From Tactical to Strategic Marketing Carl Robertson

Carl  Robertson  

m:  33  (0)6  62  90  57  47  

e:  carlprobertson@hotmail.com        

   

@carlprobertson  

About me

Carl has over 18 years of experience of building award-winning brands across a variety of geographies and cultures. With experience in the residential, SME and multinational markets, his previous roles have covered product management, sales and marketing for Xerox, SITA, Equant, Orange and most recently, serving as the Chief Marketing Officer & VP Product at Colt, a $2 billion cloud and IT services company. Since 2013 as a consultant Carl has been helping customers drive their marketing transformation.

Tactical marketing

•  Silo  organiza@on  •  No  marke@ng  champion  •  Immature  sales  

alignment  •  Limited  ROI  metrics  •  Single-­‐touch  campaigns  •  Unbalanced  structure  &  

budget  •  Generalist  skills  •  Manual  /  data  gaps  

Tac/cal    

   

Success  measured  by  cost  

30%  

Earning the right to move up the value chain

Execu&ve  endorsement  Link  to  transforma&on,  growth  &  customer  

Credibility  

Communicate  Bring  pride  back  to  marke&ng  

Clear  Vision  

Within  marke&ng  –  process,  tools  &  people  Across  business  stakeholders  (sales,  IT,  products)  

Alignment  

Marke&ng  audit  –  rigorous  aGen&on  to  detail    Decisions  driven  by  metrics  &  industry  benchmarks  

Metric  based  

Outbound  &  inbound  marke&ng  New  marke&ng  skills  –  generalists  to  specialists  

Innova/on  

Building the foundations on solid benchmarks

Marke@ng  as  a  %  of  Revenue  

1.3%  -­‐  2.4%  

Source:  SiriusDecisions  

%  split  of  total  budget    (spend  vs  headcount)  

60%  I  40%  

Sourced  Sales  Pipeline  

30%  Influenced  Sales  

Pipeline  

70%  

40%    Lead  Genera@on  

35%    Enablement  

25%    Awareness  

Marke@ng  Mix  

Implementing a new marketing model

Marke@ng  Opera@ons  (Data)  

Marke@ng  Shared  Services  (Demand  Centre)   Digital  &  Content  

Marke/ng  Effec/veness  

Pipeline  &  Revenue      

Field  Marke@ng  

Large  Enterprise  

SMB  

Wholesale  

Product   Ver@cal  

Campaign  Managers  

Channel  Enablement  

Awareness  &  Reputa@on  

Brand  &  Adver@sing  

External  Communica@ons  

Customer  Experience  

Internal  Communica@ons  

Performance marketing

•  Silo  organiza@on  •  No  marke@ng  champion  •  Immature  sales  

alignment  •  Limited  ROI  metrics  •  Single-­‐touch  campaigns  •  Unbalanced  structure  &  

budget  •  Generalist  skills  •  Manual  /  data  gaps  

•  Marke@ng  integrated  •  Execu@ve  representa@on  •  Demand  funnel  /  lead  

scoring  /  nurturing  •  Revenue  dashboard  •  Mul@-­‐touch  campaigns  •  Content,  social  &  mobile  •  Specialist  skills  •  Marke@ng  automa@on  •  Segmenta@on  

Tac/cal    

Performance  

Success  measured  by  cost   Success  measured  by  revenue  contribu2on  

55%  

30%  

   

Creating a common language with sales

Engaged   Prospect  Marke@ng  Qualified  (MQL)  

Sales  Accepted  (SAL)  

Sales  Qualified  (SQL)  

Purchase  

Nurturing

No  lead  leN  behind  

The  number  of  @mes  a  customer  will  “touch”  a  vendor  before  making  a  

purchase  

5  -­‐  21   78%  Start  buying  process  with  a  web  search  

60%  Sales  cycle  over  

before  a  buyer  talks  to  a  sale  person  

Buying  process  increasingly  influenced  by  marke/ng  

7  Touches  to  convert  a  cold  lead  into  a  sale  

Source:  SiriusDecisions  &  4th  annual  Consumer  Insights  Survey  

Demand  Funnel  

10%   44%   28%  

Strengthening the revenue cycle

ATribute   Value   Score  

Title   Director  or  VP   +12  

Industry     Finance,  Media,  Energy   +10  

Purchase  Authority   Decision  Maker   +15  

Company  Revenue   >  500  million   +10  

Product   Using  solu@on   +15  

Timeline   Iden@fied  <  3  months     +12  

Demographic  Scoring  

Behavioural  Scoring  ATribute   Score  

Visit  pricing  page   +10  

Downlaod  whitepaper   +12  

Watch  demo   +10  

Nega@ve  social  media   -­‐4  

Visit  career  page   -­‐2  

50+   24-­‐50   0-­‐25   0  

1   2   3   4  

50+   A  

24-­‐50   B  

0-­‐25   C  

0   D  

Inden@fying  Sales  Ready  Leads  Behaviour  

Demograph

ic  

“Companies  that  automate  their  lead  management  processes  will  increase  conversion  rates  by  50%”  Gartner  2013  

Source:  Marketo  

Demonstrating the business value through revenue metrics

Metrics   Automa/on  

•  Trusted marketing metrics are a key step to make marketing a revenue driver, not a cost center

•  Focus on financial metrics; Avoid vanity & cost metrics

•  Design & promote a stand-out dashboard

Source:  Marketo  

Strategic marketing

•  Silo  organiza@on  •  No  marke@ng  champion  •  Immature  sales  

alignment  •  Limited  ROI  metrics  •  Single-­‐touch  campaigns  •  Unbalanced  structure  &  

budget  •  Generalist  skills  •  Manual  /  data  gaps  

•  Marke@ng  integrated  •  Execu@ve  representa@on  •  Demand  funnel  /  lead  

scoring  /  nurturing  •  Revenue  dashboard  •  Mul@-­‐touch  campaigns  •  Content,  social  &  mobile  •  Specialist  skills  •  Marke@ng  automa@on  •  Segmenta@on  

•  Company  wide  integra@on  •  Marke@ng  technologist  •  Customer  journey  /  

personas    •  Balanced  scorecard  •  Mul@-­‐touch  ROI  •  Agile  marke@ng  •  Predic@ve  analy@cs  /  big  

data  •  Market  crea@on  

Tac/cal    

Performance   Strategic    

Success  measured  by  cost   Success  measured  by  revenue  contribu2on  

Success  measured  by  customer  &  market  crea2on  

15%  

55%  

30%  

Answering strategic questions through the customer journey

Customer    Journey  

Who are my most valuable customers/prospects?

What is their customer Experience?

How can I make their experience exceptional?

What touchpoints most impact customer success?

Are we delivering the desired experience?

Who are the different decision makers?

What content do my customer value

How do we differentiate ourselves

What skills do we need to be effective?

How to improve productivity?

Aligning the demand funnel & customer journey

Engaged   Prospect  Marke@ng  Qualified  (MQL)  

Sales  Accepted  (SAL)  

Sales  Qualified  (SQL)  

Purchase  

Awareness   Interest  Learn   Evaluate  

Jus@fy  Purchase  

Customer  Journey  

Demand  Funnel  

Moment  of  truth  

Mapping buyer roles to the customer journey

Demand  funnel   Engaged   Prospect   Marke/ng  Qualified  

Sales  Accepted  

Sales  Qualified  

Purchase  

Customer  Journey   Awareness   Interest     Learn   Evaluate     Jus/fy     Purchase  

Buyer  Role  

Technical  Buyer  (CIO)  

Economic  Buyer  (FD)  

Cause  Buyer  (IT  Mgr)  

Decision  Maker  (CEO)  

Business  Manager  (Procurement)  

Audience,  Behaviours,  Needs,  Ques@ons,  

Responses,  Objec@ves,  Drivers,  Barriers    

eBook   Webinar   Brochure  Offers  

Datasheet  Case  study  

Welcome  Pack  

Realing the real power of content marketing & data analytics

Key takeaways •  Be  bold,    resiliant  &  ruthless!    •  72%*  of  change  programmes  fail  because  of  mindset  &  

behaviour    •  How  you  communicate  is  more  important  then  what  you  

communicate    

Change  Agent  

•  Can't  be  good  at  everything  so  focus  •  We  are  drowning  in  data  –  what  we  lack  is  true  insight  •  The  customer  journey  will  drive  marke@ng  •  Look  outside,  there  are  some  great  resources    

Beware  the  Hype    

Source:  McKinsey  Quarterly  Performance  Transforma@on  Survey  

•  Focus  on  business  objec@ves  &  financials  •  Know  the  impact  of  each  marke@ng  investment  •  Repor@ng  is  less  important  than  decisions  that  improve  

ROI  

Focus  on  the  Numbers  

Thank You