Do More with Less: Put Marketing Operations to Work in your Department
AMA Webcast Sponsored by Aquent – January 24, 2008
Presenter
Presentation Notes
Marla, thank you for the introduction, and a very warm welcome to all of you from coast to coast who have joined today’s American Marketing Association webcast. And thank you to Ed Krug of Aquent Consulting for the invitation to speak today. Aquent and MarketSphere believe that you CAN do more with less, if you have the right processes, technology and organization structure in place. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
The MarketSphere Enterprise Marketing Management (EMM) Practice addresses the needs of the Chief Marketing Officer (CMO) and the marketing organization.
Our unique transformational approach combines process and organizational change with adoption of new marketing automation technologies that drive customer, financial and operational insights, more effective marketing programs and a higher return on Marketing Investment (ROMI).
MarketSphere services include vision and roadmap development together with software selection, marketing process improvement, software implementation and product training for the Aprimo® and Unica® EMM product suites.
Presenter
Presentation Notes
A little about MarketSphere… We are a traditional management consulting firm with a dedicated practice aligned with the Chief Marketing Officer and the marketing organization – our clients are some of the largest companies in terms of sales revenue and market leadership. Our mission is to help our clients create more effective marketing organizations – to do more with less, AND to do it better. We refer to our approach as “Marketing. Transformed.” with an eye towards the future. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Doing More with Less: Put Marketing Operations to Work in Your Department
• Challenges for marketing in 2008• A Blueprint for Marketing Operations• From the experts – our guest speakers
– Eric Siano– Melanie Harrison
• Taking the Next Steps• Reference information• Q & A from the audience
During the webcast ahead…I’ll talk about the event that launched my awareness to improving marketing operations, and then set up the corporate and market issues that have combined to make marketing an extremely complex organization today. I will lay out MarketSphere’s blueprint for a marketing operations function, and then 2 of my colleagues will talk about their experiences in managing marketing operations, and give us some advice about dealing with issues like roadblocks and change itself. My hope is that when you disconnect from the webcast, you will have an idea about how marketing can change to meet the challenge of doing more with less, and have the reference information to help you continue on your path to self-education. If you have questions, I encourage you to send them in during the webcast, by using the chat function located on the lower right of the WebEx screen. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Mayer G. Becker• 25-year career in marketing• Director of Marketing – American Bar
Association• Director US Marketing
Communications, Computer Associates Inc.
• Director, Corporate Marketing -Tribune Company (In-house CRM & agency)
• VP Marketing – Telenisus Corp.• Director of Marketing
Communications (Global), United Airlines Inc.
• Chicago AMA Chapter Member National Practice DirectorEnterprise Marketing Management
MarketSphere Consulting LLC
Presenter
Presentation Notes
I am a career marketer who was called into the Executive Vice President’s office one morning and told, “take over Marketing Communications in 30 minutes.” There was no Marcom function at the time, so I had to create it. From that moment, I became fascinated with the operation of marketing. And, while I have served in many other roles during my career, none has been as exciting as seeing change happen in an organization with 2000 projects annually. The challenge that lay ahead of me that day was daunting, as I look back, and I am sure many of you feel the same way when you confront your own challenges. Nothing was in place, priorities were set by the marketing manager who could yell the loudest, or by the product manager who was the craftiest at getting something done by our writers and artists. There were always a lot of baked goods floating around the Marketing Communications work space. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
A vignette from the past
Mutli-national software company with 375 products/16 product lines• Problem: Marketing materials needed to support field sales activities were almost
never on-time, direct mail was dropping late, there was “chaos” and not order in the MarCom area as priorities changed hourly. Late fees were the routine and staff was stressed.
• Challenge: Establish a process that ensured all marketing materials are created and distributed on time to meet marketing objectives.
• Solution– Established standards and key milestones for each type of activity– Established a quarterly planning process – forward looking 4 quarters (2/2)– Built a home-grown Marketing Ops application that organized projects and
provided reports and status to all marketing stakeholders (published weekly on Monday)
– Enlisted EVP Marketing to support change
Presenter
Presentation Notes
At this company, there was no marketing activities plan, no idea of what was coming next, no idea of what was important and what was not important. In a nutshell, if our company attended a trade show (and we often spent $1MM per show), there was no guarantee that all of the materials needed for the show would be ready. Or, if we launched a direct mail offer, clients and prospects would hear about it before any of our more than 850 field sales people. We routinely paid rush charges to our agency, printers and fulfillment house, and our team members were always stressed. To get started, the Marcom team members established standards for each type of activity: direct mail, for instance, required a 12 week work effort. They established key milestones; for instance, when the first draft had to be finished, in order to make our “drop date.” Next, we installed a planning process, and called in each of the 15 product line teams to meet with us. We looked out over the coming year, noted key industry events, like trade shows, and planned product launch dates. The key dates for the next 2 quarters were firm, and we “penciled in” key dates for the following 2 quarters. From this we built an integrated calendar for the year ahead, across all 16 product lines, and applied the standards and milestones, and there, we had an operating plan. Finished? No, not yet? Our Marcom team kept their schedules in a spreadsheet, which as you know is the “official application” of marketing. It was impossible to manage an integrated schedule of this complexity using just a spreadsheet. So, we built our own operations management application, simple as it was, using Lotus Notes, poured in all of the projects, applied the milestone dates, and had an incredibly comprehensive, and integrated view into our department’s operations. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Problem-solving results
HelpPeopleChange
ApplyTechnology
ImproveProcess
4 Qtr Planning Horizon
Integrated Calendar
Standards
Management tool to track projects
Reports based on Milestones
Weekly Report & Red Flag Status
EVP Support
Deliver as Promised
Result: 90-day changeover to a full plan, delivery of 89% of all projects on time within 12-months (versus 50%), reduced rush charges $900K, earned new revenue of $10MM from direct mail.
Presenter
Presentation Notes
The results became obvious over the next 12-15 months: the team was able to improve “on time” delivery of projects to 89% from 50% and reduce rush charges by $900,000. By focusing on operational excellence, we got more direct mail out in time, and let our reps know what was coming. As a result, we added $10MM in new revenues through direct mail to the top line in 15 months. While we didn’t recognize it as such, it was a 3-step approach: improve the processes, apply technology and then help the people change and adapt. I will always remember it as a good example of how to make marketing operations more effective. One of the most important reasons for our success was the support from the head of marketing. When we implemented the process, some of the marketing managers with late projects tried to “jump” the schedule – and when I sent enough of them to see the vice president for an exception, well, the requests became few and far between. A side benefit to implementing a more formal process was the relief it brought to the Marcom staff; they no longer were bullied by the product managers, and became a much happier group. But, the baked goods in Marcom dried up. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
That was a few years ago, but the pressure on marketing to do more with less continues. Here are some of the most common issues that our clients are dealing with day to day, both internal to the company, and external to it. These issues will not be new to you, but they represent that marketing is MORE COMPLEX than ever before. There are new competitors, new communication channels like mobile, and an accelerated marketplace that operates 24 x 7. Add to that the limitations on budget and staff that have been a fact of life for the past few years, a demand for more accountability into marketing spending, and the disconnect between the languages finance and marketing speak, and you realize you need a better way to run marketing. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Our view is that marketing has 4 traditional roles. Remember, these are roles, and not organizational entities, so in your company, these might not represent operating units. Manage the brand, and communicate the brand promise to the market Develop products and drive innovation within the company Marketing is traditionally the Voice of the Customer, and is expected to Drive Revenue and Manage the customer life cycle. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
What’s missing? Many of you are wondering, “where is Marcom?” “didn’t he forget the budget and finance function?” “what about agency management?” “Which of the 4 buys services?” (CLICK) There are many roles and functions that marketing must perform IN ADDITION TO the traditional 4 Roles. As I mentioned in an earlier slide, marketing is more complex today than it has ever been. It’s time to consider rounding up all of these “other” functions of marketing into a single organization… (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
• Operations is often overlooked as an integral part of marketing• Marketers are skilled brand builders, product developers and managers,
and campaign managers, but not necessarily “supply chain” or operations experts
• Traditional marketers are not professionally trained in project management– Marketing Communications, Marketing Services or agencies often
serve as the de-facto project manager– Calendars and projects are not integrated into a single, comprehensive
and holistic view of marketing activities• Software applications specific to marketing management have been
available for only a few years– Status is correct until one minute after you ask for it.– “Why would I need automation. I have it all in my head!”
Presenter
Presentation Notes
Why Marketing Operations? It’s an essential, but often overlooked, part of the business of marketing. As marketers we excel in one or more disciplines like direct marketing, advertising or public relations. We learn those skills to perfection, but have to learn “operations” on the job. We build brands, develop and manage products, and execute campaigns. Typically, we do everything in our respective “silos.” We often depend on the Marcom team, or our agencies, to build and run a schedule. In this typically silo’d approach to running marketing, there is rarely a single, comprehensive view of everything marketing is working on. And more typically, we don’t always know if what we’re doing is what is needed. The CEO of a global company I worked for asked to know everything marketing was doing to support the launch of a new product. The vice president of marketing had his assistant circulate a spreadsheet for everyone to fill out. And this was only 2 years ago. As you all are painfully aware, status is correct until one minute after its asked for! Knowing what I knew then about the availability of software for managing marketing operations, I described the benefits to my finance and operations manager at this same company. Her response, “why would I need automation. I have it all in my head.” (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Marketing Operations Partners Study
Measure Marketing ROI & Demonstrate Value
Balance of Marketing Strategy & Tactics
Common Goals for Marketing Success Tied to Other Groups
73%
60%
Justify Marketing’s Role & Contribution to C-Level Executives
There are more than a few companies who have already created Marketing Operations functions within their Marketing departments. Gary Katz of Marketing Operations Partners, a consultancy in Silicon Valley, and his team conducted a study in the Fall of 2007, which he was kind enough to allow me to use today. When asked about priorities for this new function, 73% of respondents to the survey said that “measuring marketing ROI and demonstrating value” was the first priority. This is often the heart of a problem that has been with us since marketing was created as a department. Someone is always asking, “what are we getting for our money?” This question is usually being posed by the CFO and sometimes the CEO. Marketing has traditionally been viewed as a cost center, and is only now changing its orientation to a center of excellence, and value. But as you can see from the answer to Gary’s question, marketing is still defending its contribution to the company. 60% of the survey respondents said it is the “balance of marketing strategy and tactics,” which speaks to the importance of Marketing Operations serving a governance role, which I will be talking about in a few minutes. I encourage you to contact Gary and order a copy of the study. His organization’s URL is listed at the end of this presentation. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Doing More with Less: Put Marketing Operations to Work in Your Department
• Challenges for marketing in 2008• A Blueprint for Marketing Operations• From the experts – our guest speakers
– Eric Siano– Melanie Harrison
• Taking the Next Steps• Reference information• Q & A from the audience
Marketing Operations should be at a reporting level equal to the other 4 roles. I cannot suggest titles, but if the other functional heads are Vice Presidents in a large corporation, the head of Marketing Operations should be a VP. This will ensure the proper level of visibility and authority that goes with the responsibility of managing the operations of the department. Think of this role as a chief of staff to the Chief Marketing Officer. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
• Establish, manage and report on the linkage of objectives with results
What should Marketing Operations do?
Corporate Objectives
Marketing Objectives
Marketing Budget
Programs & Activities
Results
Presenter
Presentation Notes
MarketSphere recommends 4 key responsibilities for a Marketing Operations function: By far the most important task is to establish the alignment of marketing activities directly with the business objectives of the company. This should be done all the way down to the program and activities level and matched with the related budgets, and resulting program results. While this can be accomplished through spreadsheets and other financial reports, a better way is through a software application called Marketing Resources Management, which, with analytical tools and dashboard utilities, would provide the CMO and marketing leadership with a means to answer any question posed by the CEO, CFO or the Board regarding marketing spend and return on investment. These tools, and information, would allow marketing leaders to better respond to changes in the market, and better understand where to invest marketing dollars. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
• Establish, manage and report on the linkage of objectives with results
• Run the marketing “business” (Project Management Office)
• Manage and optimize resources (Marketing Governance)
• Make it easy for everyone else to get their jobs done!
What should Marketing Operations do?
Corporate Objectives
Marketing Objectives
Marketing Budget
Programs & Activities
Results
Presenter
Presentation Notes
The second role to be played by a Marketing Operations function is to run the business. This can be characterized as a Project Management Office, or PMO. Third, Marketing Ops should manage and optimize resources, which is the marketing budget, and staffing. In this marketing governance role, and using the financial and operational information and analysis available, Marketing Ops recommends to the CMO and marketing leadership the asset allocation that creates the most impact and highest return. Finally, a Marketing Ops function should make it easy for everyone else to get their jobs done! Wouldn’t it be a great day when a brand manager could call up all the relevant financial information and project status without having to track it down in six different places? MarketSphere worked with a company last year where the head of an in-house creative team of 75 asked half-jokingly if GPS units could be attached to job jackets because so many became lost! (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
This, then, is the functional model for Marketing Operations that we recommend to our clients as a starting point for discussion. Before I go further, let me emphasize that this is NOT an organization chart, though I personally wish it would be. This is about roles, responsibilities and measures for success. This shouldn’t take away the glamour, or primary responsibility of the other 4 roles. Instead, it should focus the spotlight on them by giving them the tools and information to do what they do, only better. Within marketing operations are 6 areas of responsibility, the PMO, Budget & Finance, Shared Services, Supply Chain, Technology Support and Human Resources, and I will take a few minutes to describe each. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Marketing Planning/Project Management Office• Create and monitor the annual Marketing Plan• Create and monitor the integrated Marketing Calendar• Work with Brand, Product/Innovation, Voice of the Customer and Life Cycle
Marketing to translate corporate goals into action plans• Hold quarterly reviews in conjunction with the CMO• Monitor and publish reports and dashboards that combine customer,
operational and financial metrics and Key Performance Indicators• Key Technologies: Marketing Resources Management (MRM), Marketing
Performance Management (MPM)• Measurement: On-time and on-budget performance of action plans in
conjunction with assigned managers
MarketingPlanning/PMO
Presenter
Presentation Notes
First is Marketing Planning, and they should serve as the project management office, or PMO. We put this function first because it is the most important, and closely tied to Budget & Finance. This team creates and monitors the annual marketing plan and builds the integrated marketing calendar. They work with the rest of the organization to translate objectives into action plans, and monitor progress through a series of quarterly reviews with the CMO and the heads of the other functions. The PMO coordinates all marketing activities, and its most important tool is the Marketing Resources Management (or MRM) application. Within MRM are the capabilities to link objectives with activities, track financial performance against goals, and measure key performance indicators. There are 2 leading vendors of MRM, Aprimo and Unica, and you can learn more about them by visiting their websites. Adding a performance management application or business intelligence tools like Business Objects, Cognos, or Hyperion, will give marketing leaders the right information to make informed decisions. If you’re wondering what information to capture and track, start by reading a book authored by Pat LaPointe entitled “Marketing by the Dashboard Light” or visit his website, which is mentioned on the resources page at the end of this webcast. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Budget and Finance• Manage and control the marketing budget• Monitor and report financial and operational metrics• Translate “finance speak” into “marketing speak”• Assist Marketing Planning with mapping of corporate objectives to budgets,
and results• Recommend to CMO the optimal allocation of marketing dollars• Provide Sarbanes-Oxley oversight• Measurement: performance against plan(s), increased Y-O-Y ROMI
Budget &Finance
Presenter
Presentation Notes
Second in importance is Budget & Finance, and they should be responsible for marketing governance. In addition to managing the budget and producing operational and financial metrics, this team translates between the language of finance and the language of marketing. Finance frames its conversation in terms of the general ledger, while marketing computes and uses life-time value of a customer over a multi-year period, response rates, click-through rates, or cost per acquisition. I had the challenge a few years ago to reduce my Marcom budget by $500,000. I had no tools to help me understand which line items to cut, for instance, postage, so that disruption to campaign results would be minimized. Do I cancel 5 direct mail pieces, or 20 emails or some combination? My team and I accomplished the reduction by sitting around with pad and paper, calculators, lists of objectives and promised results, and financial statements. The budget and finance team should have the tools to map corporate objectives to marketing budgets, and by monitoring results, recommend to the CMO and marketing leadership how to optimize marketing spend across the various tactics and channels. The finance team should participate in the quarterly reviews that the PMO conducts, and help guide any necessary mid-year corrections. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
– Graphic arts and writing– Web and email operations– Marketing research & analytics– Traffic and production management
• Manages day-to-day relationship with Agencies of Record• Manage or coordinate with other marketing-related functions like Customer
Service, Call Centers, or Fulfillment Centers• Maintain labor standards and hire the optimal mix of staff, freelance and
agency resources• Maintain service level standards and enforce brand consistency• Measurement: reduce cost of marketing while improving service delivery to
other marketing units
SharedServices
Presenter
Presentation Notes
The third functional area within Marketing Operations should be Shared Services. This is at its core marketing communications and the in-house creative function. However, shared services goes beyond those functions to include management of all agency relationships, and coordination with all organizations related to marketing, like customer services, which might report to a different entity. The second responsibility of Shared Services, and equally important, is to build and maintain a labor model that projects the need for various types of skills. The forecasted need for resources can be determine with the help of the integrated activities calendar, built in the Marketing Resources Management applications. From this model, Shared Services, working together with HR, can recommend the appropriate level of agency resources, freelancers and staff to meet the projected needs of the Marketing department. It’s not possible today to cover the topic of how to build a labor forecasting tool, but Aquent Consulting can help you understand how to do this, as it is one of their capabilities. Finally, the Shared Services team needs to promote and protect brand standards, maintain a high service delivery level, and contribute to the reduction in overall cost of marketing by working more efficiently. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Supply Chain and Purchasing• Liaison to Corporate Purchasing• Vendor negotiation for agencies and suppliers• Optimize marketing spend
– Consolidation of vendors– Periodic review of vendor agreements
• Measurement: Year-over-year reduction in marketing expense budget through prudent management of suppliers
Supply Chain/Purchasing
Presenter
Presentation Notes
4th…Marketing Operations should include a supply chain management role working closely with the corporate purchasing department. 60 – 75% of a company’s marketing budget buys goods and services to support the marketing effort. Since the passing of Sarbanes-Oxley, and with a desire for more accountability from the CMO, marketing spend has come under intense scrutiny in the past few years. Marketing Operations should understand the unique needs of marketing for buying agency services, printing and production, media and promotional merchandise, to name a few. The Supply Chain team can then set about to consolidate vendors if possible, work with Shared Services to optimize and manage agency services and fees, and work to reduce the overall cost of purchased goods and services year over year. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Technology Support• Liaison to Information Technology (IT) organization• Liaison to software and technology vendors• System administrators (“power users”) for Marketing Resources
Management (MRM) software and all other marketing automation software (i.e. Brand/digital asset management, digital fulfillment, campaign management, analytics and business intelligence tools)
• Manage a marketing software users group• Develop and implement a long-range Enterprise Marketing Management
strategy and roadmap• Measurement: Achievement of service levels and degree of user
satisfaction
TechnologySupport
Presenter
Presentation Notes
5th. Technology Support is essential to the work of marketing, and this part of Marketing Ops should maintain a link with the IT department, and serve as liaison to the software and technology vendors providing solutions to marketing, like Aprimo and Unica. In practice, IT often assigns a director or manager from within their organization to support Marketing. This person, or team, should report on a dotted line basis to the head of Marketing Ops. Better still would be that these employees are in Marketing, with a dotted line back to IT. This team should administer the MRM software and other marketing automation tools, and support all of the power users. And, they should organize and run a marketing software users group to further training and user adoption goals. Finally, though not least, this group should develop and oversee implementation of a long-range marketing automation roadmap, linking the various systems that support marketing, like CRM, campaign management, or brand asset management, into a single Enterprise Marketing Management strategy. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Human Resources• Liaison with Human Resources organization• Create overall plan for marketing talent based on projected long-term need• Recruit talent and perform on-boarding• Assist Shared Services in development of labor standards and skills model• Develop and implement staff development and training programs• Measurement: staff retention level, quality of recruiting pipeline
HumanResources
Presenter
Presentation Notes
Finally, Marketing Ops should have a Human Resources function, with a link to corporate HR. HR should create a long term plan for marketing talent, both for the traditional 4 Roles, and for Marketing Operations. A labor standards model is crucial to balancing staffing levels between staff, freelancers and agencies, and should be developed in cooperation with the Shared Services leadership. As well, the HR function should develop plans for training and professional development, especially along the lines of improving the skills of marketers as project managers. And in discussing Human Resources, we have a good segue into the question, “Who is the new marketing operations professional?” (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Marketing operations staff
A new and exciting area for professional development• Recruit from within the marketing department• Recruit from other parts of the company (i.e. IT or engineering)• Recruit from agencies• Fund training for:
– Professional Project Management certification training– Six Sigma for Marketing
Presenter
Presentation Notes
The new marketing services professional is among other things a strong project manager, financial manager or operations leader. Marketing Ops creates a new and exciting area for professional development – and you should look to others within marketing to initially fill the new roles, or transition their current roles. As positions come open, you can recruit from elsewhere in the company, or look at agencies. No matter where an employee comes from to take up a Marketing Ops role, they should be given the chance to develop and improve their project skills, or take up a Six Sigma in Marketing certification if the company has adopted Six Sigma. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Expected outcomes
• Correct linkage between company strategy and marketing tactics• Better Insight into marketing’s return on investment and performance
across product lines, markets and time periods• Forward visibility into an integrated marketing calendar, knowing what is
important, and what is not• “New money” from reduced cost of re-work and consolidation of vendors• Higher work-place satisfaction and growth opportunities for staff
HelpPeopleChange
ApplyTechnology
ImproveProcess
Vision &Roadmap
Presenter
Presentation Notes
In the past few minutes, I’ve laid out MarketSphere’s blueprint, and outlined what we believe to be the key responsibilities of the 6 areas of Marketing Operations. What can you expect, then, from your efforts to build this function within Marketing? Remember the first example I gave from my past, when our Marcom team re-engineered the planning process and brought order to chaos? It was a straightforward approach: improve the process, apply technology and then help people change. With much experience behind me now, I think it is important to add a Vision and Roadmap step before these. In looking back we did have a goal in mind of becoming more organized, and therefore, more effective marketers. But we did not sit down to write up a roadmap, we just did it. Today, the stakes are higher, and marketing is a more complex discipline. It is imperative, therefore, to have a vision laid out along with a roadmap of how to get there, before setting off to do it. This vision is one that the CMO must and should buy into, and be your executive sponsor. For each client, MarketSphere creates a business case with expected outcomes, so your company’s results will likely be different from another company’s. From improved processes, up-to-date technologies, and better information, you can expect to understand how each activity marketing undertakes relates to the higher goals of the company, and have better insight into marketing’s return on investment. And, as a result of better vendor management and with the marketing automation tools I described, “new money” – and I have heard of 15-25% - becomes available to fund additional marketing programs. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Development, General Motors• Digital Marketing, General Motors
National Practice DirectorEnterprise Marketing Management
MarketSphere Consulting LLC
Presenter
Presentation Notes
First, Eric Siano, who has been involved in massively complex marketing operations in a global setting. His passion is breaking down the roadblocks to change and he will speak to that issue. Eric will be available during the Q&A to answer your questions. Eric… (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
• Marketing Operations helps companies to:– Ensure that success can be measured and replicated – Leverage systems and processes to enable consistent performance – Run marketing department like a business unit
• But you will encounter internal barriers..– Communication– Strategic positioning– Metrics– Change in status quo– Adoption– Budget Impact– Change in marketing mix– Change in vendor relationships
Presenter
Presentation Notes
Eric Siano speaks (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
transformation initiatives, including:– Multi-year marketing project to
achieve multi-million dollar program benefits through the implementation of a leading Marketing Resource Management platform
– Post merger integration of disparate business and consumer marketing execution processes
• Director - Marketing Effectiveness, Sprint Nextel
Business Development DirectorEnterprise Marketing Management
MarketSphere Consulting LLC
Presenter
Presentation Notes
And now Melanie Harrison. Melanie has been at the forefront of change at a company going through radical change – the merger and integration of two large companies. Her passion is change management and she will speak to that issue. Melanie will be available during the Q&A to answer your questions. Melanie… (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
• Aberdeen“Aberdeen research reveals a combination of marketing automation technology and organizational practices are necessary to help address issues with marketing performance and measurement.”
• Forrester Research“Firms that set out to build an integrated marketing technology infrastructure but are not ready to take advantage of it organizationally and through their process run the risk of wasting significant money, time and resources.
• Gartner Group”Marketing strategy and processes will need to change radically during the next five to 10 year to support the (CFO’s) imperative to manage costs and the (CEO’s) imperative to drive revenue.”
• Marketing Operations Partners“The companies identified as Marketing Operations Best Practice Firms have a formal MO function with broad scope and strategic emphasis.” (2007 Marketing Ops Study)
Presenter
Presentation Notes
I’ve presented MarketSphere’s view, but I want you to know that improving marketing effectiveness through process and organizational change is top-of-mind with some of the leading industry analysts who follow these issues (and they are in alphabetical order so as not to show preference…): Aberdeen hits a home run from our perspective; their research speaks to the need to combine adoption of technology (in this case marketing automation) with organizational and process change. Forrester Research created the concept of a Marketing Technology Backbone in 2004. Looking from the technology perspective is how many approach change, but as they noted, the organizational view is critical. Gartner Group defined the Enterprise Marketing Management (or EMM) suite of software several years ago, and continue to track the key vendors. Late last year they listed the Top 10 Marketing Processes for marketers to consider automating in the coming 5 years. At the beginning of the report, they pointed out the need to consider changing strategy AND process RADICALLY in order to achieve the best results of automation. Finally, Marketing Operations Partners, a consultancy I mentioned earlier, found that Best Practice companies in their study all had in common a broad scope of responsibility for marketing operations within the Marketing Organization. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Doing More with Less: Put Marketing Operations to Work in Your Department
• Challenges for marketing in 2008• A Blueprint for Marketing Operations• From the experts – our guest speakers
– Eric Siano– Melanie Harrison
• Taking the Next Steps• Reference information• Q & A from the audience
• Educate yourself and your peers– Learn about available Marketing Resources Management and other
EMM software applications• Aprimo• Unica
• Find a corporate objective that would benefit directly from a more operationally effective marketing department
• Engage an executive sponsor• Partner early with IT and Finance• Design a roadmap detailing the steps to be taken• Include programs for change management• Have patience, a lot of patience
Presenter
Presentation Notes
First and foremost, educate yourself and your peers! By attending today, you’ve already taken the first step to learning more. There are several industry conferences you can attend, and there are several software companies like Aprimo and Unica that offer webcasts and seminars about improving marketing effectiveness. One of the easiest ways to get any initiative funded is to show how it will help accomplish a key company objective. With that goal in mind, find and engage an executive sponsor who will be your advocate, and who will perform the necessary blocking and tackling to make the project successful. Reach out and engage IT and Finance very early; they can be powerful allies, or create stumbling blocks later in the process. Design a roadmap for creating a marketing automation function. If you don’t think you can create your own, consulting firms like Aquent and MarketSphere can help you. And make sure you include a plan for change management. �Finally, have a lot of patience. Many companies both large and small are going through this transformation, and it’s well worth the effort, but it is, nonetheless, an effort. (SLIDE)
AMA Webcast Sponsored by Aquent: Doing More With Less: Put Marketing Operations to Work in your Department
Doing More with Less: Put Marketing Operations to Work in Your Department
• Challenges for marketing in 2008• A Blueprint for Marketing Operations• From the experts – our guest speakers
– Eric Siano– Melanie Harrison
• Taking the Next 5 Steps• Q & A from the audience• Reference information
For more information, contact:• Aquent www.aquent.com• MarketSphere emm.marketsphere.com• Destination CRM (Marketing Automation) www.destinationcrm.com• Henry Stewart Conference on Marketing Operations
www.damusers.com• Ian Michaels / Aberdeen Group www.aberdeen.com• Suresh Vittal / Forrester Research www.forrester.com• Kim Collins, PhD. / Gartner Group www.gartner.com• Gary Katz / Marketing Operations Partners www.mopartners.com• Pat LaPointe / MarketingNPV www.marketingnpv.com• Aprimo Inc. www.aprimo.com• Unica Corp. www.unica.com
Presenter
Presentation Notes
Aquent and the AMA will make these slides available for download from their websites, and you’ll have these links for more information. (SLIDE)
My thanks again to Ed Krug and Aquent Consulting for sponsoring today’s webcast and to the American Marketing Association. Thank you for attending today, and goodbye from Chicago. (SLIDE)
