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Email Marketing in the
         Distributed Enterprise

How Top Performers Embrace Global Marketing Tactics
Agenda for Today…

• What is “Glocalization”?

• The Role of Email Marketing in Distributed Marketing
  Environments
   – Essential Tools
   – Essential Processes and Practices

• Opportunities for Distributed Marketers

• Top Performer Stats & Secrets



                             #GLCL_EMAIL                 2
About the Research Findings
                                   Top Performers: Respondents that achieved
                                   Top Quartile performance in key KPI’s

         TODAY’S STATS             Everyone Else: Everyone Else
 Total survey responses: 526
 Qualified survey responses: 426




   Email             Email
 Marketing      Personalization
 (Q3 2012)        (Q2 2011)


                                    Growth in:    REVENUE
                                                  AVG CLICK-THROUGH
                                                  OPEN RATES



                                    #GLCL_EMAIL                                3
Global-Localization in Business
…from the Japanese word dochakuka meaning “global localization”.




       Sony CEO, Akio Morita              Think Globally, Act Locally
                                  #GLCL_EMAIL                           4
Glocalization

       Think globally                 Act locally




                        #GLCL_EMAIL                 5
Past - Present - Future



  ONE TO MANY                                          DIALOGUE

  OFFLINE                                                ONLINE


  A FEW CHANNELS                           CHANNEL PROLIFERATION

  INFORMATION CENTRALIZED      24X7 MOBILE ACCESS TO INFORMATION

  MARKETERS HELD INFLUENCE            CUSTOMERS HAVE INFLUENCE




                             #GLCL_EMAIL                           6
Today’s Buyer in a Nutshell Eggshell


                           If it’s not relevant, it’s
                           spam.
I expect to have a                                      I do research online
consistent customer                                     before I make purchases.
experience regardless of                                I pride myself in making
channel.                                                informed decisions.


“I get hundreds of                                         I’m vocal about the
emails in my inbox, why                                    customer experience. I
should I care about                                        use Twitter and
yours?”                                                    Facebook, and I blog.




                                    #GLCL_EMAIL                                     7
Today’s Buyer in a Nutshell Eggshell




                      #GLCL_EMAIL      8
Email Unites the Customer Experience for Top Performers
                      Integrating Web                Integrating Social
                            Yes        No                  Yes      No


                                   99%                   42%
                                                                  58%

                     1%
                          Top Performers                 Top Performers
Integrating Mobile                                      2X MORE THAN                 Integrating CRM
      Yes      No                                       EVERYONE ELSE                        Yes     No

              35%              Email is Primary Channel                                 53%
                              100%                      88%                                           47%
   65%                                         76%
                               75%
                               50%
    Top Performers                                                                        Top Performers
                               25%
  5X MORE THAN                                                                         3X MORE THAN
  EVERYONE ELSE                   0%                                                   EVERYONE ELSE
                                               Top Performers
                                               Everyone Else

                                                                          •Q2’12 Gleanster Email Marketing Survey
                                            #GLCL_EMAIL                                                    n=280
What are the best practices for
  managing email marketing
communications in distributed
       environments?



                                  10
The Distributed Enterprise Defined
                                                 Corporate Marketing
• Characteristics of a
  distributed enterprise:
   – Regionally dispersed field or
     local offices and a central
     governing body (corporate).
   – Common examples of
     distributed enterprise                 Local/Field Marketing Functions

     industries include:
     Franchises, Manufacturers, Aut
     omotive, Financial
     Services, Insurance, Retail, Har
     dware, Healthcare, etc.


                              #GLCL_EMAIL                                     11
Corporate Marketing vs. Local Marketing Goals



                              Organizational
 Corporate Marketing Goals                        Local Marketing Goals
                             Goals & Objectives

 • Control brand                                  • Customize marketing
   consistency                                      messages for local
 • Preserve brand and                               audience
   customer experience                            • Flexibility and
 • Accountable for                                  autonomy in program
   organizational                                   development
   performance                                    • Engage target audience
 • Control agency costs                             across relevant
 • Aggregate media spend                            channels
 • Manage cross-channel                           • Rapidly react to
   campaigns                                        changes in local market
                                                    dynamics

                                 #GLCL_EMAIL                                  12
Conflicting Goals Lead To…


         • Longer campaign cycle times

         • Inconsistent communications between
           corporate marketing and local
           marketing efforts

         • Lack of control over communication
           frequency

                     #GLCL_EMAIL                 13
Conflicting Goals Lead To…

         • Inability to control the use of brand
           assets

         • Inability to measure the combined
           efforts from corporate marketing and
           local marketers

         • Redundant technology platforms that
           fail to address the combined needs of
           corporate and local marketers
                     #GLCL_EMAIL                   14
2 out of 3 distributed marketers
  ranked the conflicting goals of
corporate and local marketing as a
     Top 3 Challenge in 2011.



                                     15
2 Options for Managing Email Communications


 1      • Corporate sends and approves every email
          communication
        • Corporate acts as the governing body for all
          customer communications



 2      • Allow local marketers to send email campaigns
        • Allow local marketers to purchase email marketing
          technologies and manage local lists and
          communications



                         #GLCL_EMAIL                          16
Actually, Top Performers embrace a
             3rd option

    But first, a little context…



                                     17
Technology Proliferation Adds to the Challenge

     How many email marketing technologies currently
              support your organization?

              Top Performers                                        Everyone Else




                     2                                                   5
Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All
Other Distributed Enterprises)

                                              #GLCL_EMAIL                                                     18
Top Performers Embrace Autonomy at the Local Level

Do Local Marketers deliver their own email campaigns?
             100%
% of Respondents




                             24%
                   75%                                 46%
                                                                         8x more likely than Top
                   50%                                                     Performers to rank
                             76%                                         Brand Consistency and
                   25%                                 54%                Operational Efficiency
                                                                         as Top Challenges with
                   0%                                                    distributed marketing.
                         Top Performers           Everyone Else
                                    Yes     No
    Source: Gleanster Campaign Management Survey (n=16 for Top
    Performing Distributed Enterprises, n=62 for All Other Distributed
    Enterprises)


                                                     #GLCL_EMAIL                                   19
Learn from Top Performers

• Fewer technologies

• Local autonomy with respect to email campaigns

• 8x less likely to struggle with brand consistency

• Corporate marketing still oversees the brand and
  customer experience

                       #GLCL_EMAIL                    20
What’s Unique about Top Performers?
         Best Practices Revealed




                                   21
The Role of Technology for Top Performers

• Email Marketing is largely centralized to one tool

• Core capabilities that support Top Performers:
   –   Centralized Opt-in and Opt-out Management
   –   Customer Preference Management
   –   Integration with other channels/tools: Mobile, Social, CRM
   –   Centralized Email Throttling
   –   Corporate maintained branded templates
   –   Centralized reporting for overall campaign effectiveness




                              #GLCL_EMAIL                           22
Technology can partially bridge the divide.

Corporate
Maintain brand
consistency with
branded
templates, control
communication
frequency, manage opt-
outs, etc.




                                       Local Marketers
                                       Customize email
                                       campaigns, leverage
                                       corporate copy and
                                       creative, measure
                                       effectiveness, etc.



                         #GLCL_EMAIL                         23
Communication is Key

• Top Performers are 12x more likely than Everyone Else
  to assign roles with stated responsibility for managing
  corporate and local communication.



                              • Unbiased mutual third-party
                              • Look for optimization
                                opportunities
                              • Measure the success of
                                various initiatives



                         #GLCL_EMAIL                          24
Organizational Skill Assessment

• The amount of autonomy at the local levels should be
  justified by the level of marketing skills.
   – Sometimes local resources don’t have the skills to develop
     relevant communications.
   – Top Performers indicated staffing skilled marketers at local
     levels was a huge challenge.


• Consider creating Corporate stewards and rotate the
  regions they support.




                             #GLCL_EMAIL                            25
Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
  centralized brand platform to external parties



          Corporate Marketing


     Local/Field Marketing Functions

                                                 External Access:
                                                 • Agencies
                                                 • Partnerships
                                                 • Alliances
                                                 • VARs



                                   #GLCL_EMAIL                      26
Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
  centralized brand platform to external parties



          Corporate Marketing


     Local/Field Marketing Functions

                                                 External Access:
                                                 • Agencies
                                                 • Partnerships
                                                 • Alliances
                                                 • VARs



                                   #GLCL_EMAIL                      27
Divest of Legacy Technologies

• Sixty-two percent (62%) of Top Performers indicated
  this was a top three value driver for maximizing
  investments in distributed marketing technologies.




                        #GLCL_EMAIL                     28
Key Takeaways

• Relevance drives revenue. Local marketers are a
  powerful source of driving relevance for your
  brand.

• Top Performers are the poster children for
  corporate and local alignment.

• Email unites the customer experience for Top
  Performers

                      #GLCL_EMAIL                   29
Thanks!
  Q&A




          30
Additional Resource:

     Deep Dive: Email Marketing in the
     Distributed Enterprise

                                 Download for free on
                                 www.gleanster.com


                               http://www.gleanster.com/reports
                               /reports/email-marketing-in-the-
                               distributed-enterprise




                          #GLCL_EMAIL                        31

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Email Marketing in the Distributed Enterprise

  • 1. Email Marketing in the Distributed Enterprise How Top Performers Embrace Global Marketing Tactics
  • 2. Agenda for Today… • What is “Glocalization”? • The Role of Email Marketing in Distributed Marketing Environments – Essential Tools – Essential Processes and Practices • Opportunities for Distributed Marketers • Top Performer Stats & Secrets #GLCL_EMAIL 2
  • 3. About the Research Findings Top Performers: Respondents that achieved Top Quartile performance in key KPI’s TODAY’S STATS Everyone Else: Everyone Else Total survey responses: 526 Qualified survey responses: 426 Email Email Marketing Personalization (Q3 2012) (Q2 2011) Growth in: REVENUE AVG CLICK-THROUGH OPEN RATES #GLCL_EMAIL 3
  • 4. Global-Localization in Business …from the Japanese word dochakuka meaning “global localization”. Sony CEO, Akio Morita Think Globally, Act Locally #GLCL_EMAIL 4
  • 5. Glocalization Think globally Act locally #GLCL_EMAIL 5
  • 6. Past - Present - Future ONE TO MANY DIALOGUE OFFLINE ONLINE A FEW CHANNELS CHANNEL PROLIFERATION INFORMATION CENTRALIZED 24X7 MOBILE ACCESS TO INFORMATION MARKETERS HELD INFLUENCE CUSTOMERS HAVE INFLUENCE #GLCL_EMAIL 6
  • 7. Today’s Buyer in a Nutshell Eggshell If it’s not relevant, it’s spam. I expect to have a I do research online consistent customer before I make purchases. experience regardless of I pride myself in making channel. informed decisions. “I get hundreds of I’m vocal about the emails in my inbox, why customer experience. I should I care about use Twitter and yours?” Facebook, and I blog. #GLCL_EMAIL 7
  • 8. Today’s Buyer in a Nutshell Eggshell #GLCL_EMAIL 8
  • 9. Email Unites the Customer Experience for Top Performers Integrating Web Integrating Social Yes No Yes No 99% 42% 58% 1% Top Performers Top Performers Integrating Mobile 2X MORE THAN Integrating CRM Yes No EVERYONE ELSE Yes No 35% Email is Primary Channel 53% 100% 88% 47% 65% 76% 75% 50% Top Performers Top Performers 25% 5X MORE THAN 3X MORE THAN EVERYONE ELSE 0% EVERYONE ELSE Top Performers Everyone Else •Q2’12 Gleanster Email Marketing Survey #GLCL_EMAIL n=280
  • 10. What are the best practices for managing email marketing communications in distributed environments? 10
  • 11. The Distributed Enterprise Defined Corporate Marketing • Characteristics of a distributed enterprise: – Regionally dispersed field or local offices and a central governing body (corporate). – Common examples of distributed enterprise Local/Field Marketing Functions industries include: Franchises, Manufacturers, Aut omotive, Financial Services, Insurance, Retail, Har dware, Healthcare, etc. #GLCL_EMAIL 11
  • 12. Corporate Marketing vs. Local Marketing Goals Organizational Corporate Marketing Goals Local Marketing Goals Goals & Objectives • Control brand • Customize marketing consistency messages for local • Preserve brand and audience customer experience • Flexibility and • Accountable for autonomy in program organizational development performance • Engage target audience • Control agency costs across relevant • Aggregate media spend channels • Manage cross-channel • Rapidly react to campaigns changes in local market dynamics #GLCL_EMAIL 12
  • 13. Conflicting Goals Lead To… • Longer campaign cycle times • Inconsistent communications between corporate marketing and local marketing efforts • Lack of control over communication frequency #GLCL_EMAIL 13
  • 14. Conflicting Goals Lead To… • Inability to control the use of brand assets • Inability to measure the combined efforts from corporate marketing and local marketers • Redundant technology platforms that fail to address the combined needs of corporate and local marketers #GLCL_EMAIL 14
  • 15. 2 out of 3 distributed marketers ranked the conflicting goals of corporate and local marketing as a Top 3 Challenge in 2011. 15
  • 16. 2 Options for Managing Email Communications 1 • Corporate sends and approves every email communication • Corporate acts as the governing body for all customer communications 2 • Allow local marketers to send email campaigns • Allow local marketers to purchase email marketing technologies and manage local lists and communications #GLCL_EMAIL 16
  • 17. Actually, Top Performers embrace a 3rd option But first, a little context… 17
  • 18. Technology Proliferation Adds to the Challenge How many email marketing technologies currently support your organization? Top Performers Everyone Else 2 5 Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All Other Distributed Enterprises) #GLCL_EMAIL 18
  • 19. Top Performers Embrace Autonomy at the Local Level Do Local Marketers deliver their own email campaigns? 100% % of Respondents 24% 75% 46% 8x more likely than Top 50% Performers to rank 76% Brand Consistency and 25% 54% Operational Efficiency as Top Challenges with 0% distributed marketing. Top Performers Everyone Else Yes No Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All Other Distributed Enterprises) #GLCL_EMAIL 19
  • 20. Learn from Top Performers • Fewer technologies • Local autonomy with respect to email campaigns • 8x less likely to struggle with brand consistency • Corporate marketing still oversees the brand and customer experience #GLCL_EMAIL 20
  • 21. What’s Unique about Top Performers? Best Practices Revealed 21
  • 22. The Role of Technology for Top Performers • Email Marketing is largely centralized to one tool • Core capabilities that support Top Performers: – Centralized Opt-in and Opt-out Management – Customer Preference Management – Integration with other channels/tools: Mobile, Social, CRM – Centralized Email Throttling – Corporate maintained branded templates – Centralized reporting for overall campaign effectiveness #GLCL_EMAIL 22
  • 23. Technology can partially bridge the divide. Corporate Maintain brand consistency with branded templates, control communication frequency, manage opt- outs, etc. Local Marketers Customize email campaigns, leverage corporate copy and creative, measure effectiveness, etc. #GLCL_EMAIL 23
  • 24. Communication is Key • Top Performers are 12x more likely than Everyone Else to assign roles with stated responsibility for managing corporate and local communication. • Unbiased mutual third-party • Look for optimization opportunities • Measure the success of various initiatives #GLCL_EMAIL 24
  • 25. Organizational Skill Assessment • The amount of autonomy at the local levels should be justified by the level of marketing skills. – Sometimes local resources don’t have the skills to develop relevant communications. – Top Performers indicated staffing skilled marketers at local levels was a huge challenge. • Consider creating Corporate stewards and rotate the regions they support. #GLCL_EMAIL 25
  • 26. Look to External Opportunities As Well • 62% of Top Performers indicated they operated a centralized brand platform to external parties Corporate Marketing Local/Field Marketing Functions External Access: • Agencies • Partnerships • Alliances • VARs #GLCL_EMAIL 26
  • 27. Look to External Opportunities As Well • 62% of Top Performers indicated they operated a centralized brand platform to external parties Corporate Marketing Local/Field Marketing Functions External Access: • Agencies • Partnerships • Alliances • VARs #GLCL_EMAIL 27
  • 28. Divest of Legacy Technologies • Sixty-two percent (62%) of Top Performers indicated this was a top three value driver for maximizing investments in distributed marketing technologies. #GLCL_EMAIL 28
  • 29. Key Takeaways • Relevance drives revenue. Local marketers are a powerful source of driving relevance for your brand. • Top Performers are the poster children for corporate and local alignment. • Email unites the customer experience for Top Performers #GLCL_EMAIL 29
  • 31. Additional Resource: Deep Dive: Email Marketing in the Distributed Enterprise Download for free on www.gleanster.com http://www.gleanster.com/reports /reports/email-marketing-in-the- distributed-enterprise #GLCL_EMAIL 31