Marketing Operations: Hot New Playground for Project Managers

Marketing Operations 2.0:
A Hot New Playground for Project Managers to Apply
Their Craft and Raise Their Game
1

ClearAction Continuum
2© Copyright ClearAction Continuum. All rights reserved.
About Your Guide: Gary M. Katz
• Founder and Chief Strategy Officer of Marketing
Operations Partners
• First ready-to-go COO and change management
team for the marketing department
• Chairman of Marketing Operations Future Forum
• 20+ years experience leading corporate marketing,
• marcom, PR, IR, demand gen & change
management
• Certified Strategic Planning Process Facilitator (ICA)
• Noted educator, author, speaker and leader in
Marketing Operations field
• MS in Organization Development, BA in Public
Relations

• Apply your PM skills in a hot new discipline
• Work cross-functionally both within and outside marketing to drive
alignment, collaboration and buy-in
• Marry execution with strategy
• Raise project management to performance management and
measurement
• Carve out your own job description based on the changing operational
needs of the Marketing organization
• Be in the center of a continuous learning process
• Be or grow into an indispensable Chief of Staff to the CMO
• Sharpen you saw for future career opportunities (CMO, COO, CEO, etc.)
Marketing Operations 2.0: What`s in It For You ?

What’s Possible? A New Vision for Marketing
• Marketing full partner to CEO, C-suite
• Marketing drives innovation, new market penetration & customer
profitability
• Marketing owns sales leads process (in partnership with Sales)
• Marketing, once operationalized, leads the growth charge

The Enormity of the Challenge
“ Today’s marketing world is broken. I give us a ‘D’ because our
mentalities have not changed. Our work processes have not changed
enough. Our measurement has not evolved.”
– James Stengel, Global CMO, Procter & Gamble Co.

Sobering Numbers
B-to-B marketers that describe themselves as self-taught
professionals
B-to-B organizations that spend $1,000 or less per year on
marketing skills development
Organizations that have purchased marketing automation that
are utilizing it to the fullest
Gap in waterfall performance (inquiry-to-close ratio) between
average and best-in-class organizations
Source: SiriusDecisions, Dawn of the Demand Centre Presentation
85%
81%
25%
7X

Silos
Product Mgmt Marcom
Lead Gen
Social Media
PR Channel MktgEvent
s
Web Alliance
s

Information Overload
 Measurable data in
2000
Metric
Data
Fine granularity needed for better decisions
Metric
Data
• Measurable data now

Is Marketing Truly Aligned with Your Enterprise Strategy?
• Enterprise
Strategic
Objectives
• Gap Closing
• Over some
period of time
• Objective #1
• Decisions &
Doing
• Investments
• Measures
• Programs
• Initiatives
• Activities
• Gaps to Close
•Priorities
•Leverage
•Now vs. Later
• Goals & Gaps
• Economic
• Experience
• Business
(Ethics,
Principles,
Values)
Alignment of
Stakeholders
with each
other
Balanced
Returns to
Each
Stakeholder
Maximum
Overall
Satisfaction
Success!
START

7 Deadly Sins, Letterman-Style
• Your metrics for success are ill-defined
• Your people are slammed
• Your institutional memory is leaky
• Your innovation and creativity are suffering from constipation
• Your team, cross-functional or supplier relationships are poorly-
aligned
• Your decision-making process is tough to justify
• Your marketing portfolio is not delivering expected results

What is Marketing Operations 2.0?

The Marketing Operational Mix
Source: CMO Council

Defining Marketing Operations 2.0
A Strategic Foundation for Marketing Excellence
A Holistic Framework
Alignment Integration
A Best Practice Enabler
Consistency Sustainability
An Operational Discipline
Efficiency Accountability
MO 1.0 MO 2.0
✓
✓
✓
✓
✓✓
✓✓

Lack of Confidence in
Business Intelligence
Challenge:
Converting Insight into Value
Marketing Operations: Rising to the Challenge

Lack of Confidence in
Business Intelligence
Benchmark Best
Practices
Validate
Market Demand
Assess
Insight/
Opportunity Gaps
Baseline What We
Know/What We
Don’t
MO Breeds
Actionable
Insight and
Innovation
Solution:
Converting Insight Into Value

No or Slow - Growth...
Disappointing Revenue Results
Challenge:
Accelerating Selling/Buying Process

No or Slow Growth
Integrate
Buying/Selling
Cycle
Feed Sales Pipeline
Optimize Sales/
Marketing
Hand-offs
Leverage Loyalty
Assets
MO Aligns
Sales/
Marketing
Effort
Solution:
Accelerating Selling/Buying Process

Marketing in Reaction Mode
Challenge:
Scaling Marketing for Growth

Marketing in Reaction Mode
Diagnose Marketing
Health
Architect Enabling
Shared Processes
Optimize Marketing
Investment
Develop Marketing
Competency
MO
MObilizes
Resources
Solution:
Scaling Marketing for Growth

Every Strategy/Budget Cycle
-- a Free-for-All
Challenge:
Delivering the Strategic Agenda

Catalyze
Shared Vision
Strategy / Budget Cycles
are Free-for-Alls
Ensure Message
Integrity
Live the
Brand
Socialize
Marketing Change
MO
Realizes
Strategy
Solution:
Delivering the Strategic Agenda

The Price of Acquiring & Keeping
a Customer is Growing
Challenge:
Maximizing Customer Profitability

The Price of Acquiring &
Keeping
Customers is Growing
Calculate Customer
Lifetime Value
Capture Customer
Decision Drivers
Win Back
At-Risk Customers
Mobilize to
Meet Customer
Expectations
MO Delivers
Customer
Experience
Solution:
Maximizing Customer Profitability

Marketing on Defensive
to Show Contribution
“Much of what marketing can contribute right now is seen as less tangible
because we lack the metrics” – Dawn Hudson, CEO, Pepsi North America
Challenge:
Demonstrating Return on Marketing

Marketing on
Defensive
To Show
Contribution
Align
Marketing/Enterprise
Objectives
Track Individual and
Team Performance
Fine-tune Forecasting
thru Predictive
Analytics
Define and Track Key
Metrics via
Dashboards
MO Enables
Account-
ability
Solution:
Demonstrating Return on Marketing

9 Steps You Can Take Now
To Fuel Marketing Excellence

MetricsProcessGuidance
Infrastructure
Management
Technology
Strategy
Ecosystem
Alignment
#1 Adopt a Best Practice Model for Socialization
And Sustainable Success
Marketing Operations Best Practice Framework

#2 Build a Business Case to Invest in MO
Big Investment,
Heightened
Accountability
Dynamic
Competitive
Market
Need to Raise
Strategic
Game
Cross-functional
Alignment
Critical
Under
Media/
Regulatory
Scrutiny
M & A
Integration
Challenges
EXTERNAL DRIVERS VALUE DRIVERS MOBILIZATION DRIVERS

Scaling for
Growth
Enterprise
Strategic
Agenda
Customer
Profitability
Buying
Acceleration
Accountability Alignment with
Stakeholders
Marketing
Intelligence
#3 Focus on Most Leverage-able Areas to Optimize
Marketing Effectiveness

Measure Marketing ROI &
Demonstrate Value
Balance of Marketing
Strategy & Tactics
Common Goals for Marketing Success
Tied to Other Groups
73%
60%
Justify Marketing’s Role &
Contribution to C-Level Executives
Marketing Processes Enable
Internal Efficiencies & Effectiveness
Collaboration & Synergy
Supported By Corporate Environment
Coordination of Shared Processes
Across Functions
Continuity to Maintain Institutional
Knowledge & Expertise
Assimilate & Integrate Resources
Obtained From M&A
57%
49%
42%
26%
22%
12%
6%
#4 Clarify Your Marketing Priorities
Source: Journey to Marketing Operations Maturity
Benchmarking Study, Marketing Operations Partners

#5 Inventory Your Success Factors and Obstacles
Unsupportive Culture
Lack of Follow-Through
Risk-Taking Penalties
Infrequent Delegation
Marketing Operations
Success Factors
Marketing Operations
Obstacles
Clarity & Consistency
Supportive Culture
Executive Buy-in
Performance Measurement
Process Refinement & Automation
Source: Journey to Marketing Operations Maturity
Benchmarking Study, Marketing Operations Partners

Fundamental MO
Expanded MO
Sophisticated MO
Budget Management
CRM
Marketing Services
Measurement
Vendor Management
#6 Plot Your Roadmap to MO Maturity

#7 Structure Your Marketing Organization with 20/20
Strategic Vision
Chief
Marketing
Officer
Analytics
MO Leader/
Chief
Of Staff
Program
Office
Marketing
Intelligence
Sales
Enablement
Best Practice
Consulting
Marketing IT
Systems
Budget/PlanningCampaign Dev
Lead Nurturing Governance
Shared ServicesChannel Ops
Benchmarking
Voice of
Customr
Process Design
Change Mgmt
Competency Dev
User Training
Data Mgmt
Metrics
Definition
Knowledge
Mgmt
Web Ops
Perform
Imprvmt
S&M Alignment IT Alignment

#8 Tie Improvement Goals to Specific Marketing Operations
Initiatives
0% 50% 100%25% 75%
Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties
Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company
Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews
Balance of Strategic & Tactical Elements Maintaining big picture in day-to-day marketing execution decisions
Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies
Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions
Group Memory Management Enduring repository of marketing information despite movement of individuals
40% 80%
45% 83%
34% 83%
45% 85%
31% 79%
36% 82%
35% 85%
Never
Practiced
Always
Practiced
Key:
X% At Inception of MO Function
| Current Performance
X% Mid-2008 Target

#9 MObilizing + Web 2.0 for Optimal Effectiveness
Web 2.0
• Outside-in View
• Efficient new channels & tools
• A collaborative platform to
engage customers,
stakeholders
• Greater focus on org. integrity
& transparency
MO 2.0
• Inside-out View
• New initiatives, tools strengthen
operational muscle, agility
• Holistic framework mobilizes x-
functional alignment,
accountability behind strategy
• Greater emphasis on org. integrity
& transparency

Summary: Moving Organizations Forward
• A new breed of professionals focusing on efficiency and
effectiveness
• An injection of left-brain thinking in Marketing
• A budding marriage with Sales, IT and others
• A predisposition towards strategy, guidance, process, metrics
and technology
• A great home for professionals with PM skills and experience!

Summary: Why Become a MOtivator?
• Major leadership opportunity
• At the forefront of effecting enterprise change
• An integral part of the quest for innovation
• Fast track to personal growth, learning and accountability
• Focus on enterprise health and wellness, not reinforcing
entrenched dysfunction
• Win-win as a team
• Richer job or career satisfaction and rewards
• Apply your unique competencies where they can have big impact

We center your business on customers
39
ClearAction Advisory is different:
 Alignment internally & externally
 Empower all levels & functions
 Tie into existing rituals, strengths
 Seasoned CX practitioners
= Advisory team
See ClearAction.com/advisory
© 2018 ClearAction Continuum. All rights reserved.
DNA Master Plan™
(fast-track foundational mojo for CX leadership)
DNA Activation™
(all-hands-on-deck for CX)
Market Responsiveness Index™
(3 factors: 32% profit advantage)
DNA Transformation™
(cross-functional systematic CX)
Customer/Partner Engagement Optimization
(external & internal UX)
Human-Centered Design
(products, services, processes external & internal)
VoC Actionability
(external & internal UX)
Actionable Intelligence
(journeys, personas, lifetime value, metrics)

4040© 2018 ClearAction Continuum. All rights reserved.
ClearAction clients’ experiences
Because each of the ClearAction
team members managed CX in B2B
for a number of years, they provided
personal examples and practical
tools that could be implemented right
away. It was incredibly beneficial for
us to work with them for several
occasions. They elevated our
collective knowledge and helped us
achieve a higher level of CX maturity.
– A. Chu, Dir Customer Experience
ClearAction is an expert in business
operations, and has been an
invaluable resource for us to learn
best-practices in many areas. They
taught us things that would not
readily cross our minds, but after they
explain, it makes total sense, and this
increased our efficiency and
accuracy in many areas. I highly
recommend ClearAction.
– K. Van Diepen, Dir Marketing Communications
ClearAction has been at the forefront
of helping companies like ours
reduce chaos, maximize resources
and achieve impactful results.
They’ve provided mission-critical
guidance to begin the process of
building a strong marketing
operations function that supports our
company’s growth, scale and
continuous improvement objectives.
– K. Chalmers, Dir Marketing Operations

41
We center your
business on customers
© 2018 ClearAction Continuum. All rights reserved.
ClearAction.com
ClearAction
company/201333
+ClearActionCXO
CustomerExperienceOptimization
Let’s keep in touch!

Marketing Operations: Hot New Playground for Project Managers

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