RoMT is Return on Marketing Technology. Here Paul Lima of Lima Consulting Group explains their methodology for reviewing Martech deployments.

1. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Digital Transformation is about Strategy. Not
Technology
1
SERVING DIGITAL MARKETING VISIONARIES

2. Our Mission
LCG’s mission is to help our clients
transform their digital futures
by developing, deploying and optimizing
sustainable, competitive advantages.
2

3. Best Practices for Improving your return on MarTech
1. Understand your Data Readiness Posture
2. Implement a Data Layer
3. Use a Tag Management System
4. Audit tags monthly
5. Benchmark
6. Establish an owner for your data (Steering Committee, CDO, etc…)
7. Develop Personas, Segments and Customer Journeys
8. Understand what is normal
9. Establish reports, dashboards and alerts by stakeholder group
10. Develop and Maintain a 3-year MarTech Roadmap
3

4. Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
4

5. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Marketers are
drowning in data
5
5

6. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
5 V’s of Big Data
Volume
Velocity
Value
Veracity
Variety
• Statistical
• Predictive
• Prescriptive
• Cognitive
• Integrated
• Trustworthiness
• Authenticity
• Reputation
• Accountability
• Availability
• Forms andSources
• Structured vs Unstructured
• ProbabilisticandInterpolated
• Streaming data collection
• Batch vs real-time
• Data Collection
• Data Processing
• Stillnaming big numbers
• Data Layer
• Governance
• Accepted Nomenclaturew/i Enterprise
6

7. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
EnsightenAgility 2014© All
rights reserved. 7

8. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Growth of the marketing technology landscape
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9. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Digital Maturity Defined
Data Readiness Posture Action-ability and Agility Posture
▪ Technical and Data Operations
▪ Defining “Normal” (band of excellence)
▪ Segmentation (psycho,demo,firm, behavioral, geo,
techno,etc…)
▪ Video, Social, Mobile, Apps, iBeacons + innovations
▪ Real-time monitoringof operations
▪ Reports, Dashboards and Alerts
▪ Enhanced Data (from 3rd parties and Networks)
▪ 360 view of the customer
▪ Advanced Analytics (math & algo’s)
▪ Data Warehousing
▪ Data Visualizations
▪ Data Science
▪ Data Management Platform
▪ Data Layer
▪ Marketing, Sales and Operations
▪ Transformation Management
▪ Vision
▪ Governance
▪ Strategy
▪ Culture
▪ Digital Platforms
▪ IT-BusinessRelationships
▪ Human Resourcesand Org Design
▪ Financial Readiness
▪ Portfolio & Program Management
▪ Customer Journey Mapping
▪ Customer Engagement
▪ i-Beacon, in-store
▪ Preparing other form-factors, infrastructure
9

10. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Six common questions every organization should be answering
Past Present Future
Consumer
Insights
What happened?
(Reporting)
What is happening now?
(Alerts)
What will happen?
(Extrapolation)
Actionable
Intelligence
How and why did it happen?
(Modeling, experimental
design and cluster analysis)
What’s the next best action?
(Recommendation)
What’s the best/worst that
can happen? (Min/Max)
(Prediction, optimization,
simulation)
10

11. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Analytics Maturity Lifecycle
I knew that would happen. What
Will Happen?
A 360 view of Segments and Person
to Person interactions. Innovations in
customer experiences on a 1:1 level.
Descriptive Analytics Diagnostic Predictive Prescriptive Cognitive
What happened (within a silo)?
Data Gathering, Focus on verifying and
validating data and generation of reports from
individual data sources. Datawarehousing and
data visualization tools begin.
Why did it happen?
Information turned into learning &
Insights w/ focus on causality &
segments. Profile enhancement using
3rd party solutions begins.
What’s happening for my customer?!
Reporting, Analysis, Current and near real-
time. Multi-channel analytics begins. Focus on
intelligence, and determining “what’s a good
#?” Alerts and exceptions based processing
begins.
What is the next best action? What to do?
Improvement focused, a bias towards action.
Automation and decision engines/sciences begin to
shift engagement and profile enhancements from
segments to individually created experiences across
all channels & content types.
11

12. © 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Digital Analytics Maturity
Descriptive Diagnostic Predictive Prescriptive Cognitive
Typically an
Investment
Consumer Insights
gained and an
improved
understanding of the
business
Typically Cash Neutral
investment
Manual Deployment of
learnings
+ ROI – Some projects can have
10,000%ROI and break even
points as early as 14 days
12

13. Institute for Operations Research & Management Sciences
➢The Institutefor Operations Research and the Management Sciences
(INFORMS)is the largest society in the world for professionals in the field
of operations research (O.R.), management science, and analytics.
➢Founded in 1952
➢Free Tool found at: analyticsmaturity.informs.org
13

14. The LCG Analytics Maturity Roadmap
➢The roadmap provides the connection between strategy and action
➢Practical plan of action to accomplish business objectives
Organizational Analytics Capability Data & Infrastructure
People Analytics Framework Health
Leadership Roles & Skills Access
Measures Analytics Services Traceability
Processes Analytics Processes Analytics Architecture
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INFORMS Summary for Kemin (As-Is)
15
DIMENSIONS:
Organization
AnalyticsCapability
Data & Infrastructure
Sample INFORMS Summary from LCG

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Computing Power
Man Power
Where Computing Power ends, Man Power begins
Diagnostic Descriptive Predictive Prescriptive Cognitive
Cognitive
Analysis
Marketing
Action
Agility&Action-abilityPosture
Data Readiness Posture
Data&Information
Gathering
Conducted by
People
Conducted by
Computers
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Data to Information to Decision to Action across the Curve of Automation
Diagnostic Descriptive Predictive Prescriptive Cognitive
Cognitive
Analysis
Marketing
Action
Agility&Action-abilityPosture
Data Readiness Posture
Data Collection
Data&Information
Gathering
The Curve of Automation
Information Gathering
Decision
Decision Making
Action
Data Processing
Launch
ComputingPower
Man Power
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18. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Web Analytics,VOC,OnlineSurvey and Customer AnalyticsData
FirstParty EnterpriseData
2nd and 3rd Party Data
LCG Digital Marketing Maturity Roadmap
Diagnostic Descriptive Predictive Prescriptive Cognitive
Cognitive
Analysis
Marketing
Action
Agility&Action-abilityPosture
Data Readiness Posture
Data&Information
Gathering
Benchmarking,
Reporting,
Cleansing,QA &
Preparation
The Curve of Automation
Opinion Driven
Decision Making
over Months
Decision
Action
Data Processing
Launch
Data Collection
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19. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Decision Making Maturation over time…
➢Rank beats Opinion
19

20. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Best Practices for Improving your return on MarTech
 Understand your Data Readiness Posture
 Implement a Data Layer
 Use a Tag Management System
 Audit tags monthly
 Benchmark
20

21. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
A solid digital foundation consist of data and governance

22. Establish a Data Layer
Tennis Match Soccer Team 3-5-2A Military Platoon Blue Angels MissingMan
Formation
22

23. What is a data layer?
Source: https://tealium.com/what-is-a-data-layer/
23

24. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
 Understand your Data Readiness Posture
 Implement a Data Layer
 Use a Tag Management System
 Audit tags monthly
 Benchmark
24

25. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
What is a tag?
a TAG is a piece of code that
collects and fires data about the
user experience
<img width="1"height="1"border="0“
src=”http://vendyvendor.com/action?adv=445566
&page=browse&seg=9999&cat=luggage"/>

26. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
What is a Tag ManagementSystem
A Tag Management System (TMS) is similar to a content management system
(CMS) in that once implemented, it enables marketers to maintain tags the way a
CMS maintains pages.
Benefits:
▪ Marketers are less reliant on their IT departments.
▪ TMS have features for users rights administration and enterprise level
workflows.
▪ Enables marketers to improve quality, site load times, and personalized
experiences.

27. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Marketing Manager: “Can you add this new re-targeting pixel to the site for me? It’s just one line
of code and should be easy”
Developer: “Sure, just send me the code”
Marketing manager: “Great! Oh I need to make sure that this tag is only served to our users that
are on our secure pages, in the products folder, have been on the site for at least 2 minutes, it is
at least their 3rd visit to our site, and I need to apply that to only 3 of our 7 domains.”
(long pause)
Marketing Manager: “And for only 25% of the traffic. And for this Friday!”
Developer: “I hate you”

28. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
The power of a Tag Management Solution in action

29. Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
29

31. Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
31

32. State of the Industry
Our Assessments detected 220 unique marketing technologies throughout all sectors. LCG and
ObservePoint maintain a list of approximately 220 MarTechs.

33. Analytics and TMS Adoption

34. Most common tags & Sites with the most tags

35. Characteristics of each Quadrant
Journeymen:
Little MarTech
deployed
sporadically,
irregularlywithout
an architecture.
Craftsmen:
Few MarTech
solutions deployed
by technically
disciplined team.
Scouts:
Experimenting
with a lot of
MarTech but
without
governance or
technical
discipline
Expeditionaries:
Visionaries backed
by technical
discipline,
governance &
architecture.
# of MarTech Solutions
TagDeploymentScore

36. Definitions of categories:
Journeymen: What few tags these
organizations have attempted to
deploy, they deployed sporadically.
Craftsmen: What few tags these
organizations have deployed, they've
deployed adequately.
Scouts: These organizations have
deployed many tags relative to their
industry and have deployed them
sporadically.
Expeditionaries: This group is
realizing the best Return on their
Marketing Technologies (RoMT) in
the category.

37. Audit Score vs.
Number of Tags Craftsmen:
Journeyman:
Expeditionaries:
Scouts:

38. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Adobe Media Optimizer
Adobe Social
Adobe Creative Cloud
Adobe Document Cloud
Request yourfreeTag Deployment Assessment
38
Request your Tag Deployment Assessment
by emailing me directly @
plima@limaconsulting.com
Or download our industry whitepapers @
www.limaconsulting.com/Our-Thinking
https://www.linkedin.com/in/paullima/

39. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Best Practices for Improving your return on MarTech
 Understand your Data Readiness Posture
 Implement a Data Layer
 Use a Tag Management System
 Audit tags monthly
 Benchmark
 Establish an owner for your data (Steering Committee, CDO, etc…)
 Develop Personas, Segments and Customer Journeys
 Understand what is normal
 Establish reports, dashboards and alerts by stakeholder group
 Develop and Maintain a 3-year MarTech Roadmap
39

40. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
TeamStructure Models: definitions,advantages,and disadvantages
TeamStructureModels Model Definitions Advantages Disadvantages
Decisionsmadebymidand
lower-levelmanagersacrosstheir
respectiveareawith extensive
delegation throughout.
• Moreconnectedto eachaligned BU •
• Providesdeeperinsights atbusinessunit level,
asfocusischannelspecific / specialized
• Moreautonomyandflexibility inchannel
• Fastermovinginchannel
Nosharedstandardsorcoordination between
channels
• Notrainingor sharedbestpractices between
marketing teams
• Noenterprise perspectiveinchannel
• Limits coordinationacrossashared strategicvision
Decisionsmadefromthetop.
Rolesandcapabilities are
centralized into asingleareaor
team.
• Highestlevel ofstandardization
• Focuson training,policies,andbest
practiceapplication
• Evangelizesinitiativesacrossorganization
• Enterprise, strategic perspective
• Slowandbureaucratic (bottleneck)
• Disconnectedfromthebusiness
• Morereportingfocused
• Lesseffective for businessunits
• Requiresmaturecrosschannelexecution processes
to beeffective
Decisionsmadetogether.
Centralizesspecializedskillsand
functionsunderacohesive
strategy (vision& SMEs),while
allowing execution to thrivein
respectiveareaswithflexibility.
• Standardization yetlocalized perBU
• Promotescollaboration andbestpractices
• Enterpriseperspectiveachievedwhilst
remaining connected to thebusinessunits
• Fastermovingatthe“spokes”
• Moregrowthopportunities
• Needsstrongexecutivesponsorto empower
virtualteams
• Requires100%cooperation across
organizationalareas
• Failswithoutadherenceto centralized governing
entity (processes,actions,etc.)
• More communicationandcoordination needed
to manageandalign
Decentralized
Centralized
CoE
40

41. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Additional Models
Team Structure Models Model Definitions Advantages Disadvantages
• Consistent brand messaging
• Localizedandagileinthefield
• Moreautonomyandflexibility inchannel
• Fastermovinginchannel
• Expertiseclosesttothefield
• Allowsforanomaliestobemanagedin-market
• HighestCostofallmodels
• Requires executivealignmentacross hubs
• Coordinationacrossashared strategicvision
Anyoneintheorganizationcan
createcontentinaccordancewith
SOPs
• Focuson training,policies, andbest
practiceapplication
• Evangelizesinitiativesacrossorganization
• Speedtowardsproducingcontent
• Bestforsocialpoliciesande-care
• Everyoneownsit,noonedoesit
• Requiresstandardizationandreporting
• Difficulttokeepcontentonmessage
• Lesseffective for businessunits
• Requirespolicingandhighdegreeoftraining
• Culturalshifttowardsengagingwithcustomerbase
Dandelion
Honeycomb
Hub&Spoketeamswithincompanies
actautonomouslyunderacommon
brand.CommonlyusedinMulti-
Nationalswithestablisheddigitalhub
&spoketeamsandevolvesintothe
MultipleH&Smodel(Dandelion)
41

42. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Proposed Central HUB
42

43. Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
43

44. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Let 1,000 flowers bloom
44 44

45. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Don’t do the time. Avoid the crime.
Analyzing
data in
aggregate is a
crime.
45

46. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Segment, then analyze
46

47. Gain insights with segments to reach business objectives

48. Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
48

49. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Machine Intelligence= Machine Learning + AI - circa 2015
49

50. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Machine Learning companies 2017
50

51. Exception Based Processing Requires the Definition of normal
Source: US Army Field Manual FM 7-0 Training the Force
51

52. Exception Based Processing Improves Results
• What is normal?
• Knowing when actions must be
triggered means we have the
“bands of excellence” defined
• What is the next best action?
For call centers, customerservice centers,
regional operational centers,these
insights can mean significant savings

53. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.

54. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
 Understand your Data Readiness Posture
 Implement a Data Layer
 Use a Tag Management System
 Audit tags monthly
 Benchmark
 Establish an owner for your data (Steering Committee, CDO, etc…)
 Develop Personas, Segments and Customer Journeys
 Understand what is normal
 Establish reports, dashboards and alerts by stakeholder group
 Develop and Maintain a 3-year MarTech Roadmap
54

55. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Beer Belly Protocol vs
Pregnancy Belly Protocol
55

56. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
 Understand your Data Readiness Posture
 Implement a Data Layer
 Use a Tag Management System
 Audit tags monthly
 Benchmark
 Establish an owner for your data (Steering Committee, CDO, etc…)
 Develop Personas, Segments and Customer Journeys
 Understand what is normal
 Establish reports, dashboards and alerts by stakeholder group
 Develop and Maintain a 3-year MarTech Roadmap
56

57. Agility Readiness Posture Summary
As-Is State Future State
Assessment Dimension As-Is Year 1 Year 2 Year 3
STRATEGY 1 2 2 2
MARKETING OPERATIONS 0 2 2 2
GOVERNANCE, ADOPTION, ENFORCEMENT 0 3 3 4
DATA READINESS 0 1 2 2
PEOPLE, PLACES, EMPOWERMENT 2 3 4 4
PROCESSES 0 2 3 3
TECHNOLOGY 1 2 3 3
57

58. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
58
Exponential Growth of Computing

59. Data&Information
Gathering
Web Content Management
Capability Begins
LCG Digital Transformation Maturity Model Roadmap
MarTech, Gap
Analysis
Biz Requirement
Definition
Tag Management Capability
Begins
Technical Requirements
Digital Analytics & Data
Layer Architecture
Tag
Audit
Data Warehouse
Capability Begins
Automate
Distribution of KPIs
to Stakeholders
Data Management Platform
CapabilityIntegrations of Enterprise
Customer Data
Pre-Click  Post-Click
Closed-Loop Integration
End-to-End Closed Loop
Conversion Attribution
Data Visualizations Capability
Begins
Attribution Modeling
Capability Begins
Portfolio Based MVT Testing
Begins
Conversion Rate
Optimization (CRO)
Capability Begins
Programmatic Ad
Buying
Marketing Automation
Optimization Begins
Cognitive UIs
Accessible to all User
Groups
Chief Data Responsibility, Data Governance
Policies & MarTech Implementation Team
Advanced Analytics Practice
Begins (Data Science Team)
Call Center Conversions
data Tracking Capability
SEO Platform Capability
SSO/Audience
Profiling 3rd Party
Profile Capability
Customer Analytics & Heat
Maps & UX Capability Begins
Voice of the Customer / Chat
/ Survey Feedback Integrated
with Respondent's
Engagements
Lead Scoring &
Sales
Automation
Social Listening &
Publishing
Community Building Capability
Diagnostic Descriptive Predictive Prescriptive Cognitive
Cognitive
Analysis
Marketing
Action
Agility&Action-abilityPosture
Data Readiness Posture
Establish Program
Management Office
Digital Marketing
Platforms
Responsibility
Integrated
Translation Mgmt
Platform
Develop Customer Journeys
Establish Digital Transformation
Steering Committee
Develop Personas
Implement Single
Digital Asset Mgmt
Solution
Deploy
Computational
Creative Capability

60. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Agility&Action-abilityPosture
Data&Information
Gathering
Cognitive
Analysis
Marketing
Action
Diagnostic
Data Readiness Posture
Data Quality
Practice
Begins (Tag
Audits)
Biz Requirements
Definition
MarTech Capabilities
Assessment, Gap
Analysis, Roadmap,
Vendor Selection
Technical
Requirements &
Architecture for
Digital Analytics &
Data Layer Design
People
Technology
Process
Establish a Digital
Transformation
Steering Committee
Develop Personas
LCG Digital Transformation Maturity Model Roadmap
Develop Customer
Journeys
Chief Data
Responsibility
Assigned & Formation
of Data Governance
Policies & MarTech
Implementation Team
Tag
Management
Capability Begins
Voice of the Customer /
Chat / Survey Feedback
Integrated with
Respondent’s
Engagements

61. © 2013 AdobeSystems Incorporated. All Rights Reserved. AdobeConfidential.
Adobe Media Optimizer
Adobe Social
Adobe Creative Cloud
Adobe Document Cloud
Proposed Digital Engagement Stack
61

62. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Digital Transformation follows the Agile Methodology
Strategy, Vision &
KPIs
Priorities &
Investments
Competitive
Landscape
Governance, Adoption
& Enforcement
Regular Reviews &
Adjustments
PrototypeStrategy
Rapidly Test & Refine Products, Platforms,Campaigns, Tactics, andapproaches
Develop
customer
journey maps
Develop
Solutions and
Value
Proposition
Prototype
Minimum
viable product
Outline
business plan,
operating
model and
roadmap
Business Model
Products
Processes
Scale up Successes
Iterative
Deployment
Developnew capabilities
People, Places
and Culture
Business
transformation
Data Readiness
Systems &
Infrastructure
Financial
Readiness
Marketing
Operations
62