In 2009, I proposed a strategic change for the SaaS product marketing and marketing groups at Unica, the leader in marketing automation technology at the time. This PPT represents the vision for a different, new, internal marketing automation and operations organization with a stronger content-marketing or inbound-marketing approach for SaaS solutions. I conceptualized, pitched, and was responsible for this while launching Unica's new SaaS product "Interactive Marketing On Demand" as a product marketer.

1. Vision Document for Unica
OnDemand Marketing/Sales “Machine”
March 13, 2009
abloom@unica.com

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On-Premises versus On-Demand
Software Models
TRADE-OFF
• Less Flexible
• Easier, faster to buy and deploy
• Lower up-front costs
• Business Led
• Highly customizable
• Harder, slower deployment
• Larger up-front costs
• IT Led
“Off the Rack”
On Demand
“Tailored”
On Premises

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In Today’s Marketing Software Market, “Mid-
Market” has broad overlap with “On Demand”
On Demand On Premises
EnterpriseMid-Market
Appropriate Solution
CompanySize
Unica’s OnDemand
Product Line is Primarily
Focused on Mid-market
Enterprise will
also have
interest in it.

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The OD/MM Sales/Marketing Model Is
Different
Marketing delivers a
greater % of pipeline
Marketing
carries
leads
further
Smaller deals
means higher
volume of
deals & leads
Shorter
sales
cycles
Marketing
Sales
Enterprise OnDemand/MM
What doesn’t change?
 Conversion ratios
 Use of channel partners (i.e. both use them in
various ways)
E.g. 3000 vs
30,000 Leads
Processed/Yr

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Work harder to
promote retention
and expansion
The Sales/Marketing “Machine” Must
Work Differently
Use scalable, low-cost
means (marketing) to
progress prospects instead
of high-cost ones (1to1
sales calls).
Tightly managed, well
instrumented process
to enable continuous
improvement
Automated Lead
Scoring and
NurturingSEM
Event
Other
Email
PR
Content is King! (i.e. Info Consumption)
• Drives leads through SEO and viral
• Prospect self-service to lower sales/mktg costs
• Engagement lets us learn via web analytics
Search becomes
more critical. Other
marketing mix may
also change.
1
2
4
5
3
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What Gaps Must We Overcome?
 Marketing Automation:
− We aren’t gathering enough insights from prospects’ web behavior
− We can’t automate “lead nurturing” campaigns
− MarketingCentral SFDC instance not merged with Unica SFDC
 Resources:
− Sales/marketing *budget ratios will differ from Enterprise (FY’10 planning process)
− How do we invest in building future capabilities while still meeting lead commitments?
 Content:
− Do we have sufficient amount? Is it valuable enough?
− Maintaining “freshness” so that prospects return
 Measurements:
− Need to define/model the “funnel” (single approach across products)
− Does SFDC + MBD provide the measurability we need yet?
*See next slides for Benchmark Data

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Benchmark Summary
Salesforce.com (SF), Eloqua (E), Concur (C):
− Pipe Sources: SF=95% NOT from partners and “mainly” marketing generated for Mid-
Market; E: 70% from marketing; C: 40% from partners, 40% marketing, and 20% sales.
− SF: Cost Per Lead & Pipe: MM=$50/lead & $200/pipe, ENT=$1000/lead & $5000/pipe.
− SF: Conversion ratios don’t change for MM vs ENT, volumes do (80+% of 25K leads/mo =
MM).
− ADRs: SF: Did very little MM outbound calling, lots of lead-maturation. C: Primarily inbound.
− Average deal size & sales cycle:
 SF: MM=$20K & 3 Months, ENT=$100K & 7 Months
 E: MM=$40-50K & 3 Months
 C: $10K & 3 Months
Mid-Market Price Points (Input from Unica Alliances):
− Axciom MM (6.5M Customers) $350K Subsc Fee + $140K Data + $140K Services = $630K
− $100M Company will spend $221K on whole solution $121K on IMOD
− $500M Company will spend $360K on whole solution $240K on IMOD
− $1B Company will spend $515K on whole solution $315K on IMOD
Unica Target
 40-70% Source
= Marketing
 $50-100/lead
 Same Conver.
Ratios
 ADR=LeadMat
 Deal size
should be
larger, cycle is
3-4 Months
* Consider that
the marketing
software space
and channel is
unique.

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Benchmark Summary
From Benchmark Report of 35 SaaS Companies $5M-225M ’07 Revenues
 OMTR FY07: $143M Revenues, S&M Expenses $61M (43%), 713 Employees
Key Take-Aways:
 Sales = 41.9%, Marketing=20.6% of NB
 All sizes = 1 Marketer per 3 Salespeople.
 Direct selling is most popular not reselling.
 90%-SaaS spend 3X more on Mkt vs Non-Saas

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Proposed Timeline
1. Invest in “building the machine” as part of the 2H’09
MarketingCentral marketing plan
− Strong product + ops, ready sales force, value prop still valid
1. Be ready to support Interactive Marketing OD after early
September public launch
2. NetInsight OnDemand after IMOD.
March April May June July August Sept Oct Nov Dec
Plan Build “Machine” for MktgCtrl IM-OD NI-OD?

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Proposed Next Steps
Gain alignment around vision for “marketing/sales machine”
Identify gaps between vision and current state; develop plan to
close them
Generate specific targets and metrics by modeling the OD/MM
funnel
MarketingCentral 2H’09 Marketing Plan: with MC-specific goals
for moving towards the machine
IM-OD GTM Plan: with goals for having “machine” in place to
maximize value of September launch
Address gaps by end of fiscal year

11. Appendix
Benchmark Metrics

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