Steve Walker & Seth Earley - Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

Copyright © 2016 Earley Information Science1
Understanding the DX Ecosystem &
Developing a Marketing Technology
Blueprint
Copyright © 2016 Earley Information Science
Seth Earley, CEO
Earley Information Science
CMS Wire’s
DX Summit
Nov 14th, 2016
Steve Walker, Practice Director
Experis - Global Content Solutions

Seth Earley
Seth Earley
CEO and Founder
seth@earley.com
www.linkedin.com/in/sethearley
@sethearley
• Over 20 years experience in data science and technology, content and knowledge
management systems, background in sciences (chemistry)
• Current work in cognitive computing, knowledge and data management systems, taxonomy,
ontology and metadata governance strategies
• Co-author of Practical Knowledge Management from IBM Press
• Editor of Data Analytics Department IEEE IT Professional Magazine
• Member of Editorial Board Journal of Applied Marketing Analytics
• Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology
Council Metadata Project Committee
• Founder of the Boston Knowledge Management Forum
• Former adjunct professor at Northeastern University
• Guest speaker for US Strategic Command briefing on knowledge networks
• AIIM Master Trainer – Information Organization and Access
• Course Developer & Master Instructor for Enterprise IA and Semantic Search
• Long history of industry education and research in emerging fields

Steve Walker
• 24 years of business and technology consulting, with a focus in Content disciplines.
• Currently Global Content Solutions practice area leader for Experis. Broad breadth of skills including
Customer Experience and Enterprise Content Management arena. His background has included Digital
Experience, Web Content Management, Content Marketing, Collaborative Technologies, Language
Services, Knowledge Management, Social Consulting, and other business disciplines.
“We simplify complex content challenges.”
• Client successes have included small and large clients such as Microsoft, Intel, GE Lighting, General
Dynamics IT, Apple, ChildFund, AllState Insurance, Dell, and International Monetary Fund,
• Specialties: Social Business, Digital Experience Management, Web Strategy, Information Architecture,
Usability, Marketing Technologies, Enterprise Content Management, Web Content Management,
Information Architecture, Business Transformation, Enterprise Application Development
• I am here to help. Connect with me:
Linkedin.com/in/walkersteve
@_SteveWalker
www.slideshare.net/SteveWalker7
experisspark.com/author/stevewalker
ker/
Practice Leader,
Global Content Solutions,
Experis

Agenda
• Introduction and Goals
• Customer Lifecycle and Integrated Marketing
• Defining MarTech Blueprint
• MarTech Blueprint Components
• Discussion

The Marketing Tech Landscape
• $20B industry (IDC)
• Complex ecosystems
• Over 2,000 vendors
• Dozens of categories
• Lots of unknowns:
– System complexity
– Platform integration
– Information architecture
– ROI & time to value
ChiefMartec Gartner
Forrester Luma Partners
Some Perspectives…

Your goals
• Write down 3 goals for the session
• What do you want to leave with?
• What would be most valuable?

Challenges (from survey)
• Too many technologies to achieve big picture vision, not integrated
• Data quality, system redundancy and poor integration across platforms
• Collection of point solutions managed primarily by the business with no holistic assessment of the stack
• Making the most of our technology investment; creating the right content; testing, measuring, optimizing
and scaling
• Learning the tool stack and its composition of various capabilities and how that can relate to what our
Marketing department wants to do.
• Integrations so we can connect data from various legacy and new systems built out by various
departments to achieve marketing's goals
• Too many technology options
• Lack of resources, and lack of alignment between departments that rely on the same resources. It
creates a situation where we often have duplication of efforts

8Copyright © 2016 Earley Information Science, Inc. All Rights Reserved.
Using Metrics & KPIs to Focus Governance
Measuring here
(business outcomes)
Measuring here
(process indicators)
Enterprise Strategy
Business Unit Objectives
New Business Opportunities
Average Order Size Total Account Revenue
Business Processes Site Traffic Search Relevance
Search
Digital Content
Working & Measuring
here (content, IA,
taxonomy, search,
data fill, etc.)
Web
Content
CRM
Processes enable
objectives
LINKAGE
Leads
Revenue Growth
Content supports
processes
Objectives align
with strategy
CEO: “How will this increase revenue?”
Conversion
Content Scorecards
Process Scorecards
Outcome Scorecards
CTR Fill Rate Content Quality etc.
Digital Team: “How do I know my tool / content / architecture is working?”

Objectives (from survey)
• Hearing how others are tackling this subject, getting buy-in across their organizations, and some idea or
best practices.
• Understanding the best technology options for each stage of the customer journey.
• Templates/direction/blueprints on how to select platforms and vendors
• Learn how to read the various product segments and how some tools can provide advantages over others,
both relative to Marketing needs as well as our infrastructure and technology constraints
• A better mental model/framework to marry our tech stack to our content. A roadmap to make the most of our
investment.
• Get some ideas on coming up with an approach to analyze the current state architecture across sales,
mktg, service, data mgmt & analytics
• Clearer understanding of where to start and what types of external resources might be able to support the
work.
• Understand the ecosystem of marketing tools; what can be achieved. The high level ideas in DX are
understood but the 'how' is not clear.

Why is this so hard?
Fast changing
ecosystem
Technology
landscape
shifting very
quickly
Many inputs
to lifecycle
Multiple
internal
processes
support the
customer
lifecycle
Flawed
constructs
Personalization
and
contextualization
is the holy grail
but many
approaches are
flawed
FUD & market
pressure
Vendors
claims are not
substantiated
but
organizations
fear losing out
Complex org
alignment
Marketing
technology
fluency requires
corresponding
internal
processes and
capabilities
The hard parts
are not fun
Governance
and core
architecture is
neglected as
unsexy
The boundaries of marketing,
customer acquisition, sales,
support and service are no longer
clear.
Customer experience needs to be
considered across the full
lifecycle of the relationship

• Marketing is undergoing a sea change with new approaches,
tools and mechanisms of engagement across the customer
lifecycle.
• Legacy marketing processes will not keep up just as physical
mail did not keep up with email marketing.
• A key component to adopting any technology or evolving a
capability is an understanding of the current state as well as an
understanding of current practices.
Objectives

Simplifying the Process
Understand and map
the customer lifecycle
Define customer
engagement strategy
at each step of that
lifecycle
Survey and assess
existing tools and
approaches
Define the future state
based on competition,
industry maturity and
customer expectations
Assess internal
processes with
engagement strategy
and technology
landscape
Develop the
implementation
roadmap based on
enterprise maturity and
high value areas of
opportunity

What is a MarTech Blueprint?
• A MarTech blueprint:
– Serves as a “roadmap”
– Defines various technologies
– Articulates supporting processes
– Delivers an optimal customer experience
• Takes into consideration the current
maturity of the organization.
• It begins with the customer lifecycle.

Exercise Structure
• Objective is to show you how to create a blueprint for your respective organization
– This is a framework approach that can be adapted to any organization
– The details of capabilities and technologies will be specific to your organization
– Exercises will allow you to return to your organization to create your blueprint
• Series of 4 exercises with the goal of creating a MarTech blueprint
1. Define your customer lifecycle
2. Discuss capabilities
3. Identify needed capabilities
4. Map capabilities to a maturity matrix and transition to MarTech blueprint
• Logistics:
– 10 teams of 3
– Choose one organization as the subject of your team analysis

Copyright © 2016 Earley Information Science15 Copyright © 2016 Earley Information Science
Customer Lifecycle
The context for marketing technology

Mapping the Customer Lifecycle
Each industry has unique stages of customer engagement with common processes:
1. Learn
• Prospects need to learn about the
organization and offering – usually the
primary goal of marketing
2. Choose/Select/Make Purchase
• They need to choose, select or make their purchase
– typically part of the sales process
3. Acquire
• They need to acquire the product or service –
this may be through a dealer, agent, in store
pick up, online processes or delivery
4. Use
• They need to use the product or service – product
or service usage requires some interaction
5. Support
• They may need to get support, assistance or
maintenance while consuming the product or
service – use and support can overlap or be
distinct parts of the lifecycle
6. Engage
• They need to continue to be engaged so that they
can advocate for the product or service – this can
be through community development, social media
or word of mouth

Mapping the Customer Lifecycle
Learn Buy Get Use Pay Support
Learn Choose Purchase Use Maintain Recommend
Research Choose Apply Process Close Service
Discovery Awareness Consideration Purchase Retention Advocacy
Manufacturing
Each industry has unique stages of customer engagement with common processes
Telecom
Insurance
Financial Services

Exercise #1
Define the Customer
Lifecycle

Exercise #1
Desired Goal/Outcome: Define your customer lifecycle.
1. Think through how your customers interact with your digital experience.
2. Determine 5-6 steps
3. With the provided chevrons, map out your specific digital lifecycle.
4. Identify current tools being leveraged at each stage of the customer lifecycle

Exercise #1
Desired Goal/Outcome: Define your organizational customer digital lifecycle.
Discussion:
• What is the purpose of defining the customer lifecycle?
• What challenges do organizations have around the concept of a customer lifecycle?
• How do we handle adoption/education?

The Information Ecosystem | Experience and
Enterprise Processes
Marketing Sales Distribution Service Finance Support
Customer Experience
Enterprise Processes: Departments/Functional Areas
• Event Management
• Webinar tools
• Promotion management
• Social media
• Marketing resource
management
• Inventory
Management
• Supply chain
• Logistics and
Distribution
• Point of sale
systems
• Ecommerce
• CRM
• Web content
management
• Sales Management
• Marketing resource
management
• Knowledge base/
Unsupervised support
• On line
documentation/ help
systems
• Ecommerce
• CRM
• Billing system
• Web content
management
• ERP/ Accounting
• Credit card
authorizations/ EFT
• CRM
• Knowledgebase/
Unsupervised support
• On line documentation/
help systems
• Call center call tracking
• Trouble ticketing
The same type tool or technology can support different stages of the customer lifecycle.
The blueprint illustrates technology and process dependencies across the enterprise.

CAPABILITIES CAPABILITIES
Personal
data
Big Data
sources
DATA SOURCES DATA SOURCES
Market
data
Product
data (PIM)
Purchase
history
Customer
data (CRM)
Operational
data (ERP)
Clickstream
data
Service
history
Data
warehouse
360° View of the Customer Experience
VOC & loyalty
programs
Online
support
Social
Networks
Site search
& navigation
Mobile
commerce
Email
Promotions
TOUCHPOINTS
Internet
search
Advertising
Online/in-store
merchandising
Warranty &
registration
Call center
agents
Customer Lifecycle
Learn
Choose
PurchaseUse
Maintain
Recommend
Understand how my
content is being
used across
channels
Provide e-
commerce
capability
Implement lead
scoring
Conduct basic
multi-channel
marketing
Provide interactive and
rich content to expand
product offering
Provide mobile
experience
Provide A/B Testing
Integrated
campaigns
across channels

Defining Capabilities

Capability
Capability: digital feature or business function that supports a
stage of the customer lifecycle
For the “Choose” stage of the customer lifecycle, answer:
What are the ways that we can support the customer when they
are selecting a product for purchase?

Define Capabilities
• We have defined the customer lifecycle
• What is the engagement strategy for each stage of the lifecycle?
• What capabilities are required to support the engagement?
Steps to the process:
• Current state evaluation
– How do we currently serve the customer at each stage of the lifecycle?
• Define desired future state
– What are the best in class capabilities that we need to develop? (Based on value discipline,
competitive offerings, customer expectations, technology maturity, etc.)
• Identify gaps in capability
– What are we unable to do with the current technology stack, organizational structures and skills?

Exercise #2
Mapping
Capabilities to the
Digital Lifecycle

Exercise #2
Desired Goal/Outcome: Brainstorm the capabilities needed to support the
various phases of the customer lifecycle.
Steps:
1. Review the scenario with your team
2. Brainstorm the digital capabilities that could support the
“choose” stage of the lifecycle.

Exercise #2 – Auto Insurance Scenario – “Choose” Stage
“We are an auto insurance company launching an aggressive new car
insurance pricing model. Our customers already know who we are and we
are focusing on helping them choose the correct plan and options for their
newly purchased vehicle.”
What digital capabilities do we need to move this customer through the
lifecycle?

CAPABILITIES CAPABILITIES
Personal
data
Big Data
sources
DATA SOURCES DATA SOURCES
Market
data
Product
data (PIM)
Purchase
history
Customer
data (CRM)
Operational
data (ERP)
Clickstream
data
Service
history
Data
warehouse
VOC & loyalty
programs
Online
support
Social
Networks
Site search
& navigation
Mobile
commerce
Email
Promotions
TOUCHPOINTS
Internet
search
Advertising
Online/in-store
merchandising
Warranty &
registration
Call center
agents
Learn
Choose
PurchaseUse
Maintain
Recommend
Understand how my
content is being
used across
channels
Provide e-
commerce
capability
Implement lead
scoring
Conduct basic
multi-channel
marketing
product offering
Provide mobile
experience
Provide A/B Testing
Integrated
campaigns
across channels
360° View of the Customer Experience
Customer Lifecycle
Learn
Choose
PurchaseUse
Maintain
Recommend

Exercise #2
Desired Goal/Outcome: Brainstorm the capabilities needed to support the various phases of the
customer lifecycle.
Discussion:
• Who is your organization identifies/defines your desired digital capabilities?
• How do you educate your organization on these concepts?

Aligning Transformation, Vision & Strategy
Digital success requires alignment
with competitive strategy.
Value Discipline
• The primary dimension in which a
company competes
from The Discipline of Market Leaders – Treacy & Wiersma (1997)
Customer
Intimacy
Product
Leadership
Value
Discipline
Operational
Excellence

Example: Nordstrom & Customer Intimacy
Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities
are tightly integrated with all parts of the business that serve the customer.
This is not a matter of having the best apps, analytics, or social media tools.
Instead, it’s a matter of tending to the details of building integrated digital
capabilities, one at a time, making the right data accessible, and simplifying
processes. Most retailers will struggle to do this because they haven’t architected
their product or customer data for easy access by the new digital capabilities.
Without those core capabilities, integration with and among new digital
capabilities is virtually impossible.
Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT
Sloan School of Management.
Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and
Yours Probably Doesn’t),” January 14, 2016
“
”

Exercise #3
Identifying Desired
Organizational Digital
Capabilities

Exercise #3
Desired Goal/Outcome: To identify desired digital capabilities.
Steps:
For each stage of your specific lifecycle:
1. Choose 1-2 of the provided capabilities that would align to that stage
2. Place under the appropriate stage in the lifecycle
3. List the capabilities under each stage in order of priority

Exercise #3
product offering
Conduct basic multi-
channel marketing
channel marketing
Provide seamless
experience for buying
product/service online
Keep in mind…
1. Capabilities are not comprehensive.
2. Challenge and debate what is important.
3. Can have capabilities that repeat across steps.
4. Keep it to no more than 3.
Desired Goal/Outcome: To identify desired organizational digital capabilities.

Exercise #3
product offering
channel marketing
channel marketing
Provide seamless
experience for buying
product/service online
Discussion:
• What was difficult about this exercise?
Desired Goal/Outcome: To identify desired organizational digital capabilities.

Alignment of Strategy with Capabilities
• Each competitive strategy framework will define the priorities and imperatives and
therefore capabilities
• What should our future state look like based on our competitive strategy?
• Mechanics will vary depending on strategy
• Maturity can be assessed based on presence or absence of specific elements and
components

Maturity Models
• Origin in military and NASA programs
• Apply to software development, data standards, program management and quality
• Useful for defining current state and determining resources needed to develop future
capabilities
• Adapted for information management, technologies, processes, governance
• Dependent upon marketplace, competitive landscape, customer expectations, organizational
strategy, market differentiation
• Marketing maturity can focus on end user experience, marketing processes, or marketing
technology infrastructure
• Typically heterogeneous in large enterprises
• Greater levels of maturity not always necessary

Assessing Maturity Required before Developing a Roadmap
• Digital maturity contains multiple dimensions – from processes to governance,
core expertise, organizational design and technologies/infrastructure
• Need to assess gaps and capabilities in the context of the customer lifecycle and
customer journey
What is our strategy for:

Assessing Maturity Required before Developing a Roadmap
• Roadmap tells us how far we need to go
• Maturity tells us where we are starting
For a typical enterprise, it can take a year to go
from one maturity stage level to another*
*Depending on model, organization, scope of change, etc.
Do we have the necessary practices,
resources, and tools to get there?

Digital Capability Maturity
Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated
Content and/or Product
Information Management
-Basic content creation -On-going quality monitoring
Common platform
-Product attributes
normalized
-Content/Product data
curated
-Product master data
management, consistent data
cross-channel
-Attributes driven by
customer research & aligned
with user experience
Technology
-Web Content Management
Platform (WCM)
-Analytics platform
-Campaign Management
-Email Management
-Marketing Automation
-CRM
-Advanced WCMS
configuration
-eCommerce
-SEO management tools
-Digital Asset Management
(DAM)
-Order Management
-Cart optimization
-Marketing Management
tools
-Lead Scoring
-Loyalty tools
-Ad Management
-Mobile marketing
-Social Media monitoring
-Community Tools
-Sentiment Analysis
-CRM full tie-in to digital
environment
-Market segmentation tools
Analytics
-Analytics tool setup to
acquire vanity metrics (hits,
etc.)
-Analytics tool setup to track
and evaluate various
channels
-Resource allocation to apply
analytics
-Analytics program setup to
manage/track all digital
behavior.
include multiple data points
along with advanced
interpretation and analysis
along with advanced
interpretation and analysis.
Feedback to all areas of the
organization.
Taxonomy & Navigation
-Taxonomy is navigation -Taxonomy leveraged for
facets
-SEO and Taxonomy
integrated
-Taxonomy drives content &
data classification
-Taxonomy optimized for
multiple devices
User
Experience
-Branding and look and feel
consistency
-Responsive Design
-Persona Definition
-Hybrid/Mobile app
development
-Video production support
-Rich interactive content
creation
-User Testing
-Integrated Brand messaging
across channels
-Agile delivery for UI
development
-Advanced user testing
program across channels
Globalization
-Translation Mechanism -Localization Partner
engagement
-Translation Memory
-Global SEO
-Global Payment Gateways
-In country localization -Localization management
system

Stage/Grouping
Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving
Stage 4 -
Harmonized
Stage 5 - Integrated
Strategy/Governance
-Defined Customer Personas -Content Strategy
-Customer Journey Map
-Globalization Strategy
-Digital Maturity/Strategy
-Organizational Readiness
-Digital Steering or Centralized
Management
-Digital Investment Strategy
-Actual cross group
communication and education
-Digital initiative validation
Talent/Skills needed
-Content Producer
-UI Developer
-Technologist
-Globalization Support
-Marketing Analyst
-Senior Content leadership
-Information
Architect/Taxonomist
-Senior Technical Leadership
-Senior Marketing Leadership
-User Experience consultant
-Creative Talent
-Globalization Leadership
-Marketing Technology Support
-eCommerce Leadership
-Senior Taxonomist/IA
-Chief MarTech leadership
-Integrated Senior leadership
-Senior Digital Marketing talent
Digital Capability Maturity

Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated
Content and/or Product
Information Management
-Basic content creation -On-going quality monitoring
Common platform
-Product attributes
normalized
-Content/Product data
curated
-Product master data
management, consistent data
cross-channel
-Attributes driven by
customer research & aligned
with user experience
Technology
-Web Content Management
Platform (WCM)
-Analytics platform
-Campaign Management
-Email Management
-Marketing Automation
-CRM
-Advanced WCMS
configuration
-eCommerce
-SEO management tools
-Digital Asset Management
(DAM)
-Order Management
-Cart optimization
-Marketing Management
tools
-Lead Scoring
-Loyalty tools
-Ad Management
-Mobile marketing
-Social Media monitoring
-Community Tools
-Sentiment Analysis
-CRM full tie-in to digital
environment
-Market segmentation tools
Analytics
-Analytics tool setup to
acquire vanity metrics (hits,
etc.)
-Analytics tool setup to track
and evaluate various
channels
-Resource allocation to apply
analytics
manage/track all digital
behavior.
along with advanced
interpretation and analysis
along with advanced
interpretation and analysis.
Feedback to all areas of the
organization.
Taxonomy & Navigation
-Taxonomy is navigation -Taxonomy leveraged for
facets
-SEO and Taxonomy
integrated
-Taxonomy drives content &
data classification
-Taxonomy optimized for
multiple devices
User
Experience
-Branding and look and feel
consistency
-Responsive Design
-Persona Definition
-Hybrid/Mobile app
development
-Video production support
-Rich interactive content
creation
-User Testing
-Integrated Brand messaging
across channels
-Agile delivery for UI
development
-Advanced user testing
program across channels
Globalization
-Translation Mechanism -Localization Partner
engagement
-Translation Memory
-Global SEO
-Global Payment Gateways
-In country localization -Localization management
system










Digital Capability Maturity and Gap Analysis

Customer Journey Maturity
Stage
Journey
Stage
Stage 1
Ad Hoc
Stage 2
Nascent
Stage 3
Evolving
Stage 4
Harmonized
Stage 5
Integrated
Learn
Static content
Fragmented user experience
No mobile optimization
Little or no SEO
Scenario, persona and use case
driven IA with baseline metrics
Not well integrated with offline
Some integration of online and
offline promotions, events,
campaigns with personalized
content based on past purchase
Dynamic, optimized highly curated
content experience with manual
feedback mechanisms for content
tuning
Multi channel, multi device
integrated digital experience
online and offline, single view of
the customer, adaptive content
driven by real time analytics
Choose
Poor site navigation, no ability to
search, confusing content or
selection, content not aligned with
user needs, disconnected from
shopping function
Integration of content with
ecommerce functionality, faceted
search baaed on customer needs
and driven by personas and use
cases, content strategy specifically
designed to assist selection of
product and accessories
Real time chat with agent to
answer questions, semantic
search for curated video assets
and knowledge base access,
configuration of custom products,
tuned attributes for faceted search
Adaptive content based on
attribute model that considers
demographic, psychographic,
social graph and web site
behaviors to provide just in time
content., Avatar interface to
structured content to answer
questions
Predictive analytics driven
personalized offers and
experience. Real time integration
with dealer network, social media,
social graph data, third party data,
web site click streams, single view
of customer data
Purchase
No connection of promotions to
purchase. No product catalog, no
attributes to aid selection and
filtering,, no ability to narrow
accessory search to correct
product
Mobile friendly search, browse
and purchase, Promotional
content surrounding targeted
customer through paid and earned
media
Shopping cart retrieval with
targeted just in time offers based
on past behaviors, cross sell and
up sell driven by data relationships
and merchandiser strategy
Agile promotions, bundles,
personalized recommendations
based on customer data and
behavior
Custom product design and
pricing with order flowing to
manufacturing with flexible
financial models to compensate
dealer
Use
No visibility to product information
to enhance the experience after
purchase
Custom communication based on
product owned , personalized
content for owners
Proactive, two way dialog with
customer orchestrated by
organization, co-delivered and
personalized by dealers
Virtualization of product
experience
Connected product experience
Maintain
No content supporting product
maintenance
Basic technical materials and
manuals available on line
Diagnosis tools and checklists
Diagnostic virtual mechanic on
web site. Proactive service alerts
Real time self diagnosis of product
Recommend
Won and done product
transaction. No follow up or
interaction
Platforms (email, website) to
constantly encourage and capture
customer feedback
Product development insights
through crowd-sourcing
Connect product-based and/or
regional customer communities
Ongoing participation in
community, social media
interaction44

Which Model?
Customer Journey Maturity versus Digital Capability Maturity: emphasis
determined by purpose of the model and who owns the outcome
• Customer journey perspective
– Purpose: Focus on improving functional process (demand generation, customer acquisition)
– Owner: Specific engagement program (awareness, social engagement, sales/commerce,
support, etc. )
• Digital capability perspective
– Purpose: Focus on building core/foundational capability (PIM, DAM, Governance, etc.)
– Owner: IT and/or cross business unit

Exercise #4 - Part A
Determine Organizational
Digital Maturity

Exercise #4a
Desired Goal/Outcome: Determine your targeted digital maturity level
Steps:
On the chart titled “My Desired Organizational Digital Capabilities”:
1. Find and circle each of your capabilities listed under your earlier lifecycle phases
2. Put a Star in the cell that represents your highest maturity level per category.

Exercise #4a
Desired Goal/Outcome: Determine your current digital maturity level
Keep in mind:
1. Capabilities may be listed more than once.
2. “Star” the box where you are the most mature (i.e. farthest to the right).

Exercise #4a
Desired Goal/Outcome: Determine your current digital maturity level
Discussion:
• What happens if you have gaps in your maturity?
• How do maturity levels impact your blueprint and/or digital transformation?

What if a capability that the business requires is
farther along the learning curve?
Time
Capabilities
Static Pages
Hand coded html
Global information architecture
Reusable Components
Value net integration
Form based publishing
Interdepartmental workflow
Multi channel multi device
Capabilities gap
Current maturity
Relationship Between Maturity and Capabilities
Needed Capabilities

Characteristics of Maturity

Characteristics of a Mature Organization
Strategy/Governance
• Clearly defined processes for IT and marketing engagement
• Marketing technology roadmap jointly developed by marketing and IT
• Data driven governance processes to drive decisions and allocate resources
• Structured processes for architectural decision making
Talent/Skills
• Sufficient marketing resources for campaign and audience content creation
• Sufficient resources to develop, launch, manage and analyze campaigns
• Resources needed for content management (tagging and curation) processes
• Core competencies for identifying audience segments and providing unique experiences
• Core competencies for marketing technology, enterprise architecture

User Experience
• Defined customer personas, journeys and contextual needs for touch points
• Customer journey mapped to supporting systems and processes
• Engagement plan for various devices and channels
• Consistent experience and messaging across physical and virtual touch points
Content and Information Management
• Targeted content for specific audiences
• Statistical models for segment refinement
• Content for unknown audiences based on behavioral or third party data
• Ability to create contextually relevant, personalized experiences

Technology
• Ability to dynamically adjust experience based on recent online behavior
• Geo location, demographic, historical and third party data used in customer profile
• Content and digital asset reuse is automated
• Searchable, centralized reusable digital assets (components and composites)
• Product information is centralized with optimized onboarding and normalization processes
Analytics
• Executive sponsor for analytics programs
• Segmentation based on analytics of behavioral data
• Attribution models beyond last touch
• Capture and analyze touch point data
• Data driven optimization processes for marketing ad spend

Globalization
• Optimization through the content supply chain
• Cost reduction through content production
• Localization
• Governance processes throughout content production process
• Unified Global branding with unique local experiences

Exercise #4 - Part B
Determine Organizational
Maturity and MarTech
Blueprint

Exercise #4b
Desired Goal/Outcome: Determine your current digital maturity level and associated blueprint
Steps:
On the chart titled “My Organizational MarTech Blueprint”
1. Put a Star on the maturity level that was identified earlier.
2. Examine all areas to the left of the star and circle areas that you currently do not
have or feel is supported properly.

Exercise #4b
Keep in mind:
1. Set Maturity level first
2. Circle those items that you have in place.
3. Question/denote if you have them versus if they are functional.

Exercise #4b
Discussion:
• What defines if you really “have” a component in place?
• What are the implications to this analysis?
• How will you apply this to your organization?

Making Sense of Marketing Technology Infographics
Classification of technologies

Categorization
• Classifying technology allows for intelligent decisions (What kind of
technology do you need?)
• Different approaches for classifying marketing technology have been
developed by Luma, Brinker, Fuller

Brinker
www.chiefmartech.com

Brinker
www.chiefmartech.com
Marketing experiences
• Email marketing
• SEO
• Interactive content
• Mobile marketing
• Display & native ads
• Influencer marketing
• Customer experience/VoC
• Content marketing
• Social media marketing
• Loyalty/referral/ gamification
• Video marketing & ads
• Personalization & chat
• Search & social ads
• Events & webinars
• Testing & optimization
• Creative & design
• Sales enablement
• Communities & reviews
Marketing operations
• Audience & market data
• Performance & attribution
• Channel/local mktg
• Dashboards/visualization
• Asset & resource mgmt.
• Web & mobile analytics
• Call analytics/management
• Team & project mgmt
• BI, CI & data science
• Vendor data/analysis
Middleware
• Data management platforms/customer
data platforms
• Tag management
• Identity Cloud integration/ESB’s
• API’s
Backbone platforms
• Platform/suite
• CRM
• Marketing automation/campaign &
lead management
• Web content/experience management
• E-commerce
Infrastructure
• Database & big data
• Cloud/IaaS/PaaS
• Mobile app dev & marketing
• Web dev
Internet
• Marketing environment

• Organizations will have gaps based on
their maturity. Advanced organizations
will have most boxes filled.
• Most organizations have over 25
vendors/partners.
• Each component in the stack will:
• Potentially leverage a different technology
• Have a people/governance/process and a
technology component/architecture
• Consideration:
• What do we currently have?
• How does it support the customer lifecycle?
• How does it align to our desired capabilities?
• How mature is our deployment?
Introducing the “Marketing Stack”
CRM CMS
Analytics eCommerce
Marketing
Automation
Lead Scoring
Chat Search
Social
listening
Email
management
….
….
CRM CMS
Analytics eCommerce
Marketing
Automation
Lead Scoring
Chat Search
Social
listening
Email
management
…
….

Scott Brinker Ion Interactive

Fuller - www.growthverse.com

Fuller - www.growthverse.com
Marketing automation
• Communication/engagement
• Lead scoring/funnel optimization
• Testing – landing page
• Testing – a-n
• Personalization
Retention
• Automation
• Social custom audience targeting
• Email
• Retargeting
• Loyalty
Customer experience
• Creative design
• Feedback> Reviews
• Feedback> Surveys/research
• Feedback> usability
• Community (advocacy)
Content marketing
• Social/UGS
• Blogging platform
• White papers/ebooks
• Content creation
• Infographics
• Video
• Syndication
• Digital asset management
Organic acquisition
• SEO
• Social
• Influencer/referral marketing

Fuller - www.growthverse.com/
Analytics
• Mobile
• Desktop> Multichannel analytics
• Desktop> Usability
• Dashboard
• Competitive intelligence/ Benchmarking
Data Centralization
• DMP
• Customer data platform
• Data cleansing & enrichment
• Tag management
Collaboration
• Communications
• Content
• Workflow
Paid acquisition
• Feed based >PLAS
• Feed based > Comparison shopping
• PPC
• Affiliate
• Account based marketing
• Retargeting
• Social
• Print/ mailers
• Events/ webinars
• Local
• Inbound call channel
• Display> video
• Display> native content advertising

Luma classification
www.lumapartners.com/lumascapes/marketing-technology-lumascape/

Luma classification
www.lumapartners.com/lumascapes/marketing-technology-lumascape/
Sales and Marketing
• Email optimization
• Integrated marketing
management
• Marketing modeling/attribution
• DB marketing
• Email service providers
• Sales automation
• Predictive marketing platforms
• Visualization Sales/marketing
• DMP’s Marketing automation
• Data warehouses
• Marketing data
• Social marketing management
– Social publishing platforms
– Social promotion platforms
Website
• Website personalization &
optimization
– Recommendation
– B2B personalization
– SEO platforms/tools
– Chat
– Real time messages/offers
– AB/MV testing Landing pages
• Ecommerce Technology
– Ecommerce
Platform/Storefront (enterprise)
– Social referral
– Payments
– M-commerce
– Merchandising
Website (continued)
• Website creation & management
– Online video players
– DAM
– Tag management
– Web analytics
– Site perf/Opt
– WCM
– Feedback/surveys
– Community
– Translation
– Social Content & Forums
– Mobile web
– Social login/Sharing
– Loyalty

Tools/References
• Digital Marketing Maturity
– http://1.bp.blogspot.com/-
FveIoN6mLMs/US0qaGaEiYI/AAAAAAAAAqc/dOUiyu1yHiQ/s1600/digital+marketing+maturit
y+model.png
• DMM Self Assessment
– http://dmmi.steinias.com/
• Growthverse
– http://www.growthverse.com/static/view

Next Steps

• What can you bring back to your organization?
• What is actionable?
• What are your next steps and who will you be communicating with?
How will you apply what you have learned?

A Broad Spectrum of Solutions
B2C Digital Commerce
• Product Curation for a World-Class Product Catalog
• Self service/Self Help System Design
• Information Architecture for User Context
B2B Digital Commerce
• Product Search & Findability
• Product Information Management
• Product Knowledge Management
Digital Workplace
• Enterprise Content Management
• Information Architecture
• Enterprise Search and Knowledge processes
DIGITAL BUSINESS SOLUTIONS

Contextualizing BI and KM
• Content Management
– Based on business processes
• Preparing for an audit
• Releasing a clinical trial
• Engineering new products
– Role based meta-data
• Human resources
• Compliance officer
• Marketing and sales
• Business Intelligence
– Integrated analytics
• Structured data
• Unstructured data
– Real-time data
– Historical trends
– Fast, accurate decision-making
Contextual Model
Organizational
Role
Business
Processes
Enterprise
Information

Retail Manufacturing

Pharma, Life Sciences & Healthcare Financial Services & Insurance

EIS Reference Architecture

Earley Information Science helps
organizations establish a strong
information architecture and content
management foundation
Realize your digital transformation
vision with EIS.
Earley Information Science (EIS)
Information Architects for the Digital Age
Founded – 1994
Headquarters – Boston, MA
www.earley.com
For more info contact:
Dave.Zwicker@earley.com

Bonus Material

Classes of Digital Marketing Tool
• Digital marketing and commerce tools can be grouped as follows:
– Inbound Communications
– Outbound Communications
– Analytics Applications
– Marketing Integration and Optimization
– Ecommerce Functionality
• Each of these is comprised of several types of software technology

EIS Classification of Experience Technology
• Inbound Communications
– Web content management
– Search engine optimization
– On site search experience
– Content personalization
– Chat support
– Knowledge bases
– Question and answer tools
– Configuration tools
• Outbound tools
– Campaign management
– Email marketing
– Social media outreach
– Social media listening (responding to and
participating in social conversations)
• Analytical tools:
– Web metrics
– Sentiment analysis
– Market segmentation analytics
(based on sales, geographies,
demographics)
– Social graph mining
– Search log analytics
– Email marketing and campaign
response analytics
• Marketing integration and
automation
– Integration of inbound and outbound
to customize, adapt, evolve and
personalize interactions and
engagement
• Commerce tools
– Order management
– Shopping cart optimization
– Cart recovery
– Personalized offer tools
– Promotion management
– Click and collect
– inventory management

The Customer Journey and Digital Technology
Inbound H H M L M L
Outbound H H L M M H
Analytics H H H H M H
Integration H H H M M H
Transaction N/A N/A H N/A N/A N/A

The Customer Journey and Digital Technology
INBOUND
Web Content H H M L M L
SEO H H L L M L
Site Search L H H M H L
Personalization L H M H H M
Chat L M H H H L
Knowledge base L M L H H H
Configuration L H H H L H
Web content
SEO
Site Search
Personalization
Chat
Knowledge base
Configuration

Inbound
Web Content
(ABC)
(DEF)
H H M L M L
SEO
(GHI)
H H L L M L
Site Search
(JKL)
L H H M H L
Personalization
(MNO)
L H M H H M
Configuration
(PQR)
L H M L L H
Current Technology Stack
Maturity and capability leveraging current technology stack
GREEN
YELLOW
YELLOW
RED
RED
GREEN
RED
RED
GREEN

Outbound
Campaign Mgt
(ABC)
(DEF)
(GHI)
H H H H M H
Email marketing
(JKL)
H H M H M H
Social media
(MNO)
(PQR)
(STU)
H H L H L H
Soc media listening
(VWX)
(YZ)
H H L H H H
GREENLegend Green
Yellow
Red
Appropriate functionality given current maturity and business objectives
Acceptable but not optimal functionality
Below required capabilities
YELLOW
RED
YELLOW
RED
REDRED
YELLOW YELLOW YELLOW
GREENYELLOW
RED RED
YELLOW
GREEN
Current Technology Stack
YELLOW YELLOWYELLOW
GREEN GREEN GREEN
YELLOW
YELLOW

Marketing Technology Stack and Customer Lifecycle
Stage Goals Technologies Example Stack
Learn Build awareness through advertising,
campaigns, word of mouth, web site
content
Content management, campaign
management, SEO, email, social media
Adobe CQ5, Mail Chimp, DoubleClick,
Google ads, FB, Twitter, Instagram,,
DigiMind
Choose Help customers learn about the products
and try to get them to a dealer for a test
drive
All of above plus more personalized content,
on site search
Adobe CQ5, Mail Chimp, DoubleClick,
Google ads, FB, Twitter, Instagram,
Salesforce
Purchase Transact with the customer, recommend
related products., upsell, build product
online and pick up at retailer
Ecommerce tools (catalog, shopping cart,
order management etc.)
Oracle Commerce, Hybris, Demandware,
Digital River
Use Provide more personalized content based
on the purchase, engage in social media,
answer questions
Chat, personalized email messages and web
content, knowledge base, social media tools
Adobe CQ5, email, personalization
engine, social media tools (participation
and listening)
Maintain Same goals as above plus
troubleshooting, automated diagnostics
Same as above with heavier emphasis on
reminders, troubleshooting
Site search, chat support,
knowledgebase, personalization engines
Recommend Further support a positive experience
with events, promotions, community
development
Greater use of email, campaigns and heavy
emphasis on social media listening and
participation
Adobe CQ5, Constant Contact,
DoubleClick, Google ads, FB, Twitter,
Instagram

• Let us know if you would like to schedule a briefing
of your colleagues
Briefing
Seth Earley
CEO – EARLEY INFORMATION SCIENCE
________________________________________________
Cell: 781-820-8080
Email: seth@earley.com
Web: www.earley.com
Skype: sethearley |twitter: @sethearley
LinkedIn: www.linkedin.com/in/sethearley

Steve Walker & Seth Earley - Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

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