Speaker: Travis Campbell, Senior Enterprise Value Advisor @ Marketo

2. FOOLISH

4. Building the Case
for Transformation
in Your Organization

5. Workshop Overview - 5 Steps, 5 Exercises
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

6. Marketo’s Engagement Value Group
Travis CampbellHap Leonard Beth Kaiser Caroline Ruggiero
Teppei Tsuruhara
Narelle Behn-Carey
#MKTGnation @travisnow @marketo
Allow us to learn a bit about you…
• Customer, Prospect, Partner,
Analyst
• Role, Manager, Dir, VP, CMO?

7. Digital or Business Transformation…
IS NOT
 Dunning Kruger Effect
IS

8. Dunning-Kruger Effect …in Action
“Is the feeling you have before you fully understand the situation.”
#MKTGnation @travisnow @marketo

9. Digital or Business Transformation…
IS NOT
 Dunning Kruger Effect
 Technology
IS
 Failure as a test result (in a
transformational journey)

10. Google “Mobile First” Strategy
THEN NOW

11. Digital or Business Transformation…
IS NOT
 Dunning Kruger Effect
 Technology
IS
 Failure as a test result (in a
transformational journey)
 Providing a framework for the
market to participate with your
output as you wish
#MKTGnation @travisnow @marketo

12. Digital or Business Transformation…
IS NOT
 Dunning Kruger Effect
 Technology
 Hiring People/Expanding Your
Team
IS
 Failure as a test result (in a
transformational journey)
 Providing a framework for the
market to participate with your
output as you wish
 Building organizations with the
vision of creating an incredible
customer experience front and
center
#MKTGnation @travisnow @marketo

13. Customer Experience, the Battleground
baseline customer expectations
continued
expectations
exceeded
business as
usual
transformation
inflection-points
“89% of companies expect to compete mostly on the basis of customer experience.”
Brand
Value/Preference
QualityofExperience
tomorrows
customer
experience

14. Battleground: External customer
 Who:
 Existing Customer
 Potential Customer
 Partner/Channel Customer
 Researcher
 Analysts
 Writers
 Students
 Potential Employees
 What is content/brand known for:
 Understanding of my world
 Educational
 Engaging and to the point
 Original
 Sources Sited
 Current/Updated
 Trend or ‘legislative aware’
 Presell or soft sell of product or service
 Application/Calls to Action

15. Battleground: Internal customer
 Who:
 Sales (B2B/B2CCP)
 SDRs
 ADRs
 Sales Executives
 Sales Leadership
 Ecommerce (B2C)
 Marketing Direct Attribution to
Revenue (MDAR)
 Fulfillment
 Support
 Advocacy
 What is “Marketing” known for:
 Collaborative
 Thoughtful
 Delivering sales more ‘win-ready’ leads
 Trusted
 Listeners
 Data-Driven
 Service-oriented
 Business-minded
 Aligned
 Catalyst to quota attainment
#MKTGnation @travisnow @marketo

16. RESULT: Advancing the Buying Funnel

17. Marketing’s Role in Digital or Business
Transformation
 Disruption is driving a lot of advancements

18. Disruptive Business Models
 Accessing or delivering a product or service in new way

19. Disruptive Proposition
The Challenge of Prioritizing Customer Experience

20. Attributes of Successful Organizations
Commonalities Among Marketers Selling a Case for Transformation
 Consensus- Among marketing team and internal partners.
 Alignment- What they want to do fully supports executive priorities.
 Value-Focused Orientation- Capabilities alone won’t be enough, it
must clarify how it will move the business forward and drive bottom-
line value.
#MKTGnation @travisnow @marketo
Intro Completion Target 0:15

21. Workshop Overview - 5 Steps, 5 Exercises
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

22. Step 1 of 5: The Executive Point of View
Understanding and Aligning to Executive Business Imperatives

23. Questions to Answer
 What is your CEO saying are the most important business
priorities? Hint: Visionary, High-level, devoid of “how’s”.
 Document sources.
 Employees: Internal Blog, Wiki, Annual Kickoff keynotes/transcripts
 Public Companies: Look for investor relations presentations (10K, etc),
annual report CEO letter, press releases.
 Private Companies: google site:domain.com [keyword]
 Keywords- goals, priorities, initiatives, projects, mission statement
 Published budget, mission statement
 Confirm priorities are still valid.
 Which one could marketing most impact?

24. Business Imperatives Examples

25. EXAMPLE- Health Care Provider
1. “. . I would like to help [Healthcare Provider Company] become a
billion-dollar company in the next few years . . . ”
–Chief Revenue Officer [Industry Analyst Report…]
2. “I really enjoy finding new, inventive ways to give our customers
choices.” –Chief Executive Officer [Blog Interview]
3. “There are not enough options in our current healthcare system. We
take pride in providing our customers with the best possible
options available to them.” –Chief Revenue Officer [Source]
4. “In 2019 the provider portion of our business will expand 12%,
equaling 25% of overall revenue. This, in part, is possible due to the
investment we are making in digital marketing.”
–Chief Executive Officer [Q118 Earnings Call Transcript]

26. Step 1 of 5:
Business Imperatives Exercise
Understanding and Aligning to Executive Business Imperatives

27. Step 1 of 5: Business Imperatives
BUSINESS IMPERATIVES Source
#1 Business Imperative
Business imperative description goes here commonly includes a KPI target as well.
#2 __________________________
Business imperative description goes here commonly includes a KPI target as well.
#3 Business Imperative
Business imperative description goes here commonly includes a KPI target as well.
#4 Business Imperative
Business imperative description goes here commonly includes a KPI target as well.
#5 Business Imperative
Business imperative description goes here commonly includes a KPI target as well.
Categories these commonly fall in
1. Acquire: Grow customer base
2. Expand: Grow customer share of wallet
3. Retain: Reduce customer churn
4. Cost Savings: Increased efficiencies, reduce customer acquisition cost
Step 1 Completion Target 0:30

28. Workshop Overview - 5 Steps, 5 Exercises
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

29. Step 2 of 5: Marketing Initiatives (& Enablers)
Understanding and Aligning to Executive Business Imperatives
Step 1 Completion Target 0:30

30. Initiatives: Questions to Answer
 What business imperatives from the previous exercise can you link
to key responsibilities of marketing? Would the executives agree?
 Is there an existing marketing initiative that can address this
priority? Has it been funded (budgeted for)?
 Are there any other business partners that are linked to this
initiative? IT? Sales?
#MKTGnation @travisnow @marketo

31. Marketing Initiatives Examples

32. INITIATIVES- Health Care Provider
1. B2B business to employ an Account Based
Marketing methodology.
2. Personalization with each engagement.
3. Drive paperless billing and portal registrations
4. Global coordination of product launches with ‘right
time, right place, right message’ approach.

33. Enablers: Questions to Answer
 What enablers are necessary to make the Marketing Initiative a
success? There are two main type of enablers:
 Strategic Enablers: These are the thoughtful and/or high-touch human
elements necessary for success. E.g. content, journey mapping and
orchestration, org structure, headcount, consulting partners, advisory board.
 Technology Enablers: These are often aid in scaling the strategic elements.
Mobile app, website, marketecture.
#MKTGnation @travisnow @marketo

34. Enabler Examples

35. INITIATIVES- Health Care Provider
1. Provide an Account Based Marketing methodology.
2. Personalization with each engagement.
3. Drive paperless billing and portal registrations
4. Global coordination of product launches with ‘right time, right
place, right message’ approach.

36. SUPPORTING ENABLERS- Health Care Provider
1. Provide an Account Based Marketing methodology.
1. Strategic Enablers: Journey mapping, content strategy, organizational alignment, cross-
functional collaboration
2. Technology Enablers: data sources, data processing, CRM, ABM processing.
Marketecture.
2. Personalization with each engagement.
1. Strategic Enablers: Journey mapping, content strategy, data strategy
2. Technology Enablers: Data processing, CRM, social integration. Marketecture.
3. Drive paperless billing and portal registrations
1. Strategic Enablers: Journey mapping, personalized content and multi-channel strategy
2. Technology Enablers: Data integration, CMS, CRM, Marketecture.
4. Global coordination of product launches with ‘right time, right place, right
message’ approach.
1. Strategic Enablers: Organizational alignment, product/localization strategy, cross-
functional collaboration, journey mapping, content strategy
2. Technology Enablers: Data processing, CRM, social integration. Marketecture.
#MKTGnation @travisnow @marketo

37. Step 2 of 5:
Marketing Initiatives Exercise
Clarifying Marketing’s Areas of Focus that Drive Business Imperatives

38. Step 2 of 5: Marketing Initiatives
Business Imperatives Supported Initiative Details
MARKETING INITIATIVES #1 #2 #3 Funded Impact Effort Outlook
Initiative Name
Initiative description goes here Initiative description goes here Initiative
description goes here Initiative description goes here.
“Marketing’s plan to {Initiative Name} is essential in supporting
{Business Imperative} and we feel with the right investment in
{Enablers} we conservatively influence {Relevant KPI} by {N% or $N}.
Funded- Scale of 1-5, 5 being fully funded and has executive sponsorship, 4 is fully funded with
some executive awareness, 3 fully funded, 2 partially funded, 1 awareness but no funding.
Impact- 5 reflects high degree of business impact if successfully executed.
Effort- 5 reflects a high degree of in terms of people and dollars to successfully execute.
Outlook- % sentiment that your team can pull off the initiative.

39. 5 Steps, 5 Exercises
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

40. Survey
Who has a colleague attending Summit who is not in the room that you
think should be?
Invite them to register: Tomorrow, Tuesday Same Session, 10:15am - 2009

41. Current State – Future State
Clarifying where you are and where you need to be
Step 2 Completion Target 0:45

42. Engagement Maturity

43. Step 3 of 5:
Engagement Maturity Exercise
Clarifying Marketing and Sales Engagement Maturity

44. Engagement Maturity
Recognizing inefficiencies of current
state. Scrambling to respond to
customer needs. Primarily email
only, maybe some events. Ad hoc
reporting.
• Short-Term Goals & Objectives
• Limited Team Alignment
• Ad Hoc Processes
• Isolated Tools
• Tactical, Manual Decision Making
• 1 Year Goals & Objectives
• Cross-Functional Alignment
• Repeatable Processes
• Moderate Tool Integration
• Agreed Upon Metrics & KPIs
• Multi-Year Objectives
• Multiple BU Alignment
• Scalable, Cross-Business Processes
• Advanced Tool Integration
• Results-Based Collaborative Decision Making
• Company-Wide Multi-Year Objectives
• Global Alignment
• Globally Integrated Tools
• Predictive, Strategic Insights
Business
Competency
̲ Email – Batch Campaigns
̲ Landing Page Creation
̲ Forms and Progressive Profiling
̲ Basic Segmentation
̲ Email/Landing Page Templates
̲ CRM/Data Source Integration
̲ Ad-hoc Campaign Reporting
̲ Email Deliverability Optimization
̲ Website Visitor Tracking
̲ Email – Trigger Campaigns
̲ Basic Nurture Campaigns
̲ Basic Email Personalization
̲ Demographic Segmentation
̲ Engagement Scoring
̲ Events, Webinar Programs
̲ End-to-End Reporting
̲ Insights for Non-Marketing Teams
̲ Social Marketing Integration
̲ Personalized Landing Pages
̲ Personalized Web Content
̲ Target Account Based Marketing
̲ Multi-Channel Campaigns
̲ Advanced Nurturing
̲ Advanced Email Personalization
̲ Behavioral Segmentation
̲ Revenue Model Attribution
̲ Program & Campaigns Analyzers
̲ Mobile Integration (SMS & App)
̲ Predictive Web Content
̲ Multiple Integrated Data Sources
̲ Look-Alike Ad Targeting
̲ Lifecycle Nurturing
̲ Multi-Channel Predictive Content
̲ Omni-Channel campaigns
̲ Advanced revenue analytics
̲ Global/Enterprise-Wide
Marketing
Competency
Strategic
Value
Gaining momentum with prospects &
customers. Finding out what works.
Seeing positive benefits. Building
momentum internally. Starting to automate
within a single channel. Measuring &
analyzing campaign performance.
Organization and processes now aligned
supporting targeting & personalization.
Automated communication across
channel. Mature reporting includes
program performance. Occasional
attribution of revenue to marketing
programs.
Strategic planning occurs across the
organization. 1:1 communication across
a customer’s lifecycle. Listening &
responding to customers’ needs &
desires. Clear understanding as to
program objectives and outcomes of
marketing generated revenue.
1 = Items you are doing
2 = Aiming to do in the short term
3 = Like to do in the future
Instructions: For the marketing competency
swim lane, mark the number to the left of
the item using the 1-2-3 legend to the left.

45. Our Progress Thus Far
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

46. Step 4 of 5: Current State – Future State
ORGANIZATIONAL MATURITY: Clarifying where you are and
where you need to be
Step 3 Completion Target 1:00

47. Move the icon in each row to the maturity level of your organization
5 Marketo, Inc. Confidential. This page is from the Value Consulting Practice. The information in this presentation is confidential and proprietary to Marketo and may not be disclosed without the permission of Marketo.
Organizational Maturity
X Current State
✔ Desired Future State
X
X
X
X
X
✔
✔
✔
✔
✔

48. Step 4 of 5:
Organizational Maturity Exercise
Organizational Maturity in Light of the Transforming Business Climate

49. Our Progress Thus Far
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

50. Step 5 of 5: Putting itAll Together
Creating a Value Statement as a Business Transformation
Conversation Starter
Step 4 Completion Target 1:05

51. VALUE STATEMENT TEMPLATE
“Marketing’s {Initiative Name} initiative is essential in supporting
{Business Imperative} and we feel with the right investment in
{Enablers} we conservatively help grow/reduce {Relevant KPI} by
{N% or $N}.

52. Examples
VALUE STATEMENT TEMPLATE: “Marketing’s {Initiative Name} initiative is essential in supporting {Business Imperative}
and we feel with the right investment in {Enablers} we conservatively help grow/reduce {Relevant KPI} by {N% or $N}.
“Marketing’s personalization initiative is essential in supporting provider business growth and we feel with the right
investment in the supported enablers we conservatively help grow new customer acquisition by 8%.
HEALTHCARE BUSINESS IMPERATIVE RELATED MKTG INITIATIVE SUPPORTED ENABLERS KPI BENEFITS
Expand provider portion of business by 12%. Personalization with each engagement
• Customer Journey role
• Nurture streams
• Web personalization.
• Shorten average lead to premium by 10%
• Subscriber renewals up 5%
• Grow cust acquisition 8%
“Marketing’s personalization and Account-Based Marketing initiatives are essential in driving brand preference and improving customer experience for
both B2B and B2C segments. We feel with the right investments we can reduce customer acquisition costs by 10% while giving sales more 'win-ready'
leads that close faster and stay longer.
TELECOM BUSINESS IMPERATIVE RELATED MKTG INITIATIVE SUPPORTED ENABLERS KPI BENEFITS
B2B: Use digital to drive brand preference
B2C: Provide customers with a better exp
B2B: Implement ABM methodology
B2C: Self-Service portal, drive eStatement
registration.
• Customer Journey role
• ABM/Web personalize
• Nurture streams
• Grow SQL to Sale conversion by 10% &
reduce time by 10%1,2,3,4
• 90 day Cu Portal registration up 10%3,4
“Marketing’s global personalization initiative will reduce the product launch profitability timeframe while broadening our direct to consumer relationships.
We feel with the supported enablers we conservatively drive presale unit volume by 20%, referrals by 15%, while expanding direct to consumer sales.
MANUFACTURING BUSINESS IMPERATIVE RELATED MKTG INITIATIVE SUPPORTED ENABLERS KPI BENEFITS
Reduce new product average launch to profitability by
25 days
Drive direct to consumer relationships
Global coordination of product launches with
‘right time, right place, right message’
approach.
• Customer Journey role by
region.
• Nurture streams
• ABM/Web personalize
• Increase presale unit volume by
20%1,2,4
• Customer referrals up 15%1
• From 1% to 10% Direct2C1

53. Now It’s Your Turn - EXERCISE

54. What’s Next
Sharing this with the Organization
Step 5 Completion Target 1:20

56. The Home Stretch
 Intro – 0:15
 Step 1 Baseline for Alignment – 0:30
 Step 2 Marketing’s Initiatives & Enablers – 0:45
 Step 3 Engagement Maturity– 1:00
 Step 4 Organizational Maturity – 1:05
 Step 5 Putting it All Together – 1:20
 Q&A – 1:30

58. Q&A
Attendee driven, “from the trenches” conversation
Q&A Completion Target 1:30