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A Digital Marketing Platform Strategy

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This is a sanitised example of a Digital Marketing Platform Startegy / Vision.

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A Digital Marketing Platform Strategy

  1. 1. Commonwealth Bank Digital Marketing Platform (DMP) End State Vision Martin Walsh 2 September 2013
  2. 2. Digital Marketing Platform (DMP) End State Vision It is critical to have an end state in relation to digital applications, tools and technology to avoid the proliferation and duplication of unnecessary tools but importantly to provide a 360 contextual and optimised operating environment for marketers, marketing data and customers.
  3. 3. 3 Yesterday Evolving Digital Landscape
  4. 4. 4 Evolving Digital Landscape “Conversations and engagement with citizens are changing. Customers are time-shifting and place-shifting; choosing when and where to consume information and how to engage and interact with brands and government.” Today
  5. 5. 5 Linear or fragmented website on a PC or app on a Mobile centric thinking must change
  6. 6. 6 Google research found that 90% of our media consumption occurs across four screen devices – PC, television, tablet and smartphone – and that more and more consumers are viewing more than one screen device at a time. Furthermore, the findings highlight that consumers are browsing the internet on more than one screen device, using their smartphone as a starting point. *See Martin Walsh’s ‘The New Multi-Screen World’ Presentation Linear or fragmented website on a PC or app on a Mobile centric thinking must change*
  7. 7. 7 Multi-screen Lessons to Apply 1. The vast majority of media interactions are screen-based, and so marketing strategies should no longer be viewed as “digital” or “traditional”. Businesses and government should understand all of the ways that people consume media, particularly digital, and tailor strategies to each channel. 2. Consumers turn to their devices in various contexts. Marketing and websites should reflect the needs of a consumer on a specific screen, and conversion goals should be adjusted to account for the inherent differences in each device. 3. The prevalence of sequential usage makes it imperative that businesses enable customers to save their progress between devices. Saved shopping carts, “signed-in” experiences or the ability to email progress to oneself helps keep consumers engaged, regardless of device used to get to you. 4. Consumers rely on search to connect their experiences across screens. Not only should brands give consumers the opportunity to find them with multi-device search campaigns, strategies such as keyword parity across devices can ensure consumers can find the brand when resuming their search
  8. 8. 8 Services, Not Structures Make capabilities available through flexible components and, where appropriate, through APIs. Connectivity All component capabilities and even foundational capabilities should have out-of-the-box connectivity through API’s or connectors. Get Measurement Religion Measurement must be considered throughout capability development. New skills and processes must be developed. We can’t manage what we don’t measure. Foundation Partnerships Foundation capabilities are critical, and require significant new internal and external partnerships to ensure success. Customer Scenarios Flexibility in capability enablement, and long-term work towards holistic customer data are critical. Accessibility / Compatibility Make content and features accessible for customers access across all screens / devices using Web and Digital Standards such as HTML5 (where possible). Implications for DMP Roadmap
  9. 9. 9 SERVICES, NOT STRUCTURES • Avoid monolithic & inflexible program and capability structures. • Create flexible services that can be integrated into, and across different applications and systems and importantly the different customer scenarios Guiding Principles
  10. 10. 10 OUT OF THE BOX CONNECTIVITY • All component capabilities and even foundational capabilities should have out-of-the-box connectivity through API’s or connectors. • This ensures that the entire platform exchanges data and functionality in context of an entire customer lifecycle and critically in context of marketing operations ensuring day to day work by marketers is streamlined as much as possible. Guiding Principles
  11. 11. 11 GET MEASUREMENT RELIGION • Measurement must be integrated holistically into program planning • We cannot manage what we don’t measure and in order to satisfy customer needs we must become data driven • Effective measurement requires a cultural shift, with new skills to analyze and execute • Measurement enablement must evolve and be considered in all aspects of capability delivery • Equal weighting and investment must be placed across both Qualitative and Quantitative measurement Guiding Principles
  12. 12. 12 PARTNERSHIPS MUST BE FORGED INTERNALLY AND EXTERNALLY TO CREATE SUCCESS WITH OUR CAPABILITIES • Business Intelligence, Customer Data Management, Customer Engagement and Content Development & Management are essential to the success of all programs, but are the least accounted for in current ownership plan • Access to the best but most relevant technologies, devices and innovation is essential to maintaining relevance and service excellence. Strategic partnerships with the right companies is crucial for this insight and access. • Roadmap development and execution requires successful partnership with owners of each foundation capability, business processes as well as relevant external organisations who live and breathe technology and innovation but who are centered around customer excellence. Guiding Principles
  13. 13. 13 COMPELLING CUSTOMER EXPERIENCES REQUIRE A HOLISTIC APPROACH TO ENGAGEMENT ACROSS TOUCHPOINTS • Customer scenarios and Personas are useful tools in understanding customer’s needs and wants in a specific moment in time • Quality customer engagement requires greater insight into the entire customer experience from media to channels to devices • This requires a flexible approach to delivering capabilities, and access to holistic customer data Guiding Principles
  14. 14. 14 ACCESSIBILITY AND COMPATIBILITY ARE CRITICAL TO ENSURE ALL CUSTOMERS HAVE EQUAL ACCESS • Content, features and functionality must be, where appropriate accessible for all citizens, ie. including those with disabilities or lower social-economic backgrounds • The same applies for non-English speaking backgrounds. Services & information should be available in multiple languages • Importantly, to avoid fragmentation and favouring one audience vs another, this content, features & functionality must be available across all screens / devices • (For example, where possible always build with HTML5 & Responsive Web Design principles vs native apps. However if a native app is required then it should be available on all platforms simultaneously so as not to alienate customers) Guiding Principles
  15. 15. Page 15 Vision for DMP
  16. 16. 16 Vision: A Digital Marketing Platform empowers CBA to create measurable, unified, compelling experiences for customers, drive exposure, engagement, conversion and satisfaction in an agile, productive, efficient and effective way. Best Practices Component Capabilities Evangelism MarketingCommunityDigitalMarketingPlatformCustomerexperienceTouchpoints Foundation Capabilities Digital Marketing Excellence, enabled through flexible services and backed by leadership and guidance. Relevant and Engaging Customer Experience Home page Sites Search Network Advertising Social Outposts
  17. 17. 17 MarketingCommunityDigitalMarketingPlatformCustomerexperienceTouchpoints Foundational Capabilities Digital Marketing Excellence, enabled through flexible services and backed by leadership and guidance. Relevant and Engaging Customer Experience Content Management Measurement / BI / Multivariate Testing CRM / Customer Data Management Home page Sites Search Network Advertising Social Outposts Marketing Automation / Email Social Enterprise Network Platform as a Service (PaaS) Sales Force Automation / Workflow Foundational Capabilities: This critical layer of capability is about what we mandate across the organization to ensure there is no duplication of core capabilities and that they all work together in an integrated way. This type of capability will not typically be renewed or replaced within a 3-7 year window. Marketing Resource Management
  18. 18. 18 MarketingCommunityDigitalMarketingPlatformCustomerexperienceTouchpoints Component Capabilities Digital Marketing Excellence, enabled through flexible services and backed by leadership and guidance. Relevant and Engaging Customer Experience Audio, Video, Photos Downloads Maps Online Advertising Search Social Media E-Commerce Chat home page Sites Search Network Advertising Social Outposts Help / Knowledge Base Calendars / Events Notifications / Alerts Component Capabilities: These component capabilities are feature set’s which can be changed / switched out if need be based on technological improvements or commercial reasons. These component capabilities need to work out-of-the-box with the foundational capabilities and other component capabilities and they would be ‘certified’ for use. In some limited cases, a large organization might have the need for multiple chat clients. However, individual business divisions would only be allowed to use those providers which have been certified to work with all the key components of the platform. Technology is changing so rapidly that components in this layer might be changed within 2-3 year time frames. Content Marketing
  19. 19. 19 Bringing it all together: A Digital Marketing Platform is only ever effective if 90% of the focus is on people (customers & staff), skills and processes and not the technology. This type of DMP is also agile and flexible enough to deal with future disruption, new channels and new technologies and it is typically made up mostly of SaaS applications vs proprietary software on our own infrastructure. Content Management System Business Intelligence, A/B & Multivariate Testing CRM / Customer Data Management Websites Digital Advertising Mobile E-Mail Search Emerging Platforms Maps Downloads Audio, Video, Photos Search Help / Knowledge Base Evangelism | Centres Of Excellence | Best Practices | Playbooks | Case Studies | Platform Building | Innovation Pilots Foundation Capabilities Component Capabilities Marketing CommunityTouchpointsUsers Social Media Relevant and Engaging Customer Experience Social Media Consoles Ecommerce Chat Calendar / Events Notifications / Alerts Marketing Automation / Email Social Enterprise Network PaaS (Platform as a Service) Sales Force Automation / Workflow Online Advertising Content Marketing Marketing Resource Management
  20. 20. Page 20 Focus areas and high level roadmap
  21. 21. 21 DMP Focus Areas and High-Level Roadmap Content Management System Measurement / BI CRM / Customer Data ManagementMultivariate Testing Marketing will drive mandate for the DMP foundational capabilities Marketing will manage development of DMP component capabilities Audio & Video Downloads Help / Knowledge Base Notifications / Alerts Online Advertising Search Social Media E-Commerce Combination of mandate and manage Maps Content Marketing Chat Marketing Automation / Email Social Enterprise Network Sales Automation / Workflow Platform as a Service Calendar / Events Marketing Resource Management (MRM)
  22. 22. 22 Foundational Capabilities Content Management System Measurement / BI CRM / Customer Data Management Current H1FY13 H2FY13 H1FY14 H2FY14 Develop POV Invest & Test Scale & Standardize Develop POV Scale & Standardize Develop POV Multivariate Testing Develop POV Marketing will drive mandate for the DMP foundational capabilities Invest & Test Scale & Standardize Invest & Test Marketing Automation / Email Develop POV Invest & Test Scale & Standardize Social Enterprise Network Develop POV Invest & Test Scale & Standardize Sales Workflow / Automation Develop POV Invest & Test Scale & Standardize Platform as a Service (PaaS) Develop POV Invest & Test Scale & Standardize Mature – Sustain Mature – Sustain Mature – Sustain Mature – Sustain Mature – Sustain Mature – Sustain Mature – Sustain DMP Focus Areas and High-Level Roadmap
  23. 23. 23 DMP Focus Areas and High-Level Roadmap Component Capabilities Current H1FY13 H2FY13 H1FY14 H2FY14 Invest & TestVideo & Audio Downloads Help / Knowledge Base Calendar / Events Marketing will manage development of the DMP component capabilities Mature – Sustain Mature – Sustain Scale & Standardize Mature – Sustain Scale & Standardize Scale & Standardize Develop POV Develop POV Develop POV Invest & Test Invest & Test Invest & Test Mature – Optimize Mature – Sustain Scale & Standardize Scale & Standardize Scale & Standardize Mature – Optimize Mature – Optimize Notifications / Alerts Scale & Standardize Mature – Optimize Mature – Sustain Develop POV Invest & Test Content Marketing Invest & Test Scale & Standardize Scale & Standardize Mature – Optimize Mature – Sustain
  24. 24. 24 DMP Focus Areas and High-Level Roadmap Component Capabilities Current H1FY13 H2FY13 H1FY14 H2FY14 Mature – Optimize Online Advertising Search Social Media E-Commerce Marketing will manage development of the DMP component capabilities Invest & Test Invest & Test Mature – Sustain Scale & Standardize Invest & Test Invest & Test Develop POV Invest & Test Chat Invest & Test Maps Invest & Test Invest & Test Develop POV Develop POV Mature – Optimize Mature – Optimize Scale & Standardize Scale & Standardize Scale & Standardize Scale & Standardize Invest & Test Scale & Standardize Scale & Standardize Mature – Sustain Scale & Standardize Mature – Optimize Scale & Standardize Mature – Sustain Scale & Standardize Mature – Optimize Scale & Standardize
  25. 25. 25 + Marketing Data CRM / Sales Data SEO Management Paid Search Live Chat Inc. Content Management Social CRM Online Events Content Marketing Ad Retargeting Example: World Class Digital Marketing Platform Web Analytics Marketing Automation
  26. 26. A High-level, strategic plan of how to get from “current state” to the desired Marketing Data Platform Vision • Articulates the Marketing business vision and objectives to be enabled through a data platform • Provides direct alignment between the business objectives and the technical requirements • Prioritizes technology requirements through distinct Business-Enabling phases • Presents a logical and manageable way to measure the development of the technology What is the Marketing Information Roadmap? Why is the Marketing Information Roadmap important? The Roadmap will provide an actionable business plan that will support: • Organizational alignment of business priorities – a consensus-building tool • A well defined and easily managed scope for the Enterprise Data Warehouse (EDW) and other related data platform initiatives • A technical solution that is determined by business needs • Identification of “Quick-Win” opportunities that can provide value to the business prior to end-state completion When does the Marketing Information Roadmap get created? For traditional ITLC projects, the Roadmap is created during the Envisioning Phase prior to Business Requirements: Business Envisioning Information Roadmap Business Requirements Functional Requirements Detailed Design Development Launch & Evaluate Visioning & Strategic Plan Work processes & requirements Application Testing, Training & Deployment Logical Architecture & Technical workflow Physical Architecture & Data Design Application Development What are the components of the Marketing Information Roadmap? • Phases – from left to right, a time-based view of “current-state” to “future-state” • Business Focus – High-Level business goals and objectives to be enabled by the data platform • Business Actions – The specific business activities that must be enabled to support the Business Focus (the “what”) • Enablers – The areas that support the successful execution of the Business Actions through the transformation (the “how”), including: •Business Architecture, Processes & Governance, Data Quality, Data Acquisition & Integration, and Data Distribution & Usage Marketing Information Roadmap Overview Marketing Information Roadmap The success or failure of any advertising, marketing, digital or social program is information & data. We cannot manage what we don’t measure but we need a strategic program and good governance to unify and connect data and make it available to systems and marketers in real-time. EXAMPLE ONLY Digital Marketing Platform
  27. 27. Analytics • Customer and prospect data is available and accessible for all global and local sources • Ability to query, manipulate, and analyze high volumes of data (i.e. 50m organizations, 500M personas) • Ability to acquire, associate, and assign Individual profiles / personas Campaign Targeting • Ability to define and store business rules for customer contact history is enabled • Ability to securely transfer PII • Ability to store and maintain campaign calendar • Ability to update and access Subsidiary partition(s) • Campaign priority and scheduling rules are stored • Partner targeting is enabled Reporting & Measurement • MS.com clickthrough  Delivered impressions, Digital impact • Subsidiary scorecards  DSAT, CSAT, Atlas • Engagement Index metrics • Marketing Effectiveness  Global and Customer campaigns, product / segment-specific programs To create a flexible, standardized, and centralized marketing data platform through prioritized Business-Enabling phases that: •Acquires, Integrates, and Distributes all relevant customer and partner data, both commercial and consumer • Enables insight into customer behavior and needs and marketing campaign effectiveness •Uses MIO and the Enterprise Data Warehouse (EDW) to turn Insight into Action! Phase 1 Phase 2 Phase 3 Business Actions Business Architecture Data Acquisition & Integration Data Distribution & Usage Processes & Governance • Enable Organization-based Behavior Analysis • Understand purchases by Organization (products, revenue, partner ) • Enable focused Customer Analytics predictive modeling • Using shared integrated data to create Analytics models • Marketers accessing selected scores through current targeting platform • Enable and support high-value business initiatives • MMRP, Anti-Piracy, CLP TPID mapping, Segment of One, Digital Ignition • Production strength infrastructure platform is established • Select key global data sources are acquired and integrated • Integration / Linkage available through MSO • Sandbox integration / linkage utilizing MIO is available for ad-hoc analysis • Validation and rationalization of relevant data models is completed • Point-in-time and historical data is stored and accessible • Target integration architecture is developed and rationalized • Pilot to acquire and integrate local / 3rd party data store Analytics • Access to integrated data made available for ad-hoc GRMG Analytics utilization • Ability to perform ad-hoc data analysis off of MIO-integrated sandbox environment • Ability to load and integrate selected model scores that are created offline through a standardized process, including (but not limited to) Opportunity Conversion, Next Logical Product (NLP), X-sell , Early Adopter, WW Anti-Piracy, Customer Future Value • Historical model scores and engagement results are managed offline • Sandbox available for Analytics power use Campaign Targeting • Limited ad-hoc organization and individual analysis enabled • Limited ad-hoc data / list export available for input to EMMA • Ability to access limited Org-based Analytics model scores through EMMA Reporting & Measurement • Opportunity analysis  Conversion rate, newly created, existing opportunities that are “optimized” by marketing • Organization  Revenue by organization (e.g. Purchase history, products, revenue, partner), segmentation • Baseline Individual data  Engagement analysis, segmentation, contactability • Ad-hoc analysis  MSO, MSSales, Siebel, or MIO-based SourcesSubject Area • Established standards for baseline distribution • Business rules for data processing, reconciliation, transformation, exception handling, and error checking / handling are defined and implemented • Limited ad-hoc access is enabled and managed by user type • Microsoft privacy-guidelines are adhered to for PII access • Historical, recency, and precedence guidelines are defined • Source system and attribute sequencing defined Analytics • Customer Analytics power-user mart is created and enabled for live analytic modeling, storage of scores, and ad-hoc access to scores • Ability to load and integrate specific Customer Analytics models created offline or online, including select Individual models, including (but not limited to) IW Behavioral analysis, CMG Engagement Index, CSAT Behavioral analysis, IT Pro Look-a-like, BCC Scorecard Campaign Targeting • Individual and critical engagement data is available and query-able – i.e., events, newsletters, subscriptions, online registrations • Ability to store and access customer / campaign contact history and campaign metadata • Ability to store and save list pull results • Ability to import / update lists and data sets based on post-list processing • Ability to apply global and local suppression Reporting & Measurement • Pilot marketing campaign effectiveness via ad-hoc and standardized reports  MQPs generated, event attendance, newsletter registrations, etc. • Individual & Behavioral Analysis  Broad Customer Connection (BCC), Engagement metrics • Marketing Budget  Investment map, Campaign treatment • Connected Sales and Marketing  Lead / Opportunity analysis • Contactable Universe  Subsidiary / segment / audience • Additional global data sources are acquired and integrated • Integration / Linkage available through MIO • Marketing data mart infrastructure is established and rationalized against Geneva • Supports Analytics, Campaign Targeting, and Reporting & Measurement • Select GMP tools are integrated / onboarded to the EDW (e.g. EMMA, CSTAR) • Baseline marketing campaign KPIs defined & measured (MQPs, Opty conversion, etc.) • Ability to create views and snapshots – custom and standardized • Full integration of relevant GMP tools • BMO / ROB Scorecard is a standard report available for export • Subsidiary scorecards are also enabled • Ability to import and integrate external data sources • Ability to create and store user-generated reports • Business marketing KPIs and driving factors are optimized based on data analysis & reporting • Software + Services business model data collection/management is enabled • Change request and prioritization process developed • Data dictionary completed and available • User adoption, integration, and training plan is defined and available for specific users • Post-list processing management and governance defined and implemented • Retention guidelines established • EDW access certification required • User training is available; standardized new-user onboarding support • Change and update audit capabilities are defined • Source system update schedule is daily / weekly (source system dependent) • Retention guidelines implemented • Data traceability is established • Data backout and/or reload processing defined and implemented • Support the quality and relevance of Marketing activities • Advance sales and marketing efforts through up/cross-sell, next logical product / engagement, and license compliancy risk targeting • Understand and utilize customer loyalty and retention drivers • Correlate marketing efforts to CPE and drive actions based on results • Enable tracking and visibility into the company marketing investment • Drive understanding of and reduce the marketing cost per dollar of revenue • Support the optimization of marketing activities and investment • Reconcile marketing investment with actual campaign performance to drive accountability and base budget prioritization • Enable online (authenticated and anonymous) user analysis and personalization • Optimize marketing process and productivity improvements • Reduce data-related management costs and customer privacy risks Business Focus Enable deep understanding of Organizations and their interactions with Microsoft Data Quality • Data quality, metrics, and mgmt plan defined in accordance w/the IQC • Parenting and Segmentation business rules are defined and instantiated • Minimum Data Requirements are defined and implemented • Metadata /taxonomy changes update processes defined in accordance with the IQC • Data capture (SIP / SOP) standards are defined and implemented for source transactional systems Organization MSO, PMC Individual MSO, Siebel, LIR Revenue MSSales Product MSSales Agreement MSSales, LIR Segmentation MSSales, MMBC Opportunity Siebel Account Siebel, PMC Activity Siebel Domain / Reference Data Feedstore (other) Consumption CSAT DB, WWE Organization MIO Individual & Persona MIO Revenue MBS Dynamics Product MBS Dynamics Consumption MSI, Event WWE License Position MLS Analytics Contact Management History EMMA Budget MAPSS Campaign CSTAR, MAPSS Privacy MIO SourcesSubject Area SourcesSubject Area Internal Organization MSSales Employee HC01 Individual & Persona UPS, CIQ, CI Consumption UPS, CIQ, CI Clickstream / Consumption MS.com Product MS Product Pricing MS Product Partner UPP Enable deep understanding of Individuals and Marketing campaign responses Enable deep understanding of digital marketing + services delivery • Individual assignment to Organization is managed • Ability to link multiple personas is supported • Consolidated contact history is enabled Digital Marketing Platform To create a flexible, standardized, and centralized marketing data platform through prioritized Business-Enabling phases that: • Acquires, Integrates, and Distributes all relevant customer and partner data, both commercial and consumer • Enables insight into customer behavior and needs and marketing campaign effectiveness • Uses MIO and the Enterprise Data Warehouse (EDW) to turn Insight into Action! EXAMPLE ONLY
  28. 28. Marketing Information Roadmap Summary (detailed version on next slide) Proof of Concepts (POC) Data Acquisition & Integration Processes & Governance Business Actions Use SFDC, Marketo & the Enterprise Data Warehouse (EDW) to turn Insight into Action! Enable insight into customer behavior and needs and marketing campaign effectiveness Phase 1 Phase 2 Phase 3 Business Focus Enable deep understanding of Organizations and their interactions with Commonwealth Bank Enable deep understanding of Individuals, Marketing campaign responses & Sales Enable deep understanding of marketing + sales + services delivery Definition Acquire, Integrate, and Distribute all relevant customer and partner data, both commercial and consumer To create a flexible, standardized, and centralized marketing data platform through prioritized Business-Enabling phases The Marketing Data Platform Vision • Understand purchases by Organization (products, revenue, partner ) • Enable focused Customer Analytics predictive modeling • Enable and support high-value business initiatives, i.e. Foundation Programs • Understand and utilize customer loyalty and retention drivers • Correlate marketing efforts to CPE and drive actions based on results • Drive understanding of and reduce the marketing cost per dollar of revenue • Enable online (authenticated and anonymous) user analysis and personalization • Reconcile marketing investment with actual campaign performance to drive accountability and base budget prioritization • Production strength infrastructure platform is established • Integration / Linkage available through Siebel • Validation and rationalization of relevant data models is completed • Marketing data mart infrastructure is established, including Analytics Power-Mart • Select marketing tools are integrated / onboarded to the EDW • Online & Anonymous Data Store click-thru data is available for analysis & trending • Ability to import and integrate external data sources • Established standards for baseline distribution • Business rules for data processing, reconciliation, transformation, exception handling, and error checking / handling are defined and implemented • User adoption, integration, and training plan is defined and available for specific users • Post-list processing management and governance defined and implemented • User training is available; standardized new- user onboarding support • Source system update schedule is daily / weekly (source system dependent) • Retention guidelines implemented • Data quality, metrics, and mgmt plan defined in accordance w/the IQC • Parenting and Segmentation business rules are defined and instantiated • Metadata /taxonomy changes update processes defined in accordance with the IQC • Data capture standards are defined and implemented for source transactional systems • Analytics – Ability to load and integrate selected Org-based Analytics model scores that are created offline • Targeting – Ability to access limited Analytics model scores through SFDC & Google • Rptg & Measure  Org behavioral analysis • Analytics – Live analysis & predictive modeling, storage of scores, and access to scores is enabled • Analytics & Targeting – Individual and critical engagement data is available • Rptg & Measure  Ind behavioral analysis • Analytics – Customer & prospect data is available for all global and local sources • Targeting – Ability to define and store business rules for customer contact history • Rptg & Measurement  mactel.com activity (Delivered impressions, Digital impact) Organization (CRISP), Individual (CRISP, SFDC, Marketo), Revenue (SFDC), Opportunity (SFDC), Domain Data Organization (CRISP, Individual (CRISP, SFDC, Marketo), Persona (Marketo), Revenue (SFDC), Engagement (Marketo), Budget (SFDC) Employee, Individual, Persona , Clickstream / Click-thru, Lifetime Value, Propensity Models, Product • Individual assignment to Organization is managed • Ability to link multiple personas is supported • Consolidated contact history is enabled Business activities necessary to achieve the Business Focus that will be enabled before the end of each Phase The prioritized Guiding Principle behind each Phase Data about customers, partners, transactions, etc., required to support the Business Actions (not an exhaustive list) Infrastructure and Integration requirements necessary to support the Business Actions Policies and processes that need to be locked in order to support the Business Actions Requirements around accuracy, timeliness and completeness of the integrated data required to support the Business Actions Key tactical user scenarios and usage capabilities Selected High-Value exploratory projects • mactel.com / WebTrends activity tracking • Relationship Programs • Illegal Parenting • SFDC & Marketo Integration / Onboarding • CLP – agreement assignment • Digital Ignition scorecard Data Distribution & Usage Data Quality Business Architecture Digital Marketing Platform EXAMPLE ONLY
  29. 29. Marketing Data Platform Vision Enterprise Data Warehouse Part of the Future Vision Would be to Map the Enablement of the Marketing Process through the Marketing Data Platform. Digital Marketing Platform Campaign Execution Central Data Store Analytics Marketo Model Scores used for Customer Targeting Organization & Individual Master Individual, Organization, Engagement Information Campaign Contact List & Management Outbound Inbound • RM Comms (Email, Dmail, Telephone, etc.) Updated / Captured information fed back through Operational Systems • Content • Customer Profile • Engagement Data • Customer Support • Impressions & Click-Thru Analysis Lead Response Management In-Campaign ManagementSFDC OTHER MacView 1 Source operational systems capture transactional information and feed data to the Enterprise Data Warehouse (EDW) Use CRISP as the Enterprise master of Individuals and Organizations for integration across operational applications The EDW acquires, integrates, and provides the distribution for every kind of information relevant to Marketers Enhanced Customer Analytics function is enabled – used to analyze (measure, predict, optimize) customer behavior Marketing processes, systems, and tools will be able to leverage company-wide data assets under one common platform The DMP acts as an integrated marketing platform where relevant and personalized information is presented and captured Campaign performance and effectiveness is measured consistently and used for future campaign planning and execution 1 3 6 5 4 3 2 4 6 5 Reporting & Measurement Cubes Reports CRISP Mart Mart Mart Staging Staging Staging Email (Marketo) Events (Citrix) Register (Marketo) Campaign Tracking (Marketo)7 Lead Routing (SFDC) User Interface CRISP 7 2 Marketo EXAMPLE ONLY
  30. 30. PaaS (Platform As A Service) At its core, PaaS eliminates the expense and complexity of evaluating, buying, configuring, and managing all the hardware and software needed for custom- built and or common organisational applications.
  31. 31. 31 What is Platform as a Service (Paas)? At its core, Platform as a Service (PaaS) eliminates the expense and complexity of evaluating, buying, configuring, and managing all the hardware and software needed for custom-built applications. "Cloud computing" has dramatically changed how business applications are built and run. Delivering a new application is now as fast as opening your internet browser. Platform as a service-- or PaaS-- is a proven model for running applications without the hassle of maintaining the hardware and software infrastructure. Organisations of all sizes have adopted PaaS solutions like Salesforce.com for simplicity, scalability and reliability. And PaaS applications always have the latest features without constant upgrade pain.
  32. 32. 32 Technology is an input, not an Experience Achieving the technical simplification and affordable access of a Digital By Default, Multi-Tenant Architecture, requires a complete rethinking of how to deliver innovative IT function, whether the intended user is the individual or the enterprise. At a global scale, it’s unthinkable to require wasteful and error prone duplication of IT assets that add no distinctive value. The fraction of the world’s hard disk space that holds essentially identical (and redundantly maintained) copies of operating systems and database engines is enormous today; potentially crippling tomorrow. What’s needed instead is a model in which all common capability is shared, while all distinctive assets— whether data, logic, or definitions of end-user experience—are rigorously and securely partitioned. A single foundation of code is shared by all users, while all other assets are represented to that shared platform as metadata.
  33. 33. 33 Technology is an input, not an Experience • Partitioning of data, rather than being expensively achieved by deploying multiple instances of a code stack, becomes instead an element of the platform’s design—in the same way that buyers on eBay or Amazon.com have confidential access to their individual purchase histories. • Customization of application behaviour, rather than being done by modifying application code, is done instead by configuring metadata that’s invoked on a user-by-user basis—in the same way that different users of the “iGoogle” personal home page see different arrangements of information and function when logging in to that shared service. This model can be compared to an apartment building, with tenants sharing the costs of lobby services and laundry rooms and other key facilities while still having locks on their own doors and freedom to decorate their own rooms—hence the label of “multi-tenant architecture.” Broad statements about the limitations of multi-tenant architecture are often inaccurate generalisations describing shallow designs. There is no inherent reason why metadata representation can not accommodate the full scope of innovator’s originality – but platform choice requires due diligence in recognising differences in depth.
  34. 34. 34 Traditional Model is Broken Building and running on-premise applications has always been complex, expensive, and slow. Each application requires hardware, an operating system, a database, middleware, Web servers, and other software. Once the stack was assembled, a team of developers had to navigate frameworks like J2EE and .NET. A team of network, database, and system management experts is then needed to keep everything up and running. Inevitably, a business requirement would require a change to the application, which would then kick off another lengthy development, test, and redeployment cycle. Additionally, large companies often needed specialized facilities to house their data centres and a team to maintain them. Enormous amounts of electricity were also needed to power the servers as well as the systems to keep them cool. Finally, a failover site was needed to mirror the data centre so information could be replicated in case of a disaster. Applications built with this complexity and infrastructure are difficult to scale for spikes in usage and demands, they are brittle to update as the business needs change, and they are difficult to make mobile and social.
  35. 35. 35 It’s essential to appreciate that the protections of multi-tenancy are not restrictions. Non-proprietary interface conventions, in particular those of Web services, allow multiple providers of platforms and resources to offer complementary environments and tools. For every integration scenario—custom coding, native connectors to specific software products, middleware layers facilitating multi-way integration, coupling with personal productivity applications, or user interface integrations of the type often dubbed the “mash-up”—there are options available that let innovators choose their own balance between flexibility, capability, and speed of solution deployment while still gaining the full advantages of a Platform as a Service. Privacy is not confinement
  36. 36. 36 Commonwealth Bank of Australia / Presentation Title / Confidential Organisations are demanding new applications, IT is struggling with existing platforms…
  37. 37. 37 The New Model: Cloud Apps Just as Amazon.com, eBay, Google, iTunes, and YouTube made it possible to access new capabilities and new markets through a Web browser, PaaS offers a faster, more cost-effective model for application development and delivery. PaaS provides all the infrastructure needed to develop and run applications over the Internet. Users can access custom apps built in the cloud, just like their SaaS apps, while IT departments and ISVs can focus on innovation instead of complex infrastructure. By leveraging PaaS, organizations can redirect a significant portion of their budgets from “keeping the lights on” to creating applications that provide real business value. PaaS is driving a new era of mass innovation and business agility. For the first time, developers can focus on application expertise for their business, not managing complex hardware and software infrastructure. In many cases many of the applications which a business needs for specific solutions already exists.
  38. 38. 38 The New Model: Cloud Apps An example is the Salesforce AppExchange. This AppExchange contains tens of thousands of apps from third party vendors and some from Salesforce themself for everything from Marketing Automation, Sales, Sales Commission Management, ERP, Analytics, Customer Service to IT and Administration. You simply trial it and or buy it and you press a button and the app is installed onto your PaaS. If a specific app doesn’t exist then it can be developed by the client themself using a common platform and common code base but with services inherently built in – for example; infrastructure services, workflow & automation services, application services, platform services, operations services and so on. But even in this case instead of modifying application code the customisation of application behaviour is done instead by configuring metadata which is invoked on a user by user basis.
  39. 39. 39 PaaS Flips our Technology Focus from Operations to Innovation
  40. 40. 40 Typical Built in PaaS Services OOur Innovative ‘Apps’
  41. 41. 41 Benefits of PaaS 1. Each platform component is provided as a service. For example: middleware –as-a -service , platform –as-a -service, messaging –as-a -service, integration –as-a –service, workflow –as-a- service, communication-as-a-service. 2. Provides services required to support the complete life cycle of building and delivering applications and services internally and or on the internet or any other mobile or tablet device. 3. Provides services to deploy, test, host and maintain application in the same integrated development environment (IDE). 4. Service provisioning includes multiple users concurrently using the same integrated application development environment. 5. Being a cloud offering, it follows cloud service model – pay per use / pay per go pricing model, where there is no need to buy the software, middleware or full year license; its pay on the basis of usage. People want PaaS: Nearly 60 percent of companies say they will deploy PaaS soon. Nov 2012 Engine Yard Survey
  42. 42. 42 Benefits of PaaS 6. PaaS reduces TCO (Total Cost of Ownership), there is no need to buy all the system, software, platforms, tools and kits needed to build, run and deploy the application. Users can only rent them for the period for which services will be used. It changes the cost structure from Capital expense (Capex) to Opex (Operational expense) for an enterprise. 7. Built in scalability and elasticity to provide same efficiency and experience irrespective of load and usage. 8. PaaS is a perfect match for agile software development methodologies. An agile software development methodology is based on iterative and incremental development which may require iterations in need of software and other middleware platforms with progress and hence PaaS is the right match for agile application development methodology. 9. PaaS helps in the rapid construction of applications in the cloud by providing the necessary elements such as workflow amenities that are essential to the creation of a business application. 10. With PaaS, operating system features can be changed and upgraded frequently. Geographically distributed development teams can work together on software development projects.
  43. 43. 43 Benefits of PaaS Real companies see real results, fast The actual benefits achieved by companies using PaaS have been both quantifiable and substantial. Here are highlights of the results that two companies have achieved:
  44. 44. 44 Benefits of PaaS Applications running on PaaS are seen as “business-critical,” operational improvement was most often cited as an important driver for PaaS adoption. Specifically, three categories of benefits were mentioned above all others:
  45. 45. 45 Example: 2012 Obama for America Presidential Campaign Many of the specific requirements needed by the Obama Presidential Campaign were different from each other but most shared common core capabilities. Instead of trying to build or even buy separate applications from different vendors and paying an ISV or consultants to integrate everything and build layers between them, the Obama team chose a Platform as a Service; Salesforce. In less than 3 weeks, the Obama Campaign was able to configure, launch & operate: • Constituent Correspondence • Contact Centre handling email, social media, online forms and phone • State Campaigns Budget Management • Surrogate Engagement and Event Management • Digital Analytics & Measurement across web, mobile and social • Document Library with Permission Controls and Versioning Some of the volumes they handled: • 5.7m voter inquiries • 1.5m voter contact records over 13 months • 80,000 inquiries on election day alone Case Study - http://blogs.salesforce.com/company/2012/12/campaigning-in-the-cloud.html
  46. 46. What Tools Do What? It is critical to define, understand and explain what tool does what and when in context of Marketing Automation as well as any differences between systems and applications.
  47. 47. 47 Marketing Automation Marketing Automation Delivers an Integrated Solution We already know that marketing technology is not a new thing. For example, companies already use solutions for email marketing and Customer Relationship Management (CRM), so many marketers are confused. What does marketing automation replace, and what does it complement? Furthermore, how does marketing automation compare to other new technologies and marketing trends, such as content marketing, inbound marketing, and social marketing? Many CRM systems already have a module for marketing, which is why marketers wonder whether they really need marketing automation to run their modern marketing departments. From a functional perspective, CRM systems typically do not provide functionality for things like email marketing, prospect behaviour tracking, and marketing program management. And it’s true that many CRM systems can be customized to handle things like automated campaign flows, lead scoring, and de-duplication. But it’s hard. A marketing automation solution also delivers essentially all the benefits of an email marketing solution along with integrated capabilities that would otherwise need to be cobbled together using various standalone technologies.
  48. 48. 48 Marketing Automation & CRM Architecture of Marketing Automation vs CRM If you dig into the design and capabilities, you’ll find that while CRM systems provide indispensable value to any kind of sales organization, the reality is that they fall short for most marketing departments. CRM systems are designed and optimized for a very different purpose, which is what creates the whitespace for marketing automation vendors. Here’s a very high-level summary of how the two systems differ from a strategic and architectural standpoint.
  49. 49. 49 Marketing Automation & CRM Features and Capabilities of Marketing Automation vs CRM Now, let’s take a comprehensive look into the specific capabilities of a marketing automation system compared to CRM alone.
  50. 50. 50 Marketing Automation Marketing Automation Delivers an Integrated Solution We want confidence that the platform we buy will meet all of our needs today – meaning it works with the systems and processes we have – as well as any systems we may need to use in the future. At the same time, marketing as a whole is moving so quickly that there is a dizzying array of possible solutions we can use. • Complete marketing automation systems include functionality for lead generation, including online and offline events, pay-per click, and tradeshows, as well as organic programs such as social and content marketing. • While modern marketing automation started with email, many platforms today provide a single source of truth for everything you know about a prospect or customer. They combine information from your CRM system, social activity, your website and blog, buyer purchase history, and other behavioral information. With this complete view of a customer’s needs and interests, you can trigger relevant interactions at the right time, over any channel. • Today’s marketing automation systems directly provide or integrate with social capabilities including social profiles, campaigns, sign- on, and promotions. This means you can trigger marketing actions based on any of these activities, such as making a tweet, sharing a post, and so on. • Marketing automation is not just about new business. The same segmentation and nurturing capabilities can and should be used to develop and deepen relationships with customers, not just prospects.
  51. 51. 51 Marketing Automation A few of the categories that a robust Marketing Automation discipline should include are: • Dynamic campaigns. Enhance your campaigns with interactive online media, including rich videos, live chat, and rich display advertising. • Social campaigns. Manage multiple social profiles, schedule messages and updates, track brand mentions, and analyze social media traffic. • Top of the funnel. Most marketers today focus a significant portion of their time generating leads at the top of the funnel. Work with SEO and inbound marketing solutions, A/B testing solutions for your landing pages, and learn how to better serve your anonymous visitors to drive higher conversion. • Lead data enrichment. Data is the lifeblood of your marketing, so you’ll want to enrich and augment your data with the latest and best solutions available. • 360 degree view of online behaviours. To enhance lead scoring and relevance, you need to know everything your prospect does online – not just on your website, and not just when they are in the “lead to revenue” funnel. Go beyond your website and webinars; bring in behaviours from online communities, social networks, online videos and documents and more. • Content Marketing. In a world where attention is a scarce resource, the best marketers build their own audiences, rather than rent someone else’s. To do that you need editorial discipline and workflow, and the ability to curate and publish content on a regular schedule. • Lifecycle Marketing. Marketing is not just about conversion at the top of the funnel. It’s about identifying potential customers and being the voice of the customer throughout the entire lifecycle.
  52. 52. 52 ADOBE SITECATALYST ADOBE CQ, TEST&TARGET, AUDIENCE MANAGER DIGITAL EXPERIENCE MANAGEMENT DAM Design Testing, A/B Testing 1. Multichannel Content Management Content Targeting, Personalisation Ad Targeting WEB ANALYTICS Heatmaps1. Reporting 1. Cross Device Analytics Segmentation Marketing Attribution CRM Forecasting Social CRM Email Integration 2. Database Approvals, Workflow, Automation 6. Analytics Sales Force Management & Automation Knowledge Management Order Processing Customer Service Contact Management 3. Reporting 1. GDW BI & PROPENSITY MODELLING SAS KXEN Tableau Existing CRM Frontline Systems REPORTING 1. Macro Web Analytics. For cross device website usability and performance diagnostics. For online publishing teams. 2. Micro Analytics. For end-to-end inbound marketing performance measurement and optimisation. For marketers & executives. 3. For sales forecasting and pipeline performance measurement. For sales channels, sales managers ANALYTICS 1. Macro Web Analytics. For cross device website usability and performance diagnostics. For online publishing teams. 2. Micro Web Analytics. For end-to-end inbound marketing performance measurement and optimisation. For marketers & executives. 3. Sophisticated analytics to assess demand generation and lead nurturing programmes using pre-built, interactive real-time dashboards 4. Dashboards and analytics that allow you to see the performance of your individual social campaigns, so you can test, tune and optimise them over time. 5. Sales dashboard with full insight into the hottest leads and opportunities as well as lead and customer engagement and behavior. 6. For sales forecasting and pipeline performance measurement. For sales channels, sales managers. DATABASE 1. GDW will always be a Consolidated Data Warehouse for all required data. 2. The CRM Database contains either a subset or all of the GDW customer related data for use in the CRM and Marketing Automation System. 3. This Database becomes the Actionable ‘system of record’ for all marketing and customer engagement related data. MARKETING AUTOMATION 2. Lead Capture Forms & Landing Pages 2. Closed Loop Analytics Email Campaign Management Social Marketing 3. Revenue Cycle Analytics Workflow, Automation, Nurturing Lead Management & Distribution 2. Reporting 5. Sales Insight Segmentation, List Management 3. Database System of Record Lead Scoring 4. Social Analytics A/B Testing LANDING PAGES & FORMS 1. The CMS if for all persistent web pages, microsites and other more complex content. 2. Marketing Automation provides the capability for marketers to quickly design, deploy, test and optimise simple landing pages and online lead capture forms.
  53. 53. 53 Email and Online Marketing Batch Email Marketing Email Deliverability & Reputation Management Real-time Triggered Emails Landing Pages Forms A/B Testing Dynamic Content Mobile Optimised Sales Emails Progressive Profiling Hidden Form Field Population
  54. 54. 54 Which Tool – Forms & Landing Pages Persistent Website Campaign Microsite CMS - Adobe A/B Testing – Adobe Content Targeting - Adobe CMS - Adobe A/B Testing – Adobe Content Targeting - Adobe
  55. 55. 55 Which Tool – Forms & Landing Pages Lead Capture Pages / Basic Landing Pages CMS – Marketing Automation A/B Testing – Marketing Automation Dynamic Content – Marketing Automation Email Email – Marketing Automation A/B Testing – Marketing Automation Dynamic Content – Marketing Automation
  56. 56. 56 Email and Online Marketing Component Description Batch Email Marketing Email marketing is the ability to create “what-you-see-is-what-you-get” (WYSIWYG) emails and newsletters with easy-to-use design tools, send emails to groups of customers and prospects, and track and report on deliveries, opens, and clicks. It gives you a complete view of email performance. Email Deliverability and Reputation Management Simply sending emails cannot impact revenue if the emails do not make it to the recipients’ inboxes. Since marketing automation typically replaces a stand-alone email service provider (ESP), your vendor should offer functionality and services to ensure inbox delivery. This can include opt-in management, bounce handling, unsubscribe processing, and suppression lists, as well as higher-end services such as dedicated IP addresses and capabilities like email preview, spam checking, link validation, and delivery monitoring. Real-Time Triggered Emails Triggered emails give you the ability to listen for specific customer behaviors and events and respond with an appropriate real-time email. For example, when a prospect clicks on a specific link, a sales rep logs a call, or a lead score goes above a certain threshold, you can automatically send the right message at the right time. Personalized, 1:1 emails based on real-time behavioral data can increase open rates by 50% and conversion rates by 350% (Jupiter Research). Landing Pages The landing page is an essential part of many marketing campaigns. By directing clicks to a landing page customized for a specific email rather than a generic home page, marketers can significantly improve their conversion rates. That’s why many marketing automation systems include the ability to build WYSIWYG pages with a graphical interface, without help from IT or the Online team. Forms Registration forms can be placed on landing pages, microsites, and corporate websites. When a prospect or customer fills out the form, it captures the activity and adds the lead to the database (if new). Some systems have “progressive profiling,” which are smart forms that recognize known visitors and ask different questions to build out the profile over time. Some systems also allow for “social sign-on,” letting users register on landing pages using their social credentials. A/B Testing (Emails and Content) An effective split-testing strategy drills into what works to maximize response rates, and can raise your conversions by 48% or more, according to MarketingSherpa. You can test emails (subject lines, copy, graphics, calls to action, frequency, timing, etc.) as well as landing pages, forms, and so on. Dynamic Content Emails and landing pages that have been customized for specific segments drive much higher engagement. Customize text, images, and calls-to- action based on criteria, including location, industry, job title, and much more. For example, send different messages to current active opportunities than to early stage prospects.
  57. 57. 57 Email and Online Marketing Component Description Mobile Optimized As mobile devices become increasingly popular in business, the marketing system must support mobile-optimized emails and landing pages. Sales Emails This is the ability to personalize “from addresses” and signatures on behalf of individual sales reps, so that automated emails appear to come from the specific sales owner. Progressive profiling To easily create dynamic forms that recognize known visitors, prepopulate any existing fields, and gather additional information to complete lead records. Hidden form field population Based on a URL parameter or a cookie without custom code. For example, you might capture the lead source and search keyword as a hidden field.
  58. 58. 58 Lead Management Marketing Database Single View of the Customer Segmentation Multi-touch Campaigns / Lead Nurturing Online Behaviour Tracking Lead Scoring and Grading Data Quality and Append Automated Sales Alerts and Tasks CRM Integration (Data Sync) Lead Lifecycle Workflows Sales Intelligence
  59. 59. 59 Lead Management (contd…) Sales Campaigns Revenue Cycle Modelling Real-time, behaviour based trigger responses Advanced Segmentation IP Lookup Multiple Lead Scoring Models Separate Lead Scores for Lead Demographics & Behaviours Decay Score
  60. 60. 60 Lead Management Component Description Marketing Database A marketing database is the system of record for your most important marketing assets: your leads and contacts. It should include more than the data in your CRM system, providing a rich view of all marketing interactions between each person and your company, including website visits, email clicks, scoring changes, data updates/history, and so on. Single View of the Customer The more powerful marketing automation solutions extend the marketing database to include data from third-party systems, social networks, in- house applications, and more. They provide a true single view of your customer and prospect. This enables the platform to trigger “right-time, right-message” interactions and extend beyond marketing into broad customer lifecycle management. Segmentation The ability to precisely micro-segment your database and target the exact right list of leads and contacts is essential to the success of all marketing activities. These filters should include a combination of demographic, household, and firmographic attributes (title, company size, location), as well as behavioral filters and CRM information. Here are some example lists: high-score leads in a particular region who visited your website in the last seven days; contacts at active opportunities who registered for an upcoming webinar; or prospects who received an email offer and did not click through but visited your website anyway. Multi-touch Campaigns / Lead Nurturing This is the ability to automate “drip marketing” campaigns that send relevant messages over time, based on prospect behaviors and predefined campaign steps. This can include automated email marketing flows, but can also include other channels as well. Often, this capability is used to run lead nurturing workflows that are designed to maintain and deepen relationships with prospects over the long term. Online Behavior Tracking This is the ability to track which emails prospects open and click, what webpages they visit, what keywords they use, even what they say on social networks – all with the goal of understanding who they are, what they are interested in, and where they are in the buying process with your company. Lead Scoring and Grading With lead scoring, you automatically qualify leads based on demographics and BANT criteria as well as specific prospect behaviors, including recency and frequency. By tracking each of these factors and assigning appropriate weights to each, you get a comprehensive view of prospect interest and engagement. More advanced capabilities include reducing scores based on inactivity, and supporting multiple scoring models that separate demographic fit from behavioral interest, as well as scores for different products, divisions, etc. Data Quality and Append CRM data is often full of duplicates and missing records. This isn’t a problem for salespeople who work with one record at a time, but it’s hard to use for Marketing. Data quality is an essential underpinning to any successful marketing program, consisting of de-duplication, cleansing, and appending. De-duplication recognizes leads and contacts you already have in your database, prevents duplicates before they enter, and merges any duplicates that already exist. Cleansing standardizes data, such as titles and company names, and removes bad data, such as contacts that are no longer with the company. Appending means filling in missing or incomplete data by adding additional contacts to an account or filling in missing fields, such as phone number or industry.
  61. 61. 61 Lead Management Component Description Automated Sales Alerts and Tasks This is the ability to create tasks automatically and provide real-time sales alerts over email, RSS, or mobile device. It can be important to ensure that Sales receives and acts on lead information in a timely fashion. CRM Integration (Data Sync) Marketing automation solutions have varying levels of integration with CRM systems. While some require manual mapping of fields, others do it automatically and maintain the connection over time. Some sync information in near real-time; others less frequently. Some systems provide access primarily to lead and contact information; others give access to opportunity and custom objects as well. This is a particularly complex area with high variance among solutions, so it’s worth taking the time to understand your needs and your vendor’s capabilities. Lead Lifecycle Workflows This takes marketing automation beyond email and web marketing, extending the workflow engine to integrate with the CRM system to create complete lead management workflows. It includes automated data field updates (e.g. update lead status based on changes to the lead score); automated list management; and lead routing / territory assignment rules. It also lets you ensure sales follow-up by creating tasks directly in the CRM system, reassigning leads if they don’t follow-up, and converting hot leads to opportunities. And it supports lead recycling processes, where sales leads are passed back to Marketing for further nurturing. Sales Intelligence Sales intelligence provides account executives with easy access to the key interesting moments and prospect behaviors, so they can focus on the hottest leads and opportunities —and know what the prospect wants to talk about. Some solutions provide reps with drill-in capabilities to see which emails are opened and clicked, which web pages the prospect visits, and how the lead score changes over time. Sales Campaigns Some solutions allow Marketing to create campaigns that Sales can add prospects into, or even run targeted campaigns of their own. Revenue Cycle Modeling This is the ability to define the stages for how leads flow through the revenue cycle, automate the rules for how leads move from stage to stage, and to provide an easy-to-understand framework for the sales and marketing process. It provides the foundation for establishing clear rules governing how leads transition from one stage to the next and assigning Service Level Agreements (SLAs) for lead response and disposition. Real-time, behavior-based trigger responses Real-time, behavior-based trigger responses—based on real-time behaviors, not just pre-set schedules. For example, if your customer visits a key webpage twice in one week, you might send him a special offer and alert the sales team immediately. Advanced segmentation Combine real-time triggers, demographic fields, and behavioral attributes in a single list.
  62. 62. 62 Lead Management Component Description IP lookup By inferred company and geocoding by zip code, state, region, and so on. Multiple lead scoring models To track interest and engagement for multiple products or businesses. Separate lead scores for lead demographics and behaviors According to Benchmarks on Revenue Performance, companies that implement this kind of lead scoring enjoy 23% better sales productivity and a staggering 33% higher revenue growth than companies that only use demographic scoring. Decay score If your prospect hasn’t had any activity for a certain period of time, say two weeks, and then you might want to automatically deduct points. Based on inactivity, sales recycling, or other behavioral triggers.
  63. 63. 63 Marketing Programs / Lead Generation Program Management Event Marketing including Webinars Cloning Program Import / Export
  64. 64. 64 Marketing Programs / Lead Generation Component Description Program Management Manage marketing campaigns and programs across multiple channels, including online ads, video campaigns, mobile, virtual events, and social media. Create and optimize program assets such as landing pages, emails, campaigns, and lists. Track program objectives, results, and costs to assess the program ROI. Event Marketing including Webinars From attracting attendees to registration administration to post-event follow up, the event management lifecycle can be laborious. Event marketing capabilities streamline the entire event process, including personalized invitations, registration, reminders, and post-event follow up. They can also provide analytics, so know how many people have registered, how many attended, and so on. For online events, some marketing automation systems integrate with tools like Cisco WebEx®, Adobe Connect, Citrix GoToWebinar, ON24, and Readytalk to streamline the process further. Cloning Each marketing program contains multiple emails, landing pages, campaigns, and lists, but many programs are similar in structure. The ability to clone an existing program can save significant time and resources, especially if your system makes it easy to edit all program parameters in one place and automatically update all the underlying assets (e.g. emails). Program Import/Export Some systems provide access to a shared library of pre-built verified programs and the ability to exchange marketing programs with other users. This means you can take advantage of their best practices to jump-start your implementation and see results faster and with less effort.
  65. 65. 65 Social Marketing Social Sharing and Campaigns Social Campaigns Social Profiles Social Engagement and Promotion Facebook Registration Page Publication
  66. 66. 66 Social Marketing Component Description Social Sharing and Campaigns Add intelligent share buttons to your campaigns and content so your audience can amplify your message to drive broader reach – and then track who shares your content and drives conversions. Most tools let you customize the default share message and image for each share; some provide triggered capabilities to prompt the share at the right time. Social Campaigns Use or integrate with URL shortening services. Measure likes, comments, replies, retweets, etc. Including polls and voting, referral programs and sweepstakes. For example, you might reward $100 to those who refer three friends to an event, or enter a user to win an iPad if they share the content you create. Social Profiles Incorporate social profile data to enhance segmentation and scoring, including name, location, and description – as well as a history of social sharing activity. Social Engagement and Promotion Social applications such as polls, sweepstakes, and referral programs can enhance audience engagement and encourage people to amplify your message. Some tools let you easily create and include such social content on your website, landing pages, Facebook pages, and emails so that you can tap into your customers’ and prospects’ social networks. Facebook Registration Page Publication To improve your lead registration programs’ EdgeRank inside Facebook.
  67. 67. 67 Usability / Speed Auto Complete Feature Ability to Clone Entire Marketing Program Tokens Library of Best Practice Marketing Programs
  68. 68. 68 Usability / Speed Component Description Auto complete feature To suggest campaigns and field names when you enter specific values. The ability to clone an entire marketing program The ability to clone an entire marketing program while keeping multiple emails, landing pages, links, and segments intact. Tokens Tokens that let you input your event location, date, and time once, and then auto-populate the fields into every relevant email and landing page associated with the event. Library of Best Practice Marketing Programs A pre-built library of best practice marketing programs—including email and landing page templates, events like webinars and tradeshows, and lead scoring and nurturing workflows. This library should be included inside the application.
  69. 69. 69 Analytics Web Analytics SEO / Keyword Analytics Basic Reporting Multi-touch Revenue Attribution Program ROI Analytics Revenue Cycle Analytics Social Tracking and Analytics
  70. 70. 70 Analytics Component Description Web Analytics This capability tells you why prospects visit your site, which pages they visit, and how often they come back. Marketing Automation can even tell you who visits your site when visitors aren’t in your database, thanks to anonymous company lookup, and can send daily alerts to sales reps so they know which companies are interested. When prospects do register, you also have the complete history of their prior web activity as part of their record and lead score. SEO/Keyword Analytics Monitor and track relevant keywords being used by anonymous and known users to arrive at websites, landing pages and forms. Basic Reporting The ability to access pre-built and build custom reports and dashboards to measure leads by source/campaign/month, email performance, landing page performance, web activity, and so on. Systems vary in report depth, such as the ability to use custom metrics and queries. Some systems let you create report subscriptions that automatically send updates to your team and executives. Multi-Touch Revenue Attribution Customers do not purchase your product because of just one campaign. Rather, marketing usually impacts a sale multiple times across multiple people. Multi-touch attribution is the ability to allocate credit (pipeline, revenue) among all the marketing activities that have successfully touched a sale as it moves through the revenue process. Some systems also provide a visual way to see all the marketing programs and touches that influence the contacts associated with a sale as it moves through the funnel. Program ROI Analytics This is the ability to measure and compare revenue performance by channel or program along metrics like revenue, pipeline, investment, ROI, prospects generated, etc. As a result, you can see which marketing investments generate the greatest return, and get visibility into how the marketing budget should be allocated going forward. Revenue Cycle Metrics These metrics analyze how leads flow through each stage of the revenue process, from anonymous to customer and beyond, so Marketing and Sales can adjust business processes to increase pipeline and revenue. Key performance metrics for each stage can include balance, flow, conversion rate, and velocity. Social Tracking and Analytics By adding tracking to social sharing applications, you get insight into who shares your content, your social conversion rates, how much “social lift” you are getting from your campaigns, and how social impacts your bottom line.
  71. 71. 71 Web Analytics vs Marketing Automation Analytics Macro Tracking (Aggregate / Anonymous) - Web Analytics Micro Tracking (Anonymous / Individual) - Marketing Automation Analytics Number of visitors to our site Which individual pages they click on your website Sources of visitors to our site The information they input into your landing page form before hitting “Submit” (such as their company name, email address, and phone number) Average number of pages per visit Whether they are accessing your site from their company IP address or another location (like a Starbucks or Holden Australia) Visitor demographics (geography, language, etc.) What search phrases they typed into Google that led them to our pages What technology people use to access our site (mobile devices, internet browsers, etc.) What emails individuals are opening, clicking and engaging with I like to call this “macro tracking” because it tells you the percentage of anonymous visitors that converted into web leads. For many marketers, this number will suffice and hold demanding executives at bay when they ask, “How’s our marketing going?” But after several months of reporting that 215 people converted into a lead last month from your PPC campaign, most executives will want to know, “Which people? And how much money did we make from them?” That’s where marketing automation comes in. As you probably could’ve guessed, marketing automation is more like microeconomics for your website. You know that whole supply and demand curve thing from Economics 101 that told you how many widgets a company should sell and for how much? Turns out that information would actually be relevant to your job someday. Instead of looking at the website as a whole and reporting on overall percentages, marketing automation software analyses each individual that visits your website. Advanced prospect tracking available in Marketing Automation applications allows us to view a log of all touch points with our prospect, see the pages our prospect has visited, files downloaded, email correspondence, and more – out-of-the-box. All activities that occurred prior to the prospect’s conversion (while still an anonymous visitor) are also captured. It is important to note that with the alternative to a marketing automation solution using disparate marketing tools, it is generally difficult or impossible to paint a complete picture of an individual prospect’s activity. This prospect activity history gives great insight into exactly what your leads are interested in, allows your sales reps to tailor their phone calls or sales pitches accordingly and importantly for marketing to provide the right message and content at the right time. For example, if you know that a lead has searched for “pricing” on your site, you will want to have pricing information on hand when you make contact or score the lead more highly. Similarly, if the lead accessed highly technical content, it would make sense to have a sales engineer available for the call.
  72. 72. 72 Infrastructure User Roles and Permissions Secure Partitions / Workspaces Sandbox API / Integrations Ecosystem Online Community / University
  73. 73. 73 Infrastructure Component Description User Roles and Permissions Assign permissions that align with specific pieces of functionality or tasks. Example user roles include a role that gives the ability to create but not approve landing pages or emails, and a role that can create but not activate a campaign. Secure Partitions / Workspaces This is the ability to give users access to only specified lead partitions and assets (e.g. campaigns, landing pages, emails, reports). This lets you create different organizational views that align with how your organization is structured, so different groups can use the system without risk of interfering with each other – while still supporting sharing as appropriate across functions and the demand center. Sandbox A sandbox is a testing environment that isolates untested changes and outright experimentation from the production environment. This lets the enterprise test out changes to the production system with less risk. API/Integrations An application programming interface (API) is a specification that tells other systems how to call into the marketing automation platform to get data or perform an action. Other integrations allow the marketing automation system to trigger actions in other systems. In both cases, it allows the platform to interoperate with the other systems in the enterprise. Ecosystem An ecosystem is a complementary set of solutions that amplify the power of the underlying platform. A strong ecosystem can help ensure that your needs will continue to be met even as you require additional capabilities. Online Community / University This an online community / University where end users can share best practices, access training and education resources and share ideas and insights.
  74. 74. 74 CRM Integration Advanced Data Sync Self-healing Schema Data Triggers
  75. 75. 75 CRM Integration Component Description Advanced data sync This offers the ability to immediately synchronize your marketing database with CRM opportunities, activities, campaigns, and custom object information. Also makes those fields available for segmentation, scoring, and reporting. Self-healing schema This identifies and syncs changes to specific CRM fields, such as new field names or values, and automatically adds new custom fields. Data triggers This is used to activate marketing workflows in real-time based on data changes in opportunities and custom objects in your CRM.
  76. 76. 76 Resource Management Budgeting Calendaring
  77. 77. 77 Resource Management Component Description Budgeting This can cover all aspects of managing marketing investments, including assigning top-down budgets to various groups and divisions, planning marketing spend across programs, tracking open-to-spend, ensuring budget compliance, coordinating workflows and permissions, and reconciling plans with actual invoices. Calendaring It can be tedious to maintain a marketing calendar across multiple groups and to communicate the calendar and activities to interested groups, such as Sales. This functionality is about managing the calendar for the entire marketing department, from promotions to content to PR and so on.
  78. 78. Martin Walsh Mobile: 0438 417 143

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