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Copyright © 2015 Earley Information Science1 Copyright © 2015 Earley Information Science
Earley Executive Roundtable SeriesMaking Sense of Marketing Technology
August 27th, 2015
Presented bySeth EarleyCEOEarley Information ScienceClick to watch a recording
of this webinar
Copyright © 2015 Earley Information Science2
Today’s Agenda
• Welcome & Housekeeping– Session duration & questions– Session recording & materials– Take the survey!
• Introduction– Dave Zwicker
• Panelist Introductions– Seth Earley, CEO, Earley Information Science (@sethearley)– Tim Bourgeois, Executive Editor, ChiefDigitalOfficer.Net (@ChiefDigOfficer)– Tami Cannizzaro, Sr. Dir., Global Demand Generation, eBay (@tamicann)
• Panel Discussion
• Questions & Answers
• Join the conversation: #earleyroundtable
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Making Sense of Marketing Technology
The State of Martech
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The Marketing Tech Landscape
• $20B industry (IDC)
• Complex ecosystems
• Over 2,000 vendors
• Dozens of categories
• Lots of unknowns:
– System complexity
– Platform integration
– Information architecture
– ROI & time to value
ChiefMartec Gartner
Forrester Luma Partners
Some Perspectives…
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Key Industry Trends
Internal Trends
• Marketing has become a technical discipline
• Digital marketing budgets are on the rise
• The CIO to CMO transition of power is underway
• CMO’s will spend more on IT than the CIO by 2017
External Trends
• Customer experience is the new battleground
• Omni-channel is integral to the customer journey
• Personalization is now a customer expectation
• Mobile becomes a critical ecommerce channel
Copyright © 2015 Earley Information Science6
Making Sense of Marketing Technology
Classify & Simplify the Martech Landscape
Self-Assess With a Martech Maturity Model
Build a Marketing Technology Roadmap
Anticipate and Overcome the Challenges• CMO-CIO Alignment (business to IT)
• System Integration Requirements
• Information Architecture Requirements
• Ease-of-use & Expertise Required
• Measuring ROI & Business Impact
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Today’s Panel of ExpertsSeth Earley, Tim Bourgeois, Tami Cannizaro
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Seth Earley, Founder & CEO, Earley Information Science
[email protected]@sethearley
• Over 20 years experience in data science and technology, content and knowledge management systems, background in sciences (chemistry)
• Current work in cognitive computing, knowledge and data management systems, taxonomy, ontology and metadata governance strategies
• Co-author of Practical Knowledge Management from IBM Press
• Editor of Data Analytics Department IEEE IT Professional Magazine
• Member of Editorial Board Journal of Applied Marketing Analytics
• Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology Council Metadata Project Committee
• Founder of the Boston Knowledge Management Forum
• Former adjunct professor at Northeastern University
• Guest speaker for US Strategic Command briefing on knowledge networks
• AIIM Master Trainer – Information Organization and Access
• Course Developer and Master Instructor for Enterprise IA and Semantic Search
• Long history of industry education and research in emerging fields
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Why is this so hard?
Fast change
Technology landscape
shifting very quickly
Many inputs
Multiple internal
processes support the customer lifecycle
Nothing’s perfect
Personalization and
contextualization is the holy grail but many approaches are flawed
Market pressure
Vendors claims are not substantiated
but organizations fear losing out
Complex alignment
Marketing technology
fluency requires
corresponding internal processes
and capabilities
Not sexy
Governance and core
architecture is neglected as
unsexy
The boundaries of marketing, customer acquisition, sales, support
and service are no longer clear.
Customer experience needs to be considered across the full lifecycle of the relationship
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Simplifying the Process
Understand and map the customer lifecycle
Define customer engagement strategy at
each step of that lifecycle
Survey and assess existing tools and approaches for
outreach
Define the future state based on competition, industry maturity and customer expectations
Align internal processes with engagement strategy and technology landscape
Develop the implementation roadmap
based on enterprise maturity and highest value
areas of opportunity
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Mapping the Customer Lifecycle
Each industry has unique stages of customer engagement with common processes:
Learn• Prospects need to learn about the
organization and offering – usually the primary goal of marketing
Choose/Select/Make Purchase• They need to choose, select or make their
purchase – typically part of the sales process
Acquire• They need to acquire the product or service
– this may be through a dealer, agent, in store pick up, online processes or delivery
Use• They need to use the product or service –
product or service usage requires some interaction
Support• They may need to get support, assistance or
maintenance while consuming the product or service – use and support can overlap or be distinct parts of the lifecycle
Engage• They need to continue to be engaged so that
they can advocate for the product or service – this can be through community development, social media or word of mouth
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Mapping the Customer Lifecycle
Learn Buy Get Use Pay Support
Learn Choose Purchase Use Maintain Recommend
Research Choose Apply Process Close Service
Discovery Awareness Consideration Purchase Retention Advocacy
Manufacturing
Each industry has unique stages of customer engagement with common processes
Telecom
Insurance
Financial Services
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The Information Ecosystem | Experience and Enterprise Processes
Learn Buy Get Use Pay Support
Marketing Sales Distribution Service Finance Support
Customer Experience
Enterprise Processes: Departments/Functional Areas
• Event Management
• Webinar tools• Promotion
management • Social media• Marketing
resource management
• Inventory Management
• Supply chain • Logistics and
Distribution • Point of sale
systems
• Ecommerce • CRM• Web content
management • Sales
Management • Marketing
resource management
• Knowledge base/ Unsupervised support
• On line documentation/ help systems
• Ecommerce • CRM• Billing system• Web content
management• ERP/ Accounting • Credit card
authorizations/ EFT
• CRM• Knowledgebase/
Unsupervised support
• On line documentation/ help systems
• Call center call tracking
• Trouble ticketing
The nature of organizational processes leads to islands of information and fragmentation of systems and an inability to have a 360 degree view of the customer
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The Customer Journey and Digital Technology
Inbound H H M L M L
Outbound H H L M M H
Analytics H H H H M H
Integration H H H M M H
Transaction N/A N/A H N/A N/A N/A
Learn Choose Purchase Use Maintain Recommend Learn Choose Purchase
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Outbound
Campaign Mgt(ABC)(DEF)(GHI)
H H H H M H
Email marketing (JKL)
H H M H M H
Social media (MNO)(PQR)(STU)
H H L H L H
Soc media listening(VWX)
(YZ)
H H L H H H
GREENLegend GreenYellowRedTan
Appropriate functionality given current maturity and business objectives Acceptable but not optimal functionality Below required capabilities Less critical functionality given current state and business strategy
YELLOWREDTAN
YELLOW
RED
TAN
REDRED
YELLOW YELLOW YELLOW
GREENYELLOW
RED RED
YELLOW
GREEN
Current Technology Stack
Maturity and capability leveraging current technology stack*
* Source: Interviews and Maturity Model
YELLOW YELLOWYELLOWGREEN GREEN GREEN
YELLOWYELLOW
Learn Choose Purchase Use Maintain Recommend
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Customer Experience: Technology Classes, Process and Technology Maturity
Customer Experience Technology Maturity Model
Technology Classes to Support the Stages of the Customer Journey
Customer Experience Maturity Model
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Tim Bourgeois
Tim BourgeoisFounder & Executive
EditorChief Digital Officer
• A 15-year veteran of the digital industry and a partner at East Coast Catalyst, a Boston-based digital strategy consultancy
• The founder and executive editor at ChiefDigitalOfficer.net, a global community of senior digital professionals
• During his career, he has consulted to both household brands and early-stage startups on digital and marketing technology strategies, including Black & Decker, The Boston Globe, Comcast, Constellation New Energy, Mac-Gray, and TIBCOSpotfire
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Marketing Technology Strategies
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Marketing Technology Strategies
“The problem isn’t that all these [marketing technology] tools aren’t great. And it’s not necessarily pricing, since the cost of most of these tools is very reasonable. The problem is more basic: there just aren’t enough people on our team to use them.”
Todd UngerChief Digital OfficerDaily Racing Form
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Marketing Technology Strategies
Do
• Employ a needs-based approach• Prepare for stumbles • Audit the state of your operation &
repurpose/repurpose/repurpose• Make martech part of someone’s job
description• Pick your battles thoughtfully• Pursue hidden gems• Hold on and maybe even dig in
further to proven *analog* techniques such as newsletters and direct mail
Don’t
• Commit to a formal strategy until you’ve done testing
• Overspend on technology• Employ a scattershot approach;
focus on a manageable number of technologies and tools
• Overlook 2nd and 3rd order ROI metrics
Copyright © 2015 Earley Information Science21
Tami Cannizzaro
Tami CannizzaroSr. Dir., Global Demand
GenerationeBay
• Senior marketing executive with over 10 years of experience in the technology sector
• Author of the popular blog, "Digital Age of Marketing" and has been recognized by Forbes as on of the Top 100 Must-Follow Marketing Minds
• Applies her deep knowledge of marketing processes for managing brand and pipeline across channels to speak with authority to a global audience on digital and content marketing
• A high-energy, innovative leader with a proven track record for designing integrated marketing programs that drive measurable business results
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Brand Journey and Experience
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Customer Journey and Technology
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Panel Discussion
Tim BourgeoisFounder & Executive
EditorChief Digital Officer
Seth EarleyFounder & CEO, Earley
Information Science
Tami CannizzaroSr. Dir., Global Demand
GenerationeBay
Copyright © 2015 Earley Information Science25
Suggested Resources
• Gartner http://www.gartner.com/marketing/digital/research/transit-map/?srcId=1-5192796981
• Chiefmartec.com http://chiefmartec.com/2015/01/marketing-technology-landscape-supergraphic-2015/
• Luma Partners http://www.lumapartners.com/presentations/the-evolving-digital-marketing-technology-landscape/
• Data Mentors http://www.datamentors.com/blog/4-breakthrough-technologies-can-fuel-your-marketing-strategies
• CIO.com http://www.cio.com/article/2886388/marketing/marketing-automation-is-big-really-big-business.html
• Infoworld http://www.infoworld.com/article/2612895/crm/where-marketing-execs-are-spending-all-those-tech-dollars.html
• Harvard Business Review https://hbr.org/2014/07/the-rise-of-the-chief-marketing-technologist
• Conductor http://www.conductor.com/learning-center/182-marketing-executives-reveal-their-2015-success-tactics/
• Smartinsights http://www.smartinsights.com/managing-digital-marketing/marketing-innovation/marketing-technology-2014/
• Econtent Magazine http://www.econtentmag.com/Articles/Column/From-the-Chief-Digital-Officers-Desk/How-to-Navigate-the-Treacherous-Marketing-Technology-Landscape-104902.htm
• Chiefdigitalofficer.net http://www.chiefdigitalofficer.net/
• Tami Cannizzaro’s blog http://www.tamicannizzaro.com/blog/
• Earley Information Science blog http://www.earley.com/ideas-insights
•
Don't miss CMSWire's 2015 DX Summit —a new event for marketing and technology leaders who are defining the next generation of digital customer experiences.
Visit DXSummit.com for the agenda, speaking opportunities and registration information. Plus, take advantage of the Early Bird Discount!
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Thank you to our sponsors/producers
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Earley Information Science helps organizations establish a strong
information architecture and content management foundation
Specializing in making information more findable, useable and valuable to drive digital commerce innovation, enhance customer experience, and
improve operational efficiency and effectiveness.
Realize your digital transformation vision with EIS.
Earley Information Science (EIS)
A trusted information integrator
Founded – 1994 Headquarters – Boston, MA
www.earley.com
Seth Earley, CEOEmail: [email protected]
Twitter: @sethearleyLinkedIn: www.linkedin.com/in/sethearley
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EIS Reference Architecture
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A Broad Spectrum of Business Solutions
DIGITAL BUSINESS SOLUTIONS B2C Digital Commerce
• Product Curation for a World-Class Product Catalog
• Site Merchandising Taxonomy & Attribute Design
• Information Architecture for Shopper Context
B2B Digital Commerce
• Product Search & Findability
• Product Information Management
• Product Knowledge Management
Digital Workplace
• Enterprise Content & Records Management
• Information Architecture
• Enterprise Knowledge Management