The marketing services industry is in a state of flux. As CMOs navigate the marketing talent gap, they are increasingly seeking performance-driven agency partners that are immersed in marketing technology and staffed with digital-savvy professionals. SMBs need partners that can deliver fully integrated solutions and in essence function as outsourced inbound marketing teams. Large enterprises commonly look for niche expertise in core digital disciplines such as content marketing, paid search, SEO, social media monitoring, and analytics to complement internal marketing teams.
In this session, Roetzer presents a high-level look at the industry trends driving transformation, and share insights into how your agency can evolve to meet demand and accelerate success.
Similar to The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)
Similar to The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines) (20)
The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)
1. image:
Xurxo
Mar.nez
the indispensable agency
how marketing talent, technology and strategy
gaps present invaluable opportunities for growth
paul roetzer, CEO, PR 20/20 (@paulroetzer)
Fuel Lines New Business Conference
oct. 9, 2015
a PR 20/20 production
2. example scenario
A B2B SaaS company with $10M in funding and aggressive growth goals
is struggling to meet lead-gen targets. The CMO fears marketing is
going to fall short of Q4 2015 goals . . .
brand
leads
sales
loyalty
@paulroetzer www.pr2020.com
3. example scenario
The marketing team is blogging 2x per week,
regularly sharing content across their social networks, and
producing a high-quality ebook with an accompanying webinar each month.
brand
leads
sales
loyalty
@paulroetzer www.pr2020.com
4. example scenario
But, not enough people are organically finding the content.
brand
leads
sales
loyalty
@paulroetzer www.pr2020.com
6. example scenario
Are there opportunities to amplify the content via
earned media with bloggers, journalists and analysts?
@paulroetzer www.pr2020.com
7. example scenario
Should they hire an agency or freelancers and
double down on content production?
@paulroetzer www.pr2020.com
15. 90% of
daily
media
interac3ons
are
screen
based
source:
Google,
The
New
Mul6-‐Screen
World
16. B2B
buyers
may
be
up
to
90%
through
their
journey
before
contac6ng
a
vendor.
source:
Forrester
image:
Jayneandd
@paulroetzer www.pr2020.com
17. companies must shift from predominately outbound sales
to inbound centric with a more personalized and scientific approach
to attracting, converting and delighting customers.
@paulroetzer www.pr2020.com
21. Define
Founda6on
Projects
blog
posts
podcasts
website
video
email
webinars
mobile
apps
tailored
marke6ng
through
a
deep
understanding
of
buyer
persona
needs
+
the
ability
to
deliver
personalized
messages
Image:
HubSpot
we
have
entered
the
age
content,
context
and
the
customer
experience
@paulroetzer www.pr2020.com
22. Define
Founda6on
Projects
create
more
value,
for
more
people,
more
o>en,
so
when
it’s
6me
to
choose,
they
choose
you
new marketing imperative
29. marketing dashboards that
report activities rather than business outcomes
are a major cause of the disconnect
between marketers and the C-suite.
source: ITSMA, VisionEdge and Forrester
30. marketers must excel at bringing
structure and meaning to numbers
@paulroetzer www.pr2020.com
31. 94%
of
chief
marketers
believe
analy3cs
will
play
a
big
role
in
reaching
their
goals,
yet
only
18%
said
their
organiza6ons
were
in
a
posi6on
to
do
so.
source:
IBM
@paulroetzer www.pr2020.com
32. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
short-term impact proven long-term impact proven
29%
36%
just 36% of CMOs have quantitatively proven the
short-term impact of marketing spend. that figure
drops to 29% when demonstrating long-term impact.
source:
2014
CMO
Survey
@paulroetzer www.pr2020.com
34. on
average,
marketers
depend
on
data
for
just
11%
of
customer-‐related
decisions.
source:
CEB
@paulroetzer www.pr2020.com
35. B2B
marketers
say
just
9%
of
CEOs
and
6%
of
CFOs
use
marke6ng
data
to
help
set
corporate
direc6on.
source:
ITSMA,
VisionEdge
and
Forrester
@paulroetzer www.pr2020.com
36. we create 2.5 quintillion bytes of data
every day (that’s 18 zeros)
Source:
IBM
37. 90% of all data in the world
has been created in the last 2 years
Source:
IBM
38. Infographic:
Domo
every minute . . .
Vine users share 8,333 videos.
Pinterest users pin 3,472 images.
Twitter users Tweet 277,000 times.
YouTube users upload 72 hours of video.
Instagram users post 216,000 new photos.
Facebook users share 2,460,000 pieces of content.
39. marketers have access to data from dozens of sources:
social monitoring, web analytics, email, call tracking,
sales, advertising, remarketing, ecommerce,
mobile apps, accounting . . .
@paulroetzer www.pr2020.com
40. never more choices. never more noise.
never more demand for performance.
@paulroetzer www.pr2020.com
41. and yet, there has never been a
better time to be a marketer (or agency).
@paulroetzer www.pr2020.com
43. “I
was
a
classically
trained
marketer
who
had
cut
my
teeth
at
Procter
&
Gamble,
nego6ated
mul6-‐million
dollar
deals
with
the
NFL,
and
received
an
MBA
at
Harvard
Business
School.
“I
was
a
fossil
–
a
senior
marke0ng
execu0ve
who
was
doomed
to
ex0nc0on.”
—
Anita
Newton,
VP
of
corporate
marke6ng,
Adknowledge
44. of
marketers
say
their
lack
of
skills
is
impac6ng
revenue
in
some
way
source:
2012
Marke6ng
Skills
Gap
Report
75%
@paulroetzer www.pr2020.com
45. of
companies
lack
necessary
digital
skills
in
key
areas
of
social
media,
mobile,
internal
social
networks,
process
automa6on,
and
performance
monitoring
and
analysis.
source:
Capgemini
Consul6ng
90%
46. data analysis
identify top KPIs.
turn data into actionable intelligence.
uncover anomalies, trends and opportunities.
adjust strategies based on data.
tie activities to performance and bottom-line results.
@paulroetzer www.pr2020.com
47. a
talent
war
has
begun
for
tech-‐savvy,
hybrid
marketers
48. capable
of
building,
managing
and
execu0ng
fully
integrated
campaigns
that
produce
results
@paulroetzer www.pr2020.com
50. only
1
of
the
top
10
marke6ng
programs
in
the
U.S.
has
a
required
undergraduate
digital
marke3ng
course
source:
U.S.
News
&
World
Reportimage:
IUB
Facebook
51. businesses
must
take
the
ini3a3ve
to
mold
their
own
modern marketers
@paulroetzer www.pr2020.com
57. Donovan
Neale-‐May,
Execu6ve
Director,
CMO
Council
“There’s
an
underlying
level
of
frustra3on
among
senior
corporate
marketers
worldwide
when
it
comes
to
agency
contribu3ons
to
business
value
crea6on,
strategic
thinking,
and
digital
marke6ng
development.”
source:
CMO
Council
(2012)
@paulroetzer www.pr2020.com
58. of
senior
marketers
believe
tradi3onal
ad
agencies
are
doing
a
good
job
of
evolving
and
extending
their
service
capabili6es
in
the
digital
age.
source:
The
Chief
Marke6ng
(CMO)
Council
report
More
Gain,
Less
Strain.
9%
60. “work with agency partners that care
as much about performance and
success as you do.”
@paulroetzer www.pr2020.com
61. “Marketers are looking well beyond their traditional
advertising agency base for domain experts to drive
marketing performance and handle exploding data,
digital migration, channel fragmentation and a more
diverse, multi-cultural consumer base.”
Source: CMO Council
64. 2,500+ agency partners in 90+ countries
generate more than 40% of new HubSpot revenue ($42.9M Q2 2015)
HubSpot estimates $5 - $10 in agency services for every $1 in software
66. “We
expect
technology
spend
by
CMOs
to
increase
10x
in
10
years,
from
$12
billion
to
$120
billion,
unlocking
a
huge
opportunity
for
marke6ng
technology
companies
and
opening
the
door
to
the
decade
of
the
CMO.”
—
Ashu
Garg,
general
partner,
Founda6on
Capital
67. by
2017,
the
CMO
will
spend
more
on
IT
than
the
CIO.
source:
Gartner
IT
=
CIO
CMO
@paulroetzer www.pr2020.com
74. image:
Patrick
Feller
Subscribers,
fans,
followers,
leads,
and
customers
choose
when
and
where
to
interact
with
your
brand.
They
do
not
differen6ate
between
marke6ng
departments
and
channels.
@paulroetzer www.pr2020.com
75. we have to plan faster, experiment more
efficiently and adapt constantly to
accelerate success.
@paulroetzer www.pr2020.com
76. 1. align
marke6ng
goals
with
business
goals.
2. iden6fy
key
performance
indicators
(KPIs).
3. track
and
report
at
the
campaign
level.
@paulroetzer www.pr2020.com
78. what are your clients’ business goals?
@paulroetzer www.pr2020.com
79. Specific: Clearly establishes what is to be achieved.
SMART goals
Measurable: Quantifiable, and a strong indicator of progress.
Attainable: Realistic given your foundation, reach, resources and potential.
Relevant: Connect to achievement of overall business goals.
Timely: Has a target date.
@paulroetzer www.pr2020.com
80. increase monthly website sessions 20% in Q4. brand
leads
sales
loyalty
generate 50 sales qualified leads in Q4.
produce $250,000 in new MRR in Q4.
improve retention rates from 85% to 90% in Q4.
SMART goals
@paulroetzer www.pr2020.com
96. a
case
study
in
performance-‐driven,
integrated
marke6ng
www.pr2020.com
97. The
organiza6on
sought
to
infuse
its
sales
pipeline
with
new
leads,
segment
and
priori3ze
its
exis6ng
lead
database
of
10,000+
contacts,
drive
short-‐term
sales
conversions
through
its
web
store,
and
iden6fy
larger-‐scale
enterprise
sales
opportuni3es.
@paulroetzer www.pr2020.com