A marketing asset management solution can provide several benefits: it can significantly lower marketing costs by reducing procurement, storage, inventory, and distribution costs; it allows for customization of marketing materials while maintaining brand control; it reduces waste from obsolete marketing materials; and it increases convenience, speed, and accuracy for ordering marketing materials. A marketing asset management solution automates processes for acquiring, managing, and distributing marketing materials through an online system and outsourcing print production and fulfillment services.
This document discusses customer relationship management (CRM) and how it can help companies improve their one-to-one marketing strategies. CRM involves tracking all customer interactions, including marketing, sales, and customer service, to better understand customer needs and provide personalized experiences. It allows companies to manage the entire customer lifecycle in a unified way. The document argues that selecting a CRM solution requires considering both the necessary processes and software products that can help automate processes to improve marketing and sales efficiency.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
1) Revenue management techniques help increase revenue but traditionally fail to account for demand generation functions like marketing. Integrating revenue management, marketing, pricing, and distribution channels allows firms to optimize total demand profit.
2) Under a total demand profit optimization framework, demand forecasts drive appropriate promotion strategies, customer-centric pricing considers customer value and willingness to pay, and customers are incentivized to book through most profitable channels.
3) Future benefits come from tightly coupling revenue management with customer intelligence and data to develop customer-centric pricing based on individual customer preferences, behaviors and value.
1. CRM involves collecting customer data, analyzing it to identify target customers, developing frequent shopper programs, and implementing CRM programs to build loyalty.
2. Data is collected through transactions, customer contacts, and descriptive information and stored in databases, while ensuring customer privacy.
3. Data is analyzed using methods like CLV, RFM, market basket analysis, and targeting to improve customer understanding and promotions.
4. Frequent shopper programs are developed to encourage repeat purchases through rewards tiers and VIP treatment, while unprofitable customers require different strategies.
This document discusses the concept of customer equity, which refers to managing customers as valuable assets. It argues that firms should measure, manage, and maximize customer equity like other business assets to directly impact the bottom line. Customer equity management uses financial techniques and customer data to optimize customer acquisition, retention, and additional sales over the lifetime of customer relationships. While some concepts are not new, integrating them into a unified customer equity approach is innovative. Firms that adopt this approach can compute customer asset values, adjust investments over the customer lifecycle, organize processes around the lifecycle, leverage customer interactions, and tailor offerings to maximize long-term profitability and growth from customers.
Retailing Management unit - 5 - IMBA Osmania universityBalasri Kamarapu
Retail Management Information System and Retail Research:
Retail Technology and Automations;
Retail Technology and CRM;
Human resources and Executive information systems;
Developing a research Methodology;
Retail audit
This document discusses sales enablement and provides guidance on best practices. It defines sales enablement as maximizing a sales organization's ability to communicate value to customers. It also outlines a sales enablement maturity model and findings from research showing gaps between buyer and seller needs. The document recommends organizations focus on customer needs, set goals and metrics for sales enablement, and benchmark against best practices.
This document provides an overview of customer relationship management (CRM). It begins with definitions of CRM, including that it is an approach to managing a company's interactions with current and future customers by analyzing customer data to improve business relationships and customer retention. It describes the evolution of CRM due to changes in customer power in the 1980s. It then covers CRM concepts like the types of CRM, scope and benefits of CRM, and factors influencing customer value from the customer's perspective. Finally, it provides an example of how Amazon successfully implements CRM through collecting customer data, personalizing recommendations, offering customer support, and tailoring the customer experience.
This document discusses customer relationship management (CRM) and how it can help companies improve their one-to-one marketing strategies. CRM involves tracking all customer interactions, including marketing, sales, and customer service, to better understand customer needs and provide personalized experiences. It allows companies to manage the entire customer lifecycle in a unified way. The document argues that selecting a CRM solution requires considering both the necessary processes and software products that can help automate processes to improve marketing and sales efficiency.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
1) Revenue management techniques help increase revenue but traditionally fail to account for demand generation functions like marketing. Integrating revenue management, marketing, pricing, and distribution channels allows firms to optimize total demand profit.
2) Under a total demand profit optimization framework, demand forecasts drive appropriate promotion strategies, customer-centric pricing considers customer value and willingness to pay, and customers are incentivized to book through most profitable channels.
3) Future benefits come from tightly coupling revenue management with customer intelligence and data to develop customer-centric pricing based on individual customer preferences, behaviors and value.
1. CRM involves collecting customer data, analyzing it to identify target customers, developing frequent shopper programs, and implementing CRM programs to build loyalty.
2. Data is collected through transactions, customer contacts, and descriptive information and stored in databases, while ensuring customer privacy.
3. Data is analyzed using methods like CLV, RFM, market basket analysis, and targeting to improve customer understanding and promotions.
4. Frequent shopper programs are developed to encourage repeat purchases through rewards tiers and VIP treatment, while unprofitable customers require different strategies.
This document discusses the concept of customer equity, which refers to managing customers as valuable assets. It argues that firms should measure, manage, and maximize customer equity like other business assets to directly impact the bottom line. Customer equity management uses financial techniques and customer data to optimize customer acquisition, retention, and additional sales over the lifetime of customer relationships. While some concepts are not new, integrating them into a unified customer equity approach is innovative. Firms that adopt this approach can compute customer asset values, adjust investments over the customer lifecycle, organize processes around the lifecycle, leverage customer interactions, and tailor offerings to maximize long-term profitability and growth from customers.
Retailing Management unit - 5 - IMBA Osmania universityBalasri Kamarapu
Retail Management Information System and Retail Research:
Retail Technology and Automations;
Retail Technology and CRM;
Human resources and Executive information systems;
Developing a research Methodology;
Retail audit
This document discusses sales enablement and provides guidance on best practices. It defines sales enablement as maximizing a sales organization's ability to communicate value to customers. It also outlines a sales enablement maturity model and findings from research showing gaps between buyer and seller needs. The document recommends organizations focus on customer needs, set goals and metrics for sales enablement, and benchmark against best practices.
This document provides an overview of customer relationship management (CRM). It begins with definitions of CRM, including that it is an approach to managing a company's interactions with current and future customers by analyzing customer data to improve business relationships and customer retention. It describes the evolution of CRM due to changes in customer power in the 1980s. It then covers CRM concepts like the types of CRM, scope and benefits of CRM, and factors influencing customer value from the customer's perspective. Finally, it provides an example of how Amazon successfully implements CRM through collecting customer data, personalizing recommendations, offering customer support, and tailoring the customer experience.
Teamworks Customer Relationship MarketingJudy Lane
TeamworksGlobal is a business development firm that provides strategic planning and implementation of integrated marketing campaigns. They help automate marketing processes using technology to manage data, analyze results, and automate communications. Their customer relationship marketing focuses on nurturing prospects, growing customers, and retaining inactive customers through periodic, transactional, and lifecycle communications. They provide solutions to improve marketing effectiveness and drive profitability.
1) The document discusses various aspects of knowledge-based marketing such as segmentation, positioning, promotion, product development, pricing, and customer relationship management.
2) It emphasizes the importance of understanding customer needs and behaviors through market research and data analysis to inform marketing strategies and decisions.
3) New technologies like data mining, customer databases, and digital tools allow companies to gain deeper insights into customers and customize their marketing accordingly.
Retail Marketing and Advertising
Retail Marketing Strategies;
Strategic Positioning;
Retail marketing mix;
Customer relationship management;
Direct marketing;
Micro marketing in retailing, and
Advertising in retailing.
The document discusses how the B2B buyer journey and seller marketing approach has changed in recent years due to technological advances and changes in buyer behavior.
The buyer journey is now more research-heavy at the start, with buyers completing over half the decision process before engaging sales. Social media and online content also heavily influence buyers.
For sellers, marketing must now align closer to the new buyer journey, engaging buyers early through educational content and justifying fit throughout the process to earn loyalty.
This document discusses the evolution of marketing from motivational research and product marketing to more targeted approaches like relationship marketing and CRM initiatives. It outlines several CRM strategies including cross-selling, up-selling, customer retention, behavior prediction, and personalization. The document also discusses how tools like campaign management, clickstream analysis, and event-based marketing can enhance CRM. Finally, it provides examples of how companies like Eddie Bauer have successfully implemented CRM to improve customer relationships and business performance.
This document discusses customer relationship marketing (CRM). It defines CRM as a business process that builds relationships, loyalty and brand value through marketing strategies. CRM helps businesses develop long-term relationships with new and existing customers while streamlining performance. The document outlines the evolution of CRM from a focus on transactions to relationships. It discusses frameworks for segmenting and targeting customers, as well as relationship marketing strategies like customizing relationships, service augmentation, and internal marketing.
This document contains two questions related to customer relationship marketing and sales management.
Question 1 discusses evaluating the comment that "the ultimate accountability of marketing [and sales] activities lies in their contribution to the life-time value that the customer base represents." It also identifies limitations a sales manager may face developing a strategy from transactional to relationship-based.
Question 2 discusses the extent to which sufficient customer data can be collected to inform future marketing decisions and product alignment. It provides examples of how organizations can analyze customer data to improve customer service, marketing strategy, segmentation, and cost savings.
The document analyzes a study of 315 enterprises to identify challenges and best practices around closed-loop marketing. It finds that top performing organizations are improving metrics like conversion and return on marketing investments through closed-loop practices. Best-in-Class companies see 36% annual revenue growth, 26% return on marketing investment growth, and 21% conversion rate growth. They share characteristics like leveraging closed-loop processes/technologies (88%), analyzing customer behavior for segmentation (56%), and having documented processes to collect customer responses across functions (42%). To achieve Best-in-Class performance, companies must develop a robust customer database for closed-loop efforts and take a phased approach to closed-loop adoption.
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.
This document provides an overview of customer relationship marketing (CRM). It defines CRM as a business process focused on building customer loyalty and brand value through marketing strategies. The document outlines the evolution of CRM from a transactional focus in earlier periods to a relationship focus today. It discusses frameworks for implementing CRM, including segmenting customers, developing relationship marketing strategies and programs, and measuring customer satisfaction and retention. The document also provides case studies on CRM practices of Volkswagen India and relationship marketing benefits for the Sheraton Suites hotel.
1. Relationship marketing focuses on developing long-term relationships with customers and emphasizes customer retention and loyalty over short-term transactions.
2. Advances in information technology, such as customer databases, data mining, and one-to-one marketing, have enabled firms to develop more personalized relationships with individual customers.
3. Database marketing uses customer data to segment customers and target them with customized marketing offers and communications to improve customer acquisition, retention, and cross-selling.
This chapter discusses relationship marketing and customer relationship management. It contrasts transactional marketing with relationship marketing, which focuses on developing long-term relationships. The chapter identifies the four elements of relationship marketing and the three levels of relationship intensity. It explains how firms enhance customer satisfaction, build buyer-seller relationships, and use databases and technology like CRM to improve relationships. The chapter also covers business-to-business relationship marketing techniques.
This document provides an overview of relationship marketing and customer relationship management. It discusses relationship marketing as a holistic concept that focuses on identifying, establishing, maintaining and enhancing relationships with customers and other stakeholders for mutual benefit. Relationship marketing requires developing long-term trusting relationships and seeing customers as strategic resources. Customer relationship management involves collecting, analyzing and using customer data to improve profitability by generating greater customer lifetime value.
Category management is a retailing concept that breaks products into discrete groups ("categories") and manages each as a strategic business unit. It has become more important as stores have grown larger and offerings more complex. The document outlines the category management process, beginning with defining categories and their roles. It describes evaluating categories to find strengths and weaknesses. Key steps are setting sales and margin targets for each category and segment, then defining strategies and specific actions around assortment, price, promotion and exposure. Regular execution includes category reviews, testing, roll-outs and monitoring to drive goals over time.
This document discusses customer relationship management (CRM) strategies used by retailers. It defines CRM as building relationships with customers to increase profitability by developing a base of loyal customers. The CRM process involves collecting customer data, analyzing it to identify best customers, developing CRM programs, and implementing programs. Key aspects covered include determining customer lifetime value, identifying most and least profitable customer segments, and approaches to retain best customers like loyalty programs and personalization while converting good customers and getting rid of unprofitable customers. The document also discusses privacy concerns and regulations around customer data collection and use.
Introduction to Marketing Intelligence - Part Icommandeleven
This document discusses the importance of marketing intelligence and using metrics to measure marketing performance. It provides examples of how companies like Best Buy and Porsche have successfully implemented marketing intelligence strategies. Best Buy analyzed customer data to identify key segments like "Jills" and customized marketing efforts for different stores. Porsche tracked a new vehicle launch campaign across direct mail and their website. The document also reviews how DuPont used NASCAR sponsorships and print advertising to build brand awareness for their Tyvek homewrap product while seeking to measure marketing performance. Overall it emphasizes that market leaders employ data-driven marketing approaches and metrics to optimize efforts.
Parth\'s in it\'s endeavour to manage sales effectively with real time communication tools ,developed the crm,which will guide companies towards excellence in customer relationship.
Relationship marketing focuses on building long-term relationships with key stakeholders like customers and suppliers. It emphasizes customer retention over acquisition by listening to customers, understanding their needs, and providing customized products and services. Relationship marketing relies on cross-functional teams and two-way communication rather than departments. Building relationships involves identifying customer needs, offering goods/services to meet them, communicating effectively, making products available conveniently, offering fair pricing, and providing follow-up service. The goal is developing different levels of relationships from basic to partnership. Relationship marketing applies to the traditional 4Ps of marketing by offering customized products, negotiated pricing, direct distribution alternatives, and integrated communications.
Milieu Quiz 2015: Quizzical (Finals: Written Round)pcsagk
The document outlines the details of a written exam round including 6 questions with +10 points per correct answer and a +10 bonus for answering all questions correctly. It provides context and questions for 5 of the 6 exam questions, describing the images, captions, dates and topics covered in each question. The final question asks which news stories were combined in a Charlie Hebdo magazine cover from November 16, 1970 to make a provocative joke, with one referring to a tragic ball and the other to the demise of Charles de Gaulle.
Teamworks Customer Relationship MarketingJudy Lane
TeamworksGlobal is a business development firm that provides strategic planning and implementation of integrated marketing campaigns. They help automate marketing processes using technology to manage data, analyze results, and automate communications. Their customer relationship marketing focuses on nurturing prospects, growing customers, and retaining inactive customers through periodic, transactional, and lifecycle communications. They provide solutions to improve marketing effectiveness and drive profitability.
1) The document discusses various aspects of knowledge-based marketing such as segmentation, positioning, promotion, product development, pricing, and customer relationship management.
2) It emphasizes the importance of understanding customer needs and behaviors through market research and data analysis to inform marketing strategies and decisions.
3) New technologies like data mining, customer databases, and digital tools allow companies to gain deeper insights into customers and customize their marketing accordingly.
Retail Marketing and Advertising
Retail Marketing Strategies;
Strategic Positioning;
Retail marketing mix;
Customer relationship management;
Direct marketing;
Micro marketing in retailing, and
Advertising in retailing.
The document discusses how the B2B buyer journey and seller marketing approach has changed in recent years due to technological advances and changes in buyer behavior.
The buyer journey is now more research-heavy at the start, with buyers completing over half the decision process before engaging sales. Social media and online content also heavily influence buyers.
For sellers, marketing must now align closer to the new buyer journey, engaging buyers early through educational content and justifying fit throughout the process to earn loyalty.
This document discusses the evolution of marketing from motivational research and product marketing to more targeted approaches like relationship marketing and CRM initiatives. It outlines several CRM strategies including cross-selling, up-selling, customer retention, behavior prediction, and personalization. The document also discusses how tools like campaign management, clickstream analysis, and event-based marketing can enhance CRM. Finally, it provides examples of how companies like Eddie Bauer have successfully implemented CRM to improve customer relationships and business performance.
This document discusses customer relationship marketing (CRM). It defines CRM as a business process that builds relationships, loyalty and brand value through marketing strategies. CRM helps businesses develop long-term relationships with new and existing customers while streamlining performance. The document outlines the evolution of CRM from a focus on transactions to relationships. It discusses frameworks for segmenting and targeting customers, as well as relationship marketing strategies like customizing relationships, service augmentation, and internal marketing.
This document contains two questions related to customer relationship marketing and sales management.
Question 1 discusses evaluating the comment that "the ultimate accountability of marketing [and sales] activities lies in their contribution to the life-time value that the customer base represents." It also identifies limitations a sales manager may face developing a strategy from transactional to relationship-based.
Question 2 discusses the extent to which sufficient customer data can be collected to inform future marketing decisions and product alignment. It provides examples of how organizations can analyze customer data to improve customer service, marketing strategy, segmentation, and cost savings.
The document analyzes a study of 315 enterprises to identify challenges and best practices around closed-loop marketing. It finds that top performing organizations are improving metrics like conversion and return on marketing investments through closed-loop practices. Best-in-Class companies see 36% annual revenue growth, 26% return on marketing investment growth, and 21% conversion rate growth. They share characteristics like leveraging closed-loop processes/technologies (88%), analyzing customer behavior for segmentation (56%), and having documented processes to collect customer responses across functions (42%). To achieve Best-in-Class performance, companies must develop a robust customer database for closed-loop efforts and take a phased approach to closed-loop adoption.
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.
This document provides an overview of customer relationship marketing (CRM). It defines CRM as a business process focused on building customer loyalty and brand value through marketing strategies. The document outlines the evolution of CRM from a transactional focus in earlier periods to a relationship focus today. It discusses frameworks for implementing CRM, including segmenting customers, developing relationship marketing strategies and programs, and measuring customer satisfaction and retention. The document also provides case studies on CRM practices of Volkswagen India and relationship marketing benefits for the Sheraton Suites hotel.
1. Relationship marketing focuses on developing long-term relationships with customers and emphasizes customer retention and loyalty over short-term transactions.
2. Advances in information technology, such as customer databases, data mining, and one-to-one marketing, have enabled firms to develop more personalized relationships with individual customers.
3. Database marketing uses customer data to segment customers and target them with customized marketing offers and communications to improve customer acquisition, retention, and cross-selling.
This chapter discusses relationship marketing and customer relationship management. It contrasts transactional marketing with relationship marketing, which focuses on developing long-term relationships. The chapter identifies the four elements of relationship marketing and the three levels of relationship intensity. It explains how firms enhance customer satisfaction, build buyer-seller relationships, and use databases and technology like CRM to improve relationships. The chapter also covers business-to-business relationship marketing techniques.
This document provides an overview of relationship marketing and customer relationship management. It discusses relationship marketing as a holistic concept that focuses on identifying, establishing, maintaining and enhancing relationships with customers and other stakeholders for mutual benefit. Relationship marketing requires developing long-term trusting relationships and seeing customers as strategic resources. Customer relationship management involves collecting, analyzing and using customer data to improve profitability by generating greater customer lifetime value.
Category management is a retailing concept that breaks products into discrete groups ("categories") and manages each as a strategic business unit. It has become more important as stores have grown larger and offerings more complex. The document outlines the category management process, beginning with defining categories and their roles. It describes evaluating categories to find strengths and weaknesses. Key steps are setting sales and margin targets for each category and segment, then defining strategies and specific actions around assortment, price, promotion and exposure. Regular execution includes category reviews, testing, roll-outs and monitoring to drive goals over time.
This document discusses customer relationship management (CRM) strategies used by retailers. It defines CRM as building relationships with customers to increase profitability by developing a base of loyal customers. The CRM process involves collecting customer data, analyzing it to identify best customers, developing CRM programs, and implementing programs. Key aspects covered include determining customer lifetime value, identifying most and least profitable customer segments, and approaches to retain best customers like loyalty programs and personalization while converting good customers and getting rid of unprofitable customers. The document also discusses privacy concerns and regulations around customer data collection and use.
Introduction to Marketing Intelligence - Part Icommandeleven
This document discusses the importance of marketing intelligence and using metrics to measure marketing performance. It provides examples of how companies like Best Buy and Porsche have successfully implemented marketing intelligence strategies. Best Buy analyzed customer data to identify key segments like "Jills" and customized marketing efforts for different stores. Porsche tracked a new vehicle launch campaign across direct mail and their website. The document also reviews how DuPont used NASCAR sponsorships and print advertising to build brand awareness for their Tyvek homewrap product while seeking to measure marketing performance. Overall it emphasizes that market leaders employ data-driven marketing approaches and metrics to optimize efforts.
Parth\'s in it\'s endeavour to manage sales effectively with real time communication tools ,developed the crm,which will guide companies towards excellence in customer relationship.
Relationship marketing focuses on building long-term relationships with key stakeholders like customers and suppliers. It emphasizes customer retention over acquisition by listening to customers, understanding their needs, and providing customized products and services. Relationship marketing relies on cross-functional teams and two-way communication rather than departments. Building relationships involves identifying customer needs, offering goods/services to meet them, communicating effectively, making products available conveniently, offering fair pricing, and providing follow-up service. The goal is developing different levels of relationships from basic to partnership. Relationship marketing applies to the traditional 4Ps of marketing by offering customized products, negotiated pricing, direct distribution alternatives, and integrated communications.
Milieu Quiz 2015: Quizzical (Finals: Written Round)pcsagk
The document outlines the details of a written exam round including 6 questions with +10 points per correct answer and a +10 bonus for answering all questions correctly. It provides context and questions for 5 of the 6 exam questions, describing the images, captions, dates and topics covered in each question. The final question asks which news stories were combined in a Charlie Hebdo magazine cover from November 16, 1970 to make a provocative joke, with one referring to a tragic ball and the other to the demise of Charles de Gaulle.
Founders & CEOs Business Quiz by Varghese MathewVarghese Mathew
This document contains a quiz about 15 business personalities including the founders and CEOs of companies like Tumblr, Apple, Hotmail, Bharti Enterprises, Amazon, Hewlett-Packard, Google, Yahoo, Oracle, Facebook, Wipro, Aditya Birla Group, and Bajaj Group. Each question provides the name and role of an individual in their respective company.
1. The document is a quiz with multiple choice questions about topics related to India.
2. It includes questions about dishes, singers, cricketers, films, places, organizations, and brands.
3. The questions require identifying items left blank like the name of a dish, person, city, or brand.
The document describes a quiz with 4 rounds on business, general knowledge, identification, logos/taglines, and cryptography.
Round 1 has 20 multiple choice business and general knowledge questions worth 1 point each. Round 2 has 20 identification questions of people and companies also worth 1 point each. Round 3 has 20 logo and tagline identification questions. The final Round 4 covers cryptography with 10 questions. No points are carried over between rounds, and the quiz was created by Rahul Kumar Singh.
Streamlining the prospect marketing process for institutional asset management Qorus Software
Global assets under management will surpass USD100 trillion by 2020, according to PwC’s recent publication Asset Management 2020: A Brave New World. That’s nearly a 60% increase from the USD64 trillion in 2012 at a compound annual growth rate of almost 6%. Despite this favorable environment, asset management firms are continuously forced to review their business models in light of rising client expectations, increased regulation and the ongoing focus on operational efficiencies.
In these slides we explore the need to improve the current prospect marketing process, the solutions, and how to master this new technology.
Marketing Assignment Help | Marketing Assignment Help with Onlineassignemnt.net Online
The document provides guidelines for conducting an online survey for a DVD rental company. It begins by outlining the objective of the survey, which is to determine the level of competition in the DVD rental market and customer satisfaction with existing services. It then designs a survey with questions about how respondents first learned about the company, how many times they have used the rental service, and their satisfaction levels. The document concludes by stating the survey will be emailed to 25 respondents and the results will be analyzed.
Over the past couple of decades, two major channel management automation platforms have attracted widespread attention: partner relationship management (PRM) automation and partner marketing management (PMM) automation. However, the most important area in channel automation—an area that has been neglected and remains a major opportunity—is partner sales enablement or partner sales management. If you are considering an investment in channel automation, you should look at partner sales enablement automation first.
Revenue Operations Analytics: A Strategic BlueprintKwanzoo Inc
The true value in your KPIs is understanding how they complete the bigger picture of the customer journeys that drive the most impact for your business.
Protecting Margins and Creating Value in TelecomLightwell
In 2010, Communications, Media, and Entertainment (CME) businesses are becoming more confident in their revenue potential with most companies feeling the recession is behind them or nearly halfway over. To prepare for spending growth, many CME businesses plan to increase their focus on sales strategies with a keen focus on improving customer collaboration as a top priority.
However, improving customer collaboration, especially in business-to- business (B2B) selling and order scenarios, is difficult to achieve due to product portfolio and selling/ordering process complexity. Within the CME marketplace, companies are offering customers a rich array of options including products and services via multiple channels. This is good news for customers, who demand freedom of choice and ease of use. But it makes selling and order management a complex task for CME companies, which are looking to optimise these processes to increase sales performance.
Marketing Collateral as a Sales Messaging ToolThe Naro Group
The one-to-many communication in marketing materials can be converted into viable one-to-one dialogues with prospects with just a little effort and research. dialogues with prospects with just a little effort and research. Here are a few examples on how, with a little digging, sales people can generate probing questions that help establish an intelligent exchange between themselves and their prospects.
This document discusses the importance of integrating applications to support e-business. It provides examples of how Amazon integrates its ordering, inventory, packing and shipping systems to efficiently fulfill customer orders. The document then discusses how integrating different application clusters is key to building a world-class enterprise. It outlines five stages of e-business design from cross-functional business units to inter-enterprise communities. Finally, it discusses key aspects of customer relationship management including using customer data to provide excellent service, implementing repeatable sales processes and creating loyalty through proactive solutions.
The document discusses the digital transformation of sales through a mobile-first, cloud-based solution. It describes challenges such as salespeople lacking essential client information and prospects being missed. A proposed solution is a "Prospect Sheet" app that provides personalized client profiles in one place. This would optimize operations by automating work and empower salespeople with insights. An intelligent recommender engine would analyze purchasing patterns to recommend products. The results were improved lead success rates and increased cross-selling opportunities.
Procurement is an integral part of every business. Strategic sourcing permits you to empower your procurement team to satisfy these key business needs.
The document discusses key aspects of business-to-business marketing and customer service. It introduces the distinctive characteristics of business markets and how organizations make buying decisions. It emphasizes that building close relationships with business customers requires attention to details, keeping promises, and responding swiftly to new requirements. The purpose is to identify the requirements for successful marketing strategy. It also provides examples of leading companies that demonstrate best practices, like Cisco, Dell, FedEx, and others.
Great article by McKinsey in 2022
The pandemic has converted B2B buyers to e-commerce in a big way. B2B sellers need new capabilities to meet their new expectations.
Streamline Local Marketing with Marketing Resource ManagementVya
Connecting with local consumers through local sales channels can become complex. Marketing resource management can help make local marketing simple again. Learn more about MRM and the benefits it delivers.
2016 Lead Nurturing Report In Partnership With Salesforce PardotVeena Glover
Lead nurturing is a powerful marketing strategy and it is evident that marketers would like to continue reaping the rewards of their nurturing programs by setting a variety of objectives that revolve around this indispensable tool.
emedia and Pardot set out to discover the latest and greatest lead nurturing strategies currently deployed by the top tier marketers to drive their prospects through the buying cycle.
This report draws its conclusions from a 2016 survey that polled a large sample of B2B marketers based in EMEA and US/NA.
Insight into the mind of your peers: Discover the benefits that marketers have reaped, challenges they've faced and the future goals that they're now aspiring to.
You'll find top tips on numerous topics including segmenting data, personalising programs and marketing automation. This report will fuel your future plans and help you to design and implement successful lead nurturing campaigns.
Avaali provides DAM that increases the value of your brand,maximizes returns from your marketing investments and if implemented correctly can be a long term, valuable asset for any enterprise
An intranet solution can help sales and marketing teams overcome challenges in communicating, collaborating, and managing information. Key benefits include centralized access to up-to-date product information and sales data, improved coordination of marketing activities, and streamlined processes like lead and proposal management. Weidenhammer provides intranet services using Microsoft SharePoint to enhance collaboration, search, and access to resources needed for better business insights and decision making.
Why B2B customer programs fail and how to make yours succeed
GEORGE MG Marketing Asset Mgmt
1. Four Reasons to Use a Marketing
Asset Management Solution
Presented by:
www.maingraphics.net
George Haggarty
ghaggarty@maingraphics.net
949.788.6100
2. 2
Why Read this Paper?
Prompted by growing demands from CEO’s and CFO’s, marketers have been
working to improve the productivity of marketing for several years. Most marketers
focused first on improving the effectiveness and efficiency of marketing campaigns and
programs. More recently, marketers have turned their attention to increasing the
efficiency of marketing operations. They now recognize that improving the productivity
of marketing operations can be a powerful way to stretch limited marketing dollars.
One area that offers huge opportunities for improvement involves the acquisition,
management, and distribution of marketing materials. This part of marketing operations
typically produces a significant amount of waste and is filled with processes that are
highly manual and inefficient.
To eliminate these wastes and inefficiencies, a growing number of companies are
implementing marketing asset management solutions to streamline the marketing
materials supply chain.
What is a Marketing Asset Management Solution?
For the past several years, marketers in companies of all types and sizes have faced
growing pressures to stretch marketing budgets and squeeze the greatest possible returns
from every marketing dollar spent. The recent recession brought an even stronger sense
of urgency to efforts to make marketing more productive, as many marketers were forced
to operate with fewer people, less money, and fewer marketing initiatives. The economy
is now recovering, and marketing budgets are rising again, but most companies we know
still need to maximize the return produced by every marketing investment.
After focusing initially on improving the effectiveness of individual marketing
campaigns and programs, many marketers have now turned their attention to increasing
the productivity of marketing operations. They have recognized that boosting the
efficiency of marketing operations can be a powerful way to stretch limited marketing
Read this white paper to learn about four compelling reasons to use a marketing
asset management solution.
• Lower marketing supply/distribution chain costs
• Brand control and customization
• Reduced obsolescence waste
• Convenience, speed, and accuracy
3. 3
budgets. The equation is simple: The dollars saved by improving the productivity of
marketing operations can be used to fund revenue-generating campaigns and programs.
Today, a growing number of companies are using a new genre of web-based
technologies and outsourced services to enhance the productivity of marketing
operations. These solutions are designed to increase the efficiency and responsiveness of
the supply and distribution chain for marketing materials such as marketing collateral
documents, promotional items (coffee mugs, tee shirts, etc.), and point-of-sale materials
(signage, displays, etc.). You may see these solutions called collateral-on-demand
systems, marketing collateral management systems, or web-to-print systems. In this
white paper, we’ll refer to these technologies and services as marketing asset
management solutions.
A marketing asset management solution is a suite of technologies, print production
capabilities, and fulfillment services that automates many of the processes relating to the
procurement, production, management, and distribution of marketing materials. A
marketing asset management solution is essentially an outsourcing arrangement, with the
solution provider assuming responsibility for several components of a company’s
marketing materials supply and distribution chain.
Should your company consider using a marketing asset management solution?
Probably. While these solutions are not right for all companies, they will produce
significant benefits for many. There are four compelling reasons to use a marketing asset
management solution. As you read the following pages, ask yourself whether, and to
what extent, these reasons apply to your company.
The core features of a marketing asset management solution include the following:
• An online catalog containing images of the marketing materials that a
company uses
• A central repository that contains digital versions of a company’s marketing
materials
• A secure online ordering system that enables authorized users to order
marketing materials from any computer (and, increasingly, mobile devices)
with an Internet connection
• A customization engine that enables users to modify marketing materials
using pre-approved customization options
• Print manufacturing capabilities that can produce most marketing materials
on an as-ordered basis
• Warehousing, kitting and fulfillment services
• Extensive online reporting capabilities
4. 4
Reason #1―Lower Costs
The first reason to use a marketing asset management solution is that it can
significantly lower your total cost of acquiring, managing, and distributing marketing
materials. Notice that we are talking here about total costs. It’s important to recognize
that the dollars you spend with marketing materials vendors constitute only a small
percentage of the actual total costs of those materials. Payments to external suppliers are
only the tip of the iceberg, as the graphic below illustrates.
How big is the “underwater” part of the iceberg? Various analysts and research firms
have estimated that for every $1 a company pays to external production vendors for
printed marketing materials, it spends $6-$14 on the other activities and processes
relating to those materials. Other recent research shows that over half of the total
spending associated with marketing materials often results from product obsolescence
and from activities such as storage, fulfillment, shipping, and inventory management.1
Some people describe these expenses as “soft” costs, but we believe that’s a mistake.
5. 5
The dollars spent on these activities and processes are just as “hard” and just as real as
the payments you make to your external vendors.
When you implement a marketing asset management solution, you greatly reduce the
number of vendors you must manage. In addition, the use of a marketing asset
management solution will move your company from transaction-based pricing to longer
term contract-based pricing for most marketing materials. Both of these changes will
significantly reduce the number of procurement transactions you must manage and
execute and thus lower your procurement costs.
A marketing asset management solution will also lower storage and inventory
management costs. Storage costs are reduced because there is less need for inventories of
marketing materials. Providers of marketing asset management solutions produce most
marketing materials on an as-ordered basis, so there’s simply no need to maintain
inventories of those materials. In those cases where production economics don’t allow
on-demand manufacturing, the solution provider will provide warehousing, and you will
pay for that storage. Overall, however, you storage costs can be significantly lower.
Most marketing asset management solutions also offer extensive inventory tracking
capabilities that are available via online “dashboards.” Therefore your internal inventory
management costs are essentially eliminated.
Lower procurement and inventory-related costs can be substantial, but for many
companies, the most significant cost savings produced by a marketing asset management
solution result from lower distribution costs. The potential for these cost savings
becomes clear if we consider the number of people and firms that require or consume
marketing materials and the number of distinct materials that companies use. For
example, a company may have dozens of outside sales reps and/or hundreds of sales
channel partners, all of which make frequent requests for marketing materials. The same
company may use dozens of distinct marketing materials. When you consider the
number of materials that can be involved and the number of people who need those
materials, it’s easy to see that a company can be processing and fulfilling thousands of
requests for marketing materials every year.
Marketing asset management solutions can reduce three specific kinds of costs.
• Procurement costs
• Storage and inventory management costs
• Distribution costs
6. 6
A marketing asset management solution will eliminate your internal costs of
processing and fulfilling requests for marketing materials. The following table illustrates
just how substantial the cost savings can be, even for a relatively small business.
Reason #2―Brand Control and Customization
Relevance is now an essential element of all effective marketing efforts, perhaps the
most essential element. Customers and prospects are demanding relevant marketing
communications and materials, and you have no real choice but to meet this demand.
Marketers have long recognized that customizing marketing materials for specific
audiences will increase relevance and improve marketing effectiveness. Unfortunately,
however, customizing marketing materials has traditionally been cumbersome, time-
consuming, and costly. Marketers who wanted to reap the benefits of using customized
materials faced two equally unattractive alternatives. They could provide local
branches/offices and/or channel partners with approved branding assets (logos, images,
etc.) and allow them to create and produce their own materials. Or, they could use
corporate staffers to customize all materials.
The primary problem with the first approach is that a company can easily lose control
of its brand messaging and brand presentation. If you’re like many companies we know,
you’ve invested substantial time, effort, and money to create and build your brand image,
and you’re rightfully concerned about maintaining the integrity of your brand. Standards
for the use of brand assets can help, but they won’t completely prevent the misuse of
brand assets or the use of marketing materials that don’t meet corporate quality standards.
Having corporate marketing personnel create customized materials will solve the brand
control problem, but it can also quickly become cost prohibitive.
Marketing asset management solutions can address both of the issues that have
inhibited the use of customized marketing materials. One of the most powerful features
The Cost of Processing Requests for Marketing Materials
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Total annual request processing costs (labor only) $45,058
7. 7
Obsolete marketing materials
represent a complete waste of
precious marketing dollars.
The cost of obsolete materials
is essentially an investment in
marketing communications that
never reach the intended
audience.
of a marketing asset management solution is its ability to support easy and extensive
customization. If you want to allow a particular item to be customized, you create a
template for that item. The template will identify what specific components of the item
can be customized, and the system provides a set of pre-approved options for modifying
the item. A user simply opens the template, selects from the available customization
options, and orders the customized item.
By using template-driven customization, a marketing asset management solution
allows marketers to retain control of the brand, while simultaneously enabling the use of
customized marketing materials. The template approach also significantly lowers the
cost of using customized materials. It enables users with no training in graphic design
and no experience with design software to create professional-quality customized
materials.
Reason #3―Reduced Obsolescence Waste
The Chief Marketing Officer (CMO) Council has said that obsolescence creates an
“epidemic of waste” that undermines the development of an optimized marketing supply
chain.2
In a recent survey of marketers by the CMO Council, 73% of respondents said
they don’t track the obsolescence of marketing materials, and 40% of the respondents
who do track obsolescence say they waste 20% or more of their materials because they
become obsolete.3
Obsolete marketing materials represent a complete
waste of precious marketing dollars. The cost of obsolete
materials is essentially an investment in marketing
communications that never reach the intended audience.
Obsolete materials can also have a major negative impact
on marketing effectiveness. Forty-two percent of
respondents to a recent CMO Council survey said that fresh
marketing content is critical to their go-to-market strategy,
but 51% of the respondents acknowledged they had used
obsolete materials. In today’s hyper-competitive business
environment, every interaction with a potential buyer is
important, and sales can easily be lost if prospects are provided outdated information.
Therefore, the most serious problem with obsolete materials may not be the wasteful
spending they cause, but rather the revenues and profits they place at risk.
A marketing asset management solution reduces obsolescence by eliminating the
need to purchase marketing materials in large quantities. By using on-demand
production technologies, a marketing asset management solution will enable you to
acquire most marketing materials in small quantities on a cost-effective basis. And
because production lead times are short, you can order materials as and when they are
8. 8
needed. This eliminates the need for large inventories, which greatly reduces the
possibility that marketing materials will become obsolete before they can be used.
Reducing obsolescence will reduce wasteful marketing spending, improve the
effectiveness of your marketing and sales efforts, and improve the sustainability of the
marketing function. By producing only those materials that are actually needed, you will
shrink the carbon footprint of marketing activities by reducing the unnecessary use of
natural resources.
Reason #4―Convenience, Speed, and Accuracy
The fourth reason to use a marketing asset management solution is that it will enable
your marketing supply/distribution chain to work better. If you employ conscientious
people, and if you are lucky enough to work with marketing materials suppliers that
employ talented and attentive salespeople and customer service representatives, you may
believe that your processes for managing marketing materials are working quite well.
But the truth is that, in some ways at least, a technology-based system can produce a level
of performance that a manual, people-based system cannot easily duplicate.
One major advantage of a marketing asset management solution is that it is always
available. Your field sales personnel, branch offices, and/or sales channel partners can
place orders for marketing materials 24 hours a day, seven days a week, 365 days a year.
Time zone differences don’t matter, and no one other than the person placing the order is
needed to begin processing the order.
A marketing asset management solution will also reduce the time required to process
and fulfill orders for marketing materials. By automating order placement, order
approval, and pre-production processes, a marketing asset management solution allows
orders to move directly to production, thus decreasing the time from order placement to
order shipment.
Finally, a marketing asset management solution can reduce the number of mistakes
that inevitably occur when telephone calls, e-mails, or faxes are used to place orders for
marketing materials. People placing orders can actually see what they’re ordering, and
the ordering system can be configured to require users to confirm critical details before
an order can be placed. Reducing mistakes not only eliminates wasteful spending, it can
also help shorten sales cycles and prevent lost sales.
A Few More Reasons
The four reasons just discussed should provide ample motivation for you to take a
close look at whether a marketing asset management solution would be a good fit for
your business. But if you need additional convincing, consider these other important
benefits.
9. 9
• Extensive and easy-to-use reporting―Most marketing asset management
solutions provide extensive reporting capabilities that approved users can
access via online dashboards. You can track the usage of marketing
materials by individual item, as well as by user and other criteria. These
reports can provide valuable insights about which specific materials are most
popular (and possibly more effective).
• Enhanced process control―Many companies struggle with “maverick”
purchasing in one form or another. Most marketing asset management
solutions can be configured to reflect and enforce your business rules
regarding the procurement and use of marketing materials. Moreover,
because these business rules are easy to use, compliance will likely increase.
• Support for channel marketing―Companies that sell through independent
or quasi-independent channel partners such as franchisees, dealers, and
value-added resellers have a strong incentive to encourage their partners to
market more aggressively and effectively. Most companies that operate in
these distributed marketing environments already provide some forms of
marketing support to their sales channel partners. A marketing asset
management solution can increase the frequency and boost the effectiveness
of your partners’ direct marketing efforts by enabling them to customize
direct marketing programs to fit their specific marketing needs and local
market conditions and by making it simple for them to execute those
programs.
For More Information
If we can help you evaluate whether a marketing asset management solution makes
sense for your business, or if you’d just like to know more about how marketing asset
management solutions work and what benefits they provide, contact George Haggarty at
949-788-6100 or by e-mail at ghaggarty@maingraphics.net. Also, be sure to take a look
at our other marketing asset management white papers.
Is a Marketing Asset Management Solution Right for My Company?
How Much is Marketing Asset Management Solution Worth to My Company?
Notes
1. Define Where to Streamline (CMO Council, 2009).
2. Understanding the Critical Factors to Achieving Marketing Supply Chain Operational
Effectiveness & Optimization (CMO Council, 2010).
3. Ibid.