CREATING THE MARKETING REVENUE ENGINE
PRESENTER:
Ljubica Radoicic
WITH LIMITED RESOURCES
THE REVENUE MARKETING JOURNEY
REVENUE MARKETING DEFINED
REPEATABLE PROSPECTING PROGRAMS
PREDICTABLE ROI
LINK MARKETING PLANS TO REV OBJECTIVES
Source: The Science of Revenue blog, Paul D’Arcy
REVENUE MAREKTING IN AUSTRALIA
Source: B2B Marketing Outlook 2019, Green Hat & AMI
REVENUE MARKETING GAINING SLOW TRACTION
AU B2b Marketing Research Highlights:
• 17% clearly communicate ROI
• 32% achieved objectives
• 53% Marketing viewed as a support function
• 32% have a documented lead gen strategy & agreed lead definition
REVENUE GENERATION ENGINEKEY ELEMENTS THAT IMPACT MARKETING’S ABILITY TO IMPROVE REVENUE PERFORMANCE
Strategic Orientation
Customer
People & Skills
Budgeting
Culture
Technology
Analytics & Reporting
Job Design
Process
Communication
Source: The Growth Engine
REVENUE GENERATION MATURITY FRAMEWORK
• Marketing plan is not aligned with bus objectives and rev goals.
• Customer profiles available but data not collected.
• Marketing Manager with Sales Manager both report to MD or COO.
• Marketing structure does not support lead generation.
• Little alignment with sales.• CRM not used as a mandate.• Marketing automation or Email
marketing tools used for single drop campaigns.
Reporting & Metrics: # of leads sent to sales
• Annual marketing plan aligned with bus plan limited alignment across revenue
• Quarterly campaign plans in place• Marketing Director reports to CEO in
parallel to other functions• Roles and responsibilities well
defined. • Sales and marketing have a
“revenue” relationship• Staff compensation is not aligned with
revenue performance• CRM and marketing automation tools
are integrated• Multi-channel integrated campaigns
Reporting & Metrics: % and $ of leads provided to salesCost per lead
• Marketing plan aligned with business planning
• Quarterly campaign plans are aligned with revenue objectives and ROI expectations
• CMO is on the leadership committee.• The team’s compensation is based on
revenue and marketing performance.• Processes are well defined.• Synergy between sales and marketing• CRM, marketing automation and
business intel systems exist and are integrated.
• Repeatable, predictable and scalable programs
Reporting & Metrics: Reporting is focused on revenue metrics: CLV, retention rate, churn, conversion rate, cost to acquire, ROI, etc.
• Traditional marketing (4Ps)• Tactical • Little data collection• No customer personas• Sales and marketing work in silos• Marketing in a “service” role• No clear JDs• Few or no processes• Email marketing tool• Focus on “branding” & advertising
Reporting & Metrics: Measured on costs & number of activities
CRAWL WALK RUN LEAP
Source: The Growth Engine
CASE STUDY SPOTLIGHT:BUILDING REV ENGINE WITH LIMITED RESOURCES
REVENUE TRANSFORMATION
2018STATE OF MATURITY: CRAWL
2019STATE OF MATURITY: RUN
INTRODUCTION OF SALES DEVELOPMENT FUNCTION
Key differentiation points:
1. SDR as the link between sales and marketing
2. Lead development focus on quality rather than qty (BANT)
3. Close the loop – SDR part of marketing team
4. Integrated funnel
GAME CHANGER: REVENUE ACCOUNTABILITY
INDUSTRY FOCUSED WEBINARSGAME CHANGER: CUSTOMER CENTRIC ACTIVITY
1. Customer and pain point focused topics based on research
2. No product!
3. Webinars with 3rd parties as SMEs
4. Amplify via 3rd party channels:associations, media and influencers
AWARENESS INTEREST & ENGAGEMENT
QUALIFICATION FOLLOW-UP (SFDC)
PROMOTION GATED ASSETS
UNGATED ASSETS
Roundtable
Report
Videos
Infographic
Advertising
Social Media posts
Blog Posts
Direct Emails
3rd party coverage
READINESS SURVEY
Qualified leads will flow thru to SFDC
Survey will present a series of questions designed to help us determine suitability for follow-up
SDR FOLLOW-UP
Approved prospects to be assigned to sales team & created as opportunities, linked back to campaign.
OPPORTUNITY CREATION
REPEATABLE CAMPAIGN PLAYSGAME CHANGER: CUSTOMER CENTRIC ACTIVITY
REPORT INFOGRAPHICS VIDEOS ROUNDTABLES
CAMPAIGN SAMPLE
DT READINESS SURVEY
B2b MARKETING PLAYBOOK
Overview:
1. Outlines key components of Revenue Engine Operation
2. Transparency & clarity
3. The Playbook is just the beginning!
GAME CHANGER: COMMUNICATION & OPERATIONAL EXCELLENCE
KEY LEARNINGS
Marketing is part of everyone’s role –from C-level down. Everyone impacts customer experience and drives revenue.
Creating the Revenue Engine is a major change management program: things to happen overnight
Holistic view of operation: people, technology, data, processes, reporting, etc.
Getting the right team in place is critical!
“Marketing needs to adopt a sales mentality–thinking in terms of contribution to revenue?”
LET’S TALK ABOUT REVENUE MARKETING
FIND ME ON LINKEDINLjubica Radoicic
Q&A
THE B2b MARKETING PLAYBOOK
Created by: Ljubica Radoicic
For more info or assistance contact: https://www.linkedin.com/in/ljubicaradoicic/
MAY 2019
TABLE OF CONTENTS
WHAT & WHY*:INTRODUCTION & PURPOSE
• BUSINESS GOALS AND TARGETS
• REVENUE MARKETING PLAN
• MARKETING STRATEGY & OBJECTIVES
• PROGRAMS & GAME PLANS
WHO*: TEAM
• TEAM OVERVIEW AND CAPABILITIES
• ROLES & RESPONSIBILITIES (RESOURCE PLAN)
• RACI & RULES OF ENGAGEMENT
HOW*: OPERATIONAL FRAMEWORK
• AGILE MARKETING
• DEMAND & LEAD GEN FRAMEWORK
• PROGRAM AND CAMPAIGN FRAMEWORK
• CONTENT MARKETING FRAMEWORK
• LEAD DEFINITION & MANAGEMENT
• DATA, ANALYTICS & REPORTING (KPIs)
• MARKETING TECH STACK
CONTINUOUS IMPROVEMENT – THE LEARNING MARKETING ORGANISATION
Source: Six Sigma Principle
WHAT & WHY
INTRODUCTION
The purpose of this Marketing Playbook is to outline how the marketing team will manage operations, resources and activity over the next X months to deliver on business objectives.
ROLE OF MARKETING AT COMPANY X
The role of marketing is to….(describe purpose and role of marketing).
MARKETING: STRATEGIC GOALS
Goal 1
Goal 2
Goal 3
Goal 4
BUSINESS GOALS & TARGETS FOR YEAR
Business Goal/Objective 1ACME CORP. REVENUE FLOW 2019
$37.5m
$25m
$12.5m
$0m
Start EndJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
23m
2.2m
-4.6m
-9.1m
3.7m
-2.1m
5.3m
3.1m
-1.5m
4.2m
5.3m
-1.5m
5.1m 33.1m
Increase
Decrease
Total
Business Goal/Objective 2
Business Goal/Objective 3
Business Goal/Objective 4
Business Goal/Objective 5
REVENUE MARKETING PLAN
SOLUTION/PRODUCT/SEGMENT
Program Description
Growth Area (Business Target)
Demand Generation
Sales Enablement
Lead Generation
Solution Focus SOLUTION/PRODUCT
Target Segment Segment A Segment B Segment C Segment D
Target Sectors
Target ('000 EU)
Marketing Contribution ('000 $)
Avg Deal Value ($)
# of deals closed
SQLs (qty)
MQLs (qty)
Leads (qty)
Marketing Contribution Won Deals (%) % % % %
L to MQL % % % %
MQL to SQL % % % %
SQL to Sales (win rate) % % % %
MARKETING STRATEGY & OBJECTIVESSAMPLE
MARKET A MARKET B
STRATEGY SUMMARY STRATEGY SUMMARY
MARKETING PROGRAMS & GAME PLANS
PRIORITY AREA 1
SECTORS & TARGET ORGS
PRODUCTS: XX
TARGET: $
SOLUTION PACKAGE & ENABLEMENT TOOLS: XX
PRIORITY AREA 3
SECTORS & TARGET ORGS:
PRODUCTS: XX
TARGET: $
SOLUTION PACKAGE & ENABLEMENT TOOLS: XX
PRIORITY AREA 2
SECTORS & TARGET ORGS
PRODUCTS: XX
TARGET: $
SOLUTION PACKAGE & ENABLEMENT TOOLS: XX
OVERARCHING THEME
WHO
MARKETING TEAM ORG CHART
Description of marketing team expertise, capabilities and gaps
Refer to Revenue Generation Maturity Matrix in Appendix
ROLES & RESPONSIBILITIESRESOURCE PLAN
Tasks & Responsibilities Role X Role X Role X Role X Role X
Demand Generation
Task 1
Task 1
Task 1
Lead Generation (Inbound & Outbound)
Task 1
Task 1
Sales Enablement
Task 1
Task 1
Reporting
Task 1
Task 1
Tools & Resources
Task 1
Task 1
RACI (RULES OF ENGAGEMENT)CROSS FUNCTIONAL
Activity / ProcessR
ole
X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Ro
le X
Comments
Activities Led by Function/team
Activity X
Activity X
Activity X
Activity X
Activity X
Activity X
Activity X
Activity X
RACI IS AN ABBREVIATION FOR:
Responsible – Owns the problem / project.
R
To who ‘R’ is Accountable –who must sign-off (approve) on work before it is effective.
A
Can be Supportive – can provide resources or can play a supporting role in
S
To be Consulted - has information and / or capability necessary to complete the work.
C
To be Informed - must be notified of results, but need not be consulted.
I
HOW
OPERATIONAL FRAMEWORKAGILE MARKETINGMore info: https://www.agilesherpas.com/what-is-agile-marketing/#Manifesto
Process Overview
BACKLOG
FEEDBACK 100% DONE
DELIVERY
STORIES
INITIATIVES(RELATED STORIES)
PROGRAMS(UMBRELLA GROUPING FOR
RELATED INITIATIVES)
DEMAND & LEAD GENERATIONSAMPLE FRAMEWORK
• Campaigns & nurture programs, landing page
• Industry events & company led events (lead gen)
DEMAND & LEAD GENERATION – (MQL – SQL)• Webinars• Outbound calls, SDR• Content – mid stage
• SEO & online advertising (e.g. SEM, PPC, retargeting)
• Social (LI, Twitter)• Blogs, webinars (lead gen)
AWARENESS & EDUCATION (LEADS – IQL)• Content (eBooks,
articles, white papers, video) – early stage
• PR
• Targeted small events (round tables with “case study” – client speaker)
DEAL ACCELERATION (SQL – SAL – WON)• User conferences• Case studies,
testimonials, references
• User community• Case study• Influencer program
CUSTOMER SUCCESS & EVANGELISTS
LEAD DEFINITION
Prospect Targeted Buyer, Fits the Ideal Buyer Persona Profile
Inquiry
MQL
SQL
SAL
Opportunity
Closed Won
SALES & MARKETING SLALEAD MANAGEMENT
Lead Qualification Stage Responsible Necessary Action Timeframe
Marketing Qualified Lead (MQL)
Sales Qualified Lead (SQL)
Sales Accepted Lead (SAL)
Opportunity
THE OMNICHANNEL CAMPAIGN STRATEGY
TEST & OPTIMISE
SET GOALS
CONTENTCREATE JOURNEYIDENTIFY CHANNELSIDENTIFY AUDIENCES
CUSTOMER EXPERIENCE
CUSTOMER EXPERIENCE
CU
STO
MER
EX
PER
IEN
CE C
USTO
MER
EXP
ERIEN
CE
AWARENESS INTEREST & ENGAGEMENT
QUALIFICATION FOLLOW-UP (SFDC/CRM)
PROMOTION GATED ASSETS
UNGATED ASSETS
Roundtable
Report
Videos
Infographic
Advertising
Social Media posts
Blog Posts
Direct Emails
3rd party coverage
READINESS SURVEY
Qualified leads will flow thru to SFDC/CRM
Survey will present a series of questions designed to help us determine suitability for follow-up
FOLLOW-UP
Approved prospects to be assigned to sales team & created as opportunities, linked back to campaign.
OPPORTUNITY CREATION
CAMPAIGN PLAY SAMPLE
CONTENT MARKETING FRAMEWORK
CONTENT MARKETING STRATEGY
AWARENESS
STRATEGY
DECISIONCONSIDERATION
ADVOCACY
TACTICS
LOYALTY
PERSONAS
STORY
MESSAGES
DATA & ANALYTICS
Marketing will be measuring and reporting on the below key metrics:
Sample:
REPORTING
Topline Success Metrics (Pipeline Reporting)
MQLs by Conversion rateSQLs by Conversion rateSales by Conversion rateSales VelocityCost per Acquisition
Marketing campaign performance
Open rate, click through, conversion rate, measured by channelCost per acquisition by channelEmail performanceDownloads
Metric Overview
SocialAudience growthEngagement rateConversion rate
WebsiteUnique visitorsSession timeBounce rateRepeat visitsConversion ratio
Customer StoriesX Customer Reference
MARKETING TECH STACK
Overview of Tech Stack.
CONTINUOUS IMPROVEMENTTHE LEARNING MARKETING TEAM
The learning marketing organization is critical to ongoing improvement and success of strategies and initiatives.
KEY ACTIVITIES FOR CONTINUOUS IMPROVEMENT ARE:
x Activity A BUILD
LEARNMEASURE
APPENDIX
REVENUE GENERATION MATURITY FRAMEWORK
• Marketing plan is not aligned with bus objectives and rev goals.
• Customer profiles available but data not collected.
• Marketing Manager with Sales Manager both report to MD or COO.
• Marketing structure does not support lead generation.
• Little alignment with sales.• CRM not used as a mandate.• Marketing automation or Email
marketing tools used for single drop campaigns.
Reporting & Metrics:
# of leads sent to sales
• Annual marketing plan aligned with bus plan limited alignment across revenue
• Quarterly campaign plans in place• Marketing Director reports to CEO in
parallel to other functions• Roles and responsibilities well
defined. • Sales and marketing have a
“revenue” relationship• Staff compensation is not aligned
with revenue performance• CRM and marketing automation
tools are integrated• Multi-channel integrated campaigns
Reporting & Metrics:
% and $ of leads provided to salesCost per lead
• Marketing plan aligned with business planning
• Quarterly campaign plans are aligned with revenue objectives and ROI expectations
• CMO is on the leadership committee.• The team’s compensation is based on
revenue and marketing performance.• Processes are well defined.• Synergy between sales and marketing• CRM, marketing automation and
business intel systems exist and are integrated.
• Repeatable, predictable and scalable programs
Reporting & Metrics:
Reporting is focused on revenue metrics: CLV, retention rate, churn, conversion rate, cost to acquire, ROI, etc.
• Traditional marketing (4Ps)• Tactical • Little data collection• No customer personas• Sales and marketing work in silos• Marketing in a “service” role• No clear JDs• Few or no processes• Email marketing tool• Focus on “branding” & advertising
Reporting & Metrics:
Measured on costs & number of activities
CRAWL WALK RUN LEAP
Source: The Growth Engine