Date post: | 14-Dec-2014 |
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by paul roetzer (@paulroetzer)
the marketing
performance blueprint
strategies and technologies to build and measure business success
aug 19, 2014#MarTech
what’s possible when the art and science of marke3ng collide?
of marketers think marke3ng has changed more in the past two years than the past 50 !source: Adobe Digital Distress
76%@paulroetzer
the consumer is the true change catalyst
@paulroetzer
90% of daily media interac2ons are screen basedsource: Google, The New Mul3-‐Screen World
@paulroetzer
B2B buyers may be
up to 90% through their journey before contac3ng a vendor. !source: Forrester
image: Jayneandd
Source: Google
Every trackable consumer ac3on creates a data point, and every data point tells a piece of the customer's story
@paulroetzer
Source: Chiefmartech.com
the customer journey does not follow a linear path defined by marketers
@paulroetzer
Define Founda3on Projects
blog posts podcasts website video email
webinars mobile apps
tailored marke3ng 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
Define Founda3on Projects
create more value, for more people, more o>en, so when it’s 3me to choose,
they choose you
new marketing imperative
what’s holding businesses back from achieving performance poten2al?
obstacles to digital marke2ng transforma2on
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 quan2ta2vely proven the short-‐term impact of marke3ng spend.
that figure drops to 29% when demonstra3ng long-‐term impact.
source: 2014 CMO Survey@paulroetzer
on average, marketers depend on data for just 11% of customer-‐related decisions.
!source: CEB
@paulroetzer
B2B marketers say just 9% of CEOs and 6% of CFOs use marke3ng data to help set corporate direc3on.
source: ITSMA, VisionEdge and Forrester
@paulroetzer
“78 % of execu3ves and managers indicated that digital transforma3on will be cri3cal to their organiza3ons within the next two years, yet 63% felt the pace of change in their organiza2ons was too slow. The most frequently cited
obstacle was “lack of urgency.”
—MIT Sloan Management Review and Capgemini Consul3ng
@paulroetzer
success is one of the greatest impediments to progress
@paulroetzer
image: Xurxo Marfnez
talent gap + tech gap + strategy gap = PERFORMANCE gap
@paulroetzer
there has never been a beher 3me to be a marketer
@paulroetzer
marke2ng talent
“I was a classically trained marketer who had cut my teeth at Procter & Gamble,
nego3ated mul3-‐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 marke3ng, Adknowledge
@paulroetzer
of marketers say their lack of skills is impac3ng revenue in some way !source: 2012 Marke3ng Skills Gap Report
75%@paulroetzer
of companies lack necessary digital skills in key areas of social media, mobile, internal social networks, process automa3on, and performance monitoring and analysis. !source: Capgemini Consul3ng
90%@paulroetzer
a talent war has begun
for tech-‐savvy, hybrid marketers
capable of building, managing and execu0ng
fully integrated campaigns that produce results
agile, adept at advanced marke2ng tech, and experts in inbound strategy
how do we find the unicorns?
@paulroetzer
only 1 of the top 10 marke3ng programs in the U.S. has a required undergraduate
digital marke2ng course
source: U.S. News & World Reportimage: IUB Facebook
“Clearly an imbalance exists between skills taught in classrooms and the skills sought in the marketplace—and this imbalance is only accelera2ng by the rapid pace of
change in technology and product innova3on . . .” !
— Rand Schulman, execu3ve-‐in-‐residence for new media/mkt, U. of the Pacific
“Right now, the university system is structured and rewarded for stability, with an emphasis on long-‐term research.” This system, he notes, works very well for disciplines such as
English literature, finance, and accoun3ng—but fails in the rapidly evolving fields of marke3ng, adver3sing, public
rela3ons, and marke3ng communica3ons. !!— Mark Schaefer, marke3ng author, business consultant, adjunct professor
businesses must take the ini2a2ve to mold their own modern marketers
@paulroetzer
assess strengths and weaknesses
source: PR 20/20’s Marke3ng Score@paulroetzer
take a scien2fic approach to recrui3ng
@paulroetzer
construct an internal marke2ng academy
only 28% of large enterprises plan to introduce formal training programs to improve digital marke3ng skills.
source: Online Marke3ng Ins3tute
only 4% of companies ensured their training efforts were aligned with overall digital strategy.
source: Capgemini Consul3ng
the opportunity exists to create a competitive advantage
through talent
@paulroetzer
source: Accenture’s Turbulence for the CMO
the marke3ng industry is moving too fast to internalize everything
Donovan Neale-‐May, Execu3ve Director, CMO Council
“There’s an underlying level of frustra2on among senior corporate marketers worldwide when it comes to agency contribu2ons to business value crea3on, strategic thinking, and digital marke3ng development.”
source: CMO Council (2012)
work with agency partners that care as much about
performance and success as you do
@paulroetzer
marke2ng technology
ExactTarget IPO (Mar '12)
Eloqua IPO (Aug '12)
ExactTarget buys Pardot (Oct '12)
HubSpot raises (Nov '12)
Oracle buys Eloqua (Dec '12)
Marketo IPO (May '13)
SF buys ExactTarget (Jun '13)
0 5 10 15 20 25
$161.5M
$92 M
$95.5M
$100 M
$871 M
$79 M
$2.5 B
venture funding, mergers, acquisi3ons and IPOs fuel the martech industry
@paulroetzer
Sec>on 7 Q: How would you rate your organiza>on’s u>liza>on of these marke>ng and sales technology solu>ons?
many organiza3ons lack, or are underu3lizing, fundamental marke2ng technologies
Content management system (CMS)Project management
Search engine op3miza3on (SEO)Customer rela3onship management (CRM)
Social media monitoring/managementEmail marke3ng
Marke3ng analy3csMarke3ng automa3on/lead nurturing
Internal social networkCall tracking
0 1 2 3 4 5 6 7 8 9 102.2
2.93.7
4.54.74.84.8
5.35.35.4
Average Factor Rating (0-10 Scale)
Source: PR 20/20 | 2014 Marke3ng Score Reportn=318
Assets (8-10)Neutrals (6-7)Liabilities (0-5)
CRM integra3on = $15,000 $15/month
@paulroetzer
marke2ng strategy
analy3cs
automa3on
coding
content
digital ads
mobile
public rela3ons
search
social
tech
web
source: Altimeter’s The Converged Media Imperative
the new marke2ng mix
@paulroetzer
@paulroetzer
generate leads86%
85% convert sales
build brand46%
51% increase loyalty
brand
leads
sales
loyalty
Source: PR 20/20’s 2014 Marke>ng Score Report
high-‐priority goals
cri2cal KPIs
website traffic social reach subscribers
lead volume lead quality score
lead-‐to-‐sale conversion rates cost of customer acquisi2on (COCA)
customer life2me value (CLV) customer reten2on rates recurring revenue
brand
leads
sales
loyalty
@paulroetzer
builder campaignsblogging
martech stack
media rela2ons
search engine op2miza2on
social engagement
website
@paulroetzer
driver campaignslead nurturing
original research reports
persona-‐based lead gen
referrals
retarge2ng ads
website conversion op2miza2on
source: Pedro Moura Pinheiro @paulroetzer
high performers connect ac3ons to outcomesCampaign Status Goal Type Primary KPI Goal Value Projects Secondary KPIs
Blogging Brand Visits 5,000/month Blog posts (4/month) Subscribers, blog pageviews, comments
Case Studies Brand Pageviews 100/monthIT case study, communica3ons case study Conversion assists
Online Resource Center Brand Pageviews 500/monthVideos, white papers, webinars, ebooks, placements Downloads, views
Monthly Email Newsle`er Brand Referring visits 100/month Internal Network News Open rates, clicks, # sent
IT Persona Lead Gen Leads Downloads 1,000eBook, blog post, webinar, email workflow
Media placements, pageviews, registrants, leads, prospects/SQLs
Agency Program Lead Gen Leads Downloads 250 eBook, blog post, webinar, email workflow
Pageviews, social shares, leads, prospects/SQLs
Lead Nurturing Workflows Sales Free trial registra3ons
150/monthList segmenta3on, lead-‐scoring, persona automated workflows
Open rates, clicks, # sent, SQLs
Customer Referrals Loyalty Referrals 5/monthEmail marke3ng, list management Contract renewals
sample campaign center
@paulroetzer
Source: HubSpot
high performers connect ac3ons to outcomes
@paulroetzer
“The ability to create algorithms that imitate, be`er, and eventually replace humans is the paramount skill of the next one hundred years. As the people who can do this mul3ply, jobs will disappear, lives will change, and industries will be reborn.” !— Christopher Steiner, Automate This
poten2al to disrupt + reward for disrup3on
a case study in the convergence of
talent, tech and strategy
@paulroetzer
data > intelligence > ac2on > outcomes
make-‐shiR solu>on to connect strategy and performance
@paulroetzer
strategy
project management
automa2on (cms, email, seo, social)
crm
analy2cs
scorecard
current marke2ng management system
what if there was a marke2ng strategy and management system that enabled dynamic performance-‐driven campaigns and resource
alloca3on (talent, budgets, 3me)?
data > intelligence > ac2on > outcomes@paulroetzer
app builder tool
custom fields
ac2vity stream
advanced (and intui3ve) repor2ng
employee performance management
intelligent (and eventually automated) strategy based on goals and historical performance
so, what’s possible?
@paulroetzer
“Marketing is now, as it has always been, an art form. But the next generation of marketers understands it can be so much more. These innovators are
rewriting what is possible when the art and science
of marketing collide.”
paul roetzer (@paulroetzer)
aug. 19, 2014#MarTech