This document summarizes a presentation on measuring marketing results. It discusses the challenges facing modern marketing functions and the need for measurement across customer, financial, and operational dimensions. It promotes treating marketing as an operations function and establishing a marketing operations role and function to manage resources, integrate planning, and provide transparency on performance and return on investment. The presentation provides examples of how marketing measurement can be implemented and the expected benefits of doing so.
Catalyft B2B Services Experience Case 2019Tom Atwood
This document summarizes work done to help a $150 million media sales division transition from print to digital offerings. Key challenges included fierce competition, declining margins as print revenue decreased, and inefficient processes. The client implemented recommendations including:
1) Developing customized sales dashboards to provide timely performance metrics from individual salespeople to managers.
2) Redesigning workflows to reduce non-sales tasks for salespeople and centralize some functions like lead qualification.
3) Creating a standardized sales process based on top-performing salespeople with goals for moving clients through the sales funnel.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
Bdw driving commercial excellence with analytics-danny kosasihDanny D. Kosasih
1) Takeda Indonesia implemented projects to improve analytics and sales force automation to address data gaps and challenges in tracking performance.
2) Key aspects of the projects included developing a business intelligence system called COMPASS, building a customer database, and implementing a mobile intelligence tool.
3) Moving forward, Takeda aims to continue enhancing analytics capabilities with the goals of predictive and prescriptive analytics to further drive commercial excellence.
The document discusses best practices for driving adoption of new technologies across large enterprises. It shares customer adoption stories from HP, Adobe, and VMware.
The panelists discuss challenges such as cultural shifts, new processes, and metrics. Their approaches focused on executive alignment, change management plans, communication, and tracking adoption metrics.
Lessons learned include the importance of change agents, managing expectations, defining clear processes and accountability, and sustaining momentum through continuous improvements and communication.
SalesDriver create greater sales results with fewer resourcesTapio Nissilä
This document summarizes a book called SalesDriver that provides a method for improving sales performance and lowering costs through focusing on value and eliminating waste. The method is based on best practices from manufacturing and proven sales methodologies. It introduces a new model for managing sales that has been applied successfully in customer engagements. The book will share case studies and tools to help readers design and implement an effective sales management system aligned with their organization's strategy and objectives.
Catalyft B2B Services Experience Case 2019Tom Atwood
This document summarizes work done to help a $150 million media sales division transition from print to digital offerings. Key challenges included fierce competition, declining margins as print revenue decreased, and inefficient processes. The client implemented recommendations including:
1) Developing customized sales dashboards to provide timely performance metrics from individual salespeople to managers.
2) Redesigning workflows to reduce non-sales tasks for salespeople and centralize some functions like lead qualification.
3) Creating a standardized sales process based on top-performing salespeople with goals for moving clients through the sales funnel.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
Bdw driving commercial excellence with analytics-danny kosasihDanny D. Kosasih
1) Takeda Indonesia implemented projects to improve analytics and sales force automation to address data gaps and challenges in tracking performance.
2) Key aspects of the projects included developing a business intelligence system called COMPASS, building a customer database, and implementing a mobile intelligence tool.
3) Moving forward, Takeda aims to continue enhancing analytics capabilities with the goals of predictive and prescriptive analytics to further drive commercial excellence.
The document discusses best practices for driving adoption of new technologies across large enterprises. It shares customer adoption stories from HP, Adobe, and VMware.
The panelists discuss challenges such as cultural shifts, new processes, and metrics. Their approaches focused on executive alignment, change management plans, communication, and tracking adoption metrics.
Lessons learned include the importance of change agents, managing expectations, defining clear processes and accountability, and sustaining momentum through continuous improvements and communication.
SalesDriver create greater sales results with fewer resourcesTapio Nissilä
This document summarizes a book called SalesDriver that provides a method for improving sales performance and lowering costs through focusing on value and eliminating waste. The method is based on best practices from manufacturing and proven sales methodologies. It introduces a new model for managing sales that has been applied successfully in customer engagements. The book will share case studies and tools to help readers design and implement an effective sales management system aligned with their organization's strategy and objectives.
The document discusses SalesDriver, a modular set of tools for systematic and proactive sales management and execution built on Microsoft Dynamics CRM. It provides complete sales methodology through software components that cover sales management, segmentation, account management, opportunity management, and customer encounters. The tools are designed to have a faster implementation time than traditional CRM solutions through ready-to-implement modular components rather than extensive customization.
The document discusses best practices for joint marketing planning between companies and their partners. It provides 5 tips for improving the joint marketing planning process: 1) Align enterprise and channel strategies and goals, 2) Focus efforts on key partners who can most effectively execute campaigns, 3) Simplify the planning process by automating where possible, 4) Make the planning process easy for partners by providing templates and support, and 5) Take a holistic view of planning by integrating it with other systems and data across the partner lifecycle. The overall aim is to accelerate time to market, increase revenue, and improve the partner experience.
Building a Customer Management Framework outlines key elements for an effective customer strategy: (1) a strategy tied to business goals, (2) compelling programs that drive value, (3) technology to support data and experience, and (4) an organization to deliver these elements. High performing companies leverage customer data by creating analytical skills and processes. The document then discusses building blocks like predictive marketing capacity, customer experience focus, marketing automation, and change management best practices.
The document contains a summary of various marketing roles and positions within a company. It then provides diagrams illustrating the relationships between sales, marketing, targets, objectives, products, brands, benefits, buyers, customers, and turnover/profit. Additional diagrams map out the customer development process and key aspects of marketing including market analysis, advertising, targeting, positioning, campaigns, brand architecture, new product development, digital marketing, CRM, communication, and data setup. Traditional marketing is compared to digital marketing. Suggestions are provided for taking time to nourish your brand. Examples of effective marketing quotes are highlighted. The importance of understanding how the brain works, psychology of buying, evolutionary biology, and anthropology is discussed in relation to a
The document provides an overview of a Business Process Review (BPR) workshop. The objective of the BPR is to document current go-to-market and CRM processes to better handle daily, monthly, quarterly, and ad-hoc business activities. The BPR will involve reviewing processes, identifying risks, estimating resource needs, and setting expectations. Key areas that will be reviewed include segmentation, lead definition, sales stages, marketing and sales alignment, and CRM operations. Various worksheets and tools will be used to conduct a fit/gap analysis and define roles and responsibilities.
Oracle's Siebel Marketing Resource Management (MRM) is a complete solution that allows companies to plan, budget, execute, and measure global marketing efforts. It provides key features such as automating marketing processes, improving budgeting and planning, gaining visibility into spending and performance, and aligning spending with corporate objectives. Siebel MRM streamlines processes and efficient management across the entire marketing lifecycle.
Quotient Marketing is a management consulting firm that helps companies improve their marketing and sales processes to increase revenue and profits. It analyzes operational processes, identifies potential savings, recognizes business drivers, and reevaluates processes. Using business intelligence tools and a quality process reengineering approach, Quotient Marketing helps companies generate revenue growth, productivity improvements, and better asset utilization without requiring capital expenditures.
Smarter campaign management engaging customers at point of maximum impactHolger Kyas
Abstract: In today’s data driven world, C2B organizations need to be innovative marketing leaders to succeed and create meaningful customer experiences. Companies who excel at this are using advanced analytics and “science fueled creativity” to engage their customers at the point of maximum impact. Hear from advanced analytics experts and leaders from Hilton Grand Vacations, Prolifics and IBM on how they are using intelligence to deliver smarter campaigns to positively affect their bottom line.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
Modern Marketing Center of Excellence ReportDemand Metric
Executive Summary
In March 2014, Demand Metric collaborated with Pardot/Salesforce to conduct a research study entitled “Marketing Report Card: Keeping our Seat at the Table” to identify how Marketing as a function is being perceived. While many of the insights drawn were expected, there were a few that were shocking.
Only 15% of organizations claimed to have an easy time justifying their marketing budget. Furthermore, just 12% of organizations felt that Marketing is perceived as a highly profitable revenue center, whereas 59% perceive Marketing as a ‘necessary’ or even ‘unnessary’ expense.
This best practices report will discuss how organizations can build a Modern Marketing Center of Excellence (MMCoE), turn these perceptions around, and drive revenue growth.
Table of Contents
- Executive Summary
- Introduction
- The Modern Marketing Maturity Model
- How to Improve Your Marketing Maturity
- How to Work the Modern Marketing Maturity Model
- Modern Marketing Center of Excellence (MMCoE)
- Benefits of a MMCoE to the Organization
- The Modern Marketing Center of Excellence (MMCoE)
- Why Consider Working with Demand Metric
- We Are the Marketers Behind the Marketers
- Our Best Practices Report Methodology
- Customer Feedback & Testimonials
- About Demand Metric
This document first appeared in Defying the Limits: The CRM Project, A Thought Leadership Project from Montgomery Research, Inc., Sponsored by Accenture.
It includes an executive overview of the makeup of a CRM system, as well as advice for choosing a system, Key Benefits and Best Practices for successful implementation.
The document discusses implementing a CRM strategy at a small Italian telecommunications broker. It analyzes factors affecting competitive advantage in customer management. The case study company lacked a customer-focused strategy and had islands of automated processes. By mapping customer information needs, reorganizing data, developing sales force automation tools, and gradually involving employees, the company was able to boost sales, increase call volumes, and better manage customer accounts through CRM. However, the document notes that full organizational embrace is needed for CRM success.
This document provides an overview of the Spring 2011 issue of The Pragmatic Marketer journal. It includes summaries of three articles:
1) Pragmatic Marketing's 11th Annual Product Management and Marketing Survey, which shares results from their annual survey of product managers and marketers.
2) Finance as a Stakeholder in Product Management, discussing how the product manager interacts with finance.
3) Mining Content Gold: How to Interview Content Experts, providing tips for interviewing experts to generate useful content.
SLC MMKT Products and Services OverviewThomas Dively
CEB provides resources and support to help sales organizations improve performance and drive business growth. This includes research, diagnostic tools, best practices, and advisory services. Key offerings include assessments of sales maturity, competencies, and initiatives; benchmarking against high-performing organizations; and support through meetings, workshops and training events. The goal is to equip sales leaders and teams with actionable solutions based on peer insights and proven strategies.
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
Sales Pipeline Acceleration Achieving Enhanced Business PerformanceRandy Pilkenton
This white paper discusses how to accelerate a company's sales pipeline through improved sales pipeline management. It recommends defining the sales pipeline process, providing on-demand visibility into opportunities at all stages, and monitoring performance through metrics. It also suggests using sales analytics to drive timely actions, such as what-if analyses and customer behavior mining, to close gaps and free stuck opportunities. Finally, the paper notes that business intelligence tools can save money by providing customizable dashboards and scorecards to communicate complex sales data.
The Sales & Marketing Maturity Assessment Tool is a framework that helps organizations assess their current status in sales and marketing functions, identify areas for improvement, and develop a path for becoming more customer-centric. It covers 6 categories of sales and marketing and 41 specific functions, providing a maturity score for each. Organizations can use the results to prioritize improvements, develop implementation plans, and track progress towards best practices. The tool helps organizations close the gap between their institution and customers.
Pragmatic Marketing conducts an annual survey of over 1,500 product managers and marketing professionals. The survey examines roles, responsibilities, activities, and trends in the industry. Key findings include:
- The typical product manager is 37 years old and responsible for 3 products as part of a team of 6 people. Most have a college degree and many have a master's.
- Product managers report mostly to directors or vice presidents and are found primarily in product management, marketing, or development departments.
- Product managers spend much of their time in meetings and communicating via email. Their responsibilities include both strategic and tactical activities across the product lifecycle.
- Social media is becoming more influential in go-to
Lyft provides services and consulting to assess and improve organizational sales effectiveness. Their approach focuses on identifying an organization's current capabilities and potential, developing a vision for success, and implementing changes to talent, processes, and tools to significantly enhance sales results. Lyft's solutions target improving sales force and client-facing personnel through recruitment, assessment, training, coaching, and performance management. The goal is to transform organizations by driving more of the sales team to achieve "trusted advisor" status with clients, resulting in higher win rates, margins, loyalty, and financial impact that is at least 10 times the investment in Lyft's services.
Todd Melioris has over 15 years of experience in executive sales and marketing roles at various companies. He has a track record of success developing solution sales strategies and methodologies, growing revenues, establishing strategic business plans, and managing sales and marketing budgets. Some of his responsibilities have included directing all sales and marketing functions, developing strategic business plans, and strengthening corporate brands.
The document discusses the challenges facing modern Chief Marketing Officers and introduces Gype as a marketing consultancy that helps companies address these challenges. Gype provides business process consultancy, IT solutions, and partnerships to bring transparency and control to marketing operations. Their services include quick scans of marketing processes, design of optimized operations, deployment of solutions, and software development and customization.
This document summarizes a white paper about using web content management systems to deliver effective eMarketing campaigns. The key points are:
1) EMarketing should drive sales, but proving its impact and quantifying results is challenging due to a lack of coordination between marketing, sales, and customer service.
2) Essential components of profitable eMarketing include consistent branding, good customer experiences, and impact measurement.
3) Web content management systems can be powerful eMarketing platforms when combined with capabilities like marketing automation, search engine optimization, and web analytics. This allows centralized management of eMarketing techniques to eliminate gaps in measuring return on marketing investment.
4) Case studies show how documenting eMarketing requirements and implementing a
The document discusses SalesDriver, a modular set of tools for systematic and proactive sales management and execution built on Microsoft Dynamics CRM. It provides complete sales methodology through software components that cover sales management, segmentation, account management, opportunity management, and customer encounters. The tools are designed to have a faster implementation time than traditional CRM solutions through ready-to-implement modular components rather than extensive customization.
The document discusses best practices for joint marketing planning between companies and their partners. It provides 5 tips for improving the joint marketing planning process: 1) Align enterprise and channel strategies and goals, 2) Focus efforts on key partners who can most effectively execute campaigns, 3) Simplify the planning process by automating where possible, 4) Make the planning process easy for partners by providing templates and support, and 5) Take a holistic view of planning by integrating it with other systems and data across the partner lifecycle. The overall aim is to accelerate time to market, increase revenue, and improve the partner experience.
Building a Customer Management Framework outlines key elements for an effective customer strategy: (1) a strategy tied to business goals, (2) compelling programs that drive value, (3) technology to support data and experience, and (4) an organization to deliver these elements. High performing companies leverage customer data by creating analytical skills and processes. The document then discusses building blocks like predictive marketing capacity, customer experience focus, marketing automation, and change management best practices.
The document contains a summary of various marketing roles and positions within a company. It then provides diagrams illustrating the relationships between sales, marketing, targets, objectives, products, brands, benefits, buyers, customers, and turnover/profit. Additional diagrams map out the customer development process and key aspects of marketing including market analysis, advertising, targeting, positioning, campaigns, brand architecture, new product development, digital marketing, CRM, communication, and data setup. Traditional marketing is compared to digital marketing. Suggestions are provided for taking time to nourish your brand. Examples of effective marketing quotes are highlighted. The importance of understanding how the brain works, psychology of buying, evolutionary biology, and anthropology is discussed in relation to a
The document provides an overview of a Business Process Review (BPR) workshop. The objective of the BPR is to document current go-to-market and CRM processes to better handle daily, monthly, quarterly, and ad-hoc business activities. The BPR will involve reviewing processes, identifying risks, estimating resource needs, and setting expectations. Key areas that will be reviewed include segmentation, lead definition, sales stages, marketing and sales alignment, and CRM operations. Various worksheets and tools will be used to conduct a fit/gap analysis and define roles and responsibilities.
Oracle's Siebel Marketing Resource Management (MRM) is a complete solution that allows companies to plan, budget, execute, and measure global marketing efforts. It provides key features such as automating marketing processes, improving budgeting and planning, gaining visibility into spending and performance, and aligning spending with corporate objectives. Siebel MRM streamlines processes and efficient management across the entire marketing lifecycle.
Quotient Marketing is a management consulting firm that helps companies improve their marketing and sales processes to increase revenue and profits. It analyzes operational processes, identifies potential savings, recognizes business drivers, and reevaluates processes. Using business intelligence tools and a quality process reengineering approach, Quotient Marketing helps companies generate revenue growth, productivity improvements, and better asset utilization without requiring capital expenditures.
Smarter campaign management engaging customers at point of maximum impactHolger Kyas
Abstract: In today’s data driven world, C2B organizations need to be innovative marketing leaders to succeed and create meaningful customer experiences. Companies who excel at this are using advanced analytics and “science fueled creativity” to engage their customers at the point of maximum impact. Hear from advanced analytics experts and leaders from Hilton Grand Vacations, Prolifics and IBM on how they are using intelligence to deliver smarter campaigns to positively affect their bottom line.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
Modern Marketing Center of Excellence ReportDemand Metric
Executive Summary
In March 2014, Demand Metric collaborated with Pardot/Salesforce to conduct a research study entitled “Marketing Report Card: Keeping our Seat at the Table” to identify how Marketing as a function is being perceived. While many of the insights drawn were expected, there were a few that were shocking.
Only 15% of organizations claimed to have an easy time justifying their marketing budget. Furthermore, just 12% of organizations felt that Marketing is perceived as a highly profitable revenue center, whereas 59% perceive Marketing as a ‘necessary’ or even ‘unnessary’ expense.
This best practices report will discuss how organizations can build a Modern Marketing Center of Excellence (MMCoE), turn these perceptions around, and drive revenue growth.
Table of Contents
- Executive Summary
- Introduction
- The Modern Marketing Maturity Model
- How to Improve Your Marketing Maturity
- How to Work the Modern Marketing Maturity Model
- Modern Marketing Center of Excellence (MMCoE)
- Benefits of a MMCoE to the Organization
- The Modern Marketing Center of Excellence (MMCoE)
- Why Consider Working with Demand Metric
- We Are the Marketers Behind the Marketers
- Our Best Practices Report Methodology
- Customer Feedback & Testimonials
- About Demand Metric
This document first appeared in Defying the Limits: The CRM Project, A Thought Leadership Project from Montgomery Research, Inc., Sponsored by Accenture.
It includes an executive overview of the makeup of a CRM system, as well as advice for choosing a system, Key Benefits and Best Practices for successful implementation.
The document discusses implementing a CRM strategy at a small Italian telecommunications broker. It analyzes factors affecting competitive advantage in customer management. The case study company lacked a customer-focused strategy and had islands of automated processes. By mapping customer information needs, reorganizing data, developing sales force automation tools, and gradually involving employees, the company was able to boost sales, increase call volumes, and better manage customer accounts through CRM. However, the document notes that full organizational embrace is needed for CRM success.
This document provides an overview of the Spring 2011 issue of The Pragmatic Marketer journal. It includes summaries of three articles:
1) Pragmatic Marketing's 11th Annual Product Management and Marketing Survey, which shares results from their annual survey of product managers and marketers.
2) Finance as a Stakeholder in Product Management, discussing how the product manager interacts with finance.
3) Mining Content Gold: How to Interview Content Experts, providing tips for interviewing experts to generate useful content.
SLC MMKT Products and Services OverviewThomas Dively
CEB provides resources and support to help sales organizations improve performance and drive business growth. This includes research, diagnostic tools, best practices, and advisory services. Key offerings include assessments of sales maturity, competencies, and initiatives; benchmarking against high-performing organizations; and support through meetings, workshops and training events. The goal is to equip sales leaders and teams with actionable solutions based on peer insights and proven strategies.
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
Sales Pipeline Acceleration Achieving Enhanced Business PerformanceRandy Pilkenton
This white paper discusses how to accelerate a company's sales pipeline through improved sales pipeline management. It recommends defining the sales pipeline process, providing on-demand visibility into opportunities at all stages, and monitoring performance through metrics. It also suggests using sales analytics to drive timely actions, such as what-if analyses and customer behavior mining, to close gaps and free stuck opportunities. Finally, the paper notes that business intelligence tools can save money by providing customizable dashboards and scorecards to communicate complex sales data.
The Sales & Marketing Maturity Assessment Tool is a framework that helps organizations assess their current status in sales and marketing functions, identify areas for improvement, and develop a path for becoming more customer-centric. It covers 6 categories of sales and marketing and 41 specific functions, providing a maturity score for each. Organizations can use the results to prioritize improvements, develop implementation plans, and track progress towards best practices. The tool helps organizations close the gap between their institution and customers.
Pragmatic Marketing conducts an annual survey of over 1,500 product managers and marketing professionals. The survey examines roles, responsibilities, activities, and trends in the industry. Key findings include:
- The typical product manager is 37 years old and responsible for 3 products as part of a team of 6 people. Most have a college degree and many have a master's.
- Product managers report mostly to directors or vice presidents and are found primarily in product management, marketing, or development departments.
- Product managers spend much of their time in meetings and communicating via email. Their responsibilities include both strategic and tactical activities across the product lifecycle.
- Social media is becoming more influential in go-to
Lyft provides services and consulting to assess and improve organizational sales effectiveness. Their approach focuses on identifying an organization's current capabilities and potential, developing a vision for success, and implementing changes to talent, processes, and tools to significantly enhance sales results. Lyft's solutions target improving sales force and client-facing personnel through recruitment, assessment, training, coaching, and performance management. The goal is to transform organizations by driving more of the sales team to achieve "trusted advisor" status with clients, resulting in higher win rates, margins, loyalty, and financial impact that is at least 10 times the investment in Lyft's services.
Todd Melioris has over 15 years of experience in executive sales and marketing roles at various companies. He has a track record of success developing solution sales strategies and methodologies, growing revenues, establishing strategic business plans, and managing sales and marketing budgets. Some of his responsibilities have included directing all sales and marketing functions, developing strategic business plans, and strengthening corporate brands.
The document discusses the challenges facing modern Chief Marketing Officers and introduces Gype as a marketing consultancy that helps companies address these challenges. Gype provides business process consultancy, IT solutions, and partnerships to bring transparency and control to marketing operations. Their services include quick scans of marketing processes, design of optimized operations, deployment of solutions, and software development and customization.
This document summarizes a white paper about using web content management systems to deliver effective eMarketing campaigns. The key points are:
1) EMarketing should drive sales, but proving its impact and quantifying results is challenging due to a lack of coordination between marketing, sales, and customer service.
2) Essential components of profitable eMarketing include consistent branding, good customer experiences, and impact measurement.
3) Web content management systems can be powerful eMarketing platforms when combined with capabilities like marketing automation, search engine optimization, and web analytics. This allows centralized management of eMarketing techniques to eliminate gaps in measuring return on marketing investment.
4) Case studies show how documenting eMarketing requirements and implementing a
Massimo Scalzo is a business process and program expert with extensive experience managing large projects across many industries. He has led business process reengineering programs, developed CRM processes and architectures, and improved organizational efficiency. Some of his achievements include developing international CRM processes for an automotive group, redefining analytical CRM strategies for a telecom company, and mapping requirements to create new products for an IT company. Currently, he runs his own management consulting practice focused on CRM, business processes, and program management.
Marketing throughout the Organization using Microsoft Dynamics CRMNerea
This document discusses enabling marketing efforts throughout organizations using marketing automation solutions. It makes three key points:
1) Marketing is no longer just the job of marketers, but requires coordination across departments as every interaction can be a marketing opportunity. Marketing automation can help capitalize on these opportunities.
2) Marketing automation solutions should be deployed across the organization, including to line-of-business teams who are closest to customers and can perform targeted marketing.
3) For marketing automation to be effective throughout an organization, solutions must be easy to use, integrate with existing systems, and provide critical marketing capabilities like customer data management and communications tracking.
Channel Economics Overview: Construction & Agriculture Equipment DealersChannel Economics
Channel Economics provides go-to-market strategies and solutions to drive improved business performance for equipment dealers. They serve global clients ranging from Fortune 500 companies to mid-market firms. Their services include discovery, go-to-market strategy development, program implementation, measurement, and repetition. Channel Economics has extensive experience in the equipment industry through research, analysis, and work with dealers worldwide.
Alterian May 2009 Webinar - From Planning To Execution Presented By Market Sp...Alterian
This document outlines the key points from a presentation on establishing efficient marketing operations. It discusses the strategic advantage that efficient operations can provide, including enabling organizations to compete more effectively with limited resources. Common issues facing CMOs are also examined, such as demonstrating marketing ROI. Research findings show marketing operations capabilities are linked to higher growth and effectiveness. The presentation provides ideas for measurement, governance models, and technology strategies to improve operations. Attendees are encouraged to establish efficiency as a first step to gaining a competitive advantage.
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
Chief marketing officers are now tasked with transforming marketing organizations to be more performance-driven. They must implement new competencies around analytics, digital marketing, and data management. The CMO Council provides a 10-step plan for new CMOs to drive change, including understanding company culture, auditing capabilities, and showing early results. CMOs must revamp reporting structures and processes to gain credibility from other business areas and optimize marketing's impact.
Price & Revenue Management at L&T Infotechutsavbhatt
The document discusses price optimization and management software that helps businesses boost margins in a down economy. Key points:
1) This type of software helps companies identify issues with their pricing policies and practices that reduce revenue and margins. It also helps companies determine prices that target markets will accept.
2) Adoption of these solutions is growing for companies over $500 million in revenue, especially in industries with complex pricing.
3) The greatest interest comes from manufacturing, distribution, and logistics companies, but awareness is spreading to other industries like medical devices and business services.
This document discusses optimizing marketing and sales lead management through the use of marketing automation. It identifies common failures in the lead management process, including a lack of lead definition, data issues, poor lead qualification and scoring, ineffective sales handoff, and limited lead nurturing. Marketing automation can help address these failures by streamlining data collection, facilitating data sharing between marketing and sales, enabling lead nurturing, and supporting performance tracking. The document provides an overview of how marketing automation can help align sales and marketing processes to improve lead management.
Macro Case Study -- Email Marketing Outsourcing (PDF)Macromator Inc.
Here's how we act as a natural extension of a marketing operations team!
Macro helped a fast growing tech enterprise focused on both virtual and in-person events, such as education webinars and informational sessions, organized on a monthly basis. However, their marketing operations team lacked the tactical skills needed to run the campaigns, manage the marketing automation platform, and also work on any process improvements.
The client came to Macro because of our experience solving these marketing operations bottlenecks.
The results? Here's what we achieved for this client:
Better Pipeline:
- 55.31% Increase in Lead to MQL Ration.
Better Engagement Lift:
- 106% Increase in clients reached
- 2% Jump in overall open rate
- 5.5% Increase in Click-Through Rate
Increased Efficiency & Scale:
- 70% Reduction of time from Request to Sent
- 200% Increase in monthly campaigns executed
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
Times Are a-Changin’: Agencies and the New ABM EcosystemDemandbase
We’re entering a new phase of ABM. Successful execution now involves the combined capabilities of the full marketing ecosystem. Critical in this ecosystem is the agency, though their ABM role has been murky up to now. Join this session to learn the agency’s role in successfully executing and optimizing ABM strategies and how they can work closely with ABM vendors and data partners to drive mutual client success.
IBM successfully deployed the SugarCRM platform, renamed IBM Sales Connect, globally to over 45,000 salespeople within 12 months. IBM took an agile approach, prioritizing enabling the salesforce over management needs. Key factors in the success included clear objectives, collaboration with stakeholders, change management support from leadership, and integrating social and predictive analytics capabilities. The deployment provided valuable lessons for large-scale global CRM projects.
Macro Case Study -- Revenue Operations Support (PDF)Macromator Inc.
Here's how we act as a natural extension of sales & marketing teams!
Macro identified the need for a client in hyper-growth mode to receive global comprehensive support in Marketo campaign management and execution, reporting and dashboard creation, Salesforce admin support, and ongoing managed services.
The client came to Macro because of our experience solving these marketing operations bottlenecks.
Macro's agility to adapt to evolving needs, collaborate effectively, and deliver exceptional results, solidifying the partnership as a trusted extension of their marketing team.
Marketing automation software or strategy webinarMarketo
“Marketing Automation is no longer an optional solution but … essential to assure business success.”Nucleus Research: “Marketing Automation Drives Business Success” 2019
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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Building Your Employer Brand with Social MediaLuanWise
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In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. Measuring Marketing Results
Mayer G. Becker
National Practice Director
MarketSphere Consulting LLC
mayer.becker@marketsphere.com
(312) 357-4405
CRE8 Conference 2008 CRE8Summit.com | Presented by AGI agitraining.com
4. Agenda
Taking your pulse – what’s important to you?
Framing the challenge for marketing
Why talk measurement?
3 Dimensions of Marketing Measurement
An introduction to Marketing Operations
Enterprise Marketing Management
Resources to learn more
Q&A
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5. A vignette from the past
Mutli-national software company with 375 products/16 product lines
Problem: Marketing materials needed to support field sales activities were almost
never on-time, direct mail was dropping late, there was “chaos” and not order in the
MarCom area as priorities changed hourly. Late fees were the routine and staff was
stressed.
Challenge: Establish a process that ensured all marketing materials are created and
distributed on time to meet marketing objectives.
Solution
Established standards and key milestones for each type of activity
Established a quarterly planning process – forward looking 4 quarters (2/2)
Built a home-grown Marketing Ops application that organized projects and
provided reports and status to all marketing stakeholders (published weekly on
Monday)
Enlisted EVP Marketing to support change
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6. Problem-solving results
Result: 90-day changeover to a full plan, delivery of 89% of all projects on time
within 12-months (versus 50%), reduced rush charges $900K, earned new
revenue of $10MM from direct mail.
Help
Improve Apply
People
Process Technology
Change
4 Qtr Planning Management tool Weekly Report &
Horizon to track projects Red Flag Status
Integrated Reports based on EVP Support
Calendar Milestones
Deliver as
Standards Promised
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8. Industry snapshot
The Marketing function is the last major business function to be addressed by
technology, beginning with CRM in the late 1990’s
Since 2003 global companies have been re-defining their marketing operations:
Identify more accurately and conclusively the return on marketing investment
at all levels of detail, to demonstrate value
Gather and analyze significant amounts of customer data, to enable greater
insight into customers
Gather and analyze operational and financial data, to improve the
effectiveness of programs while driving down the cost of marketing
Preserve and protect marketing intellectual property, to insure compliance,
facilitate reusability and preserve corporate memory
The result is the adoption of marketing governance (investment portfolio
management), creation of a PMO and implementation of Marketing Resources
Management software within the marketing department.
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9. Forrester Research
“Marketers should buck this trend [CMO turnover] by establishing a
contract with the CEO, in writing, that outlines success metrics
and targets for the department that are clearly aligned with
corporate business goals. Marketers should reach out and partner
with finance to construct the contract and enlist IT to build
dashboards for tracking progress towards goals. By building
executive credibility, marketing stands to gain additional budget
dollars and executive support. A financial services CMO tells us:
quot;Our tests proved that budget was sustained and increased by
adding transparency and accurate metrics.quot;
Peter Kim, Forrester Research, March 9, 2007
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10. Ancient adage
“If it can be measured, it can be managed.
Quote of Unknown Origin, 20th Century?
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11. 3 dimensions of marketing measurement
Measures customer performance against
Customer established targets
Measures financial performance against
Financial established targets
Measures operational performance
Operational against established targets
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12. 3 dimensions of marketing measurement
Measures customer performance against
established targets:
• Customer lifetime value
Customer
• Intent to re-purchase
• Customer satisfaction quotient
• Average invoice or revenue per sales
Financial ticket
• Number of visits or purchases/time
period
• Churn (especially trend)
Operational • Net new customers
• Cost per acquisition or retained customer
• Brand recognition
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13. 3 dimensions of marketing measurement
Measures financial performance against
established targets:
Customer
• Financial measures; “budget to actual”
• Brand asset value
• Customer financial measures; lifetime
Financial value, cost of acquisition, cost of retention
• Return on Marketing Investment (ROMI)
• Cost per lead, cost per sale
• Gross and net profit margins
Operational
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14. 3 dimensions of marketing measurement
Measures operational performance
against established targets:
Customer
• Number of projects
• Projects on time/within X days
• Staff hours utilized; agency hours
Financial • Ratio of staff to freelance hours
• Agency satisfaction scores
• Vendor satisfaction scores
Operational • Performance against annual / quarterly
objectives
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15. How to approach measurement
Decide what to measure, and why it is important
Establish a baseline and “key performance indicators” (kpi’s)
Put into place data collection systems
Collect the data
Analyze and understand the information, develop insights and circulate
the results
Take action (challenge, remediate, or celebrate!)
And most importantly, integrate measurement goals into performance
plans
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17. Marketing as “Operations”
Operations is often overlooked as an integral part of marketing
Marketers are skilled brand builders, product developers and managers, creative
artists and writers and campaign managers, but not necessarily “supply chain” or
operations experts
Marketing IS a supply chain
Traditionally marketers are not trained in professional project management
Marketing Communications, Marketing Services or agencies often serve
as the de-facto project manager
Calendars and projects are not integrated into a single, comprehensive
and holistic view of marketing activities
Software applications specific to marketing management have been available for only
a few years
Status is correct until one minute after you ask for it.
“Why would I need automation. I have it all in my head!”
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18. The 5th Role of Marketing
Product &
Brand
Innovation
Marketing
Operations
Voice of the
Revenue
Customer
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20. What should Marketing Operations do?
• Establish, manage and report on the linkage of objectives with results
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21. What should Marketing Operations do?
• Establish, manage and report on the linkage of objectives with results
• Run the marketing “business” (Project Management Office)
• Manage and optimize resources (Marketing Governance)
• Make it easy for everyone else to get their jobs done!
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22. The Marketing Operations Function
Most commonly in-sourced to respective departments
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23. Marketing Operations
Marketing
Marketing Planning/Project Management Office Planning/PMO
Create and monitor the annual Marketing Plan
Create and monitor the integrated Marketing Calendar
Work with Brand, Product/Innovation, Voice of the Customer and Life Cycle
Marketing to translate corporate goals into action plans
Hold quarterly reviews in conjunction with the CMO
Monitor and publish reports and dashboards that combine customer, operational
and financial metrics and Key Performance Indicators
Key Technologies: Marketing Resources Management (MRM), Marketing
Performance Management (MPM)
Measurement: On-time and on-budget performance of action plans in conjunction
with assigned managers
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25. Marketing Operations
Budget &
Budget and Finance Finance
Manage and control the marketing budget
Monitor and report financial and operational metrics
Translate “finance speak” into “marketing speak”
Assist Marketing Planning with mapping of corporate objectives to budgets, and
results
Recommend to CMO the optimal allocation of marketing dollars
Provide Sarbanes-Oxley oversight
Measurement: performance against plan(s), increased Y-O-Y ROMI
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26. Marketing Operations
Shared
Shared Services Services
Manage marketing services
Graphic arts and writing
Web and email operations
Marketing research & analytics
Traffic and production management
Manages day-to-day relationship with Agencies of Record
Manage or coordinate with other marketing-related functions like Customer
Service, Call Centers, or Fulfillment Centers
Maintain labor standards and hire the optimal mix of staff, freelance and agency
resources
Maintain service level standards and enforce brand consistency
Measurement: reduce cost of marketing while improving service delivery to other
marketing units
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28. Example of a Solution Topology
_Business Units
_Corporate Marketing
_Agencies/Suppliers
User Portal
3rd Party Vendor
Marketing
(Instructions Only)
Marketing
Budgets &
Marketing Offer & Integrated Campaign
Forecasts
Campaign Campaign Marketing Execution
-----------
Planning Workflow Calendar (Future)
Financial
Financials Information
Connectivity
Digital Asset
Management
Administration & Reporting Infrastructure
Ariba
_Central Repository of Marketing Charters
_Documentation of Approvals
Marketing _Financial Information
System _Creative, Media and Project Briefs
of Record _Integrated Calendars & Project Status
_Creative Materials (bridge to DAM)
_Workflow rules
** Customer Contact Rules and Event Triggers (later)
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29. EMM Functionality
Marketing Campaign Email, Web and Digital Fulfillment, Marketing ROI,
Resource Management, Website Digital Asset Key Performance
Management Customer Analytics Analytics Management Indicators &
& Modeling Dashboards
Marketing Profiling & Email Production Digital Asset Analytical data mart
Planning Portal Segmentation Management
Web Forms Hyperion, Cognos, or
Planning Campaign Mgmt. Workflow Business Objects
Web Content
(Audience Selection)
Calendar Management Job Starter Custom-built
for direct mail, e-mail, marketing information
Workflow Web Analytics Procurement & RFP
telemarketing, direct dashboards
Job Starter Collateral
sales Reporting Tools
Customization &
Financials* Lead Management Self-Publishing*
Procurement & Event-based
RFP* Marketing
Predictive Modeling
CRM/Marketing
data mart
SAS Analytics add-on
Marketing System of Record
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30. Expected outcomes
Help
Vision & Improve Apply
People
Roadmap Process Technology
Change
Successful linkage between company strategy and marketing tactics
Reduction in unaligned projects
Better insight into marketing’s return on investment and performance across
product lines, markets and time periods
Forward visibility into an integrated marketing calendar and future resources
needs/requirements
“New money” found from reduced cost of re-work and consolidation of vendors
Higher work-place satisfaction and growth opportunities for staff
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31. Suggestions
Educate yourself and your peers
Learn about available software applications
Aprimo
Unica
Others (mid-market or departmental)
Learn more about marketing measurement
If you see an opportunity to improve operations:
Find a corporate objective that would benefit directly from a more operationally
effective marketing department
Engage an executive sponsor
Partner early with IT and Finance
Design a roadmap detailing the steps to be taken
Include programs for change management
Have patience, a lot of patience
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31
32. Resources
For more information, contact:
Aquent Consulting www.aquent.com
MarketSphere emm.marketsphere.com
Destination CRM (Marketing Automation) www.destinationcrm.com
Henry Stewart Conference on Marketing Operations
www.damusers.com
Ian Michaels / Aberdeen Group www.aberdeen.com
Suresh Vittal / Forrester Research www.forrester.com
Kim Collins, PhD. / Gartner Group www.gartner.com
Gary Katz / Marketing Operations Partners www.mopartners.com
Pat LaPointe / MarketingNPV www.marketingnpv.com
Aprimo Inc. www.aprimo.com
Unica Corp. www.unica.com
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33. Q&A
Let’s hear your questions
and comments!
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34. Wrap Up
Thanks for
attending today’s
session!
For a copy of the PowerPoint slides:
mayer.becker@marketsphere.com
CRE8 Conference 2008 | CRE8Summit.com