SiriusDecisions - Citrix Case Study
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The document outlines the creation and development of Citrix's Global Demand Center. It describes how the center was established to centralize and standardize demand generation processes worldwide to improve efficiency and scale. It details how the author assessed existing models and built business cases to obtain buy-in. A hybrid staffing model was selected where some employees are Citrix staff and others are contracted. The center leverages technology and tools to manage campaign lifecycles from planning to reporting. The key takeaways are deciding on a governance model, developing business cases, treating it as an internal business, establishing a services catalog, and selecting an appropriate staffing model.
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SiriusDecisions - Citrix Case Study
- 1. The Blueprint for Building Your Global Demand Center Stefan Nandzik Sr Mgr, Field Alignment Citrix Systems, Inc.
- 2. © 2014 Citrix. Confidential.2 About Citrix • Founded in 1989 • Revenue in 2013 of $2.9 billion • Over 5,000 employees worldwide • About 330,000 customers • 98% of Fortune 500
- 3. © 2014 Citrix. Confidential.3 My Journey… • Developed Marketing Systems for Citrix Germany as a Vendor • Joined Citrix EMEA Marketing Team in 2007 • Joined “Global Marketing Operations” in 2011 • Managing the “Field Alignment” team since 2012 • Built & Managed the Demand Center since 2013
- 4. © 2014 Citrix. Confidential.4 “”2012 Field Alignment Charter & Mission “Design and enable the worldwide demand marketing processes and organization to achieve operating efficiency and scale.”
- 5. © 2014 Citrix. Confidential.5 The Beginning of the Journey 2012… Corporate Marketing Product Marketing WW Demand Gen Field Sales Americas Marketing EMEA Marketing CEO Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources)
- 6. © 2014 Citrix. Confidential.6 Field Marketing EMEA Field Mktg Employee Japan Americas APAC Field Mktg Employee Field Mktg Employee Field Mktg Employee Field Mktg Employee Field Mktg Employee Internal Service Provider 1 eMarketing External Service Provider 1 External Service Provider 2 External Service Provider 3 External Service Provider 4 Global Marketing Operations Web Mktg Opps Mktg Data/Platform Opps First Stop: The Land of Services…
- 7. © 2014 Citrix. Confidential.7 Field Mktg Employee Field Mktg Employee Field Mktg Employee Field Mktg Employee Field Mktg Employee Field Mktg Employee Internal Service Provider 1 eMarketing External Service Provider 1 External Service Provider 2 External Service Provider 3 External Service Provider 4 Global Marketing Operations Web Mktg Opps Mktg Data/Platform Opps First Stop: The Land of Services & Governance Field Marketing EMEA Japan Americas APAC
- 8. © 2014 Citrix. Confidential.8 Looking for the Map to the Enterprise Service Model Service Strategy? Global Service Offerings No Global Services
- 9. © 2014 Citrix. Confidential.9 Asking Experts for Directions… Corporate Marketing Product Marketing WW Demand Gen Field Sales Americas Marketing EMEA Marketing CEO Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources) Run Marketing Campaigns (System/Process/Resources)
- 10. © 2014 Citrix. Confidential.10 The Discovery of the “Demand Center” Corporate Marketing Product Marketing WW Demand Gen Field Sales Americas Marketing EMEA Marketing CEO Run or Influence All Marketing Campaigns (System/Process/Resources) (Demand) Center of Excellence
- 11. Building the Business Case
- 12. © 2014 Citrix. Confidential.12 Actually, Three Cases… Chief Financial Officer Chief Marketing Officer Senior Vice President Sales and Services
- 13. © 2014 Citrix. Confidential.13 Assessment of the Existing Models, Costs & Returns CFO Business Case Internal Team Internal & Automation External Agency + Cost - Scalability + Cost - High Skillset Required + Scalability - Cost Cost per Campaign: “$1” Return: “$18” Cost per Campaign: “$0.5” Return: “$20” Cost per Campaign: “$1.5” Return: “$19” Numbers are shown normalized with the cost per campaign of the “Internal Team” as baseline $1
- 14. © 2014 Citrix. Confidential.14 Breakdown of Cost per Campaign & Improvements CFO Business Case Marketing Automation Online Collaboration Duplication Remaining Campaign Cost CFO Business Case Summary • Increase ROI per Campaign • Commit to at least double existing ROI • Combine with Marketing Automation Rollout • Combine with Online Collaboration Rollout • Pssst: Build in some “slack” ROI gains…
- 15. © 2014 Citrix. Confidential.15 Define Service Level Agreements (Example: Email Blast Service) CMO Business Case Components Targeting / Segmentation Email Validation Service Production based on Templates A/B Test Setup Deliverability Management Lead Capture Forms Frequency Management Capacity Planning 15-20 Email Blasts per Week Defined due dates for requests Defined due dates for assets Monitoring Open Rates > x % Click Rates > x % Registration Rate > x % Lead Capture Rate > x % Social Sharing > x % Unsubscribe < x % # of Engaged Contacts
- 16. © 2014 Citrix. Confidential.16 Create a Company-Wide Service Catalog with SLA CMO Business Case WWIM AMER EMEA Services Mktg Email Blast X X X X Lead Form X X X X Nurture X X Webinar Q3 X X Q4 Seminar Q4 … …
- 17. © 2014 Citrix. Confidential.17 Enable Accelerated Execution of Marketing Strategy CMO Business Case New: Auto Nurturing New: 3rd Party List Support New: Next? Services for ‘Status Quo’ Needs CMO Business Case Summary • Define & Standardize SLAs per BU • Rollout Service based on ‘Status Quo’ • Leverage efficiency gains to add new services • Add Services based on Marketing Strategy (Nurturing? Content? Social? Personalization?)
- 18. © 2014 Citrix. Confidential.18 Enable Governance & Sustainable Demand Sales Business Case Sales Business Case Summary • Central Monitoring = Governance - Corporate Design & Messaging - Campaign ROI Analysis - Demand Gen Follow-Up • Shared Services allow Load Balancing - GEOs / Regions / Corporate / Other BU - Shared costs typically removed from field budgets
- 19. Choosing the Organization Model
- 20. © 2014 Citrix. Confidential.20 Organization Models for the Global Demand Center Internal Team Hybrid Staff Model External Agency + Cost - Scalability Neutral: Cost + Scalability + Scalability - Cost + Governance + Internal ‘Standing’ + Retain Expertise + Governance + Internal ‘Standing’ + Retain Expertise + External Knowhow + External Knowhow - Governance - Internal Standing
- 21. © 2014 Citrix. Confidential.21 The Hybrid Staff Model Demand Center Projects Segmentation Services 2 x Producers 2 x Campaign Managers Internal Team (= Headcount) Scalable Team (= Budget)
- 22. © 2014 Citrix. Confidential.22 New Service Rollout Use Case for the Hybrid Staff Model Citrix Develop blueprint for process & SLA Collaborate on developing training material Update knowledge base / Job aids DemandGen Collaborate on developing training material Leverage updated knowledge base / Job aids
- 23. © 2014 Citrix. Confidential.23 Scaling Up Use Case for the Hybrid Staff Model Citrix Budget additional resources Setup access for new employees DemandGen Recruit new candidates Onboard / Train new employees
- 24. © 2014 Citrix. Confidential.24 Team Member Leaving Use Case for the Hybrid Staff Model Citrix Setup access for new employee DemandGen Recruit backfill candidate Onboard / Train new employee Compensate during potential downtime
- 25. Leveraging Technology & Tools
- 26. © 2014 Citrix. Confidential.26 Online Collaboration
- 27. © 2014 Citrix. Confidential.27 Online Collaboration
- 28. © 2014 Citrix. Confidential.28 Campaign Lifecycle: Extended Focus of the Demand Center Planning Scheduling Reporting AnalysisExecution
- 29. © 2014 Citrix. Confidential.29 Campaign Lifecycle: Extended Focus of the Demand Center Planning Scheduling Execution Reporting Analysis
- 30. © 2014 Citrix. Confidential.30 Key Takeaways • Step 1 – Decide “Service Governance versus Full Execution Model” • Step 2 – Develop the “3 Business Cases” • Step 3 – Consider Demand Center as “Business” inside the company • Step 4 – Build the initial “Services Catalog” and align with internal clients • Step 5 – Assess “Internal, External or Hybrid Staff Model” • Finally: Measure the Value / Impact, not the Activity Metrics!
- 31. © 2014 Citrix. Confidential.31 WORK BETTER. LIVE BETTER.
Notes de l'éditeur
- “Trained & Trusted” Specific business processes Company-wide Service Catalog
- One Service Network that offers all required services One Service Catalog that describes all available services including SLAs, engagement models & available providers Overall strategy for services & providers to optimize the overall availability and performance of the most required services Services defined as “components” that regional teams can combine into effective local marketing initiatives Individual teams at “Corporate” offer specific service packages SLAs, engagement models, descriptions differ or N/A Often packages cannot compete against local agency SLA These packages are “AS IS”, creativity & experience of regional teams not leveraged “Corporate” provides no services at all Regions are “on their own” to build everything from scratch Regions leverage local agencies for everything
- Shift focus to outcome (Demand Gen) rather than turnaround.. Skillset offload from regions, allow them to focus on regional marketing
- David J. Henshall
- Summary for Presentation
- Summary for Presentation
- Summary for Presentation