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RoMT - Part 2 Marketing Technology Webinar

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RoMT is Return on Marketing Technology. Here Paul Lima of Lima Consulting Group explains their methodology for reviewing Martech deployments.

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RoMT - Part 2 Marketing Technology Webinar

  1. 1. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Digital Transformation is about Strategy. Not Technology 1 SERVING DIGITAL MARKETING VISIONARIES
  2. 2. Our Mission LCG’s mission is to help our clients transform their digital futures by developing, deploying and optimizing sustainable, competitive advantages. 2
  3. 3. Best Practices for Improving your return on MarTech 1. Understand your Data Readiness Posture 2. Implement a Data Layer 3. Use a Tag Management System 4. Audit tags monthly 5. Benchmark 6. Establish an owner for your data (Steering Committee, CDO, etc…) 7. Develop Personas, Segments and Customer Journeys 8. Understand what is normal 9. Establish reports, dashboards and alerts by stakeholder group 10. Develop and Maintain a 3-year MarTech Roadmap 3
  4. 4. Best Practices for Improving your return on MarTech Understand your Data Readiness Posture Implement a Data Layer Use a Tag Management System Audit tags monthly Benchmark 4
  5. 5. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Marketers are drowning in data 5 5
  6. 6. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 5 V’s of Big Data Volume Velocity Value Veracity Variety • Statistical • Predictive • Prescriptive • Cognitive • Integrated • Trustworthiness • Authenticity • Reputation • Accountability • Availability • Forms andSources • Structured vs Unstructured • ProbabilisticandInterpolated • Streaming data collection • Batch vs real-time • Data Collection • Data Processing • Stillnaming big numbers • Data Layer • Governance • Accepted Nomenclaturew/i Enterprise 6
  7. 7. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. EnsightenAgility 2014© All rights reserved. 7
  8. 8. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Growth of the marketing technology landscape 8
  9. 9. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Digital Maturity Defined Data Readiness Posture Action-ability and Agility Posture ▪ Technical and Data Operations ▪ Defining “Normal” (band of excellence) ▪ Segmentation (psycho,demo,firm, behavioral, geo, techno,etc…) ▪ Video, Social, Mobile, Apps, iBeacons + innovations ▪ Real-time monitoringof operations ▪ Reports, Dashboards and Alerts ▪ Enhanced Data (from 3rd parties and Networks) ▪ 360 view of the customer ▪ Advanced Analytics (math & algo’s) ▪ Data Warehousing ▪ Data Visualizations ▪ Data Science ▪ Data Management Platform ▪ Data Layer ▪ Marketing, Sales and Operations ▪ Transformation Management ▪ Vision ▪ Governance ▪ Strategy ▪ Culture ▪ Digital Platforms ▪ IT-BusinessRelationships ▪ Human Resourcesand Org Design ▪ Financial Readiness ▪ Portfolio & Program Management ▪ Customer Journey Mapping ▪ Customer Engagement ▪ i-Beacon, in-store ▪ Preparing other form-factors, infrastructure 9
  10. 10. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Six common questions every organization should be answering Past Present Future Consumer Insights What happened? (Reporting) What is happening now? (Alerts) What will happen? (Extrapolation) Actionable Intelligence How and why did it happen? (Modeling, experimental design and cluster analysis) What’s the next best action? (Recommendation) What’s the best/worst that can happen? (Min/Max) (Prediction, optimization, simulation) 10
  11. 11. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. LCG Analytics Maturity Lifecycle I knew that would happen. What Will Happen? A 360 view of Segments and Person to Person interactions. Innovations in customer experiences on a 1:1 level. Descriptive Analytics Diagnostic Predictive Prescriptive Cognitive What happened (within a silo)? Data Gathering, Focus on verifying and validating data and generation of reports from individual data sources. Datawarehousing and data visualization tools begin. Why did it happen? Information turned into learning & Insights w/ focus on causality & segments. Profile enhancement using 3rd party solutions begins. What’s happening for my customer?! Reporting, Analysis, Current and near real- time. Multi-channel analytics begins. Focus on intelligence, and determining “what’s a good #?” Alerts and exceptions based processing begins. What is the next best action? What to do? Improvement focused, a bias towards action. Automation and decision engines/sciences begin to shift engagement and profile enhancements from segments to individually created experiences across all channels & content types. 11
  12. 12. © 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. LCG Digital Analytics Maturity Descriptive Diagnostic Predictive Prescriptive Cognitive Typically an Investment Consumer Insights gained and an improved understanding of the business Typically Cash Neutral investment Manual Deployment of learnings + ROI – Some projects can have 10,000%ROI and break even points as early as 14 days 12
  13. 13. Institute for Operations Research & Management Sciences ➢The Institutefor Operations Research and the Management Sciences (INFORMS)is the largest society in the world for professionals in the field of operations research (O.R.), management science, and analytics. ➢Founded in 1952 ➢Free Tool found at: analyticsmaturity.informs.org 13
  14. 14. The LCG Analytics Maturity Roadmap ➢The roadmap provides the connection between strategy and action ➢Practical plan of action to accomplish business objectives Organizational Analytics Capability Data & Infrastructure People Analytics Framework Health Leadership Roles & Skills Access Measures Analytics Services Traceability Processes Analytics Processes Analytics Architecture 14
  15. 15. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. INFORMS Summary for Kemin (As-Is) 15 DIMENSIONS: Organization AnalyticsCapability Data & Infrastructure Sample INFORMS Summary from LCG
  16. 16. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Computing Power Man Power Where Computing Power ends, Man Power begins Diagnostic Descriptive Predictive Prescriptive Cognitive Cognitive Analysis Marketing Action Agility&Action-abilityPosture Data Readiness Posture Data&Information Gathering Conducted by People Conducted by Computers 16
  17. 17. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Data to Information to Decision to Action across the Curve of Automation Diagnostic Descriptive Predictive Prescriptive Cognitive Cognitive Analysis Marketing Action Agility&Action-abilityPosture Data Readiness Posture Data Collection Data&Information Gathering The Curve of Automation Information Gathering Decision Decision Making Action Data Processing Launch ComputingPower Man Power 17
  18. 18. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Web Analytics,VOC,OnlineSurvey and Customer AnalyticsData FirstParty EnterpriseData 2nd and 3rd Party Data LCG Digital Marketing Maturity Roadmap Diagnostic Descriptive Predictive Prescriptive Cognitive Cognitive Analysis Marketing Action Agility&Action-abilityPosture Data Readiness Posture Data&Information Gathering Benchmarking, Reporting, Cleansing,QA & Preparation The Curve of Automation Opinion Driven Decision Making over Months Decision Action Data Processing Launch Data Collection 18
  19. 19. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Decision Making Maturation over time… ➢Rank beats Opinion 19
  20. 20. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Best Practices for Improving your return on MarTech  Understand your Data Readiness Posture  Implement a Data Layer  Use a Tag Management System  Audit tags monthly  Benchmark 20
  21. 21. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. A solid digital foundation consist of data and governance
  22. 22. Establish a Data Layer Tennis Match Soccer Team 3-5-2A Military Platoon Blue Angels MissingMan Formation 22
  23. 23. What is a data layer? Source: https://tealium.com/what-is-a-data-layer/ 23
  24. 24. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Best Practices for Improving your return on MarTech  Understand your Data Readiness Posture  Implement a Data Layer  Use a Tag Management System  Audit tags monthly  Benchmark 24
  25. 25. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. What is a tag? a TAG is a piece of code that collects and fires data about the user experience <img width="1"height="1"border="0“ src=”http://vendyvendor.com/action?adv=445566 &page=browse&seg=9999&cat=luggage"/>
  26. 26. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. What is a Tag ManagementSystem A Tag Management System (TMS) is similar to a content management system (CMS) in that once implemented, it enables marketers to maintain tags the way a CMS maintains pages. Benefits: ▪ Marketers are less reliant on their IT departments. ▪ TMS have features for users rights administration and enterprise level workflows. ▪ Enables marketers to improve quality, site load times, and personalized experiences.
  27. 27. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Marketing Manager: “Can you add this new re-targeting pixel to the site for me? It’s just one line of code and should be easy” Developer: “Sure, just send me the code” Marketing manager: “Great! Oh I need to make sure that this tag is only served to our users that are on our secure pages, in the products folder, have been on the site for at least 2 minutes, it is at least their 3rd visit to our site, and I need to apply that to only 3 of our 7 domains.” (long pause) Marketing Manager: “And for only 25% of the traffic. And for this Friday!” Developer: “I hate you”
  28. 28. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. The power of a Tag Management Solution in action
  29. 29. Best Practices for Improving your return on MarTech Understand your Data Readiness Posture Implement a Data Layer Use a Tag Management System Audit tags monthly Benchmark 29
  30. 30. Best Practices for Improving your return on MarTech Understand your Data Readiness Posture Implement a Data Layer Use a Tag Management System Audit tags monthly Benchmark 31
  31. 31. State of the Industry Our Assessments detected 220 unique marketing technologies throughout all sectors. LCG and ObservePoint maintain a list of approximately 220 MarTechs.
  32. 32. Analytics and TMS Adoption
  33. 33. Most common tags & Sites with the most tags
  34. 34. Characteristics of each Quadrant Journeymen: Little MarTech deployed sporadically, irregularlywithout an architecture. Craftsmen: Few MarTech solutions deployed by technically disciplined team. Scouts: Experimenting with a lot of MarTech but without governance or technical discipline Expeditionaries: Visionaries backed by technical discipline, governance & architecture. # of MarTech Solutions TagDeploymentScore
  35. 35. Definitions of categories: Journeymen: What few tags these organizations have attempted to deploy, they deployed sporadically. Craftsmen: What few tags these organizations have deployed, they've deployed adequately. Scouts: These organizations have deployed many tags relative to their industry and have deployed them sporadically. Expeditionaries: This group is realizing the best Return on their Marketing Technologies (RoMT) in the category.
  36. 36. Audit Score vs. Number of Tags Craftsmen: Journeyman: Expeditionaries: Scouts:
  37. 37. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Adobe Media Optimizer Adobe Social Adobe Creative Cloud Adobe Document Cloud Request yourfreeTag Deployment Assessment 38 Request your Tag Deployment Assessment by emailing me directly @ plima@limaconsulting.com Or download our industry whitepapers @ www.limaconsulting.com/Our-Thinking https://www.linkedin.com/in/paullima/
  38. 38. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Best Practices for Improving your return on MarTech  Understand your Data Readiness Posture  Implement a Data Layer  Use a Tag Management System  Audit tags monthly  Benchmark  Establish an owner for your data (Steering Committee, CDO, etc…)  Develop Personas, Segments and Customer Journeys  Understand what is normal  Establish reports, dashboards and alerts by stakeholder group  Develop and Maintain a 3-year MarTech Roadmap 39
  39. 39. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. TeamStructure Models: definitions,advantages,and disadvantages TeamStructureModels Model Definitions Advantages Disadvantages Decisionsmadebymidand lower-levelmanagersacrosstheir respectiveareawith extensive delegation throughout. • Moreconnectedto eachaligned BU • • Providesdeeperinsights atbusinessunit level, asfocusischannelspecific / specialized • Moreautonomyandflexibility inchannel • Fastermovinginchannel Nosharedstandardsorcoordination between channels • Notrainingor sharedbestpractices between marketing teams • Noenterprise perspectiveinchannel • Limits coordinationacrossashared strategicvision Decisionsmadefromthetop. Rolesandcapabilities are centralized into asingleareaor team. • Highestlevel ofstandardization • Focuson training,policies,andbest practiceapplication • Evangelizesinitiativesacrossorganization • Enterprise, strategic perspective • Slowandbureaucratic (bottleneck) • Disconnectedfromthebusiness • Morereportingfocused • Lesseffective for businessunits • Requiresmaturecrosschannelexecution processes to beeffective Decisionsmadetogether. Centralizesspecializedskillsand functionsunderacohesive strategy (vision& SMEs),while allowing execution to thrivein respectiveareaswithflexibility. • Standardization yetlocalized perBU • Promotescollaboration andbestpractices • Enterpriseperspectiveachievedwhilst remaining connected to thebusinessunits • Fastermovingatthe“spokes” • Moregrowthopportunities • Needsstrongexecutivesponsorto empower virtualteams • Requires100%cooperation across organizationalareas • Failswithoutadherenceto centralized governing entity (processes,actions,etc.) • More communicationandcoordination needed to manageandalign Decentralized Centralized CoE 40
  40. 40. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Additional Models Team Structure Models Model Definitions Advantages Disadvantages • Consistent brand messaging • Localizedandagileinthefield • Moreautonomyandflexibility inchannel • Fastermovinginchannel • Expertiseclosesttothefield • Allowsforanomaliestobemanagedin-market • HighestCostofallmodels • Requires executivealignmentacross hubs • Coordinationacrossashared strategicvision Anyoneintheorganizationcan createcontentinaccordancewith SOPs • Focuson training,policies, andbest practiceapplication • Evangelizesinitiativesacrossorganization • Speedtowardsproducingcontent • Bestforsocialpoliciesande-care • Everyoneownsit,noonedoesit • Requiresstandardizationandreporting • Difficulttokeepcontentonmessage • Lesseffective for businessunits • Requirespolicingandhighdegreeoftraining • Culturalshifttowardsengagingwithcustomerbase Dandelion Honeycomb Hub&Spoketeamswithincompanies actautonomouslyunderacommon brand.CommonlyusedinMulti- Nationalswithestablisheddigitalhub &spoketeamsandevolvesintothe MultipleH&Smodel(Dandelion) 41
  41. 41. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Proposed Central HUB 42
  42. 42. Best Practices for Improving your return on MarTech Understand your Data Readiness Posture Implement a Data Layer Use a Tag Management System Audit tags monthly Benchmark Establish an owner for your data (Steering Committee, CDO, etc…) Develop Personas, Segments and Customer Journeys Understand what is normal Establish reports, dashboards and alerts by stakeholder group Develop and Maintain a 3-year MarTech Roadmap 43
  43. 43. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Let 1,000 flowers bloom 44 44
  44. 44. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Don’t do the time. Avoid the crime. Analyzing data in aggregate is a crime. 45
  45. 45. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Segment, then analyze 46
  46. 46. Gain insights with segments to reach business objectives
  47. 47. Best Practices for Improving your return on MarTech Understand your Data Readiness Posture Implement a Data Layer Use a Tag Management System Audit tags monthly Benchmark Establish an owner for your data (Steering Committee, CDO, etc…) Develop Personas, Segments and Customer Journeys Understand what is normal Establish reports, dashboards and alerts by stakeholder group Develop and Maintain a 3-year MarTech Roadmap 48
  48. 48. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Machine Intelligence= Machine Learning + AI - circa 2015 49
  49. 49. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Machine Learning companies 2017 50
  50. 50. Exception Based Processing Requires the Definition of normal Source: US Army Field Manual FM 7-0 Training the Force 51
  51. 51. Exception Based Processing Improves Results • What is normal? • Knowing when actions must be triggered means we have the “bands of excellence” defined • What is the next best action? For call centers, customerservice centers, regional operational centers,these insights can mean significant savings
  52. 52. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
  53. 53. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Best Practices for Improving your return on MarTech  Understand your Data Readiness Posture  Implement a Data Layer  Use a Tag Management System  Audit tags monthly  Benchmark  Establish an owner for your data (Steering Committee, CDO, etc…)  Develop Personas, Segments and Customer Journeys  Understand what is normal  Establish reports, dashboards and alerts by stakeholder group  Develop and Maintain a 3-year MarTech Roadmap 54
  54. 54. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Beer Belly Protocol vs Pregnancy Belly Protocol 55
  55. 55. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Best Practices for Improving your return on MarTech  Understand your Data Readiness Posture  Implement a Data Layer  Use a Tag Management System  Audit tags monthly  Benchmark  Establish an owner for your data (Steering Committee, CDO, etc…)  Develop Personas, Segments and Customer Journeys  Understand what is normal  Establish reports, dashboards and alerts by stakeholder group  Develop and Maintain a 3-year MarTech Roadmap 56
  56. 56. Agility Readiness Posture Summary As-Is State Future State Assessment Dimension As-Is Year 1 Year 2 Year 3 STRATEGY 1 2 2 2 MARKETING OPERATIONS 0 2 2 2 GOVERNANCE, ADOPTION, ENFORCEMENT 0 3 3 4 DATA READINESS 0 1 2 2 PEOPLE, PLACES, EMPOWERMENT 2 3 4 4 PROCESSES 0 2 3 3 TECHNOLOGY 1 2 3 3 57
  57. 57. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. 58 Exponential Growth of Computing
  58. 58. Data&Information Gathering Web Content Management Capability Begins LCG Digital Transformation Maturity Model Roadmap MarTech, Gap Analysis Biz Requirement Definition Tag Management Capability Begins Technical Requirements Digital Analytics & Data Layer Architecture Tag Audit Data Warehouse Capability Begins Automate Distribution of KPIs to Stakeholders Data Management Platform CapabilityIntegrations of Enterprise Customer Data Pre-Click  Post-Click Closed-Loop Integration End-to-End Closed Loop Conversion Attribution Data Visualizations Capability Begins Attribution Modeling Capability Begins Portfolio Based MVT Testing Begins Conversion Rate Optimization (CRO) Capability Begins Programmatic Ad Buying Marketing Automation Optimization Begins Cognitive UIs Accessible to all User Groups Chief Data Responsibility, Data Governance Policies & MarTech Implementation Team Advanced Analytics Practice Begins (Data Science Team) Call Center Conversions data Tracking Capability SEO Platform Capability SSO/Audience Profiling 3rd Party Profile Capability Customer Analytics & Heat Maps & UX Capability Begins Voice of the Customer / Chat / Survey Feedback Integrated with Respondent's Engagements Lead Scoring & Sales Automation Social Listening & Publishing Community Building Capability Diagnostic Descriptive Predictive Prescriptive Cognitive Cognitive Analysis Marketing Action Agility&Action-abilityPosture Data Readiness Posture Establish Program Management Office Digital Marketing Platforms Responsibility Integrated Translation Mgmt Platform Develop Customer Journeys Establish Digital Transformation Steering Committee Develop Personas Implement Single Digital Asset Mgmt Solution Deploy Computational Creative Capability
  59. 59. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Agility&Action-abilityPosture Data&Information Gathering Cognitive Analysis Marketing Action Diagnostic Data Readiness Posture Data Quality Practice Begins (Tag Audits) Biz Requirements Definition MarTech Capabilities Assessment, Gap Analysis, Roadmap, Vendor Selection Technical Requirements & Architecture for Digital Analytics & Data Layer Design People Technology Process Establish a Digital Transformation Steering Committee Develop Personas LCG Digital Transformation Maturity Model Roadmap Develop Customer Journeys Chief Data Responsibility Assigned & Formation of Data Governance Policies & MarTech Implementation Team Tag Management Capability Begins Voice of the Customer / Chat / Survey Feedback Integrated with Respondent’s Engagements
  60. 60. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential. Adobe Media Optimizer Adobe Social Adobe Creative Cloud Adobe Document Cloud Proposed Digital Engagement Stack 61
  61. 61. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. LCG Digital Transformation follows the Agile Methodology Strategy, Vision & KPIs Priorities & Investments Competitive Landscape Governance, Adoption & Enforcement Regular Reviews & Adjustments PrototypeStrategy Rapidly Test & Refine Products, Platforms,Campaigns, Tactics, andapproaches Develop customer journey maps Develop Solutions and Value Proposition Prototype Minimum viable product Outline business plan, operating model and roadmap Business Model Products Processes Scale up Successes Iterative Deployment Developnew capabilities People, Places and Culture Business transformation Data Readiness Systems & Infrastructure Financial Readiness Marketing Operations 62

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