2009 Marketing Machine Vision (Inbound and Content Marketing) for Unica Internal

Vision Document for Unica OnDemand Marketing/Sales “Machine”

March 13, 2009

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2008 Unica Corporation2

On-Premises versus On-Demand Software Models

TRADE-OFF• Less Flexible• Easier, faster to buy and deploy• Lower up-front costs• Business Led

• Highly customizable• Harder, slower deployment• Larger up-front costs• IT Led

“Off the Rack”

On Demand

“Tailored”

On Premises


In Today’s Marketing Software Market, “Mid-Market” has broad overlap with “On Demand”

On Demand On Premises

Ent

erpr

ise

Mid

-Mar

ket

Appropriate Solution

Com

pany

Siz

e

Unica’s OnDemand Product Line is Primarily Focused on Mid-market

Enterprise will also have interest in it.


The OD/MM Sales/Marketing Model Is Different

Marketing delivers a greater % of pipeline

Marketing carries leads further

Smaller deals means higher volume of deals & leads

Shorter sales cycles

Mar

ketin

g

Sales

Enterprise OnDemand/MM

What doesn’t change? Conversion ratios Use of channel partners (i.e. both use them in

various ways)

E.g. 3000 vs 30,000 Leads Processed/Yr


Work harder to promote retention and expansion

The Sales/Marketing “Machine” Must Work Differently

Use scalable, low-cost means (marketing) to progress prospects instead of high-cost ones (1to1 sales calls).

Tightly managed, well instrumented process to enable continuous improvement

Automated Lead Scoring and Nurturing

SEM

Even

t

Oth

er

Emai

l

PR

Content is King! (i.e. Info Consumption)• Drives leads through SEO and viral • Prospect self-service to lower sales/mktg costs• Engagement lets us learn via web analytics

Search becomes more critical. Other marketing mix may also change.

1

2

4

5 36


What Gaps Must We Overcome? Marketing Automation:

− We aren’t gathering enough insights from prospects’ web behavior

− We can’t automate “lead nurturing” campaigns

− MarketingCentral SFDC instance not merged with Unica SFDC

Resources:− Sales/marketing *budget ratios will differ from Enterprise (FY’10 planning process)

− How do we invest in building future capabilities while still meeting lead commitments?

Content:− Do we have sufficient amount? Is it valuable enough?

− Maintaining “freshness” so that prospects return

Measurements:− Need to define/model the “funnel” (single approach across products)

− Does SFDC + MBD provide the measurability we need yet?

*See next slides for Benchmark Data


Benchmark SummarySalesforce.com (SF), Eloqua (E), Concur (C):

− Pipe Sources: SF=95% NOT from partners and “mainly” marketing generated for Mid-Market; E: 70% from marketing; C: 40% from partners, 40% marketing, and 20% sales.

− SF: Cost Per Lead & Pipe: MM=$50/lead & $200/pipe, ENT=$1000/lead & $5000/pipe.

− SF: Conversion ratios don’t change for MM vs ENT, volumes do (80+% of 25K leads/mo = MM).

− ADRs: SF: Did very little MM outbound calling, lots of lead-maturation. C: Primarily inbound.

− Average deal size & sales cycle: SF: MM=$20K & 3 Months, ENT=$100K & 7 Months E: MM=$40-50K & 3 Months C: $10K & 3 Months

Mid-Market Price Points (Input from Unica Alliances):− Axciom MM (6.5M Customers) $350K Subsc Fee + $140K Data + $140K Services = $630K

− $100M Company will spend $221K on whole solution $121K on IMOD

− $500M Company will spend $360K on whole solution $240K on IMOD

− $1B Company will spend $515K on whole solution $315K on IMOD

Unica Target 40-70% Source

= Marketing

$50-100/lead

Same Conver. Ratios

ADR=LeadMat

Deal size should be larger, cycle is 3-4 Months

* Consider that the marketing software space and channel is unique.


Benchmark Summary

From Benchmark Report of 35 SaaS Companies $5M-225M ’07 Revenues

OMTR FY07: $143M Revenues, S&M Expenses $61M (43%), 713 Employees

Key Take-Aways: Sales = 41.9%, Marketing=20.6% of NB All sizes = 1 Marketer per 3 Salespeople. Direct selling is most popular not reselling. 90%-SaaS spend 3X more on Mkt vs Non-Saas


Proposed Timeline

1. Invest in “building the machine” as part of the 2H’09 MarketingCentral marketing plan

− Strong product + ops, ready sales force, value prop still valid

2. Be ready to support Interactive Marketing OD after early September public launch

3. NetInsight OnDemand after IMOD.

March April May June July August Sept Oct Nov Dec

Plan Build “Machine” for MktgCtrl IM-OD NI-OD?


Proposed Next Steps

Gain alignment around vision for “marketing/sales machine” Identify gaps between vision and current state; develop plan to

close themGenerate specific targets and metrics by modeling the OD/MM

funnelMarketingCentral 2H’09 Marketing Plan: with MC-specific goals

for moving towards the machineIM-OD GTM Plan: with goals for having “machine” in place to

maximize value of September launchAddress gaps by end of fiscal year

AppendixBenchmark Metrics
