Event slides from CleverTouch Marketing's Marketing Automation breakfast briefing - Organisational Design and Deployment.

8. Copyright © CleverTouch Marketing

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14. Copyright © CleverTouch Marketing

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18. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Are you taking
advantage of the
hidden sales cycle?
Leading businesses track customers’ online
movements to predict their buying
behaviour. It’s easier than you think…

19. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
A little bit about me…
Andrew Burner
Digital Experience
Management
Optimization
& Insights
Intelligent
Orchestration
Actionable
Audience Profile
Connected
Data
@AndrewJBurner
Andrew.burner@oracle.com
uk.linkedin.com/in/andrewburner1

20. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
What is the hidden sales cycle?

21. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Before
Customers had to talk to you.
Today
Talking to you is the last thing
they do.

22. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Customers are much better informed than they used to be
By 2020, Gartner
predicts data
volumes will grow
to
20 X what they are
today
x20 Gartner
75% of digital
information
is generated
by individuals
75% IDC
On average, B2B buyers
are 57% through the
purchase decision
before engaging a
supplier sales rep.
57%
Joint Google and CEB
research project
Joint Google and CEB research project
Sources:
http://panelpicker.sxsw.com/vote/20006
http://uk.emc.com/about/news/press/2011/20110628-01.htm
http://www.executiveboard.com/exbd-resources/content/digital-evolution/index.html

23. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Your challenge is to ensure
that prospects find your
company during the online
research stage.

24. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Reading ‘digital body language’ involves
knowing where each prospect has been online.
Reading ‘digital body language’
1. What content have they read on your blog?
2. Which emails have they opened?
3. Where have they been on your website?
Source:
http://trends.e-strategyblog.com/2012/09/07/how-social-consumers-see-it-vs-how-social-maketers-see-it-infographic/3609
e-Strategy Trends
While 76% of
marketers believe
“They know what their
consumers want” in
terms of social media
content and interaction,
only 34% have actually
asked those buyers.
76%
34%

25. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Four steps to taking advantage of the hidden sales cycle
Step 1
Know who they are
Step 2
Know where
they’re looking for
information
Step 3
Develop the content
that will attract their
attention and send it
automatically
Step 4
Start thinking
real-time

26. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Know who they are.
Step 1
• What is their job role?
• What business pains do they need to
resolve?
• What does a day in their life look like?
• What do they want to achieve by investing
in your products or services?

27. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Know where they’re looking for information
Step 2
• Twitter
• Facebook
• LinkedIn groups and forums
• Industry analyst websites
• Trade magazine and association websites

28. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Develop the content that will attract their
attention and send it automatically.
Step 3
Katapult10
%
Companies that
automate lead management
and send new content
automatically based on
digital body language signals
typically see a 10% increase
in revenue in just 6-9
months.
Source:
http://blog.katapult.co.uk/inbound/11-reasons-to-nurture-your-leads-with-marketing-
automation/

29. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Start thinking real-time
Step 4
Source:
http://www.convinceandconvert.com/the-social-habit/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/
“In general, how soon
after you contact a
brand, product or
company on social
media do you expect to
receive a response?”
Within 15 Minutes
11%
Within 30
Minutes
12%
Within 5 Minutes
9%
Within one
hour
10%
Within few days or so
33%
More than one hour,
but later same day
25%

30. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Takeaways
To start making the most of the opportunities in the
hidden sales cycle, you need to:

31. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Get the sales and marketing departments to work together to identify exactly who they’re
targeting. Everyone should know what their business pains are, what they want to achieve
and how they plan to achieve it.
Get online and start developing relationships in forums and groups to grow your reputation
as a value-adder and thought leader.
Get the sales and marketing teams to work together to develop the content that your
prospects need and want using lead management solutions to deliver content and move
prospects along the buying cycle until they are ready to talk to you.
Use the real-time reporting functionality of your lead management system to see how your
prospects are interacting with your emails, website and web content so you can engage with
them at the right time.

32. Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
As you may have guessed, this is all much easier with
Oracle Eloqua Marketing
Automation software!
Follow these steps and you will net more customers and convert more leads into sales.

34. © 2014 VMware Inc. All rights reserved.
VMware and Marketing
Operations
Jane Delbridge
April 19th 2016

35. The role of Marketing Operations
Marketing
Operations
Marketing
Automation
CRM
Reporting
(BI)
Data
Warehouse
CONFIDENTIAL 35

36. Integrating into the business
Sales
Field
Marketing
Campaign
& Brand
Web
CONFIDENTIAL 36
• Marketing Operations often
“own” many of the foundational
systems - be available to your
business partners
• Sales & Marketing alignment
• Feeding the funnel through:
• Data quality
• Lead scoring
• Nurture

37. Marketing Automation Strategy & Execution
• Strategy
– Align to the business priorities but always be customer focused
– Focus on the customer journey and making it meaningful
– Involve your stakeholders – explain the strategy & the process
• Execution
– Internal resource vs External resource
• Internal is often limited and/or thinly spread
• Agency model as your extended team gives advantages
– Training & knowledge share
– Always on cover

38. Working Globally
• Global instance with 3 Geos working within
– Each Geo with have their own approach/challenges
– Global team “owns” the platform – collaborate with them –
share what you are doing – share your best practise, your
hopes and your dreams
• Centres of Excellence – what does this mean
– Enable global strategy & vision
– Streamline the process
– Share the best practise
– Share global metrics/benchmarks
CONFIDENTIAL 38

40. © 2016 Eaton. All Rights Reserved..
Marketing Automation at Eaton
Nina Bennett, Digital and Direct Marketing
19 April 2016

41. © 2015 Eaton. All Rights Reserved.. 41

42. © 2015 Eaton. All Rights Reserved.. 42

43. © 2015 Eaton. All Rights Reserved.. 43
Our vision
To develop a world class digital marketing capability that
enables seamless and consistent experiences across all
digital channels

44. 44© 2015 Eaton. All Rights Reserved.
We are living in an
era of digital ubiquity,
where the pace of
change will only
accelerate.
Vatican Square2003
44
Provided by Razorfish
2013

45. © 2015 Eaton. All Rights Reserved.. 45
Marketing automation
a fundamental pillar of that strategy

46. 46© 2015 Eaton. All Rights Reserved.
Realising the potential
Implementing a marketing automation platform (MAP) can
lead to profound gains in marketing and sales efficiency
and productivity.
However, it is easy to fail to realize the potential of this
investment.
Evolving the marketing automation beyond initial
deployment is often deprioritized which results in a lack of
skill development and platform adoption, which in turn,
prevents the business from realizing the true business
potential.

47. 47© 2015 Eaton. All Rights Reserved.
Common reasons for failure
• Lack of vision or clear plan
• Lack of resource training and ownership
• Lack of buy-in from wider group of
stakeholders including ‘casual users’
• Lack of standardised processes
• Culture change too hard
• Skills difficult to build and source

48. 48© 2015 Eaton. All Rights Reserved.
Setting clear goals for EMEA
1
2
3
4
5
Lead
Manageme
nt
Data
Skill
developme
nt
CRM
Integration
Campaign
Analytics
20
15

49. 49© 2015 Eaton. All Rights Reserved.
Set up Marketing
Automation function
Recruit EMEA
Automation Manager
On-board Clever-
Touch
Governance of
platform, rules and
standards
Transition tactics
Retire other systems
Ad hoc reports
Academy briefs
H1 2015
Start CRM integration
Set up lead rules and
processes
Powershot launch
Standardize reports
Training sessions
Create publishing
model
Identify quick win
applications: Zuant
Create sub-regional
‘digital’ leads
Subscription mgmt
Accreditation
Social listening & sign on
Predictive scoring
Integrate other
applications
Governance review
eLearning modules
Data enhancement
H2 2015 2016 2017
Practical plans to reach our goals
People
Process
Apps
Key:
Eloqua User Group
Eloqua Clinic sessions
Preference centre
Skill capability
assessment & culture
Nurture programs
Lead scoring
Automated lead
Operationalise testing
Create reporting
dashboards
Data taxonomy

50. 50© 2015 Eaton. All Rights Reserved.
Democratizing marketing automation
Task allocation criteria:
Frequency: highly repeatable tasks that
occupy excessive resources due to
increasing frequency
Risk level: low risk tasks that present little
or no risk to company
Skill set: tasks that do not require a
specialized skill set
Enablement resources:
Culture: reset expectations and foster
self-help , planning and content marketing
philosophy
Templates: create templates for
decentralized tasks
Naming conventions: employ universal
naming conventions and apply strict
adherence rules
Documentation: include instructions for
using templates, standards for branding
and configuration, checklists etc.
Training: documentation with recorded
modular e-learning sessions on ‘how to’
Governance protocols: scheduling, list
management, testing , QA and approvals
Certifications: set up a certification
program and reward good work

51. 51© 2015 Eaton. All Rights Reserved.
Developing our EMEA user community
Eloqua usage
Skills
Low High
Low
High
CH CSO
DK CSO
IT CSONL CSO
SE CSO
FR CSO
UK BU
NO CSO
FI CSO
ES CSOPT CSO
ME CSOZA CSO
PO CSO
RU CSO
BAL CSO
FR BU
Eloqua Accreditation
Current state April ‘16
Key: Northern Western CEE
Middle East Africa
UK BU

52. 52© 2015 Eaton. All Rights Reserved.
Evolving our publishing mix to match
Eloqua usage
Skills
Low High
Low
High
CH CSO
DK CSO
IT CSONL CSO
SE CSO
FR CSO
UK BU
NO CSO
FI CSO
ES CSOPT CSO
ME CSOZA CSO
PO CSO
RU CSO
BAL CSO
FR BU
Eloqua Accreditation
Current state April ‘16
Key: Northern Western CEE
Middle East Africa
UK BU
Low cost publishing
Advanced programming
CleverTouch
Eaton in India

53. 53© 2015 Eaton. All Rights Reserved.
Supporting our ‘season’ approach
Season communications strategy
content strategy
program planning
Cross-functional program management
Infrastructure, tools and processes
UX,
design &
build
Testing &
Optimization
Segment
offer strategy
Marketing
Effectiveness
Tactic
Effectiveness
MarketingTactics
Reporting&Analytics

54. 54© 2015 Eaton. All Rights Reserved.
Investing in data
Without a deep understanding of data programs
will not be effective.
Pivotal to successful implementation is the
mapping out the marketing function’s data
capture, enhancement and normalization
strategy, database structure and taxonomy, field
formats and field-level integration with other
relevant databases.

55. 55© 2015 Eaton. All Rights Reserved.
Building a content strategy for buyers
Loosening of
the status
quo
Committing
to change
Exploring
solutions
Committing
to a solution
Justifying the
decision
Making the
selection
Education Solution Vendor
selection
Thought
leadership:
Virtual events
Social media
Trade shows
White papers
Blogs
Solution category
knowledge:
Web site/SEO
Webcasts
Self-guided demos
Product collateral
Value story:
Sales
presentations
Webcasts
Live events
Case studies
Internal blogs
Solution
differentiation:
Trials
Proofs of concept
Competitive tools
SME access
Financial
justification:
ROI tools
TCO tools
Business case
Financial
presentation
Live events
Decision validation:
Executive briefings
Analyst reports
Customer
references
Source Sirius Decisions

56. 56© 2015 Eaton. All Rights Reserved.
Formalizing the processes for delivery of that
content
INSIGHT CREATION ACTIVATION OPTIMIZATION
Audience Architect Ideation Design Build Deliver Customize Curate Measure
Audience
Framework
Content
Strategy
Messaging
Components
Content Brief Brand
Guidelines
Content
Blueprint
Localization
Guidelines
Content Audit Cost
Calculation
Market
Segments
Buyer
Personas
Influencer
Ecosystem
Seller
Personas
Demand Type
Campaign
Framework
Season topic
inputs
Sales Process
Buyers
Journey
Customer
Lifecycle
Objective-
setting
Season tactics
Local
Requirements
Sales
Requirements
3rd Party
Sourcing
Creative
Concept
Templates and
Modules
Derivative
Formats
Primary
Format(s)
Agency
Interlock
Creative
Production
Workflow/
Approvals
Licensing
Testing/
Validation
Paid
Earned
Shared
Enabled
Transcreation
Adaptation
Inventory
Systems and
Taxonomy
Productivity
Impact
KEY:
Key
Deliverable
Activity or
Process
Owned3rd Party
Curation
MaintenanceLocal
Origination
Utilization
Mature processes
Some processes
No or limited processes
Source Sirius Decisions

57. 57© 2015 Eaton. All Rights Reserved.
Blogs SEO Web PR Social PPC Ads Events
© 2015
SiriusDecisions. All
Rights Reserved Close
Sales Qualification
Marketing Qualification
Inquiry
OutboundInbound
Teleprospecting Qualified
Leads (TQLs)
Teleprospecting Accepted Leads (TALs)
Sales Generated
Leads (SGLs)
Sales Accepted
Leads (SALs)
Automation Qualified Leads (AQLs)
Teleprospecting Generated
Leads (TGLs)
Sales Qualified Leads (SQLs)
Won Business
KEY:
AQL = Automation Qualified Lead
TQL = Telemarketing Qualified Lead
MQL = Marketing Qualified Lead
SQL = Sales Qualified Lead
Estimated B2B
conversion
averages:
• INQ-AQL 18%
• AQL-SAL 60%
• SAL-SQL 45%
• SQL-WON 25%
Demonstrating ROI
Marketing and sales funnel model
Events Email
Eaton.
com
3rd
party
media
Eloqua forms
Meta data
Lead nurture
Automatic/Tele lead qualification
Leads
Meta data
Siebel C360
Meta data Meta data
Meta data Meta data
Origin
code
Origin
code
How we capture data
and measure

58. 58© 2015 Eaton. All Rights Reserved.
Some imperatives for marketing
Goal alignment: MAP roadmap must align with business priorities
Executive advocacy: marketing automation touches multiple business processes
and stakeholders. A senior marketing sponsor who supports the business value
that marketing automation can provide, as well as the cultural and process
changes that are required is fundamental to its success
Project management: just because a MAP is installed doesn’t mean that all of its
use cases have been realized. Over time, the prioritization and road-mapping of the
programs and capabilities (e.g. progressive profiling, data normalization routines,
marketing playbooks etc.) will change and must be managed
Cross functional liaison: strong requirement for alignment between multiple
functions: sales operations, marketing operations, information technology, channel
sales and customer support to create process standards
Administration: marketing automation policies and procedures that govern work
requests need to be established and reviewed

59. 59© 2015 Eaton. All Rights Reserved.
Key functional enablers
Program strategy: a system is only as good as the programs it automates. The
ability to determine and then outline how a MAP can and should be used to
execute and extend marketing programs is pivotal
Monitoring and analysis: measurement and reporting on the effectiveness of
individual marketing programs and using this to improve subsequent programs. To
ensure that best practices are identified and extended, centralized monitoring and
analysis must be provided
Documentation: successful MAP programs need to be documented and
maintained. Programs need to be described, workflows displayed and
communications sequences and processes explained
Training: many do not know how to effectively use a MAP within their role so
training about the role of the system, planning, content and processes is vital
Governance: just because marketers are exposed to best practices and
techniques does not mean that they will adopt them. A control mechanism is
required to review all marketing programs and confirm that they adhere to best
practice

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65. Marketing
Foundations
Data
Analytics
Technology
Content

66. Finance
Sales
Customer
Service
IT
HR
Operations

67. •Understand the
role of marketing
today
Current
Situation
•What do we want
Marketing to
deliver to
tomorrow?
Marketing
Vision •Define competencies
and OD roles
•Understand stakeholder
/ adjacent function
impact
Blueprint for
Change
•Development of
Implementation
Model
Roadmap to
Vision

68. McKinsey Consulting 2016

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70. Our next event…