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Presented by Financial Publishing Services
Taking the Mystery Out of
Bank Marketing Automation
In a white paper on digital age marketing and financial
services, Marketo describes marketing automation as a
must-have tool for financial services marketers to
streamline, automate and measure marketing tasks and
workflow, so they can increase operational efficiencies and
grow revenue faster.
Introduction
The reality is that relatively few organizations with
marketing automation platforms (MAP) are enjoying those
benefits.
According to Marketing Growth Strategies, only about
20% of large enterprises are using some form of MAP. Of
those who do have a system in place, deployment remains
a major challenge.
Introduction
Determining the ROI of marketing automation remains a
challenge as well. The research brief, Calculating the
Return on Automation, by Sirius Decisions notes that for a
marketing automation investment, demonstrating an ROI
has got to be more than showing an increase in marketing
campaigns and sales leads.
ROI
For automation to generate meaningful performance
improvement, marketing skills and processes must be
integrated with the technology. The Sirius report cautions
that companies using technology alone to improve demand
creation may see their marketing results deteriorate.
ROI
However, when combined with the proper processes and
skills, marketing automation can produce exceptional
results, the report states. Users discover more
functionality, increase conversion rates and ultimately
increase revenue.
ROI
Q & A
Matt Read
Marketing Automation Strategist
with Eric Mower and Associates
A. Marketing automation is designed to create a responsive, self-
operating two-way dialogue between your audience and your brand.
You’re feeding them content and they are giving back information.
This feedback helps you to determine where the prospect is in the buying
cycle. Knowing where the prospect is in the decision-making process
enables your automated system to send the appropriate information to
move the prospect further along the buying cycle, ultimately leading to a
sale.
Q. Marketo gives us a macro view description of what marketing automation is
designed to accomplish. How would you describe it from a marketer’s point of
view?
A. Aside from the upfront investment that implementing a marketing
automation system requires, banks, in particular, have data security
concerns. They’re hesitant to share their customer’s financial data,
account numbers, etc., for fear of it being hacked or otherwise
compromised.
While all major marketing automation platform vendors guarantee
security, the majority are *cloud-based services. At the same time, most
automation systems do integrate with the bank’s in-house systems, so
there’s some control over how much bank information is shared.
Q. That sale is what it’s all about isn’t it? So why do banks and other organizations
seem so hesitant to pull the trigger on the means to make it happen?
*Cloud services are available to users on demand via the Internet from the provider's
servers as opposed to originating from the company's own on-premises servers.
Firewalls can also be put in place for additional security. While security
is a well-founded concern, some risk is considered a cost of doing
business. And with the proper security systems in place, that risk is
minimal.
Banks can also circumvent concerns about
divulging secure information by limiting the
scope of the customer data they input into
their automated system to only a name and
email address as well as behavioral
information a customer shares that will feed
the buying cycle process.
(Q. …why do banks/organizations seem so hesitant?…)
Some banks have made the decision to move forward with a systems
purchase, but have not successfully implemented it. Often times this is
due to an unrealistic expectation—often set by the system’s seller--that
once a system is bought and installed it’s ready to go at the flip of a
switch. In reality that’s like buying a hammer and expecting a built house
to appear.
(Q. …why do banks/organizations seem so hesitant?…)
The marketing automation platform is just the engine that drives the
strategy. The strategy the bank develops determines the customer data
the MAP contains and the content that feeds it. Getting to the point
where both data and content can work together to achieve the desired
outcome is where the real work lies.
(Q. …why do banks/organizations seem so hesitant?…)
A. All stakeholders need to work together, particularly Marketing and
Sales. With all the talk about the disconnect between these two groups,
this is a great opportunity for those two units to work together and create
meaningful, measureable results that both will want to stand by.
They are the ones who will collectively determine what online behaviors
will trigger which content, so that clients and prospects are getting the
appropriate information to move efficiently through the buying cycle,
culminating in a sales engagement. This process is critical in that a poorly
planned data and content integration system is a difficult thing to unravel.
Q. How do organizations get to that point of data and content integration?
First you need to get the “right people” in the room, so to speak, to
determine who should see what content and when. And while Marketing
typically takes the lead in that decision, Sales must be an integral part of
the process.
Sales will be essential in helping identify and categorize target
audiences. And with their time and experience in the field, sales reps
also have insider knowledge on what content those targets might be
most likely to engage with. So really, Sales involvement is essential.
Q. Can you walk us through who does what in the collaboration you’ve just described?
During one of the marketing automation classes at a recent Marketo
conference, the instructor put it this way: “We are going to take your best
sales person and find out what they say to whom when they are out in the
field. Then we are going to replicate that via automation.” The impact of
that automation will be the equivalent of at least 50 sales people delivering
the same information manually.
(Q. …walk us through who does what …?)
With Sales and Marketing working transparently together in setting the
criteria for quality leads, and Marketing incorporating this field
intelligence from Sales to determine and develop the content, both
departments are now committed to a cooperative system that generates
far better results than either could achieve working alone.
(Q. …walk us through who does what …?)
Once you have qualified your leads, you can not only show the ROI, but
you can also measure cost-per-sale or cost-per-lead. With a system like
this in place, you can now measure the impact of lead nurturing content
and buying cycle behaviors.
You also can determine an actual cost per action or cost per sale. In
addition, you can track what results are happening in real time, and make
adjustments on the fly. You can better prepare for future marketing
planning, instead of just writing checks and crossing your fingers hoping
that marketing will drive sales.
Q. Philosophically this makes a lot of sense. Can you walk us through how the
philosophy turns into something that, excuse the pun, you can ‘take to the bank’?
That Marketing Automation Programs can reduce the average sales cycle
is also an important fiscal benefit. Today, your typical B2B sales cycle can
range from 18 to 24 months, from first outreach to closing the deal. With
that much time, it’s hard to follow up at the right moment, and whoever is
closest to the finish line is the one you’re going to want to spend the most
time with. What marketing automation does is eliminate that ‘spread too
thin to follow up’ aspect out of the equation. It allows Sales to maximize the
time they spend directly communicating with prospects who are ready to
buy.
(Q. Philosophically this makes a lot of sense. Can you walk us through how the
philosophy turns into something that, excuse the pun, you can ‘take to the bank’?)
Basically, your sales people will spend more time doing what they do
best: selling to qualified, interesting prospects. The more time they spend
with people at the end of the cycle, the more effective they and your
bank will be. So, a comprehensive MAP doesn’t just automate
interactions with the end user, it paves the way for an automated
interaction with the sales team.
(Q. Philosophically this makes a lot of sense. Can you walk us through how the
philosophy turns into something that, excuse the pun, you can ‘take to the bank’?)
A. For a Marketing Automation System to function as a sales tool, it needs to
be integrated with the organization’s CRM system.
For instance, say we are tracking the activity of a prospect listed in the
MAP database. Marketing and Sales have come to an agreement on lead
scoring and this person registers as someone that’s ready to talk to a sales
rep. That information is sent from the Marketing Automation System to the
CRM system, and it triggers a message to a sales person, typically by email,
that they just got a lead.
The sales person can then go to, let’s say Salesforce, and look at all of the
things that prospect did that led up to their score, such as downloads, opens,
views, etc. Now the rep has enough information in their arsenal to make a
very timely and relevant sales call.
Q. What do you mean by “paves the way”?
A. Most major players work with the other major players. For instance the
Microsoft and Salesforce CRM systems work well with most of the big
marketing automation systems, such as Marketo, Eloqua, and Oracle, to
name just a few.
Beyond that, home grown or off-the-shelf CRM systems can still work
together, but to do that, systems integration companies like ours usually
need to get involved.
Q. Do most of Marketing Automation Systems integrate well with CRM systems?
The purpose of system integration providers is to help organizations
become able to ultimately manage marketing automation on their own. The
only way this can happen is by working together to identify and categorize
the targets, establish trigger behaviors, formulate the content strategy and
integrate that strategy into the CRM system up front.
Once the strategy has been integrated and the system has been tested,
they should only need to call in their system integration partner if they want
to incorporate a new content strategy, or otherwise enhance or make major
changes to their current program. Any system ‘glitches,’ such as repeated
“user error” messages, should be worked out as part of that initial program
setup.
(Q. Do most of Marketing Automation Systems integrate well with CRM systems?)
In some cases, a bank may “turn over the keys” to a system integration
partner, because they don’t have the resources to manage the process
internally. They may say “we know using a marketing automation system is
the right thing to do, but we don’t know how to do it.” In that case, the partner
will ‘architect’ a system, helping the bank to choose a platform, and then
implement and manage it completely.
(Q. Do most of Marketing Automation Systems integrate well with CRM systems?)
It may sound surprising, but the choice often comes down to the human
component. A marketing automation supplier should be less like a vendor and
more like a partner. Good partners will continue to work with you after setup to
manage the entire process.
Service agreements can range from an expedited ‘walk through’ with a single
point of contact at the bank, to a few days of intense staff training, to a
contract where the partner provides ongoing monthly service.
Q. What would you say to a bank that’s in the process of selecting a marketing
automation platform?
Whatever level of service you require, you need to select a partner who’s
committed to the mantra of success—which is to deploy and then revise, revise,
revise to success. It comes down to believing that the partner you’re talking to
will view the challenge like you do.
Do the people you’re talking to have an in-depth understanding of marketing
automation? Are they passionate about marketing? Will they be passionate
about your brand?
If they know their marketing automation and digital marketing and answer those
other questions, you’ve got a good partner.
(Q. What would you say to a bank that’s in the process of selecting a marketing
automation platform?)
Founded in 1968, Eric Mower + Associates is a full service marcom,
advertising and digital services agency with offices across the United States.
With over 250 passionate, creative and tenacious personnel, EMA has won a
variety of B2B and B2C awards, and is recognized as one of the most
successful independent firms in the country.
To learn more about EMA and to see what a strategic partnership looks like,
you can call Matt Read at 315-413-4259 or e-mail at mread@mower.com
FPS develops, manages and distributes custom business content on behalf of banks
and other financial services marketers. We specialize in marketing consulting, e-
newsletters, conference presentations, white papers, case studies, multimedia
demos and tutorials, and bylined article writing and placement services.
www.fpsc.com
info@fpsc.com
847.501.4120 ext. 2​

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Taking the mystery out of Marketing Automation in Banking

  • 1. Presented by Financial Publishing Services Taking the Mystery Out of Bank Marketing Automation
  • 2. In a white paper on digital age marketing and financial services, Marketo describes marketing automation as a must-have tool for financial services marketers to streamline, automate and measure marketing tasks and workflow, so they can increase operational efficiencies and grow revenue faster. Introduction
  • 3. The reality is that relatively few organizations with marketing automation platforms (MAP) are enjoying those benefits. According to Marketing Growth Strategies, only about 20% of large enterprises are using some form of MAP. Of those who do have a system in place, deployment remains a major challenge. Introduction
  • 4. Determining the ROI of marketing automation remains a challenge as well. The research brief, Calculating the Return on Automation, by Sirius Decisions notes that for a marketing automation investment, demonstrating an ROI has got to be more than showing an increase in marketing campaigns and sales leads. ROI
  • 5. For automation to generate meaningful performance improvement, marketing skills and processes must be integrated with the technology. The Sirius report cautions that companies using technology alone to improve demand creation may see their marketing results deteriorate. ROI
  • 6. However, when combined with the proper processes and skills, marketing automation can produce exceptional results, the report states. Users discover more functionality, increase conversion rates and ultimately increase revenue. ROI
  • 7. Q & A Matt Read Marketing Automation Strategist with Eric Mower and Associates
  • 8. A. Marketing automation is designed to create a responsive, self- operating two-way dialogue between your audience and your brand. You’re feeding them content and they are giving back information. This feedback helps you to determine where the prospect is in the buying cycle. Knowing where the prospect is in the decision-making process enables your automated system to send the appropriate information to move the prospect further along the buying cycle, ultimately leading to a sale. Q. Marketo gives us a macro view description of what marketing automation is designed to accomplish. How would you describe it from a marketer’s point of view?
  • 9. A. Aside from the upfront investment that implementing a marketing automation system requires, banks, in particular, have data security concerns. They’re hesitant to share their customer’s financial data, account numbers, etc., for fear of it being hacked or otherwise compromised. While all major marketing automation platform vendors guarantee security, the majority are *cloud-based services. At the same time, most automation systems do integrate with the bank’s in-house systems, so there’s some control over how much bank information is shared. Q. That sale is what it’s all about isn’t it? So why do banks and other organizations seem so hesitant to pull the trigger on the means to make it happen? *Cloud services are available to users on demand via the Internet from the provider's servers as opposed to originating from the company's own on-premises servers.
  • 10. Firewalls can also be put in place for additional security. While security is a well-founded concern, some risk is considered a cost of doing business. And with the proper security systems in place, that risk is minimal. Banks can also circumvent concerns about divulging secure information by limiting the scope of the customer data they input into their automated system to only a name and email address as well as behavioral information a customer shares that will feed the buying cycle process. (Q. …why do banks/organizations seem so hesitant?…)
  • 11. Some banks have made the decision to move forward with a systems purchase, but have not successfully implemented it. Often times this is due to an unrealistic expectation—often set by the system’s seller--that once a system is bought and installed it’s ready to go at the flip of a switch. In reality that’s like buying a hammer and expecting a built house to appear. (Q. …why do banks/organizations seem so hesitant?…)
  • 12. The marketing automation platform is just the engine that drives the strategy. The strategy the bank develops determines the customer data the MAP contains and the content that feeds it. Getting to the point where both data and content can work together to achieve the desired outcome is where the real work lies. (Q. …why do banks/organizations seem so hesitant?…)
  • 13. A. All stakeholders need to work together, particularly Marketing and Sales. With all the talk about the disconnect between these two groups, this is a great opportunity for those two units to work together and create meaningful, measureable results that both will want to stand by. They are the ones who will collectively determine what online behaviors will trigger which content, so that clients and prospects are getting the appropriate information to move efficiently through the buying cycle, culminating in a sales engagement. This process is critical in that a poorly planned data and content integration system is a difficult thing to unravel. Q. How do organizations get to that point of data and content integration?
  • 14. First you need to get the “right people” in the room, so to speak, to determine who should see what content and when. And while Marketing typically takes the lead in that decision, Sales must be an integral part of the process. Sales will be essential in helping identify and categorize target audiences. And with their time and experience in the field, sales reps also have insider knowledge on what content those targets might be most likely to engage with. So really, Sales involvement is essential. Q. Can you walk us through who does what in the collaboration you’ve just described?
  • 15. During one of the marketing automation classes at a recent Marketo conference, the instructor put it this way: “We are going to take your best sales person and find out what they say to whom when they are out in the field. Then we are going to replicate that via automation.” The impact of that automation will be the equivalent of at least 50 sales people delivering the same information manually. (Q. …walk us through who does what …?)
  • 16. With Sales and Marketing working transparently together in setting the criteria for quality leads, and Marketing incorporating this field intelligence from Sales to determine and develop the content, both departments are now committed to a cooperative system that generates far better results than either could achieve working alone. (Q. …walk us through who does what …?)
  • 17. Once you have qualified your leads, you can not only show the ROI, but you can also measure cost-per-sale or cost-per-lead. With a system like this in place, you can now measure the impact of lead nurturing content and buying cycle behaviors. You also can determine an actual cost per action or cost per sale. In addition, you can track what results are happening in real time, and make adjustments on the fly. You can better prepare for future marketing planning, instead of just writing checks and crossing your fingers hoping that marketing will drive sales. Q. Philosophically this makes a lot of sense. Can you walk us through how the philosophy turns into something that, excuse the pun, you can ‘take to the bank’?
  • 18. That Marketing Automation Programs can reduce the average sales cycle is also an important fiscal benefit. Today, your typical B2B sales cycle can range from 18 to 24 months, from first outreach to closing the deal. With that much time, it’s hard to follow up at the right moment, and whoever is closest to the finish line is the one you’re going to want to spend the most time with. What marketing automation does is eliminate that ‘spread too thin to follow up’ aspect out of the equation. It allows Sales to maximize the time they spend directly communicating with prospects who are ready to buy. (Q. Philosophically this makes a lot of sense. Can you walk us through how the philosophy turns into something that, excuse the pun, you can ‘take to the bank’?)
  • 19. Basically, your sales people will spend more time doing what they do best: selling to qualified, interesting prospects. The more time they spend with people at the end of the cycle, the more effective they and your bank will be. So, a comprehensive MAP doesn’t just automate interactions with the end user, it paves the way for an automated interaction with the sales team. (Q. Philosophically this makes a lot of sense. Can you walk us through how the philosophy turns into something that, excuse the pun, you can ‘take to the bank’?)
  • 20. A. For a Marketing Automation System to function as a sales tool, it needs to be integrated with the organization’s CRM system. For instance, say we are tracking the activity of a prospect listed in the MAP database. Marketing and Sales have come to an agreement on lead scoring and this person registers as someone that’s ready to talk to a sales rep. That information is sent from the Marketing Automation System to the CRM system, and it triggers a message to a sales person, typically by email, that they just got a lead. The sales person can then go to, let’s say Salesforce, and look at all of the things that prospect did that led up to their score, such as downloads, opens, views, etc. Now the rep has enough information in their arsenal to make a very timely and relevant sales call. Q. What do you mean by “paves the way”?
  • 21. A. Most major players work with the other major players. For instance the Microsoft and Salesforce CRM systems work well with most of the big marketing automation systems, such as Marketo, Eloqua, and Oracle, to name just a few. Beyond that, home grown or off-the-shelf CRM systems can still work together, but to do that, systems integration companies like ours usually need to get involved. Q. Do most of Marketing Automation Systems integrate well with CRM systems?
  • 22. The purpose of system integration providers is to help organizations become able to ultimately manage marketing automation on their own. The only way this can happen is by working together to identify and categorize the targets, establish trigger behaviors, formulate the content strategy and integrate that strategy into the CRM system up front. Once the strategy has been integrated and the system has been tested, they should only need to call in their system integration partner if they want to incorporate a new content strategy, or otherwise enhance or make major changes to their current program. Any system ‘glitches,’ such as repeated “user error” messages, should be worked out as part of that initial program setup. (Q. Do most of Marketing Automation Systems integrate well with CRM systems?)
  • 23. In some cases, a bank may “turn over the keys” to a system integration partner, because they don’t have the resources to manage the process internally. They may say “we know using a marketing automation system is the right thing to do, but we don’t know how to do it.” In that case, the partner will ‘architect’ a system, helping the bank to choose a platform, and then implement and manage it completely. (Q. Do most of Marketing Automation Systems integrate well with CRM systems?)
  • 24. It may sound surprising, but the choice often comes down to the human component. A marketing automation supplier should be less like a vendor and more like a partner. Good partners will continue to work with you after setup to manage the entire process. Service agreements can range from an expedited ‘walk through’ with a single point of contact at the bank, to a few days of intense staff training, to a contract where the partner provides ongoing monthly service. Q. What would you say to a bank that’s in the process of selecting a marketing automation platform?
  • 25. Whatever level of service you require, you need to select a partner who’s committed to the mantra of success—which is to deploy and then revise, revise, revise to success. It comes down to believing that the partner you’re talking to will view the challenge like you do. Do the people you’re talking to have an in-depth understanding of marketing automation? Are they passionate about marketing? Will they be passionate about your brand? If they know their marketing automation and digital marketing and answer those other questions, you’ve got a good partner. (Q. What would you say to a bank that’s in the process of selecting a marketing automation platform?)
  • 26. Founded in 1968, Eric Mower + Associates is a full service marcom, advertising and digital services agency with offices across the United States. With over 250 passionate, creative and tenacious personnel, EMA has won a variety of B2B and B2C awards, and is recognized as one of the most successful independent firms in the country. To learn more about EMA and to see what a strategic partnership looks like, you can call Matt Read at 315-413-4259 or e-mail at mread@mower.com
  • 27. FPS develops, manages and distributes custom business content on behalf of banks and other financial services marketers. We specialize in marketing consulting, e- newsletters, conference presentations, white papers, case studies, multimedia demos and tutorials, and bylined article writing and placement services. www.fpsc.com info@fpsc.com 847.501.4120 ext. 2​