The document discusses the growing importance of analytics in B2B marketing. It notes that spending on marketing analytics is projected to increase 60% over the next three years. However, many companies still struggle with data assembly and analysis challenges. The document outlines some common challenges such as integrating multiple data sources and performing advanced statistical analysis. It then provides recommendations for solutions like hiring analysts, using marketing automation software, and focusing on key non-revenue metrics. The overall message is that while analytics adoption faces hurdles, the benefits of improved marketing ROI can outweigh the challenges.
DES: State of the Industry by Adap.tv: Online Video and Programmatic BuyingDigiday
The digital marketing industry increased its online video budgets by 27 percent last year and is projected to increase budgets again this year by 20 percent, according to new research by Adap.tv. Donnie Williams, chief digital officer at Horizon Media will join Adap.tv CEO Amir Ashkenazi to discuss these findings, the future of video online and how programmatic buying is fueling its growth.
Presenters: Amir Ashkenazi, Founder and CEO @Amirtime
Curt Hecht, global CRO, Weather Channel @curthecht
Donnie Williams, CDO, Horizon Media @HorizonMediaInc
Content distribution is a discipline that needs to be integrated with content creation, SEO and management strategies, not thought about after the fact.
1. The document outlines a 7-step process to map content to personas at different stages of the buying process: identify personas, questions, answers, audit content, map content to questions, identify gaps, and create new content.
2. Personas are defined with details on role, concerns, and buying stage. Questions the persona would ask at each stage are identified.
3. A content inventory and matrix maps existing and missing content to questions and formats for each persona's buying stage. New content is created to fill gaps.
Marketers now have the ability to easily and precisely capture data, assign values to leads, and predict/drive revenue, all through the use of marketing automation.
Driving Demand Generation Results via Digital NurturingLeft Brain DGA
Understand the modern digital nurturing impetus in the era of Buyer 2.0 and the strategic role of content + email/ Web nurturing in the new content- based buyer dialogue.
A step-by-step nurturing program consisting of educational content, combined with a clean database and communication with sales will provide you with an effective lead nurturing flow.
DES: State of the Industry by Adap.tv: Online Video and Programmatic BuyingDigiday
The digital marketing industry increased its online video budgets by 27 percent last year and is projected to increase budgets again this year by 20 percent, according to new research by Adap.tv. Donnie Williams, chief digital officer at Horizon Media will join Adap.tv CEO Amir Ashkenazi to discuss these findings, the future of video online and how programmatic buying is fueling its growth.
Presenters: Amir Ashkenazi, Founder and CEO @Amirtime
Curt Hecht, global CRO, Weather Channel @curthecht
Donnie Williams, CDO, Horizon Media @HorizonMediaInc
Content distribution is a discipline that needs to be integrated with content creation, SEO and management strategies, not thought about after the fact.
1. The document outlines a 7-step process to map content to personas at different stages of the buying process: identify personas, questions, answers, audit content, map content to questions, identify gaps, and create new content.
2. Personas are defined with details on role, concerns, and buying stage. Questions the persona would ask at each stage are identified.
3. A content inventory and matrix maps existing and missing content to questions and formats for each persona's buying stage. New content is created to fill gaps.
Marketers now have the ability to easily and precisely capture data, assign values to leads, and predict/drive revenue, all through the use of marketing automation.
Driving Demand Generation Results via Digital NurturingLeft Brain DGA
Understand the modern digital nurturing impetus in the era of Buyer 2.0 and the strategic role of content + email/ Web nurturing in the new content- based buyer dialogue.
A step-by-step nurturing program consisting of educational content, combined with a clean database and communication with sales will provide you with an effective lead nurturing flow.
This document discusses supply chain insights and market mix management. It provides definitions of market mix and promotion management. It also includes polling questions about companies' use of technology for market mix determination and the goals and effectiveness of trade promotion projects. Charts show data on how well companies met goals of recent projects, replacement timelines, and compliance levels for various trade promotion tactics at retail. The document advocates for market mix determination to address changes in retailer programs, digital opportunities, and compliance evaluation gaps.
Mary Kay challenged T2 Media to help reposition its brand among beauty-conscious consumers not easily reached through traditional media. T2 designed a campaign using influential bloggers to review Mary Kay products and act as brand ambassadors. This increased awareness of Mary Kay's contemporary products and improved perceptions of the brand. By measuring brand lift in purchase intent, the campaign achieved a 49.1% increase, outperforming industry benchmarks. The key learning was that activating digital influencers can effectively impact brand perception and purchase intent.
The document discusses building out a B2B marketing infrastructure using marketing automation. It begins with an overview of marketing automation, its benefits including bigger lead generation, and that half of B2B marketers will use it by 2015. It then discusses leveraging automation to power nurturing campaigns and business processes, including integrating it with CRM and sales. The document provides examples of automation uses like segmentation, forms, and integrated lead scoring and routing processes.
Gregory, Richard, Latest Stats About The Search EnginesRichard Gregory
SEMPO conducted a survey to understand how search marketing is faring during the economic recession. The survey found that most marketers have decreased their marketing budgets and are not planning to increase spending on search activities. However, search, especially natural search, was considered the most cost-effective form of marketing. While search remains important, the survey highlighted barriers like lack of understanding among senior management and a need for more analytics and education on holistic search strategies.
The document summarizes the findings of a survey of over 450 marketers about skills gaps in marketing organizations. It found that 70% receive no formal training or are self-taught, less than 50% receive regular training, and over 65% spend less than $1,000 annually on skills development. Additionally, over 50% of organizations do not have plans to address these skills gaps. The lack of skills is seen as contributing significantly to issues like poor sales-marketing alignment and lower revenue by many respondents.
Personalised Digital Interactions: What Reallt Works According to European Ma...Neolane, Inc.
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The document discusses how marketers are challenged by today's complex marketing environment and how conventional marketing mix models are limited in their ability to address this complexity. It introduces ThinkVine's agent-based marketing mix modeling approach, which simulates individual consumer behavior from the bottom-up to provide more accurate forecasts and insights. ThinkVine's software allows marketers to optimize their spending, tactics, targets, and timing to improve ROI across all of their marketing investments.
Creating a social recruiting strategy involves using social media to connect, attract, and recruit candidates. The key aspects are building a strategy around the four C's of social media - connection, collaboration, content, and conversation. Metrics should be used to measure the effectiveness of social media recruiting approaches and case studies show benefits like enhanced communication, cost savings, and increased talent pools.
This document introduces Steve Tennant and his consulting firm Tennant Consulting. The firm works with startups and growing software and internet companies. It provides a range of services including strategy, marketing, product management, alliances, and venture capital. Tennant has over 30 years of experience in roles such as programmer, analyst, product strategy director, and VP of business development. He has worked with over 300 companies and given speaking topics on entrepreneurship, market analysis, and product management.
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The document discusses the changing landscape of digital marketing. It notes the explosion of data and rise of social media. Marketers must adapt to new platforms like Facebook and leverage two paradigms: the Google search paradigm and the Facebook discovery paradigm. Every employee can contribute expertise online. Social engagement requires interacting with customers on their preferred platforms. The majority of Nordic CMOs want to use new tools to manage social media, mobile, and customer relationships. Data and imagination are pushing boundaries, and marketers must ensure digital experiences align with their brands.
Ibm connect 2013 sw 102 social analytics key to a social enterpriseMark Heid
Social Analytics overview and demos - customer facing and "voice of the employee". Presentation delivered at IBM Connect 2013 in Orlando on Jan 28, 2013.
Features major direct marketing and advertising trend with long term impact, details the 7 profit drivers for insurance direct marketing and explores Web 2.0 opportunities for direct marketers.
The survey found that most organizations have some level of mobile BI initiative underway, with 20% having no plans and 37% still under consideration. Providing information to field workers and increasing BI adoption were the top reasons for deploying mobile BI solutions. Currently, 13% of users access BI information via mobile, but that is projected to increase to 34% in 18 months. On average, organizations have deployed 3 mobile BI applications currently, projected to increase to nearly 9 applications in 18 months. The biggest obstacles to mobile initiatives are data security, user and device management, and funding.
Mary Kay sought to improve brand perception and increase purchase intent among beauty-conscious consumers. They partnered with BlogHer to launch an influencer marketing campaign. Key bloggers reviewed Mary Kay products, generating engagement. Paid media amplified this content. The campaign drove a 49.1% lift in purchase intent and outperformed norms, showing that influencer marketing can effectively impact brands. Mary Kay will continue such programs and measure effectiveness using Vizu metrics.
This is an independent study, commissioned by Adobe, that looks at social media marketing measurement across Europe.
Learn how Adobe can help you tie social media marketing to real business results: http://www.omniture.com/go/39875
The document provides an overview of search marketing and how to drive targeted traffic and build a brand. It discusses how Canadians use search engines and search engine basics. It then covers search engine marketing (SEM) and search engine optimization (SEO), explaining the difference between paid listings and organic listings. The document provides tips for improving SEO through factors like making pages crawlable, adding links, optimizing content and keywords. It also explains how paid search marketing works through pay-per-click advertising on search engines and provides steps for getting started with setting up campaigns on Yahoo search.
The presentation discusses using search marketing to drive targeted traffic and build brands. It covers why search marketing is important given that Canadians spend much of their online time conducting searches. It then discusses key search engine marketing concepts like search engine marketing (SEM) and search engine optimization (SEO) to help businesses improve their search engine rankings and visibility. The goal is to learn how to move a business from low search engine result pages to the top through search marketing techniques without hiring programmers.
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“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
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popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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Personalised Digital Interactions: What Reallt Works According to European Ma...Neolane, Inc.
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Analysts tout buyer and seller collaboration as the major aspiration of B2B e-commerce, but what does that actually mean? Two industry-leading Ariba customers – buyer and seller trading partners – explain how no-touch/low-touch collaboration on procure-to-pay and order-to-cash processes has reduced IT costs and manual work. This business process integration has helped AGCO gain more visibility and control in a multiple ERP environment, while also helping SHI International increase key operational and top-line metrics by more than 20 percent.
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The document discusses how marketers are challenged by today's complex marketing environment and how conventional marketing mix models are limited in their ability to address this complexity. It introduces ThinkVine's agent-based marketing mix modeling approach, which simulates individual consumer behavior from the bottom-up to provide more accurate forecasts and insights. ThinkVine's software allows marketers to optimize their spending, tactics, targets, and timing to improve ROI across all of their marketing investments.
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This document introduces Steve Tennant and his consulting firm Tennant Consulting. The firm works with startups and growing software and internet companies. It provides a range of services including strategy, marketing, product management, alliances, and venture capital. Tennant has over 30 years of experience in roles such as programmer, analyst, product strategy director, and VP of business development. He has worked with over 300 companies and given speaking topics on entrepreneurship, market analysis, and product management.
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Microsoft’s Digital Transformation Framework
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Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
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Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
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fellow marketers, I come bearing good news and bad news. good news: marketers have more ways to do business than ever; means more opportunities to create value, more data to make good decisions, more ways to prove their valuebad news…is the same news…more ways to do business than ever, more opportunities to make mistakes, more data to sift through, higher expectation that we’ll be able to prove our valuein short, we face a flood of data. we’ll either rise above it or drown. the life preserver, the thing that keeps us from drowning, is analytics
And, sure enough, nothing’s more common than surveys like this one, showing marketing analytics budgets will grow 60% in the next three years. the problem is, I’ve been tracking this industry for a long time and can show you surveys like this going back for years. Analytics is like that last five pounds that everybody resolves to finally lose this year for sure. But then life gets in the way, and before you know it, another year’s gone by, and you haven’t lost those five pounds, and here it is January again, and you make the same resolution.
One more bit of data to drive home the point: Jim Lenskold has been surveying marketers since 2005 about use of ROI metrics, which he argues – and I agree – is the most appropriate measure to use. He’s found some year to year fluctuation but, basically, the number has hovered around 25% since he started counting. At most there’s a slight upward trend – but if it’s moving at all, it’s moving slowly.
So, while I’m always glad to see marketers say they’re going to take analytics seriously, I’m also always skeptical that they’ll actually do it. A more realistic number might be the one in a new Forrester report, which shows just 1.2% increase in customer and market intelligence, which I think is where analytics would fall.
In other words, my skepticism has deep and I think solid roots. But this really raises a fundamental question: the need for analytics is clearly there, so why hasn’t it been more widely adopted?We’ll talk a lot in a few minutes about the mechanical obstacles – things like technology and process. To be honest, those are the barriers that come up in surveys when you ask marketers what’s preventing them from doing better analytics. But based on my direct experience at Left Brain and elsewhere, I think there’s a more fundamental issue that marketers don’t like to talk about. That’s the lack of analytical skills within the marketing community. There just aren’t many marketers at any level who are really good at working with data.That’s why I’m really pleased to share with you today the secret of how we at Left Brain have solved this problem. Let me introduce Teddy.
Well, if you look at most surveys, they come up with something like this: pipeline, lead conversions, funnel value, ROI – a very specific focus on revenue. I doubt that’s a surprise to anybody in this room, but it’s still worth noting because there are still so many people who claim marketers don’t want to be measured on revenue. Quite the contrary, everyone here knows that we desperately want to be measured on revenue, but it’s just really hard to make that happen. We’ll talk in a bit about some solutions to that.But first, I want to make the point that there’s more to marketing analytics than just revenue.
Benchmarks. The only way to know whether your revenue figures are good or bad is to put them in context, which could be this year’s marketing plan or last year’s actual results. Even marketers who can’t measure revenue can set benchmarks for metrics like number of leads generated, funnel conversion rates, or cost per order. In fact, measuring components that contribute to results gives better insights into marketing performance than reporting on the results themselves. Projections. The past is important but the future is what really counts. Again, the real need is to understand the factors that determine future results, such as response rates and funnel velocity. Changes in these can give early warning of risks and opportunities. The trick is to distinguish real trends from random variations, so marketers react quickly without chasing too many false alarms.Operations. It’s easy to make mistakes in setting up a marketing program, especially one with multiple stages, lead scoring models, and decision rules. Even careful pre-productiontesting can’t always capture all program steps or contingencies. Marketers need reports on the number of people in each program stage and receiving each message, and they need a model that lets them know whether those numbers are reasonable. Reports should show both program-to-date and weekly or daily results: cumulative data show major errors such as bad program logic, and short-term results capture small problems, such as a missed processing step, that could get lost in a program-to-date aggregate.Exceptions. Projections and benchmarks put data in context, but marketers don't have time to comb through every figure. They need exception reports to highlight the most important variations, both positive and negative. Marketers also need tools to drill into the exceptions so they can understand what happened and identify new opportunities. Testing. Formal tests are the most certain way to understand the impact of marketing projects, but they often require special reporting tools such as ways to compare results for different customer groups over time. Incremental revenue is the ultimate measure for test evaluation, but often other metrics such as response rates or velocity are easier to capture and more directly relevant. Reaping the full benefit of tests also requires systems to distribute results and catalog findings for future reference.Strategic Goals. Marketing plans should be based on corporate strategy, but long-term goals fade into the background once marketers start making tactical choices based on day-to-day results. The reporting system should provide direct measures of strategic objectives – things like penetration of new market segments and exploration of new channels – so marketers can see the cumulative impact of deviations from the original plans. Many strategic goals, such as process change, staff training, and systems deployment, are not measured in revenue at all. So now I hope you have a more specific idea of what kinds of things Teddy is sniffing for in our clients’ data. Now let’s turn to the hard part: setting up a solid analytics program.
It turns out that analytics really requires two things: - assembling data so it’s useful, and - breaking it apart to understand relationships…and since nothing says evil twins like the Olsens, except for mime Olsens, let’s go with that.
let’s start with data assembly, which we’ll represent by either Mary-Kate or Ashley, I have no idea which is which. In any event, data assembly means building an analytical infrastructure, and I’d say for most marketers it’s the bigger challenge. After all, we’re marketers, not data technologists, and most marketing departments get precious little support from corporate IT.specific challenges include:getting the right data (multiple sources, storing adequate volume, filtering for relevant detail)cleansing and transformations (converting to structured, integrating across sources, standardizing & removing errors, attaching attributes, formatting for analysis)
This Olsen isn’t quite as scary as the other one, although this picture looks to me like she dines on human flesh and is eyeing you for her next meal. But just try to ignore that as we look at data analysis challenges. analytical challenges - general challenges - uncovering relationships - changes over time - mastering new tools - specific B2B needs - program effectiveness (acquisition vs. nurture programs; incremental impact, fractional attribution) - content effectiveness - funnel analysis (rates, throughput) - testing - media mix & other types of optimization
So, how do we solve these challenges? and at this point we’ll mercifully move past the Olsen’s to the inevitable ‘hang in there kitty’ which, after the Olsen’s I think you’ve earned.(discuss what these are, how to use them, and why they’re important – basically, to reduce effort and risk); solutionsdata assembly - prebuilt connectors & tools - standard schemas - analytical databases - quality monitoring (of input data) - production monitoring - standard reports - checks for exceptions and variances - comparison vs. goals, vs. past performance - package of key metrics - ad hoc capabilities
analysis solutions (say what they are, why they matter)- standard reports (package of common information; often built into system; saves effort; requires training)exception & variance reports (identify important items; reduces info overload)- compare vs. goals & past results (provides context; otherwise don’t know what numbers mean)- key performance indicators (highlight critical objectives, related to strategy; different for everyone, change over time) forecasts & projections (to understand what’s coming; need to look beyond historical data)ad hoc capabilities (needed to do deeper analysis than standard/fixed reports)
the key to B2B is funnel analysis, tracking leads from prospect through salemust be unified funnel, not just end at SRLSthree sections: acquisition (prospects); nurture (respondents – SRLS); sales (Opps – Closed)all measurement is based on incremental changes to movement in funnelcount costs at each stagecount revenue at the endkey metrics are conversion rate and time in stageuse for incremental revenue, ROI, marketing contributed leads, etc.
in turn, the key to funnel analysis is revenue attribution: mapping sales revenues back to marketing activitiessimplest is Sales opportunities to Marketing Automation leads – but often can’t do because opportunity doesn’t have original lead namenext, is opportunities to accounts to leads – but only if account mappings are the same in both systemsmay need to match on the company levelbut all this assumes that there’s a direct relationship between a particular lead and a specific opportunity. in reality, many influences impact sales; can be many people in same company and marketing contacts can influence existing accountsmeasure correlations between marketing-touched accounts and final sales; if these get better results than non-marketing-touched accounts, marketing should get some creditneeds negotiating, but no different from impact of brand advertising
but assembling data and analyzing it isn’t really enough. to get any real value, you have to deploy your findings. this raises a third set of challenges, just as there is indeed a third Olsen sister.The challenges and solutions include:- deployment (feeding analytics insights back into actual marketingprograms) - targets – setting targets for each marketing project, so you have something to compare results against - test design – need to design valid, useful tests - execution – ensure tests are actually executed correctly - assessment – measure results and understand them; often tests are not analyzed - continuous improvement – feed results into operations, then do it again; must learn from tests
But there’s more to success than technology. Here are some specifics from Aberdeen research, which looked at the differences which separate the best-performing companies from others. I’ve pulled the most important items here; the actual report includes several more.Key points:standardized processes to ensure testing happens and results are read. Nearly every one of these boils down to that – including staff, measurement, dashboards, KPIs. Having things standardized, not just ad hoc, is biggest difference between effective and not. e.g. RPM technology isn’t enoughother takeaway is importance of testing and managing content in particular. Not exactly a surprise since so much B2B marketing is content-driven. And you’ll notice that content management and testing are relatively uncommon – e.g. just 52% -- even among best in class. My interpretation is really good content management is something that marketers tackle fairly late in the maturity cycle, after they’ve mastered the basics. Things like Web visitor tracking and Web analytics are actually much more common – both at over 80% for Best in Class – but they’re also common among average and laggard companies – exceeding 60%. So while they’re certainly important, they’re just a price of entry.that last entry, identify which channels drive offline sales, is another example of a capability that only applies to the most advanced companies.- As you may know, Aberdeen actually classifies these items into process, organization, knowledge management, enabling technologies, and performance measurement. I tend to rely on the orthodox trinity of people, process, and technology, but don’t really care for a religious argument about which is better. Either way, they key point the same: technology by itself won’t ensure success. You a balanced approach.
Given the rising flood of data, marketers have no real choice about whether to improve their analytics: it’s swim or drown. But it’s still a big investment that competes with other priorities, so marketers do need to make choices about how quickly they move. So it’s worth asking whether this is something that will really pay off or they simply have to do to stay afloat. There are actually quite a few studies showing that better analytics have a substantial benefit – I’ll go back here to Lenskold Group, whose data we looked at before. The finding here is that 64% of marketers who use ROI metrics said they grew significantly faster than their competitors, compared with 51% of marketers who use less advanced, traditional metrics. We all know that correlation doesn’t prove causation, but, as Damon Runyon said about the race going to the swift, it’s the way to bet.So, yes, this is worth the trouble.
So, what now. You probably walked in here this morning convinced that you need better marketing analytics, and hopefully I’ve both reinforced that belief and given you some concrete ideas for moving ahead. Here’s a roadmap:Audit existing capabilitiesDefine goals, prioritize, set strategy to meet those goalsBuild long-term execution plan Deploy plan in stages