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1. Marketing/Business Alignment Tool
Communications
Aspect of Alignment Level of Alignment Score Justification
1 Marketing management lacks understanding of business
2 Limited understanding of business by Marketing management
Understanding of Business by Marketing 3 Good understanding of business by Marketing management
Understanding of business encouraged among all Marketing staff
2
4
5 Understanding of business required by all Marketing staff
1 Senior Management lack understanding of Marketing best practices
2 Limited understanding of Marketing by Senior Management
Understanding of Marketing by Business 3 Good understanding of Marketing by Senior Management
Understanding of Marketing encouraged among all staff
4
4
5 Understanding of Marketing required for all staff
1 Casual conversations and meetings on ad hoc basis
2 Newsletters, reports, group e-mails are sent out
Organizational Development, Training, & Learning 3 Training, departmental meetings on a regular basis
Formal methods sponsored by Senior Management
3
4
5 Learning monitored and tested for all training programs
1 Business to Marketing only, generally formal communications
2 Business to Marketing only, somewhat informal and accessible
Communications Style and Ease of Access 3 Two-way, formal communications are the norm
Two-way, somewhat informal, accessibility is limited
5
4
5 Two-way, informal communications and flexible meeting times
1 Ad-hoc knowledge management processes
2 Some structured knowledge sharing emerging
Knowledge Management & Intellectual Assets 3 Knowledge management structured around key processes
Formal sharing at all levels within organization
1
4
5 Formal sharing with partners, and other external stakeholders
1 No business analysts in the Marketing department
2 Primary Marketing-business link is a Marketing Analyst
Marketing-Business Liaison Staff (Marketing Analysts) 3 Marketing Analysts mainly facilitate knowledge transfers
Marketing Analysts facilitate relationship building within company
3
4
5 Marketing Analysts enhance relationships with parnters/customers
Metrics & Value-Measurement
Aspect of Alignment Level of Alignment Score Justification
1 Operational Marketing metrics only (email click thru rates etc.)
2 Marketing metrics and some cost metrics; metrics rarely reviewed
Marketing Metrics Maturity 3 Review and act on marketing, cost, and campaign ROI metrics
Metrics for each process/campaign are defined and measured
3
4
5 Marketing metrics analyzed to inform resource allocation decisions
1 Marketing campaigns & investments measured rarely, if ever
2 Cost/Lead, Cost/Sale measured, but rarely reviewed
Business Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts
Measure Return on Customer (net present value of customer base)
3
4
5 Balanced Scorecard to set objectives, measures, targets, initiatives
1 Value of Marketing investments rarely measured by business units
2 Business/Marketing metrics not linked, no cause-effect relationships
Link between Marketing and Business Metrics 3 Metrics becoming linked and understood by Marketing & Business
Metrics formally linked, reviewed, and acted upon
1
4
5 Marketing/Business metrics are reviewed to provide predictive insight
1 Seldom or never benchmark processes or capabilities
2 Sometimes benchmark processes/capabilities informally
Benchmarking Process Maturity 3 May benchmark formally, but benchmarks are seldom acted upon
Routinely benchmark process maturity and act upon insights
4
4
5 Routinely benchmark processes, measure results, and act upon
1 Don't assess Marketing investments at all
2 Only assess Marketing investments if there is a significant problem
Formally assess Marketing Investments 3 Most Marketing investments are formally assessed to determine ROI
Marketing investments routinely assessed and findings acted upon
2
4
5 Marketing investments routinely assessed, with ROI hurdle rate
1 None
2 Few continuous improvement practices, effectiveness not measured
Continuous Improvement Practices 3 Few continuous improvement practices, starting to measure results
Many continuous improvement practices, always measure results
3
4
5 Continuous improvement practices and measures well-established
Planning & Governance
Aspect of Alignment Level of Alignment Score Justification

2. 1 Not done, or done as needed for budgeting process
2 At unit/functional level, slight Marketing input
Formal Business Strategic Planning 3 Some Marketing input and cross-functional planning is completed
At unit and enterprise level, with Marketing heavily involved
4
4
5 Formal Business Planning with Marketing, partners & key stakeholders
1 Not done, or done on a reactive basis, no long term planning
2 At unit/functional level; slight business input
Formal Marketing Strategic Planning 3 Some business input and cross-functional planning is completed
At unit and enterprise level, with business heavily involved
3
4
5 Formal Marketing Planning with input from customers/partners etc.
1 Completely decentralized Marketing departments and efforts
2 Mainly decentralized with some Marketing support from corporate
Organizational Structure 3 Marketing department is becoming more centralized and standardized
Centralized Marketing department, some procedures & policies
4
4
5 Centralized Marketing department, standard procedures & policies
1 Marketing Manager/Director reports to VP Sales
2 Marketing Manager/Director reports to VP Sales & Marketing
Reporting Relationships 3 Marketing Director/CMO reports to CFO or COO
Marketing Director/CMO reports to COO or CEO
5
4
5 Chief Marketing Officer reports directly to CEO
1 As a cost center, spending is unpredictable and not planned
2 As a cost center by business unit, budgets are not established
How Marketing is Budgeted 3 Some projects treated as investments, budgets are established
Marketing treated as a strategic investment, budget is increasing
3
4
5 Marketing is viewed as a profit center that enables revenue growth
1 Necessary evil to provide website, collateral, sales support
2 Need for a 'brand' is emerging, spending for need to have items only
Rationale for Marketing Spending 3 Business understands that investments in Marketing increase sales
Spending in Marketing is to reduce cost/sale, increase revenues
2
4
5 Spending in Marketing drives competitive advantage & profitability
1 Don't have one
2 Meet informally as needed
Senior Level Marketing Steering Committee 3 Formal committees meet regularly on a defined schedule
Steering committee has proven to be effective in decision-making
4
4
5 Steering committee must approve spending over a certain limit
1 React to business or Marketing need
2 Project priority determined by Marketing function alone
How Projects are Prioritized 3 Marketing projects are prioritized by Senior Management
Projects are prioritized mutually by Marketing & Senior Management
4
4
5 Using a portfolio approach, projects are logically prioritized with index
Executive Level Sponsorship
Aspect of Alignment Level of Alignment Score Justification
1 Marketing is viewed as a cost of doing business or necessary evil
2 Marketing is gaining credibility and becoming an asset/differentiator
Business Perception of Marketing 3 Marketing is viewed as enabling future business activity & growth
Marketing drives & sustains future business activity & growth
3
4
5 Marketing is the critical function that drives major decision-making
1 Marketing is not involved in strategic business planning at all
2 Marketing has some input but does not have a seat in the boardroom
Marketing's Role in Strategic Business Planning 3 Marketing provides key information, insights, & advice for planning
Marketing is a key influencer in strategic business planning
1
4
5 Marketing and business adapt quickly and strategically to change
1 Marketing takes all the risks, receives no rewards
2 Marketing takes most risks, with little reward
Shared Risks and Rewards 3 Marketing and business start sharing risks and rewards
Risks and rewards are always shared between business & Marketing
3
4
5 Managers incented to take strategic risks and rewarded for success
1 Marketing-business relationship isn't managed or is non-existent
2 Marketing-business relationship managed on ad hoc basis
Managing the Marketing-Business Relationship 3 Relationship building processes exist, but not always followed
Relationship building processes are complied with on a regular basis
2
4
5 Relationship building processes are continuously improved
1 Conflict and mistrust between Marketing & business
2 Transactional relationship between Marketing & business
Relationship/Trust Style 3 Marketing becoming a valued service provider
Long-term partnership is emerging as credibility is increased
5
4
5 Partner, trusted provider of Marketing services
1 There are usually no business sponsors or champions for projects
2 Often have a senior Marketing or business sponsor/champion
Business Sponsors/Champions 3 Marketing and business sponsor/champion at unit level
Marketing & business sponsor/champion at the corporate level
4
4
5 CEO is the business sponsor/champion for all marketing initiatives
Systems & Technology

3. Aspect of Alignment Level of Alignment Score Justification
1 No marketing systems are implemented, processes are not defined
2 Email marketing system, basic contact/list management, mainly excel
Primary Marketing Systems 3 CRM, Campaign Management, Web Analytics, Content Management
Demand Generation Platforms, PR Measurement, Sales Portals,
2
4
5 Marketing Resource Management, Dashboards, Business Intelligence
1 All systems are disparate, not integrated, difficult to cross reference
2 Some reports are generated and imported into other disparate systems
Systems Integration 3 Systems are becoming integrated around a key platform
Systems are mainly integrated, reliable, and have accurate data
1
4
5 Systems provide predictive and diagnostic insight for future campaigns
1 Processes are ad hoc, not documented, or not adhered to regularly
2 Processes are becoming defined, technology is used sporatically
Process Automation 3 Technology is implemented to automate key marketing processes
Process metrics exists and are benchmarked and reviewed often
1
4
5 Real-time messaging, lead scoring & nurturing, closed loop systems
Human Resources
Aspect of Alignment Level of Alignment Score Justification
1 Innovation and entrepreneurial spirit is discouraged
2 Innovation is somewhat encouraged at unit level
Innovative, Entrepreneurial Environment 3 Innovation is strongly encouraged at unit level, business cases used
Employees often present business cases to support new ideas
3
4
5 Business cases are reviewed, dynamic & innovative work environment
1 Top business and marketing management at corporate level
2 Same, with emerging functional influence from department leaders
Key Marketing HR decisions made by: 3 Top business and unit management: Marketing advises on decisions
Top business and Marketing management across the entire firm
5
4
5 Top management across the firm and business partners
1 Department tends to resist change
2 Change management programs emerging, planning is conducted
Change Readiness 3 Programs in place at functional level for change management
Programs in place at corporate level for change management
5
4
5 We are proactive and anticipate and manage change effectively
1 Job transfers rarely occur
2 Occasionally occur within unit
Career Crossover Opportunities 3 Regularly occur for unit management
Regularly occur at all unit levels
5
4
5 Also at corporate level
1 No opportunities for cross-functional training or learning new skills
2 Some cross-training and job rotation is completed by department
Cross-Functional Training and Job Rotation 3 Formal cross-training programs run by all business units
Formal cross-training programs implemented across enterprise
4
4
5 All employees are required to continually add to their skill set
1 Minimal social interaction between Marketing-business
2 Strictly a business-only relationship
Social Interaction 3 Trust and confidence is emerging
Trust and confidence achieved between Marketing-business
4
4
5 Social interation with customers and partners is a general practice
1 No retention program, poor recruiting
2 Marketing hiring focused on technical skills
Attract and retain top talent 3 Technical and business skills desired, retention programs in place
Formal program for hiring and retaining skilled staff
4
4
5 Effective program for hiring and retaining skilled staff

4. Aspects of Marketing/Business Alignment Current Go Goal Marketing/Business Alignment Index
Communications 3.0 3.5 Communications
5.0
Metrics & Value-Measurement 2.7 3.2 4.0
3.0 Metrics &
Human
Value-
Resources
Planning & Governance 3.6 4.1 2.0 Measurement
1.0
Executive Level Sponsorship 3.0 3.5 0.0
Systems & Technology 1.3 1.8 Systems & Planning &
Technology Governance
Human Resources 4.3 4.8
Executive Level
Sponsorship
Marketing/Business Alignment Average 3.6 4.2