This document discusses marketing operations and ways to improve it. It begins by outlining common goals and challenges for marketing success, such as justifying marketing's role, collaboration, and an unsupportive culture. It then discusses key success factors like clarity, consistency, support, and buy-in. Several maturity models for marketing are presented, such as the 5 Ps, 3 Cs, and 5 Ts. Finally, it explores how learning organizations can further evolve marketing by embracing disciplines like personal mastery, mental models, and systems thinking.

1. Building Upon the 5Ts of Marketing
Operations
1

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Measure Marketing ROI &
Demonstrate Value
Balance of Marketing
Strategy & Tactics
Common Goals for Marketing Success
Tied to Other Groups
73%
60%
Justify Marketing’s Role &
Contribution to C-Level Executives
Marketing Processes Enable
Internal Efficiencies & Effectiveness
Collaboration & Synergy
Supported By Corporate Environment
Coordination of Shared Processes
Across Functions
Continuity to Maintain Institutional
Knowledge & Expertise
Assimilate & Integrate Resources
Obtained From M&A
57%
49%
42%
26%
22%
12%
6%
Biggest Marketing Operations Challenges

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Unsupportive Culture
Lack of Follow-Through
Risk-Taking Penalties
Infrequent Delegation
Marketing Operations
Success Factors s Marketing Operations
Obstacles
Clarity & Consistency
Supportive Culture
Executive Buy-in
Performance Measurement
Process Refinement & Automation
MO Success Depends on Clarity, Consistency, Winning
Support & Buy-In

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0% 50% 100%25% 75%
Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties
Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company
Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews
Balance of Strategic & Tactical Elements Maintaining big picture in day-to-day marketing execution decisions
Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies
Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions
Group Memory Management Enduring repository of marketing information despite movement of individuals
40% 80%
45% 83%
34% 83%
45% 85%
31% 79%
36% 82%
35% 85%
Never
Practiced
Always
Practiced
Key:
X% At Inception of MO Function
| Current Performance
X% Mid-2008 Target
Accountability Underlies Improvement Effort

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Strategy
• Change Management
• CMO Is Chief Strategy
Officer
• Marketing Strategy
Is Enterprise Strategy
• Rolling & Long-Term Plan
• Strategic Management
Process
• Campaign/Lead Management
• Shared Processes
• Technology
• Knowledge Portals
• Metrics
• Dashboards & Scorecards
• Incentives
• Predictive Analytics
Guidance
• Alignment with Sales, Finance,
IT
• Competency Development
• Culture of Measurement
& Accountability
• Executive Sponsorship
• Expanded Voice of Marketing
• Grassroots Buy-in
• Shared Vision
MetricsProcessGuidance
Infrastructure
Management
Technology
Strategy
Ecosystem
Alignment
MO Impact Depends = Ability to Drive
Strategy, Change, Accountability

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+
Product Promotion
Price Place
Customers
Competitors
Corporation
Positioning
Source: © 2007, Adrian Ott, Exponential Edge
A New Maturity Model:
You`ve Heard of the 5Ps and 3 Cs of Marketing

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1. Total Strategy
2. Techniques and Processes
3. Tracking & Predictive Modeling
4. Technology
5. Talent
4Ps 3Cs
Marketing
Effectiveness
5Ts
Source: © 2007, Adrian Ott, Exponential Edge
More Recently, We Saw the Unveiling of the
5Ts of Marketing Operations™

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The 5 P’s +
The 3 C’s +
The 5 T’s
= 13
The entry age into adulthood in certain cultures
The Addition of the 5 T`s is Marketing`s Rite of Passage

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Discipline #1 - Personal mastery
Discipline #2 - Mental models
Discipline #3 - Shared vision
Discipline #4 - Team learning
Discipline #5 - Systems thinking
The 5 D’s
Source: The Fifth Discipline:
The Art & Practice of the Learning Organization
The Next Step in Marketing`s Evolution is to Embrace
Insight from Learning Organizations

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Personal Mastery in MO
• Defined: A commitment to individual learning to develop proficiency; increasing
ability to clarify what is important, see current reality more clearly
• Related to Marketing Competency Development
• Significant implications for strategic planning, collaborative decision-making,
resource allocation, roles & responsibilities clarification, team dynamics, etc.

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Mental Models in MO
• Defined: Questioning implicit assumptions underlying decision-making
processes
• Unconsciously controls what one perceives can and cannot be done
• Key skills: Surfacing, challenging mental models to make decision-making more
explicitly; balancing advocacy and inquiry
• Significant implications for strategic planning, socialization, achieving buy-in,
leveraging VoC, encouraging innovation, etc.

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Shared Vision in MO
• Defined: Winning individual and group buy-in for key initiatives by securing
enrollment, commitment, compliance
• Overcomes ambivalence, confusion, resistance, passive-aggressive behavior
• Significant implications for socialization, winning buy-in, mission and charter
definition, values clarification, cross-functional alignment, etc.

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Team Learning in MO
• Defined: Aligning individual and team learning through a commitment to a
balance of dialogue and discussion
• Overcomes “groupthink”
• Facilitates breaking through internally-imposed barriers and “getting” the big
lesson
• Significant implications for decision-making, marketing competency
development, knowledge management, marketing intelligence, planning,
process design, socialization, program evaluation, etc.

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Systems Thinking in MO
• Defined: Learning to view the system as a whole rather than focusing on
discrete parts
• Can be used to manage overwhelm from complexity and overcome “learned
helplessness”
• Requires a balance of linear and non-linear thinking
• Significant implications in marketing intelligence, knowledge management, MO
assessments, product portfolio and marketing mix management, process
design, marketing IT, leveraging VoC, demonstrating return on marketing , etc.

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3 C’s
5 P’s
5 T’s
5 D’s
The Power of 18
Adding the 5 D`s Leads to a New Level of Generative
Learning and Marketing Maturity

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ClearAction Continuum
Clients of ClearAction Continuum
PARTIAL LIST

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We center your business on customers
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ClearAction Advisory is different:
 Alignment internally & externally
 Empower all levels & functions
 Tie into existing rituals, strengths
 Seasoned CX practitioners
= Advisory team
See ClearAction.com/advisory
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DNA Master Plan™
(fast-track foundational mojo for CX leadership)
DNA Activation™
(all-hands-on-deck for CX)
Market Responsiveness Index™
(3 factors: 32% profit advantage)
DNA Transformation™
(cross-functional systematic CX)
Customer/Partner Engagement Optimization
(external & internal UX)
Human-Centered Design
(products, services, processes external & internal)
VoC Actionability
(external & internal UX)
Actionable Intelligence
(journeys, personas, lifetime value, metrics)

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ClearAction clients’ experiences
Because each of the ClearAction
team members managed CX in B2B
for a number of years, they provided
personal examples and practical
tools that could be implemented right
away. It was incredibly beneficial for
us to work with them for several
occasions. They elevated our
collective knowledge and helped us
achieve a higher level of CX maturity.
– A. Chu, Dir Customer Experience
ClearAction is an expert in business
operations, and has been an
invaluable resource for us to learn
best-practices in many areas. They
taught us things that would not
readily cross our minds, but after they
explain, it makes total sense, and this
increased our efficiency and
accuracy in many areas. I highly
recommend ClearAction.
– K. Van Diepen, Dir Marketing Communications
ClearAction has been at the forefront
of helping companies like ours
reduce chaos, maximize resources
and achieve impactful results.
They’ve provided mission-critical
guidance to begin the process of
building a strong marketing
operations function that supports our
company’s growth, scale and
continuous improvement objectives.
– K. Chalmers, Dir Marketing Operations

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We center your
business on customers
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company/201333
+ClearActionCXO
CustomerExperienceOptimization
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