This document discusses the evolving landscape for marketing and the role of the CMO. Some key points: - Marketing is changing more rapidly than ever before due to digital transformation and new technologies. - By 2017 the CMO will spend more on IT than the CIO as marketing and technology continue to converge. - There is high demand for technical marketers but low supply of professionals with both marketing and technical skills. - Most B2B customers complete over 60% of their purchase decision process before contacting sales.

1. integrated
digital
strategy
&
planning
the
blueprint:
build
your
agency’s
digital
service
plan

3. change
velocity
source:
Giuseppe
Constan7no

4. of
marketers
think
marke.ng
has
changed
more
in
the
past
two
years
than
the
past
50
source:
Adobe
Digital
Distress
76%

5. by
2017,
the
CMO
will
spend
more
on
IT
than
the
CIO.
source:
Gartner
IT
=
CIO
CMO

6. “There's
a
real
scarcity
of
technical
professionals,
even
more
so
for
those
with
passion
and
ap<tude
for
marke<ng.
And
there
will
be
enormous
compe77on
for
those
unicorns.”
—
ScoF
Brinker,
co-­‐founder
&
CEO,
Ion
Interac7ve
(source)

7. selec/ve
consum
p/on

11. of
the
decision-­‐making
process
B2B
customers
go
through
is
complete
before
contac.ng
a
sales
rep.
source:
Marke7ng
Leadership
Council
60%

12. It’s
their
journey,
not
yours.
Source:
Google

13. Define
Founda7on
Projectsthe
new
marke/ng
mix
analy7cs
automa7on
coding
CONTENT
digital
ads
email
events
mobile
search
social
tech
web

14. Define
Founda7on
Projectsthe
new
marke/ng
mix
analy7cs
automa7on
coding
CONTENT
digital
ads
email
events
mobile
search
social
tech
web

16. source:
Accenture’s
Turbulence
for
the
CMO

17. generate
leads
convert
sales
build
brand
increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke5ng
Score
Report

18. generate
leads
convert
sales
build
brand
46%
increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke5ng
Score
Report

19. generate
leads
86%
convert
sales
build
brand
46%
increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke5ng
Score
Report

20. generate
leads
86%
85% convert
sales
build
brand
46%
increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke5ng
Score
Report

21. generate
leads
86%
85% convert
sales
build
brand
46%
51% increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke5ng
Score
Report

22. Avg Rating E/N/A Factor
4.6 Website traffic
4.3 Social reach
3.8 Subscribers
brand
leads
sales
loyalty
3.7 Lead volume
3.1 Lead quality scores
3.9 Lead-to-sale conversion rates
3.4 COCA
5.2 Customer retention rates
3.9 Customer lifetime value (CLV)
Funnel View: Critical KPIs Average Factor Ratings
n=318
Assets (8-10)
Neutrals (6-7)
Escalators (0-5)
Source: PR 20/20’s 2014 Marketing Score Report
PR 20/20 | 2014 Marketing Score Report

23. source:
IBM
Global
Chief
Marke7ng
Officer
Study,
2011

24. (only)
9%
of
marketers
strongly
agree
with
the
statement,
“I
know
my
digital
marke<ng
is
working.”
source:
Adobe’s
Digital
Distress

25. fill
the
gaps

26. nearly
four
in
10
CMOs
say
they
do
not
have
the
right
people,
tools
and
resources
to
meet
their
marke7ng
objec7ves.
Source:
Accenture’s
Turbulence
for
the
CMO
39%

27. of
chief
marke.ng
officers
think
integrated
services
will
increase
in
importance
over
the
next
five
years.
source:
The
Horn
Group
and
Kelton
Research
80%

28. of
CMOs
indicated
that
they
are
unable
to
find
an
integrated
firm
to
meet
those
needs.
source:
The
Horn
Group
and
Kelton
Research
60%

29. “It
doesn’t
maFer
anymore
to
the
consumer
if
it
is
tradi7onal
adver7sing,
social
media,
PR
or
digital
—
they
don’t
compartmentalize
these
channels
anymore.
That’s
why
at
TD
Bank
marke7ng
and
corporate
communica7ons
are
aligned
as
one
team
under
the
CMO.”
—Vinoo
Vijay,
CMO
at
TD
Bank,
as
quoted
in
PRWeek
Image
Source:
dsearis

30. of
senior
marketers
believe
tradi.onal
ad
agencies
are
doing
a
good
job
of
evolving
and
extending
their
service
capabili.es
in
the
digital
age.
That
means
91%
are
not.
source:
The
Chief
Marke5ng
(CMO)
Council
report
More
Gain,
Less
Strain.
9%

31. the
agency
ecosystem

32. Publishers?

33. Publishers?

34. Publishers?

35. Define
Founda7on
Projectsso7servers
soTware
companies
in.mate
knowledge
of
customers
services
.ed
to
customer
reten.on
no
direct
compe.tors,
yet
push
agencies
to
con.nually
innovate

36. Define
Founda7on
Projectsconnectors
the
thinkers
and
networkers
rely
on
a
distributed
network
of
soloists
and
specialists
not
interested
in
building
hybrid
agencies
oTen
social
media
influencers

37. Define
Founda7on
Projects soloists
interested
in
life-­‐style
business
work
directly
for
clients
or
as
outside
agency
contractors
capacity
is
always
an
issue
can
benefit
greatly
from
marketplaces
and
a
more
collabora.ve
ecosystem

38. Define
Founda7on
Projectsspecialists
niche
markets
and
services
need
to
expand
knowledge
and
networks
likely
more
project
based
prime
candidates
for
acquisi.ons
by
full-­‐
service
firms

39. Define
Founda7on
Projectstradi/onalists
current
market
leaders
strong
in
tradi.onal
services,
but
struggle
to
integrate
digital
top-­‐heavy
staffing
makes
it
difficult
to
evolve,
take
risks
stuck
in
legacy
systems
run
the
risk
of
becoming
obsolete

40. Define
Founda7on
Projectsdisruptors
build
fully
integrated
campaigns
pursue
alterna.ve
pricing
models
consistently
produce
measurable
outcomes
more
agile
and
tolerant
to
risk
most
advanced
in
terms
of
tech
integra.on,
diversified
services

41. Define
Founda7on
Projectswhat
are
you
building?
what
are
you
willing
to
sacrifice?
what
mo.vates
you?
how
will
you
define
success?
what
type
of
agency
do
you
want
to
build?
what
are
your
strengths/weaknesses?

42. the
evolu<on
of
pricing

43. Define
Founda7on
Projects

44. Define
Founda7on
Projects

45. Define
Founda7on
Projects

46. “The
guiding
principle
was
that
set
prices
had
to
be
value
based,
meaning
they
were
to
be
determined
based
on
perceived
and
actual
value
rather
than
the
number
of
billable
hours
something
takes
to
complete.”
Source:
The
Marke5ng
Agency
Blueprint

47. Define
Founda7on
Projectscore
elements
economies
of
scale
are
possible
set
prices
enable
firms
to
package
services
for
specific
market
segments
if
you
can
define
scope,
you
can
standardize
and
assign
a
price
they
must
be
value
based
transparency
creates
more
qualified
leads

48. Define
Founda7on
Projectsvalue-­‐based
pricing
variables
es.mated
hours
(at
peak
efficiency)
hourly
revenue
target
costs
perceived
value
builder
vs.
driver
loss
leader
service
level

49. image:
Xurxo
Marfnez
talent gap + technology gap + strategy gap =
PERFORMANCE gap

50. image:
Xurxo
Marfnez
1) develop versatile talent trained in high-demand services.
2) become adept at marketing technology integration.
3) execute strategies and campaigns that produce results.
FILL

51. paul
roetzer
paul@pr2020.com
@paulroetzer
www.PR2020.com
thank
you