Uploaded byMarketo
Managing Changes in Your Marketing Organization
The document outlines strategies for managing change in marketing organizations, emphasizing the importance of engagement marketing and providing a framework based on four change management pillars: marketing strategy, cross-functional alignment, measurement & reporting, and systems & technology. It highlights the necessity for continuous personalization and relationship-building with customers, through effective use of marketing automation tools. Key takeaways stress the need for agility, content focus, analytics culture, and embracing technology to enhance marketing effectiveness.
More Related Content
Similar to Managing Changes in Your Marketing Organization
Managing Changes in Your Marketing Organization
- 1. Managing Change inYour Marketing Organization Shyna Zhang Sr. Product Marketing Manager Marketo Cyndie Beckwith Executive Global Solutions Architect Marketo
- 2. TOPICS 1. TheEngagement Marketing Imperative 2. 4 Change Management Pillars 3. Case Study: Deeper Dive 4. The Engagement Marketing Journey
- 3. Engagement Marketing Buildpersonalized & lifelong relationships with people Engage People: • As individuals • Based on what they do • Continuously over time • Directed towards an outcome • Everywhere they are
- 4. 11x more B2Borgs with Marketing Automation Technologies in 2014 vs 2011 Source: Sirius Decisions, May 2014 Marketo Proprietary and Confidential Marketo © 2014 Marketo, Proprietary Inc. and Page Confidential 4 | © Marketo, Inc. 12/10/2014 Page 4
- 5. Overall B2B MAPenetration: 16% Marketo Proprietary and Confidential Marketo © 2014 Marketo, Proprietary Inc. and Page Confidential 5 | © Marketo, Inc. 12/10/2014 Page 5 8% 38% 2% 4% Source: Sirius Decisions, May 2014
- 6. What Organizations aregetting the most Marketing Automation Value? Source: Sirius Decisions, May 2014 Marketo Proprietary and Confidential Marketo © 2014 Marketo, Proprietary Inc. and Page Confidential 6 | © Marketo, Inc. 12/10/2014 Page 6
- 7. Transform Your Marketing Alignment, Methodology, and Tools 50% 30% 20% Alignment Methodology Tools Marketo Proprietary and Confidential © 2014 Marketo, Inc. Page 7 *Source: Marketing Leadership Council
- 8. Principles of aSuccessful Marketing Organization 50% 30% 20% Content Machine: Ensure scale, quality, and timeliness Agile: Dynamic, able react to external factors quickly Culture of Analytics & Testing: Measure, fail quickly, and scale Embrace Technology: Demand center must absorb technology, create best practices, role of the Chief Marketing Strategist © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 9. The Four ChangeManagement Pillars 4 Key Areas of Assessment MARKETING STRATEGY Strategic consulting engagement designed to assess your organization’s marketing strategy, maturity, and overall readiness to facilitate increases in marketing automation. © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 10. Stages A B 2. C BUYING PROFILES • B2B Marketing • Consumer D Marketing • Sales • Early: Be a Better Marketer • Mid: Why Marketing Automation • Late: Why Marketo • Customer: Success 1 2 1. BUYING STAGES 3 Page 10 #MKTGNATION14 © 2014 Marketo, Inc.
- 11. Content Streams ©2014 Marketo, Inc. Marketo Proprietary and Confidential
- 12. Customer Nurture Streams © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 13. X-S Scoring Basedon Product Interest (PIS) © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 14. The Four ChangeManagement Pillars 4 Key Areas of Assessment CROSS FUNCTIONAL ALIGNMENT Exercises and workshops designed to align your resources and team roles within Marketing Automation. © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 15. Stars and Flamesshow priority Full list of Interesting Moments Page 15 #MKTGNATION14 © 2014 Marketo, Inc.
- 16. The Four ChangeManagement Pillars 4 Key Areas of Assessment MEASUREMENT & REPORTING Determining the key reporting metrics used by your team, determining how to measure future success, and ultimately building the Business Case to support your investment in Marketing Automation. © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 17. Track All TouchesAcross People Screenshot: Marketo Revenue Cycle Analytics © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 18. Track All TouchesAcross People Screenshot: Marketo Revenue Cycle Analytics © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 19. Revenue Cycle Modeler Screenshot: Marketo Revenue Cycle Analytics © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 20. Key topic areas: • Balance (Reach) • Flow • Conversion • Velocity Trends over time Filter/Drill into data, e.g. by Program Type, Business Unit, Geography, etc. Screenshot: Marketo Revenue Cycle Analytics © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 21. The Four ChangeManagement Pillars 4 Key Areas of Assessment SYSTEMS & TECHNOLOGY Evaluating your technology stack and understanding the impact it has on the overall success of Marketing Automation. © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 22. RTP MARKETO CRM Website Online Advertising Social Channels Content Syndication Integrations Business Intelligence Analytics Dashboards © 2014 Marketo, Inc. Marketo Proprietary and Confidential Media Program Management Social Lead Management Social Networking Program Localization Lead Prioritization Universal Customer Experience Data Quality Customer Behavioral Tracking Lead Distribution Data Enrichment Predictive Analytics & Metrics Budgeting & Planning Personalized Content Event Lead Capture Overall Event Experience Measureable ROI
- 23. Who’s Involved DrivingAlignment Across Key Personnel Marketing Leadership Sales Leadership CMO VP Marketing Digital Marketing Leader Campaign Strategist (Email and Events) Social Media Director KPI’s/Analytics Leader Technical Marketing Leader CRO VP Sales Sales Ops Manager Sales Director Field Sales Manager Inside Sales Manager CRM Administrator © 2014 Marketo, Inc. Marketo Proprietary and Confidential
- 24. A Partner Throughthe Complete Journey Lifelong relationships Build durable relationships that drive long-term retention, loyalty, and advocacy Personalized conversations across channels Continuous campaigns Strategic Value Engagement Marketing Maturity Point in time single channel campaigns Scale marketing efforts through automation Quickly execute targeted campaigns Communicate with people as individuals wherever they are
- 25. Takeaways & Q&A • Transformational marketing is driven by tools, methodology & organizational alignment • Marketing organizations need to be agile, content focused, driven by a culture of analytics & testing, and embracive of technology • Focus on the 4 pillars of change management Thank you! szhang@marketo.co Marketo Proprietary and Confidential © 2014 Marketo, Inc. Page 25 m
- 26. Questions? szhang@marketo.com @shynazhang cbeckwith@marketo.com
Editor's Notes
- #2 Hello – welcome everyone. Excited to be here to introduce the Era of Engagement Marketing and how marketers like yourself are embracing technology in today’s dynamic world to rise above the noise to drive engagement with people I’m one of you, not to sell you anything (small commercial on the back end) , but to talk about some of the cutting edge marketing that members of our Marketing Nation have been able to achieve with some of these best practices.
- #3 In the digital era, your customers are your most valuable asset, and only those who successfully engage them throughout the customer lifecycle will succeed at all. And that means that marketers must master an engagement marketing strategy – through a deep understanding of the seven core principles, combined with the technologies needed to act upon them.
- #4 As marketers shift from talking at people, and focusing on transactions, to engaging with people – to build meaningful, life-long, and personalized relationships. We call this engagement marketing. Engagement marketing is about creating meaningful interactions with your customers, based on who they are and what they do, continuously over time. It’s marketing that engages people towards a goal, wherever your customers are. It’s marketing that is backed by both creative vision and hard data. Finally, it’s marketing that allows you to move quickly, shortening the time between idea and outcome, so that you can create more – and better targeted – programs.
- #5 Released May 2014, based on customer survey from SiruisDecision Marketing Automation Landscape
- #6 Released May 2014, based on customer survey from SiruisDecision Marketing Automation Landscape NOT ENT specific, B2B specific
- #7 Mid-size organizations don’t have the complexity issues of large enterprises or the administrative burden that limits smaller organizations.
- #8 OUR POV about organization
- #9 Economic friction is generated by the need to divide the total budget granted by senior management to support Sales and Marketing. In fact, the sales force is apt to criticize how Marketing spends money on three of the four P’s—pricing, promotion, and product. Take pricing. The marketing group is under pressure to achieve revenue goals and wants the sales force to “sell the price” as opposed to “selling through price.” The salespeople usually favor lower prices because they can sell the product more easily and because low prices give them more room to negotiate. In addition, there are organizational tensions around pricing decisions. While Marketing is responsible for setting suggested retail or list prices and establishing promotional pricing, Sales has the final say over transactional pricing. When special low pricing is required, Marketing frequently has no input. The vice president of sales goes directly to the CFO. This does not make the marketing group happy. Cultural conflict between Sales and Marketing is, if anything, even more entrenched than the economic conflict. This is true in part because the two functions attract different types of people who spend their time in very different ways. Marketers, who until recently had more formal education than salespeople, are highly analytical, data oriented, and project focused. They’re all about building competitive advantage for the future. They judge their projects’ performance with a cold eye, and they’re ruthless with a failed initiative. However, that performance focus doesn’t always look like action to their colleagues in Sales because it all happens behind a desk rather than out in the field. Salespeople, in contrast, spend their time talking to existing and potential customers. They’re skilled relationship builders; they’re not only savvy about customers’ willingness to buy but also attuned to which product features will fly and which will die. They want to keep moving. They’re used to rejection, and it doesn’t depress them. They live for closing a sale. It’s hardly surprising that these two groups of people find it difficult to work well together.
- #11 So how do we segment at Marketo. Well, first of all, we do it across 2 primary dimensions on a regional basis. One dimension we use is the buying stage, which maps really well to our overall revenue model, both to the high level funnel stages, TOFU, MOFU and BOFU, and also happens to map to the way we segment our content, EARLY, MID, LATE and CUSTOMER. The other dimension is the buying profile, which we typically define by personas. And by the way, we’ve kept it to 2 because even moving to 3 adds an exponential level of complexity. For instance, if we have 4 buy stages and 3 profiles, that’s 12 segments. If we add a 3rd dimension to segment off of, and that dimension had 3 options, now all of a sudden your taking your original 12, and muliplying it by 3, and now instead of 12 segments, we have 36.
- #12 So what we do is, for each segment, send relevant content to them over time. This is what it looks like inside Marketo, with our innovative Customer Engagement engine. In this case, you can see that we have a different stream for each buying stage. With the CEE, it’s really easy to keep these streams fresh because they don’t work like traditional drip campaigns. They are smarter than that. So for example, when the newest Sirius Decisions report on MA was released, we created a mid-stage content offer for it, and simply dragged it and dropped it to the top of the mid-stage stream. And unlike a drip campaign,in which people can only travel one way down the drip, in this case everyone in the stream will get the sieius decisions report next - because we’ve put it at the top and made it the #1 priority. This makes life for a content marketer pretty easy, and allows us to update our nurturing really quickly. Now, we have another set of streams for each buyer profile, in our case, sales, marketing and an exec. In some cases, we re-use the same content, and maybe the same message. Or we might use the same content, and tweak the message. Or in some cases, the content just doesn’t fit, and we might not use it, or we may use different content. So this is one way we personalize.
- #13 Special nurture streams for each nurture goal
- #14 One example of a goal is upsell/cross sell. One of Marketo’s customers, Dropcam, uses Marketo specifically for this purpose. Dropcam sells small video cameras that record directly to the cloud. They have customers who record different amounts of video in the cloud and access it with varying frequencies. They want to upsell a certain set of those customers to a better subscription, and they want to focus on the customers most likely to take advantage of that plan. So they capture this data in marketo and use it to automate their upsell marketing.
- #16 Okay, now that we have a lead, we need to get it to the sales team in a way that is easily digestible. So we have a sales intelligence tool called Marketo Sales Insight that lives natively within the CRM. We use SFDC. And it essentially provides the sales reps with a prioritized list of leads, with their best bets on top…which is why we call this the best bets list. The more stars and flames a lead has, the higher the quality. Stars measure relative lead score, and the flames is a measure of how quickly the score increased over time, which is essentially telling the rep how “hot” the lead is. So a lead with a very high score that has been doing a lot of research on the website over the past few days is someone that is likely to show up very high on their list.
- #18 So we use our Opportunity Influence Analyzer to do this really easily. The horizontal axis shows time, and the vertical axis shows the number of marketing interactions we’ve had with this account. The green portion represents the opening of the opportunity in the CRM, and then the opportunity closed won. Now, by default, we’re showing the people attached to this deal based on them having roles in the opp in the CRM system, and what you see is that sales interacted heavily with the primary contacts during the time that the opportunity was open. So it appears that marketing had little to do with this win because the number of interaction, or lack thereof, in the blue area, when it was a lead and not yet an opportunity. But if you look more closely over at the contacts on the right, you can see that Sarah Geller had 11 interactions, and if we mouse over her name, we can see that she is their CEO. So if we click on her name…
- #19 We get a complete view of how this deal was won. Marketing was keeping in touch with Sarah before this opportunity was created. And the story behind this deal, which is a real deal we won, is that Sarah had downloaded a DG, gone to an event, and just before the opportunity was created, went to Manny, someone on her team, and asked him to investigate Marketo. Only when you have a marketing system that can show you all of these touches across the buying journey, can you really understand how marketing is driving revenue.
- #20 We know because we mapped the same pipeline we just saw in our product. This is the revenue cycle modeler in Marketo, and the stages across the green section represent the funnel stages we looked at before, so you see targets, leads and opportunities. Some stages are boxes because people can stay in those stages indefinitely, some are clocks, meaning there are SLA’s. Once this is setup and it begins tracking movement.
- #21 We get this report, which is like Google Analytics for revenue. Conversion rates and velocities For each of those stages I can see how many people are in there, and what is the flow from stage to stage, as well as the velocity at which people are moving between them. Conversion rates and velocities. And I can see this over time so we can understand the trends, and even compare them to previous periods. Having this data at your fingertips is so powerful for a marketer, because it really lets us understand the dynamics of the revenue process.
- #25 <Qualification tool> Engagement marketing is a journey and our customers (as well as us) have been at for years. Marketo has the unique mix of sophistication, best practices, services to take you on this complete journey – whether you are focused on driving point in time single channel campaigns or building lifelong, durable, relationships. ESPs are really good at helping with helping you quickly execute targeted campaigns. Point marketing solutions bring some basic functionality around scoring, lead nurturing and segmentation to help you drive continuous campaigns. Complex marketing suites and clouds have such deep functionality that they could only help drive personalized conversations with people. Marketo is the ONLY solution that can take you on this entire engagement marketing journey, wherever you are today, to make you successful.