Building an Integrated Marketing Plan

1. Margaret Dawson CMO Rival IQ Building Your Integrated Marketing Plan @seattledawson #MarketingBootcamp

2. Digital Marketing Analytics with a Competitive Edge Integrated Marketing

3. What is Integrated Marketing? Unifying traditional and non-traditional marketing channels and applying consistent branding, messaging and strategies and using cross-channel promotions so channels reinforce and strengthen each other.

4. Why is it important?

5. Cross-Marketing Collaboration

6. Who Owns It?

7. What if You Own Only One Piece?

8. Get Your Piece Integrated

9. The Whole is Greater than the Sum of the Parts

10. Digital Marketing Analytics with a Competitive Edge Creating the Plan

11. Bring Together the “Team”

12. Establish (company) as a global (industry) leader by creating and communicating a consistent, compelling, and differentiated story that drives target customer awareness, preference and revenue. Create a Marketing Charter

13. Draft the Plan Together

14. Digital Marketing Analytics with a Competitive Edge The Plan

15. 15 1. Market & Competitive Analysis 2. Marketing Objectives & Strategies 3. Marketing Channels & Tactics 4. Metrics of Success 5. Team Plans 6. Integrated Marketing Calendar 7. Marketing Budget 8. Go-to-Market 9. Messaging and Positioning 10. Reporting Components Integrated Marketing Plan

16. DISCLAIMER I have used examples throughout this plan. These are made-up examples and not meant to represent any specific company or market.

17. Digital Marketing Analytics with a Competitive Edge 1. Market Analysis

18. 18 Market Category Here What Market are we in? ~$15 Billion Market in 2014, growing by ~10-12% a year Description of the market category. This needs to be a preexisting market not one you make up.

19. 19 What Hill Are We On? Sub-market or category ~$1.3 Billion Market in 2014, growing by 18% over next 5 years Expected to surpass $3B by 2019 Description of this sub-category. Also must be something that already exists or is categorized.

20. 20  Your Unique Market Niche or Capability What is our Flag on that Hill? This is something you can do that no one or few others in the market provide. This you can create.

21. Competitive Landscape Enterprise Market SMB Market On-premise Cloud Competitor Competitor Competitor Your Company Competitor

22. Competitive Landscape V2

23. 23 Competitive Communication Audit

24. Marketing Situational Analysis Strengths • Strong customer base with high satisfaction • Excellent spokespeople across exec and extended team • Foundation of content and materials to leverage • Strong momentum around awards, PR and analyst reports • Clear product roadmap and release schedule Weaknesses • Still not being included in all related articles and reports • Not seen as clear leader in any particular market • Confusion around market category and space • Brand awareness still low compared to competition • Social media presence and engagement low • No focus on customer references / case studies Threats/Challenges • Increasing competition from a wide range of vendors • Market consolidation – noisy M&A environment • Limited budget and resources to manage multiple partner marketing plans and initiatives – spread too thin • Hard to identify the long-tail searches and terms people use to find us • Social media environment complex and multi- channels – hard to keep up Opportunities • Use partnerships to make company perception bigger than reality • Use product releases to show platform/technology innovation, create media buzz and increase competitive edge • Building out good content machine to use across marketing mix • New Website content should improve SEO traffic • Use customers to show proof points with prospects and analysts/media

25. Challenges & Actions Required 1. We are NOT in the market conversation – low share of voice 2. Too many different brand messages and conflicting channels 3. Competitors are acquiring quickly and building market share 4. Not focused enough on existing customer satisfaction 5. Product development cycle too slow – new products lagging Invest more in public relations, social media and events – get out there! Simplify and unify our story with new messaging and deliver consistently Deliver improved competitive intelligence and recommendations Provide clear NPS statistics and create new customer-focused programs Create inflection points beyond product to make news and noise Therefore, our marketing needs to:

26. Digital Marketing Analytics with a Competitive Edge 2. Marketing Objectives and Strategies

27. Start with the End in Mind

28. 28 Top Business Goal $500K New Revenue in 2015

29. 29 Top Supporting Marketing Goals 1. Be seen as the destination and expert source for our target market 2. Grow demand generation database with quality leads 3. Increase lead to sales qualified conversion rate 4. Reduce churn

30. 30 Marketing Strategies Research & Discover Evaluate Engage Purchase Validate Use Grow Be Seen as Experts Build influencer program and grow 3rd party blog program to increase mentions and association Increase thought leadership and market presence through speaking engagements, blogs, etc. Grow Leads Expand SEO and PPC content to increase quality score and search results Identify and invest in top demand generation channels, including live and online events, syndication, etc. Increase Conversion Drive more content and programs around value prop, how to’s and top use cases Evaluate pricing and packaging and recommend changes and/or promotional initiatives Reduce Churn Implement customer education and communication programs to increase customer success with product Show more customer love through gifts, events, etc. Aligned to Buyer’s Journey

31. Content & The Buyer’s Journey Research & Discover Evaluate Engage Purchase Validate Use Grow • Messaging and Positioning • Website content • Blog • Newsletter • Trial User Training Webinar • Trial User Email Cadence • PR Articles • 3rd Party Referral Blogs • Speaking Engagements • Two-page Overview • How-to Videos • Getting Started Guide • Competitive “Battlecards” • Analyst reports • Case Studies • Best Practices Whitepapers • Customer Testimony • Customer Webinars & Training • Awards & Reviews • Customer Email Cadence • Quarterly NPS research • Customer upgrade promotions • Customer Events 31

32. Digital Marketing Analytics with a Competitive Edge 3. Marketing Tactics

33. Awareness & Thought Leadership Events Digital Strategy Product Marketing Content / Documentation Sales Enablement Demand Gen / Lead Mgmt Partner Marketing Marketing Strategy & Operations Global Marketing Messaging Corporate Events Website / Blog Ops Voice of Customer Collateral University DG Campaigns Channel Mktg Competitive Intelligence Regional Plans Evangelism Technology Events SEO / SEM Product/Solutio n Messaging API Docs Internal Sales & Training Lead nurturing & scoring MDF Program Mgmt Strategic Projects & Initiatives Localized campaigns Branding / Advertising Industry Events eCommerce Launch Plans & Implementation Product Technical Docs Partner training Lead Conversion Flow Strategic Alliance Mktg Metrics & Reporting Global Budget Mgmt PR – AR Partner Events UX / UI - architecture External Roadmap Getting Started/ How to / User Guides Sales tools & Playbooks Content Syndication OEM Partner Marketing Salesforce Admin Global Launches Tht Ldrship Campaigns Analyst Events Web Content Market Research Infographics / Digital Content Customer References Online Campaigns Solution Partner Marketing Budget & Procurement Exec / Internal Comms Webinars Blog Content Product Evaluations Web Content DG Asset Mgmt Partner Events Speaker’s Bureau Social Media Demos / Product Overviews Graphic Design Partner Lead Gen Marketing Areas & Tactics

34. Try to Focus on Top Channels Top Channels SEO PPC / SEM Targeted 3rd Party Blogs Content Marketing Email Marketing Social Media Public Relations Engineering as Marketing

35. Digital Marketing Analytics with a Competitive Edge 4. Metrics of Success

36. 36 2015 Metrics Snapshot Overall Direct Channel Total New Revenue $500k $320,000 $180,000 Average Deal Size $6k $5k # of Deals 90 54 36 # of Qualified Leads (10% qualified to deal) 900 540 360 # of Leads Required (15% Lead to Qualified) 6,000 3,600 2,400

37. 37 Total Revenue for Year: $504k Success Metrics: Revenue 42000 72000 90000 120000 20000 40000 50000 70000 0 20000 40000 60000 80000 100000 120000 140000 Q1 Q2 Q3 Q4 Revenue by Quarter Direct Channel

38. 38 Total Number of Deals for Year: 90 Success Metrics: Deals 7 12 15 20 4 8 10 14 0 5 10 15 20 25 Q1 Q2 Q3 Q4 Deals by Quarter Direct Channel

39. 39 Total Qualified Leads for Year: 900 Success Metrics: Qualified Leads 70 120 150 200 40 80 100 140 0 50 100 150 200 250 Q1 Q2 Q3 Q4 Qualified Leads by Quarter Direct Channel

40. 40 Total New Leads for Year: 6,000 required Need to front load due to 3 – 6 mos sales cycle & prep for next year Success Metrics: New Leads 2,000 3,000 2,000 2,000 2,000 0 500 1,000 1,500 2,000 2,500 3,000 3,500 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015 New Leads by Quarter

41. Marketing ScoreCard Strategic Objective Item Target Metric Q1 2015 Grow Revenue New Revenue • $500k Grow Leads New Leads • 6000 New Qualified Leads • 900 qualified Increase Conversion Conversion Lead to Sales Qualified • 15% Be Experts in Market PR / Social Share of Voice • Top 3 Analyst Rankings • Leadership Rankings Reduce Churn Customer churn rate • Under 5% by Q2 = on track, trending right direction = at risk, issues or delayed = goal not met, cancelled or high risk

42. Digital Marketing Analytics with a Competitive Edge 5. Team Plans

43. Digital Marketing Analytics with a Competitive Edge Demand Generation

44. 44 Goals 1. Xx 2. Xx 3. Xx Demand Gen Goals & Strategies Strategies  Xx  Xx  Xx

45. DG Team ScoreCard Strategic Objective Item Quarterly Goal Q1 2015 Grow Revenue Monthly Recurring Revenue New Leads Website leads Event leads Other leads Conversion Rates Inside Sales / Telemarketing Lead Nurturing Sales Campaigns = on track, trending right direction = at risk, issues or delayed = goal not met, cancelled or high risk

46. Lead Nurturing Program Raise Hand: Registration, online media, event 7 Marketing 1: Thank you letter with offer 21 Marketing 2: Informative content with call to action 21 Marketing 3: Segmented info with call to action 21 Marketing 4: Demo or high value with call to action Lead Generation call Follow-up email based on call with deliverable If become Opportunity, sales takes over and continues touches and deliverables Moves through opportunity stages Sales Nurturing: Qualified through Opportunities Bi-monthly Newsletter Event / Webinar invites Analyst reports or news articles Marketing NurturingCommunications Cadence: Sent to all leads, opportunities, customers and connections If under 40 pts or no action, move to cadence If over 40 lead points, automatic sales call If no decision within 6 months, goes back to marketing nurturing 46

47. Digital Marketing Analytics with a Competitive Edge 6. Marketing Calendar

48. Integrated Marketing Calendar

49. Digital Marketing Analytics with a Competitive Edge 7. Marketing Budget

50. 2015 Marketing Budget Budget Category 1Q 15 2Q 15 3Q 15 4Q 15 FY 15 Total Total Marketing Programs 840,000 1,050,000 955,000 865,000 3,510,000 Demand Generation & Sales Enablement 100,000 300,000 200,000 100,000 700,000 Partner Marketing 50,000 50,000 50,000 50,000 200,000 Digital Strategies 25,000 25,000 25,000 25,000 100,000 Awareness & Thought Leadership 75,000 75,000 75,000 75,000 300,000 Events 150,000 150,000 150,000 150,000 600,000 Content / Documentation 15,000 25,000 30,000 40,000 110,000 Product Marketing 50,000 50,000 50,000 50,000 Marketing Strategy & Operations 25,000 25,000 25,000 25,000 100,000 Global / Field Marketing 350,000 350,000 350,000 350,000 1,400,000 Exec Summary

51. Digital Marketing Analytics with a Competitive Edge 8. Go-to-Market

52. 52 What is Our Go-to-Market Strategy? Direct • Enterprise • How do you reach them ThroughChannel • What kind of channel • How do you reach them • How do you partner with them • Why do you need them PartnerAttach • Integrate with other technologies • How do you choose which partners • How does the integration work 52

53. 53 Value Prop by Go-to-Market Direct • What is the value prop for these customers ThroughChannel • What is the value prop for these customers PartnerAttach • What is the value prop for these customers 53

54. 54 Target Geographies 1. North America * 2. Western Europe 3. Asia Pacific 4. ROW Target Market Hubspan Confidential Target Companies 1. Enterprise 2. SMB through Channel * Marketing investment will focus 1H 15 on North American

55. 55  Media • Technology • Business • Regional  Bloggers / Influencers • Business • Cloud • Big Data / Tech Secondary Target Audiences  Analysts • Enterprise IT • Cloud • Big Data  Investors & Employees

56. 56 Target Customer Personas SMB Small 2 – 99 employees SMB Medium 100 – 1,000 employees Enterprise Bob Smith CEO BS Engineering Rita Mehta VP, Technology & Security Big Deal Pharmaceuticals Antonio Clarkston CIO Mongo Bank Worldwide Through Channel & Technology Partners Direct Sales

57. 57 Our Target Customer: SMB Small • Largest group of SMBs worldwide • Once 25 to 50 employees, has at least one internal IT person – but needs expertise from channel partner • Owner usually still approves all “IT” decisions • Sample industries would be:  eCommerce retailers  High-tech companies  Healthcare Offices  Engineering firms (CAD/CAM)  Restaurants / Small Shops  Food or Alcohol Distribution / Manufacturing  Media or production companies  Law firms • Needs to move to SaaS apps and cloud solutions, but might be slow to upgrade • VERY cost sensitive – wants a deal and hates the cost of technology • Starting to embrace BYOD out of necessity • Needs some hand-holding and likes fast tips and training Bob Smith CEO BS Engineering

58. 58 • Has IT department with specialist areas • Price and resources still an issue • IT investments & decisions made by VP/CIO • Networks with peers for ideas and recommendations • Embracing the cloud to obtain next generation solutions and save dollars – but security a big issue for them • Already uses multiple SaaS applications • Wants enterprise-grade solutions and support at SMB pricing • Sample industries would be:  Technology Companies  Healthcare or Pharmaceutical companies  Large engineering firms (CAD/CAM)  Manufacturing  Retail  Packaged foods / products  Restaurant groups Our Target Customer: SMB Medium Rita Mehta VP, Technology & Security Big Deal Pharmaceuticals

59. 59 • Has large, distributed IT organization, usually with global base and conflicting regional policies • Under huge pressure to use cloud • Constantly needs strategies around big data, security, cloud computing, etc. • Wants to work with minimal number of vendors – and use those that can be partners across several areas • Needs to be relevant to business and show how IT is driving business impact • Doesn’t like “sales” people and wants to be treated like a VIP by vendor executives • Wants to be seen as a thought leader among his peers • Sample industries would be:  High-tech  Telecom  Industrial / Manufacturing  Healthcare Our Target Customer: Enterprise Antonio Clarkston CIO Mongo Bank Worldwide

60. Digital Marketing Analytics with a Competitive Edge 9. Messaging and Positioning

61. Messaging & Positioning Framework

62. Digital Marketing Analytics with a Competitive Edge 10. Reporting

63. 63 Set a Review & Report Cadence Quarterly Scorecard & Plan Review and Updates as Needed Quarterly Business Review Monthly Marketing Calendar Update Budget Review & Adjustments Scorecard Check-in Weekly Digital Strategies Review Content Calendar Check-in

64. margaretd@rivaliq.com Thank You

Building an Integrated Marketing Plan

Building an Integrated Marketing Plan

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