Defined
Corporate Marketing
• Characteristics of a
distributed enterprise:
– Regionally dispersed field or
local offices and a central
governing body (corporate).
– Common examples of
distributed enterprise Local/Field Marketing Functions
industries include:
Franchises, Manufacturers, Aut
omotive, Financial
Services, Insurance, Retail, Har
dware, Healthcare, etc.
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Corporate Marketing vs. Local Marketing Goals
Organizational
Corporate Marketing Goals Local Marketing Goals
Goals & Objectives
• Control brand • Customize marketing
consistency messages for local
• Preserve brand and audience
customer experience • Flexibility and
• Accountable for autonomy in program
organizational development
performance • Engage target audience
• Control agency costs across relevant
• Aggregate media spend channels
• Manage cross-channel • Rapidly react to
campaigns changes in local market
dynamics
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Conflicting Goals Lead To…
• Longer campaign cycle times
• Inconsistent communications between
corporate marketing and local
marketing efforts
• Lack of control over communication
frequency
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Conflicting Goals Lead To…
• Inability to control the use of brand
assets
• Inability to measure the combined
efforts from corporate marketing and
local marketers
• Redundant technology platforms that
fail to address the combined needs of
corporate and local marketers
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2 out of 3 distributed marketers
ranked the conflicting goals of
corporate and local marketing as a
Top 3 Challenge in 2011.
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2 Options for Managing Email Communications
1 • Corporate sends and approves every email
communication
• Corporate acts as the governing body for all
customer communications
2 • Allow local marketers to send email campaigns
• Allow local marketers to purchase email marketing
technologies and manage local lists and
communications
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Actually, Top Performers embrace a
3rd option
But first, a little context…
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Technology Proliferation Adds to the Challenge
How many email marketing technologies currently
support your organization?
Top Performers Everyone Else
2 5
Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All
Other Distributed Enterprises)
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Top Performers Embrace Autonomy at the Local Level
Do Local Marketers deliver their own email campaigns?
100%
% of Respondents
24%
75% 46%
8x more likely than Top
50% Performers to rank
76% Brand Consistency and
25% 54% Operational Efficiency
as Top Challenges with
0% distributed marketing.
Top Performers Everyone Else
Yes No
Source: Gleanster Campaign Management Survey (n=16 for Top
Performing Distributed Enterprises, n=62 for All Other Distributed
Enterprises)
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Learn from Top Performers
• Fewer technologies
• Local autonomy with respect to email campaigns
• 8x less likely to struggle with brand consistency
• Corporate marketing still oversees the brand and
customer experience
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What’s Unique about Top Performers?
Best Practices Revealed
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The Role of Technology for Top Performers
• Email Marketing is largely centralized to one tool
• Core capabilities that support Top Performers:
– Centralized Opt-in and Opt-out Management
– Customer Preference Management
– Integration with other channels/tools: Mobile, Social, CRM
– Centralized Email Throttling
– Corporate maintained branded templates
– Centralized reporting for overall campaign effectiveness
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Technology can partially bridge the divide.
Corporate
Maintain brand
consistency with
branded
templates, control
communication
frequency, manage opt-
outs, etc.
Local Marketers
Customize email
campaigns, leverage
corporate copy and
creative, measure
effectiveness, etc.
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Communication is Key
• Top Performers are 12x more likely than Everyone Else
to assign roles with stated responsibility for managing
corporate and local communication.
• Unbiased mutual third-party
• Look for optimization
opportunities
• Measure the success of
various initiatives
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Organizational Skill Assessment
• The amount of autonomy at the local levels should be
justified by the level of marketing skills.
– Sometimes local resources don’t have the skills to develop
relevant communications.
– Top Performers indicated staffing skilled marketers at local
levels was a huge challenge.
• Consider creating Corporate stewards and rotate the
regions they support.
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Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
centralized brand platform to external parties
Corporate Marketing
Local/Field Marketing Functions
External Access:
• Agencies
• Partnerships
• Alliances
• VARs
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Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
centralized brand platform to external parties
Corporate Marketing
Local/Field Marketing Functions
External Access:
• Agencies
• Partnerships
• Alliances
• VARs
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Divest of Legacy Technologies
• Sixty-two percent (62%) of Top Performers indicated
this was a top three value driver for maximizing
investments in distributed marketing technologies.
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Key Takeaways
• Relevance drives revenue. Local marketers are a
powerful source of driving relevance for your
brand.
• Top Performers are the poster children for
corporate and local alignment.
• Email unites the customer experience for Top
Performers
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Thanks!
Q&A
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Additional Resource:
Deep Dive: Email Marketing in the
Distributed Enterprise
Download for free on
www.gleanster.com
http://www.gleanster.com/reports
/reports/email-marketing-in-the-
distributed-enterprise
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