The document discusses best practices in marketing operations. It emphasizes establishing clear goals, metrics, and executive buy-in to drive accountability. Formalizing processes, reviews, and knowledge sharing helps balance marketing strategy and tactics. Success requires clarity, consistency, support, and cross-functional collaboration throughout the organization.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
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Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
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Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
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3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
[Copyright (c) Tetradian Consulting 2007]
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
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For more information, please visit www.scottmadden.com.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Using Business Architecture to enable customer experience and digital strategyCraig Martin
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This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
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Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
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Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
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This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
How does one decide if a Metric qualifies as a Key Performance Indicator? and if so, what are the characteristics of an excellent online marketing KPI?
This presentation presents the Strategy Execution Agenda – a management model with eight strategy implementation success factors that allows executives and managers to master one of the greatest management challenges – successfully implementing strategy.
This template was provided by the Davidson Institute.
The Davidson Institute Team deliver business planning and financial education concepts through courses that can help bring further knowledge and expand on the information that has provided through this seminar. They provide both face to face and on-line learning platforms. If you would like to speak to them on how they may help your organisation, please drop them a note or visit them at davidsoninstitute.edu.au for more information.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
5 Ts Of Marketing Ops: Learning Org to Increases Marketing EffectivenessClearAction Continuum
For an updated version of this presentation: https://www.slideshare.net/clearaction/5-ts-of-marketing-ops-learning-org-to-increases-marketing-effectiveness-127189816
May 13, 2008 presentation at Henry Stewart Marketing Operations and Digital Asset Management Conference, by Gary Katz.
See https://ClearAction.com
Using Business Architecture to enable customer experience and digital strategyCraig Martin
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The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
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This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
The First 100 Days: A Planning Framework for the CEOMichael Cairns
New CEO's are frequently asked to provide a 100 day plan during an interview process. This is one example as to how I have approached this task. Read my blog post at Personanondata.com
Email if want a download copy: michael. cairns @ outlook.com
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
How does one decide if a Metric qualifies as a Key Performance Indicator? and if so, what are the characteristics of an excellent online marketing KPI?
This presentation presents the Strategy Execution Agenda – a management model with eight strategy implementation success factors that allows executives and managers to master one of the greatest management challenges – successfully implementing strategy.
This template was provided by the Davidson Institute.
The Davidson Institute Team deliver business planning and financial education concepts through courses that can help bring further knowledge and expand on the information that has provided through this seminar. They provide both face to face and on-line learning platforms. If you would like to speak to them on how they may help your organisation, please drop them a note or visit them at davidsoninstitute.edu.au for more information.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
5 Ts Of Marketing Ops: Learning Org to Increases Marketing EffectivenessClearAction Continuum
For an updated version of this presentation: https://www.slideshare.net/clearaction/5-ts-of-marketing-ops-learning-org-to-increases-marketing-effectiveness-127189816
May 13, 2008 presentation at Henry Stewart Marketing Operations and Digital Asset Management Conference, by Gary Katz.
See https://ClearAction.com
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-operations-the-engine-behind-predictive-analytics-127189835
Presented by Gary Katz at Predictive Analytics World, February 18, 2009 San Francisco, Calif.
See https://ClearAction.com
For an updated version of this presentation: https://www.slideshare.net/clearaction/applying-marketing-operations-best-practice-framework-127189811
How to accelerate your roadmap to marketing operations excellence to optimize return on marketing investment.
See https://ClearAction.com
For an updated version of this presentation: https://www.slideshare.net/clearaction/embracing-marketing-operations-what-is-it-and-why-bother-127189818
Originally presented by Gary Katz
BrightTALK Marketing Operations Channel
September 26, 2008
See https://ClearAction.com
Analyst Presentation: How Top Companies Manage Marketing Across Hundreds of L...DocuStar
Gleanster Principal Analyst and CEO Ian Michiels provides practical guidance for managing marketing at the local level based on his research of more than 500 top marketers from leading companies.
Michiels outlines advice for improving local marketing operations applicable especially for industries like financial services, insurance, manufacturing and franchise-model organizations where corporate marketing supports a network of hundreds and even thousands of local and affiliate marketers.
Visit http://info.docustar.com/marketing_operations_roadmap to download the full corresponding Gleanster research report, “The Marketing Operations Technology Roadmap for Local Marketing Success.”
Marketing Operations to-date has focused primarily on marketing automation, return on marketing investment, and work flow management. Here's how to take it to the next level, with much stronger impact on all of Marketing's stakeholders internally and externally.
Optimize lead. Management to Align. Sales and MarketingMrSeller Zograf
New pressures for marketers
Today’s marketers are under mounting pressure to demonstrate the direct connection between marketing programs and sales impact.
Measuring return on marketing, particular marketing investment is hardly possible. Marketers need to show a positive feedback between outreach activities and bottom-line result such as new customer acquisition or even beter - sales revenue. But for many companies,mesurign marketing effort is still unreachable and therefore deficient lead management practices keep getting in the way.
The landscape of business-to-business marketing has profoundly changed. Marketers face the formidable challenge of tracking leads from an ever-expanding array of channels in an increasingly complex purchase-decision process.
In the past, marketing teams focused largely on raising brand awareness through creative work,
but this is no longer true.
Marketing departments now must be able to show—proof-positive—that their efforts directly contribute to new leads, customer acquisitions, sales, and revenue growth.
Marketers working in the new landscape of business-to-business marketing face yet another challenge: how to manage an ongoing digital dialog with prospective customers.
Today’s buyers use social media extensively, marketers need to be agile enough to
keep them engaged and informed—not just in the early stages, but throughout the marketing and sales lifecycle.
New solutions: a holistic approach
Marketing automation software, which automates the process of moving leads through
the sales funnel, can be part of this solution but clearly technology alone cannot make the difference.
The solution lies in synchronizing processes and technology to better align marketing and sales and improve lead management.
Marketing operations offers a way to coordinate people, processes, and tools. Marketing operations principles offer a holistic approach to optimizing lead management and provide
the way from marketing spend to revenue through realized sales—one that examines how people, processes, and tools come together throughout the marketing and sales lifecycle.
And evaluated software tools are improving both marketing and sales force automation.
By taking steps to coordinate people, processes, and tools to manage leads, marketing leaders can more accurately measure and maximize return on marketing investment.
The holistic approach focuses on three key activities:
• Synchronize the efforts of cross-functional teams
• Optimize lead management workflows
• Close critical gaps in software systems
Need to synchronize team efforts
Marketing and sales teams often are not aligned in their processes and goals.
Lack of synchronization between marketing tactics and sales objectives magnifies the difficulty of measuring performance.
Marketing staff contend with the pressure of keeping the sales pipeline primed with leads.
At the same time, sales personnel rout
Similar to Best Practices in Marketing Operations (20)
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
Jump-start your organization’s awareness of marketing effectiveness and efficiency improvement opportunities. Socialize your assessment results through this coffee table book with more than 2 dozen analyses and recommendations. Get insights on becoming more scalable, more flexible, and more competitive.
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While the average starting point for all #MarketingOps objectives included in this study was “practiced less than 50% of the time,” it is encouraging to note that the near-term expected performance target for all MO objectives is within the range of “practiced 79%-85% of the time.”
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Examples of conscious integration of learning organization principles into Marketing are scarce. We’re just starting to acknowledge that we’re behind other organizational functions in our learning process.
Overreacting to events, tackling symptoms rather than underlying fundamental problems and jumping to please the boss can prove fatal. Crippled marketing efforts can leave promising companies in the dust, or at least handicapped at the starting gate. Admired companies are leveraging Marketing Operations to improve performance and measure ROI as they refine their marketing organizations using an operational focus.
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-efficiency-assessment-127189827
Jump-start your organization’s awareness of marketing effectiveness and efficiency improvement opportunities. Socialize your assessment results through this coffee table book with more than 2 dozen analyses and recommendations. Get insights on becoming more scalable, more flexible, and more competitive.
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Best Practices in Marketing Operations
1. Best Practices in
Marketing Operations
Center your business on customers as the key to growth: accountability, alignment & agility
2. 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%
High-Priority MO Challenges Emphasize Metrics,
Strategy, Cross Functional Goals
3. Source: Journey to Marketing Operations Maturity
Benchmarking Study, Marketing Operations Partners
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
Key Factors for MO Success Include Clarity,
Consistency, Support & Buy-in
4. 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 Plays Key Role in Journey to MO Maturity
7. Company Characteristics:
Marketing Charter & Stature:
1) Large companies build MO sophistication through process, automation, measurement,
and change management.
2) Midsize companies build MO sophistication through resource optimization & processes
addressing lead generation or compliance challenges.
3) Financial performance enables broader scope & more sophisticated MO.
4) Company maturity phase may not determine MO effectiveness.
5) Relative stature of Marketing & Sales organizations improves Marketing’s ability to
operate strategically, share knowledge, & leverage processes.
6) The balance between MO strategy & tactics relies on stakeholder
alignment, knowledge management, & accountability.
7) CMO tenure improves ability to move forward with key MO initiatives.
8) Selling model provides opportunities for MO added value.
Differences by …
8. MO Function Characteristics:
9) Formality of MO function plays a role in Marketing’s effectiveness & overall
contribution to enterprise success.
10) Centralization of MO function facilitates balance between corporate
control & local authority.
11) The scope of MO function relates to Marketing’s self-reliance.
12) MO maturity stages evolve to embrace more strategic mechanisms.
Differences by …
9. Unique to
High Performers
Unique to
Poor Performers
• Focus
• Buy-in
• Info
• Effectiveness
• Knowledge
Management
• Campaign
Management
• Dashboards
• Lead
Management
• Process
• Incentives
• Communications
• Culture Management
• Metrics
• Best Practices
• Stakeholder Alignment
Commonalities
Campaign Management
Lead Management, Dashboards
Process, Incentives
Compared to Current Peer Group
(Poor Performer):
Compared to Aspirational Peer Group
(High Performer)
Effectiveness
Info
Buy-in, Focus, Knowledge
Management
Example: Financial Performance Enables
Broader Scope & More Sophisticated MO
27. tel +1 408 243 7881
• Twitter.com/MOpartners
Twitter.com/MktgFuture
• Slideshare.net/MOpartnersCEO
• LinkedIn Groups:
Marketing Operations Partners
Marketing Operations Future
• Youtube.com/c/marketingfutureforum
MarketingFutureForum.com
Join@MarketingFutureForum.com
MarketingFutureForum.com
ChangeMyMO@MOpartners.com
Center your business on customers as the key to growth: accountability, alignment & agility