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Marketing Campaign Management

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Using the Integrated Performance Solution (IPS), a client has created a new marketing campaign management blueprint and road map. The IPS developed by George B. Lampere provides a collaborative and integrated approach to align the people / organization, business processes, technology, and information / knowledge management. For more information, contact glampere@glampere.com

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Marketing Campaign Management

  1. 1. MARKETING CAMPAIGN MANAGEMENT DESIGN Using the Integrated Performance Solution (IPS)® to create effective marketing campaignsPage 1 Copyright 2013 George B. Lampere, Ph.D.
  2. 2. Issue: The traditional approach to creating marketing campaigns no longer is effective. Internal data, existing CRM systems, outdated workflow, combined with outdated perceptions and behaviors has created costly and inefficient marketing campaigns. Approach: Using the activities of the Integrated Performance Solution®, a structured, collaborative method was used to aligning the People / Organization, the Business Processes, the Technology, and the information / Knowledge Management. Solution: Senior leadership had a transformational blueprint and road map to create a marketing campaign management process within 8 weeks that was fully supported and aligned with the business.Page 2 Copyright 2013 George B. Lampere, Ph.D.
  3. 3. Closed Loop Campaign Management The closed loop campaign management process provides continuous feedback to refine product offerings and campaigns to improve both retention and lead qualification. Key Best Practices  Operational goals are defined forecasted, and planned.  Analysis of previous campaigns can be used within the campaign planning process to maximize success and avoid previous failures.  Historic information allows precise campaign targeting.  Leads are qualified and scored before passing to Sales to maximize their time spent selling.  Leads that are not yet sales ready can be fed into nurturing campaigns.  Leads are tracked by Marketing through the sales cycle to see if the leads they generated were of the correct type and quality.  Campaigns can be analyzed by the number and quality of leads they generated, the number of leads passed to sales, the sales cycle length, the number won and lost.  Can provide ROI measurement of marketing budget and help in forecasting marketing expenditure based on sales targets.Page 3 Copyright 2013 George B. Lampere, Ph.D.
  4. 4. Level 1 - Future State Campaign Management Process 1. Planning 2. MODELING 3. Executing 4. Evaluating  The campaign management process is divided into four distinct sub-processes.  Each sub-process has a clearly defined input and output with results that are measurable.  This is an iterative process, designed to provide refinement of each campaign to achieve a level of efficiency and performance for the business.  The campaign management process is built upon industry defined functionality, proven best practices, and capabilities achievable in the updated CRM and the supporting architecture.  The primary goal is to provide a holistic profile of the target customer using multiple data sources. Workforce automation and workflow shift competencies away from administrative tasks toward a collaborative team environment focused on problem-solving and decision- making.Page 4 Copyright 2013 George B. Lampere, Ph.D.
  5. 5. Planning Process 1. Planning 2. Modeling 3. Executing 4. EvaluatingPage 5 Copyright 2013 George B. Lampere, Ph.D.
  6. 6. Marketing Planning Process links the business goals to the campaign Goal 1. Mission Setting 2. Corporate Objective Analyzing 3. Marketing Audit the current 4. SWOT Analysis Situation 5. Marketing Assumptions Concept 6. Marketing Objectives & Strategy Creating the Marketing Strategy 7. Forecasts of Expected Results 8. Create Alternative Plans Allocating Marketing 9. Marketing Budget Resources & Monitoring 10. Detailed Action Plan Several activities have to be completed to arrive at a strategic marketing plan. This strategic planning process aligns the business goals to the marketing effort, and will define the campaign.Page 6 Copyright 2013 George B. Lampere, Ph.D.
  7. 7. Process Description:  The strategic planning process starts by identifying and defining the operational goals and priorities that are needed by the marketing department to generate revenue.  Budgets are established at a high level which will be divided into the variety of campaigns.  Resources are allocated at a high level to support the various marketing campaigns.  Financial forecasts are made to determine program ROI.  Products and services are designed to satisfy specific customer populations.  Customer needs are analyzed and adjusts are made to the products and services based upon selected target markets, and business needs.  Once the products and services have been developed, the marketing department segments the market to position the offerings.Page 7 Copyright 2013 George B. Lampere, Ph.D.
  8. 8. Operational Strategy and Planning Process Process Name 1. Operational Strategy and Planning Process Purpose The business goals and operational strategy is translated into short term opportunities that defined by product and service objectives to be developed. These products and services are positioned into marketing campaigns that will target specific customer segments Owner & Owner: Description Description: Strategic planning is a high level activity that translates the business goals into practical plans where resources can be defined such as: people, time, finances, and effort. Products and Services are identified to meet the needs of both the customer and the business. Each offering is designed to target a specific segment with a defined service life. Understanding these requirements is essential for the development of marketing campaigns. Beginning & Begins with: Business strategy, priorities, goals and operational objectives Ending Ends with: Defined products and services for specific target audiences Inputs & Inputs / Triggers: Resources, budgets, priorities Outputs Outputs: Product and Service requirements Key decisions • Prioritization of objectives • Financial forecasting and budget to manage campaigns • Competitor products and services • Selecting appropriate target markets • Prioritization of customer needs • Selecting and supporting innovation opportunitiesPage 8 Copyright 2013 George B. Lampere, Ph.D.
  9. 9. Industry Best Practices – Operational Strategy and Planning Best Practices Description The balanced scorecard is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance Use a Balanced Scorecard against strategic goals. Metrics focus on the performance against customer requirements and value. In campaign management, performance metrics are used to assess the health of the campaign and consist of the Manage by defined metrics measuring of six criteria: time, cost, resources, scope, quality, and actions. Include operational culture alignment as part of the Creating an adaptive, constructive operational culture is an important factor in achieving increased transformation initiative financial ROI. Research indicates on average 900:1 increase. Analytic tools provide a multi-dimensional view of the business operation for planning and forecasting Use analytic tools over conventional reports. Placing the customer in the center of the process provides greater collaboration and ability to respond Create a customer centric quicker and more accurately than a customer focused approach which tends to be reactive. process A knowledge management system / process enables your organization to capture and evaluate Implement Knowledge knowledge, and lessons learned from past performance so that past mistakes or inefficiencies will not Management be repeated. Campaign management is a continuous process where with each iteration, the process is refined and Closed-loop, iterative process adjusted to meet the evolving requirements of the business and the customers.Page 9 Copyright 2013 George B. Lampere, Ph.D.
  10. 10. Operating Strategy and Planning Metrics Strategic Planning Metrics Description Takes the revenue a campaign generates and attributes this to each regular full-time equivalent Revenue Factor (FTE). Takes the pre-tax profit a campaign generates and attributes this to each regular full-time equivalent Income Factor (FTE). The number of regular headcount employees each manager and executive supports (AKA span of Management Ratio control). The pre-tax profit an organization generates for each dollar invested in regular employee pay and Human Capital ROI benefits after non-human expenses are removed. Employee Cost Factor The average compensation paid to each regular full time equivalent (FTE) employee. Training Cost Factor The average amount spent on training for each regular employee receiving training. Operating Margin The ratio of operating income divided by net sales Product / Service Metrics Description Customer Satisfaction The level of satisfaction that the customer expresses to a particular product or service Life Span Ratio The forecasted product / service duration compared to the actual duration The target market segment ratio that the product is specifically designed to the total target Market Segmentation population The number of existing customers vs. the number of new customers forecasted that the Fulfillment Ratio product/service is designedPage 10 Copyright 2013 George B. Lampere, Ph.D.
  11. 11. Segmentation Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating SegmentationPage 11 Copyright 2013 George B. Lampere, Ph.D.
  12. 12. Modeling creates a 360 degree view of the customer What is the “Ideal” customer for the product or service offering? What would that “Ideal” customer look like? ConceptPage 12 Copyright 2013 George B. Lampere, Ph.D.
  13. 13. Information available to crate a profile of the target customer and to define the marketing campaign. Public Records for People and Information available on Company Information Companies the Web • Hoovers • Real estate sales and ownership • Equifax • Duns (D&B) • Postal service change-of-address records • Experian • OneSource • Telephone books, past and present • Tans union • Market Watch • Automobile registration records • Zebra Search • Goliath • Other vehicle registration, i.e., boats, • US Search Concept • Company Web sites private airplanes • Canada 411 • Subscription lists for magazines and • People find • Create a 360 Degree View of your Target periodicals • People Search Customer through profiling. • National marketing databases • National email directories • Google • Better understand your customers • Face book needs. • Voter registration lists • Twitter • Bankruptcy filings • Match campaigns to a specific target • Linked In • Court proceedings/judgments audience. • Professional licenses • Use the information to filter the • SEC filings campaign. • Tax lien records • Information is available internally • Credit bureau records (customer records) and through • Whois domain name registration records external sources.Page 13 • Social Security Death Index Copyright 2013 George B. Lampere, Ph.D.
  14. 14. Page 14 Copyright 2013 George B. Lampere, Ph.D.
  15. 15. Segmentation and Targeting Process Process Name Segmentation and Targeting Process Purpose Segmentation and targeting is needed to match the customer or potential customer with the most appropriate product or service with the least amount of resources. Owner & Owner: Description Description: Profiles are created based upon a variety of filters defined by sociographic, demographic, and psychographic criteria to create an “ideal” profile of the customer that would best fit the product or service offering. The data is collected using a variety of sources both internal and external. The data is sorted and cleansed to reveal a single version of the truth. Then the target segments are matched against the product or service. Beginning & Begins with: Identifying the segmentation filters Ending Ends with: Targeting segmented population to the appropriate product or service Inputs & Inputs / Triggers: Identification of the segmentation filters Outputs Outputs: Segmented target audience groups Key decisions • Selecting the various segmentation filters • Determining existing customer requirements and satisfaction needs • Identification of the “Ideal” customer profile for the product / service • Rating and prioritizing high value characteristics • Determining the appropriate version of the truth of the data source • Identification of target audience characteristics by product / servicePage 15 Copyright 2013 George B. Lampere, Ph.D.
  16. 16. Industry Best Practices – Segmentation and Targeting Best Practices Description Manual data entry can create errors and take time. Capturing data and populating fields from Reduce manual data entry various databases reduces the administrative task Create a complete view of target audience characteristics to create a profile prospective customers. Use Sociographic, (education, economic, employment); Demographic (age, Profile target audience generational, family size) and Psychographic (values, lifestyles, personality, culture) Adjust target parameters During the campaign, filters and parameters can be adjusted to regulate the response. during the campaign Identify the best version of There are a number of data sources that provide the same or similar information but report the truth different values. Determine which source is most reliable to select as the standard On average the rate of data change is 2% per month or stated in other terms, an organization will Recognized aged data completely purge all of their information about every three years. Outdated data is worthless and costly to maintain Do not duplicate data, use Data storage is costly and time consuming. Multiple sources of the same data is difficult to meta data to draw from manage. Using meta data will define the characteristics of the data to be accessed. Keep data accessible as Limit the controls placed on accessing data in the workplace to allow various groups to make a possible complete analysis to perform problem-solving and making informed decisions Reports are primarily management tools used for compliance, and process control. Reports show Limit the use of reports one point of view and are a moment in time. They often limit the ability to make quick operational decisions. Use analytic tools for Analytic tools enable the user to view the problem from differing points of view. Using real-time problem-solving and data, analytic tools assist the user in making quick, informed choices. decision-making Dashboards provide a graphic display of key performance indicators that are identified at various Dashboards provide stages of the process. The information is provided in real time where adjustments can be quickly monitoring at a glance made User defined portals assist in Each defined position has unique decision-making requirements. Allowing the user to identify their managing the process specific needs and display them in a user defined portal enhances their performance.Page 16 Copyright 2013 George B. Lampere, Ph.D.
  17. 17. Segmentation and Targeting Metrics Segmenting and Targeting Description Metrics The number of requirements identified to the number of requirements satisfied per product or Requirement satisfaction service Trend rate That rate of changing segmentation requirements per target group Sales Close ratio The number of sales closed per target group Qualified lead to sales close by The number of qualified leads of a particular target group that ended in a sale target Lead to qualified lead by target The number of unqualified leads that qualify by target group The number of qualified leads that result in a sales close by product / service type Qualified lead to sales close by product / service type The number of unqualified leads that qualify by product / service type Lead to qualified lead by product / service typePage 17 Copyright 2013 George B. Lampere, Ph.D.
  18. 18. Modeling Process 1. Planning 2. Modeling 3. Executing 4. EvaluatingPage 18 Copyright 2013 George B. Lampere, Ph.D.
  19. 19. Modeling aligns the target population to the appropriate product or service offering 2.5, 3% 2.5, 3% Gender 1, 1% 2, 2% Age Group 12, 12% 7.5, 8% Income 4.5, 4% Employment 18, 18% Income level Product 11, 11% Product Concept Location Product 6, 6% Product 9.5, 9% Investments 21, 21% Marital 2.5, 2% status The purpose for modeling is to allow your marketing campaign to focus on the subset of prospects that are "most likely" to purchase your product / service offering. If done properly this will help to insure the highest return for your marketing/sales expenditures. Modeling uses “Filters” that can refine the target population to get the best return.Page 19 Copyright 2013 George B. Lampere, Ph.D.
  20. 20. Page 20 Copyright 2013 George B. Lampere, Ph.D.
  21. 21. Campaign Modeling Process Process Name Campaign Modeling Process Purpose To test and analyze the results prior to execution Owner & Owner: Description Description: The campaign modeling process is designed to replicate a the live campaign to forecast ROI and resources without actually committing resources to determine if it will yield the expected results. Beginning & Begins with: The design of the specific marketing campaign Ending Ends with: A decision to execute based upon a forecasted model Inputs & Inputs / Triggers: business objectives and priorities, available resources, and a forecasted outcome Outputs Outputs: A well analyzed and planned marketing campaign. Key decisions • Are the business goals and priorities defined specifically for this campaign • Are the marketing objectives clear for this campaign • Do the appropriate resources exist to support and sustain the marketing campaign • Does the marketing research support the projected returns for this campaign • Do the forecasting models show projected returns by channel and target audience group • Have the alternatives been identified and evaluated • Do the alternatives provide a viable solution • Are alternatives available if needed • Does the marketing mix provide the most effective results based upon a cost / benefit analysis • Is the organization and products / services ready to commit to going live with the marketing campaignPage 21 Copyright 2013 George B. Lampere, Ph.D.
  22. 22. Industry Best Practices – Campaign Modeling Process Best Practices Description Provides an open source Only meta data is stored to save money and avoid duplication of data. solution to the enterprise that utilizing centralized metadata Application configured an a The manual entry of data created an increase of errors and will slow the process. There should be way that reduces the need for very little need for the call center to implement data. Allow the customer to input data. manual input of data Ability of access data from all The new CRM system functionality is designed with SOA that allows the application to accept various data sources sources of data from different formats. A single administration portal For ease of administration, a portal or screen is used to administer all campaigns. Using a screen or or screen is used to support portal for each campaign creates a administrative nightmare that is uncoordinated. multiple marketing administration functions, different product lines, geographies, and customer segments. Analytic tools are used to It is important to determine the financial return on investment for the specific campaign. This analysis perform a cost / benefit will include the cost per marketing channel, the number of staffing resources, advertising dollars analysis for the campaign. spent, the lead generation rate per channel, and the lead qualification rate. It may be determined that the present market conditions are not favorable to support a specific marketing campaign. Unapproved campaigns can be stored and used when conditions are more Stored / Archived campaigns favorable with little effort. Business rules and workflow Inputs to the campaign such as budgets and other resources control the cost associated with the creates used in the approval campaign. If the model shows that the controls exceed the defined limits, then the budget can not bePage 22 process approved unless other conditions are met. Copyright 2013 George B. Lampere, Ph.D.
  23. 23. Campaign Modeling Metrics Campaign Modeling Metrics Description Campaign cost/benefit The overall expense of the campaign vs. the forecasted revenue. Channel Cost The expense of the marketing channel vs. the forecasted revenue produced by that channel Target to Product ratio The forecasted target population that will respond to the product being marketed Channel mix ratio The forecasted target population per marketing channel Plan marketing mix The percentage of target audience segments per offering in the campaign The amount of time to generate a given number of leads from a specific marketing channel Channel access time compared to other channels Data quality by source The level of quality (completeness, accuracy) of the data that is provided from an outside vendorPage 23 Copyright 2013 George B. Lampere, Ph.D.
  24. 24. Lead Management Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Lead ManagementPage 24 Copyright 2013 George B. Lampere, Ph.D.
  25. 25. The Sales Pipeline Leads A sales pipeline or sales •Attract Attention funnel refers to the A multiple states in the customer interactions •Raise Interest Prospects I that must be properly Concept managed. Here is an example of a simple sales •Create Desire Clients pipeline that defines three stages. The D AIDA approach is used for each of the three stages. •Generate Action A The purpose of performance management within a pipeline is to monitor sales efforts in relation to existing and potential customers, thus forecasting short-term sales and workload.Page 25 Copyright 2013 George B. Lampere, Ph.D.
  26. 26. Page 26 Copyright 2013 George B. Lampere, Ph.D.
  27. 27. Lead Management Process Process Name Lead Management Process Purpose For better utilization of resources, the Lead management process is designed to identify unqualified leads and turn them into qualified leads to allow the sales staff to focus on closing the sale. Owner & Owner: Description Description: Unqualified leads are captured from various channels and routed to the appropriate area or person. These leads are validated, information is updated or verified, then go through the qualification process. If qualified, the lead will be routed to the appropriate sales associate. Those leads that are not qualified will get archived for later processing. Beginning & Begins with: An active campaign will capture unqualified leads through various channels Ending Ends with: Qualified leads are funneled to a sales associate to close. Unqualified leads are archived for use in new campaigns. Inputs & Inputs / Triggers: Target customer responds to campaign Outputs Outputs: Qualified leads to appropriate sales associates / unqualified leads for future campaigns. Key decisions • Determination of how unqualified leads are assigned • Determination of qualifying questions • How are leads validated • What determines qualification questions • Determination of assigning qualified leads to sales associatesPage 27 Copyright 2013 George B. Lampere, Ph.D.
  28. 28. Industry Best Practices – Leads Management Process Best Practices Description Lead development is the process of using the Web, e-mail, phone, social media, and other online Develop leads prior to selling and offline channels to build relationships with qualified prospects who are not yet sales ready. Use thought leadership to Demonstrate the value to provide and to position the client as a trusted partner to provide the qualify leads product or service Determine when a lead is Develop criteria to determine what steps or qualifying questions need to be asked sales ready Monitor a lead’s online Using web 2.0 the ability to monitor online activity is available to determine when they are ready to activity make the next move. Tack clicks, downloads, web page visits, etc. Lead scoring provides a level of interest based upon their behavior not just their words. This is well Score lead activity suited for web functions Provide a smooth transition Provide the sales associate with detailed information that the qualified lead was seeking. Include from lead qualification to any other important information that will help provide the sales associate with enough information Sales to move forward. Use templates and scripts to Create a list of qualifying questions, use a script when talking by phone, or an email temple. qualify Reference marketing materials that the lead may have viewed or downloaded. Adjust lead thresholds Make adjustments to the qualification scoring criteria based upon business conditions Archive leads for further Leads and opportunities that do no result in a sale close should be recycled to provide them with follow up other opportunities based upon various campaigns Track every marketing Identify which campaigns have the greatest influence on the sales pipeline. Determine which type activity not just lead source of lead responds to the campaign Track anonymous visitors Imbedded coding or cookies on web sites helps to track anonymous visitors who make repeat and tie their data to new visits. Track and link email, SMS, and other forms of electronic messaging to leads leadsPage 28 Copyright 2013 George B. Lampere, Ph.D.
  29. 29. Lead Management Metrics Lead Management Metrics Description Cost per opportunity The total cost involved from taking an unqualified lead to the opportunity Cost per qualified lead The total cost involved from lead capture to being qualified Lead volume per qualification The amount of unqualified leads per every qualified lead expressed in a ratio Qualified lead to close time The amount of time it will take for a qualified lead to a closed sale The amount of effort in time it will take from acquiring a lead to the time it takes to qualify the Lead capture to qualified time lead The total number of actions it will take to qualify a lead. This is from lead capture through Total actions qualification The rate expressed in percent of the conversion from a unqualified lead to a qualified lead per Qualification Rate per campaign each campaign Benchmark qualification rate The difference between the estimated qualified leads to the actual qualified leads per campaignPage 29 Copyright 2013 George B. Lampere, Ph.D.
  30. 30. Conversion and Retention Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Lead Management Conversion & RetentionPage 30 Copyright 2013 George B. Lampere, Ph.D.
  31. 31. Shift work from administrative duties to a knowledge-based role Primary focus of customer management and retention process is the reduction of manual processes. Workforce automation, work triggers, and integration transitions the work Concept from administrative activities to problem-solving and decision-making roles. • User defined business rules allow specific actions to occur • Workflow automation routes information to the most appropriate person • Triggers are set by specific actions performed. • Integrated data eliminates or reduces manual entry by the staff thereby reducing both time, and errors.Page 31 Copyright 2013 George B. Lampere, Ph.D.
  32. 32. Page 32 Copyright 2013 George B. Lampere, Ph.D.
  33. 33. Conversion and Retention Process Process Name Conversion and Retention Process Purpose The ability to be proactive to converting and retaining customers after leaving their place of employment or entering into retirement. Owner & Owner: Description Description: The process is designed to proactively respond to changes in the member status of their existing account by providing automated triggers, coordinated and complete information and multiple access points for the client customer to access. The activities are coordinated to respond quickly with the right information and provide the appropriate level of service based upon defined criteria and business rules. Beginning & Begins with: Member inquiry or action to either convert or change their account Ending Ends with: The member making a choice to convert to another product or transfer their account Inputs & Inputs / Triggers: Member Inquiry or action via one of multiple access modes Outputs Outputs: Member provided required package information or other product / service offerings to make an informed decision quickly. Key decisions • What business rules are needed per action • What are the termination events, their sequence, and timing • What are the key triggers that will automate the distribution of package options • What literature needs to be sent based upon the request • What is the appropriate time that the information needs to be sent • What is the appropriate delivery mode for the information • What are the factors that direct the member to either the call center of a field sales rep • Is the information complete, up-to-date, and accurate • How are opt out choices being captured and treatedPage 33 Copyright 2013 George B. Lampere, Ph.D.
  34. 34. Industry Best Practices – Conversion and Retention Process Best Practices Description Provide customers with multiple ways to access the system to make inquires or take actions 24/7. Multiple access modes Options include but not limited to: post, email, phone (live), phone voice response, texting, web, SMS, available to customers or in-person Workflow triggers can be set based upon customer Based upon business rules and other criteria, automated triggers are used to start or stop events. The response and other customer and/or representative has the ability to control these triggers conditions. Eliminate the administrative tasks that are associated with processing an action. This allows the Workflow automation representative to focus on managing the customer and not the process Business rules that control the triggers and workflow activities can be configured by the business user User defined business rules and not the IT department. These business rules can customized to each product or service offering Activities and tasks can be triggered based upon User defined business rules that are incorporated into the application which allows specific customer responses automated triggers for specific actions to occur Customer responses can be Depending upon the access point, a customer can create an action without having to talk to a processed automatically representative. The action is identified by the representative. Depending upon the way the customer / prospect responds, There are priority levels that are establish to funnel the customer to the right person or area. For their response can be routed example: low value accounts may be directed to the call center, where high value accounts are differently to provide quicker directed to an agent. and accurate service. Workflow automation allows for approvals among key Paper is eliminated through the use of workflow and automation to speed the processing of key stakeholders defined in the events. Timing may be set if a person does not respond within a predefined time. processPage 34 Copyright 2013 George B. Lampere, Ph.D.
  35. 35. Conversion and Retention Metrics Conversion and Retention Description Metrics The number of times a particular access is used by a customer compared to other access points. Entry access ratio (Phone, email, web, etc.) Call volume per call center The number of product or service calls the call center receives over a given period of time Call volume per agent The number of product or service calls an agent receives over a given period of time Redirected calls The number of calls received by the call center that need the attention of an agent Resolution percent The number of issues that were resolved on the first call Retention Ratio The number of customers retained from the customers action to leave the company or retire Accuracy rate The percentage of correct responses based upon automated triggers Service to product ratio The number of service related calls vs. product sales callsPage 35 Copyright 2013 George B. Lampere, Ph.D.
  36. 36. Evaluating Process 1. Planning 2. Modeling 3. Executing 4. EvaluatingPage 36 Copyright 2013 George B. Lampere, Ph.D.
  37. 37. Summary Using the Integrated Performance Solution®, a new and effective Marketing Campaign process was created. Listed are some of the key elements that made this successful: 1. Creating an end-to-end process of the marketing campaign process 2. Using the technical capabilities of the CRM, Analytics, and Social Networking enhance the process, not drive the process. 3. Redefining the organizational structure, job roles, competencies, and behaviors to support the process 4. Leveraging the information from several sources to create an “Ideal” profile of the customer. 5. Using metrics and measures throughout the process.Page 37 Copyright 2013 George B. Lampere, Ph.D.
  38. 38. For more information contact: George B. Lampere, Ph.D. Managing Director Navitsumo Consulting Ltd. 847-794-8910 www. Navitsumo.com glampere@navitsumo.com The Integrated Performance Solution and IPS is a registered trademark of George B.Page 38 Lampere, Ph.D.