Steve Walker & Seth Earley - Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

Copyright © 2016 Earley Information Science1

Understanding the DX Ecosystem & Developing a Marketing Technology Blueprint

Copyright © 2016 Earley Information Science

Seth Earley, CEO

Earley Information Science

CMS Wire’s

DX SummitNov 14th, 2016

Steve Walker, Practice Director

Experis - Global Content Solutions


Seth Earley

Seth EarleyCEO and FounderEarley Information [email protected] www.linkedin.com/in/sethearley @sethearley

• Over 20 years experience in data science and technology, content and knowledge

management systems, background in sciences (chemistry)

• Current work in cognitive computing, knowledge and data management systems, taxonomy,

ontology and metadata governance strategies

• Co-author of Practical Knowledge Management from IBM Press

• Editor of Data Analytics Department IEEE IT Professional Magazine

• Member of Editorial Board Journal of Applied Marketing Analytics

• Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology

Council Metadata Project Committee

• Founder of the Boston Knowledge Management Forum

• Former adjunct professor at Northeastern University

• Guest speaker for US Strategic Command briefing on knowledge networks

• AIIM Master Trainer – Information Organization and Access

• Course Developer & Master Instructor for Enterprise IA and Semantic Search

• Long history of industry education and research in emerging fields


Steve Walker

• 24 years of business and technology consulting, with a focus in Content disciplines.

• Currently Global Content Solutions practice area leader for Experis. Broad breadth of skills including

Customer Experience and Enterprise Content Management arena. His background has included Digital

Experience, Web Content Management, Content Marketing, Collaborative Technologies, Language

Services, Knowledge Management, Social Consulting, and other business disciplines.

“We simplify complex content challenges.”

• Client successes have included small and large clients such as Microsoft, Intel, GE Lighting, General

Dynamics IT, Apple, ChildFund, AllState Insurance, Dell, and International Monetary Fund,

• Specialties: Social Business, Digital Experience Management, Web Strategy, Information Architecture,

Usability, Marketing Technologies, Enterprise Content Management, Web Content Management,

Information Architecture, Business Transformation, Enterprise Application Development

• I am here to help. Connect with me:

Linkedin.com/in/walkersteve

@_SteveWalker

www.slideshare.net/SteveWalker7

experisspark.com/author/stevewalker

ker/

Practice Leader, Global Content Solutions,

Experis

http://www.slideshare.net/SteveWalker7


Agenda

• Introduction and Goals

• Customer Lifecycle and Integrated Marketing

• Defining MarTech Blueprint

• MarTech Blueprint Components

• Discussion


The Marketing Tech Landscape

• $20B industry (IDC)

• Complex ecosystems

• Over 2,000 vendors

• Dozens of categories

• Lots of unknowns:

– System complexity

– Platform integration

– Information architecture

– ROI & time to value

ChiefMartec Gartner

Forrester Luma Partners

Some Perspectives…


Your goals

• Write down 3 goals for the session

• What do you want to leave with?

• What would be most valuable?


Challenges (from survey)

• Too many technologies to achieve big picture vision, not integrated

• Data quality, system redundancy and poor integration across platforms

• Collection of point solutions managed primarily by the business with no holistic assessment of the stack

• Making the most of our technology investment; creating the right content; testing, measuring, optimizing

and scaling

• Learning the tool stack and its composition of various capabilities and how that can relate to what our

Marketing department wants to do.

• Integrations so we can connect data from various legacy and new systems built out by various

departments to achieve marketing's goals

• Too many technology options

• Lack of resources, and lack of alignment between departments that rely on the same resources. It

creates a situation where we often have duplication of efforts

8Copyright © 2016 Earley Information Science, Inc. All Rights Reserved.

Using Metrics & KPIs to Focus Governance

Measuring here (business outcomes)

Measuring here (process indicators)

Enterprise Strategy

Business Unit Objectives

New Business Opportunities

Average Order Size Total Account Revenue

Business Processes Site Traffic Search Relevance

Search

Digital Content

Working & Measuring here (content, IA, taxonomy, search,

data fill, etc.)Web

ContentCRM

Processes enable objectives

L I N K

A G

E

Leads

Revenue Growth

Content supports processes

Objectives align with strategy

CEO: “How will this increase revenue?”

Conversion

Content Scorecards

Process Scorecards

Outcome Scorecards

CTR Fill Rate Content Quality etc.

Digital Team: “How do I know my tool / content / architecture is working?”


Objectives (from survey)

• Hearing how others are tackling this subject, getting buy-in across their organizations, and some idea or

best practices.

• Understanding the best technology options for each stage of the customer journey.

• Templates/direction/blueprints on how to select platforms and vendors

• Learn how to read the various product segments and how some tools can provide advantages over others,

both relative to Marketing needs as well as our infrastructure and technology constraints

• A better mental model/framework to marry our tech stack to our content. A roadmap to make the most of our

investment.

• Get some ideas on coming up with an approach to analyze the current state architecture across sales,

mktg, service, data mgmt & analytics

• Clearer understanding of where to start and what types of external resources might be able to support the

work.

• Understand the ecosystem of marketing tools; what can be achieved. The high level ideas in DX are

understood but the 'how' is not clear.


Why is this so hard?

Fast changing ecosystem

Technology landscape

shifting very quickly

Many inputs to lifecycle

Multiple internal

processes support the customer lifecycle

Flawed constructs

Personalization and

contextualization is the holy grail

but many approaches are

flawed

FUD & market pressure

Vendors claims are not substantiated

but organizations fear losing out

Complex org alignment

Marketing technology

fluency requires corresponding

internal processes and

capabilities

The hard parts are not fun

Governance and core

architecture is neglected as

unsexy

The boundaries of marketing,

customer acquisition, sales,

support and service are no longer

clear.

Customer experience needs to be

considered across the full

lifecycle of the relationship


• Marketing is undergoing a sea change with new approaches,

tools and mechanisms of engagement across the customer

lifecycle.

• Legacy marketing processes will not keep up just as physical

mail did not keep up with email marketing.

• A key component to adopting any technology or evolving a

capability is an understanding of the current state as well as an

understanding of current practices.

Objectives


Simplifying the Process

Understand and map the customer lifecycle

Define customer engagement strategy at each step of that

lifecycle

Survey and assess existing tools and

approaches

Define the future state based on competition, industry maturity and

customer expectations

Assess internal processes with

engagement strategy and technology

landscape

Develop the implementation

roadmap based on enterprise maturity and

high value areas of opportunity


What is a MarTech Blueprint?

• A MarTech blueprint:

– Serves as a “roadmap”

– Defines various technologies

– Articulates supporting processes

– Delivers an optimal customer experience

• Takes into consideration the current

maturity of the organization.

• It begins with the customer lifecycle.


Exercise Structure

• Objective is to show you how to create a blueprint for your respective organization

– This is a framework approach that can be adapted to any organization

– The details of capabilities and technologies will be specific to your organization

– Exercises will allow you to return to your organization to create your blueprint

• Series of 4 exercises with the goal of creating a MarTech blueprint

1. Define your customer lifecycle

2. Discuss capabilities

3. Identify needed capabilities

4. Map capabilities to a maturity matrix and transition to MarTech blueprint

• Logistics:

– 10 teams of 3

– Choose one organization as the subject of your team analysis

Copyright © 2016 Earley Information Science15 Copyright © 2016 Earley Information Science

Customer Lifecycle

The context for marketing technology


Mapping the Customer Lifecycle

Each industry has unique stages of customer engagement with common processes:

1. Learn

• Prospects need to learn about the organization and offering – usually the primary goal of marketing

2. Choose/Select/Make Purchase

• They need to choose, select or make their purchase – typically part of the sales process

3. Acquire

• They need to acquire the product or service –this may be through a dealer, agent, in store pick up, online processes or delivery

4. Use

• They need to use the product or service – product or service usage requires some interaction

5. Support

• They may need to get support, assistance or maintenance while consuming the product or service – use and support can overlap or be distinct parts of the lifecycle

6. Engage

• They need to continue to be engaged so that they can advocate for the product or service – this can be through community development, social media or word of mouth


Mapping the Customer Lifecycle

Learn Buy Get Use Pay Support

Learn Choose Purchase Use Maintain Recommend

Research Choose Apply Process Close Service

Discovery Awareness Consideration Purchase Retention Advocacy

Manufacturing

Each industry has unique stages of customer engagement with common processes

Telecom

Insurance

Financial Services


Exercise #1

Define the Customer

Lifecycle


Exercise #1

Desired Goal/Outcome: Define your customer lifecycle.

1. Think through how your customers interact with your digital experience.

2. Determine 5-6 steps

3. With the provided chevrons, map out your specific digital lifecycle.

4. Identify current tools being leveraged at each stage of the customer lifecycle



Exercise #1

Desired Goal/Outcome: Define your organizational customer digital lifecycle.

Discussion:

• What is the purpose of defining the customer lifecycle?

• What challenges do organizations have around the concept of a customer lifecycle?

• How do we handle adoption/education?



The Information Ecosystem | Experience and Enterprise Processes


Marketing Sales Distribution Service Finance Support

Customer Experience

Enterprise Processes: Departments/Functional Areas

• Event Management

• Webinar tools

• Promotion management

• Social media

• Marketing resource

management

• Inventory

Management

• Supply chain

• Logistics and

Distribution

• Point of sale

systems

• Ecommerce

• CRM

• Web content

management

• Sales Management

• Marketing resource

management

• Knowledge base/

Unsupervised support

• On line

documentation/ help

systems

• Ecommerce

• CRM

• Billing system

• Web content

management

• ERP/ Accounting

• Credit card

authorizations/ EFT

• CRM

• Knowledgebase/

Unsupervised support

• On line documentation/

help systems

• Call center call tracking

• Trouble ticketing

The same type tool or technology can support different stages of the customer lifecycle.

The blueprint illustrates technology and process dependencies across the enterprise.


CAPABILITIES CAPABILITIES

Personaldata

Big Datasources

DATA SOURCES DATA SOURCES

Market data

Product data (PIM)

Purchasehistory

Customer data (CRM)

Operationaldata (ERP)

Clickstreamdata

Service history

Data warehouse

360° View of the Customer Experience

VOC & loyalty programs

Onlinesupport

Social Networks

Site search& navigation

Mobilecommerce

EmailPromotions

TOUCHPOINTS

Internet search

Advertising

Online/in-storemerchandising

Warranty & registration

Call center agents

Customer Lifecycle

Learn

Choose

PurchaseUse

Maintain

Recommend

Understand how my content is being

used across channels

Provide e-commerce capability

Implement lead

scoring

Conduct basic

multi-channel

marketing

Provide interactive and

rich content to expand

product offering

Provide mobile

experience

Provide A/B Testing

Integrated campaigns

across channels


Defining Capabilities


Capability

Capability: digital feature or business function that supports a

stage of the customer lifecycle

For the “Choose” stage of the customer lifecycle, answer:

What are the ways that we can support the customer when they

are selecting a product for purchase?


Define Capabilities

• We have defined the customer lifecycle

• What is the engagement strategy for each stage of the lifecycle?

• What capabilities are required to support the engagement?

Steps to the process:

• Current state evaluation

– How do we currently serve the customer at each stage of the lifecycle?

• Define desired future state

– What are the best in class capabilities that we need to develop? (Based on value discipline,

competitive offerings, customer expectations, technology maturity, etc.)

• Identify gaps in capability

– What are we unable to do with the current technology stack, organizational structures and skills?


Exercise #2

Mapping

Capabilities to the

Digital Lifecycle


Exercise #2

Desired Goal/Outcome: Brainstorm the capabilities needed to support the various phases of the customer lifecycle.

Steps:

1. Review the scenario with your team

2. Brainstorm the digital capabilities that could support the

“choose” stage of the lifecycle.


Exercise #2 – Auto Insurance Scenario – “Choose” Stage

“We are an auto insurance company launching an aggressive new car

insurance pricing model. Our customers already know who we are and we

are focusing on helping them choose the correct plan and options for their

newly purchased vehicle.”

What digital capabilities do we need to move this customer through the

lifecycle?


CAPABILITIES CAPABILITIES

Personaldata

Big Datasources

DATA SOURCES DATA SOURCES

Market data

Product data (PIM)

Purchasehistory

Customer data (CRM)

Operationaldata (ERP)

Clickstreamdata

Service history

Data warehouse

VOC & loyalty programs

Onlinesupport

Social Networks

Site search& navigation

Mobilecommerce

EmailPromotions

TOUCHPOINTS

Internet search

Advertising

Online/in-storemerchandising

Warranty & registration

Call center agents

Learn

Choose

PurchaseUse

Maintain

Recommend

Understand how my content is being

used across channels

Provide e-commerce capability

Implement lead

scoring

Conduct basic

multi-channel

marketing



product offering

Provide mobile

experience

Provide A/B Testing

Integrated campaigns

across channels

360° View of the Customer Experience

Customer Lifecycle

Learn

Choose

PurchaseUse

Maintain

Recommend


Exercise #2

Desired Goal/Outcome: Brainstorm the capabilities needed to support the various phases of the customer lifecycle.

Discussion:

• Who is your organization identifies/defines your desired digital capabilities?

• How do you educate your organization on these concepts?


Aligning Transformation, Vision & Strategy

Digital success requires alignment

with competitive strategy.

Value Discipline

• The primary dimension in which a

company competesfrom The Discipline of Market Leaders – Treacy & Wiersma (1997)

Customer Intimacy

Product Leadership

Value Discipline

Operational Excellence


Example: Nordstrom & Customer Intimacy

Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities are tightly integrated with all parts of the business that serve the customer.

This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes. Most retailers will struggle to do this because they haven’t architected their product or customer data for easy access by the new digital capabilities. Without those core capabilities, integration with and among new digital

capabilities is virtually impossible.

Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT Sloan School of Management.

Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t),” January 14, 2016

“

”


Exercise #3

Identifying Desired

Organizational Digital

Capabilities


Exercise #3

Desired Goal/Outcome: To identify desired digital capabilities.

Steps:

For each stage of your specific lifecycle:

1. Choose 1-2 of the provided capabilities that would align to that stage

2. Place under the appropriate stage in the lifecycle

3. List the capabilities under each stage in order of priority




Exercise #3



product offering

Conduct basic multi-

channel marketing


channel marketing

Provide seamless

experience for buying

product/service online

Keep in mind…1. Capabilities are not comprehensive.2. Challenge and debate what is important.3. Can have capabilities that repeat across steps.4. Keep it to no more than 3.

Desired Goal/Outcome: To identify desired organizational digital capabilities.



Exercise #3



product offering


channel marketing


channel marketingProvide seamless

experience for buying

product/service online

Discussion:• What was difficult about this exercise?

Desired Goal/Outcome: To identify desired organizational digital capabilities.


Alignment of Strategy with Capabilities

• Each competitive strategy framework will define the priorities and imperatives and

therefore capabilities

• What should our future state look like based on our competitive strategy?

• Mechanics will vary depending on strategy

• Maturity can be assessed based on presence or absence of specific elements and

components


Maturity Models

• Origin in military and NASA programs

• Apply to software development, data standards, program management and quality

• Useful for defining current state and determining resources needed to develop future

capabilities

• Adapted for information management, technologies, processes, governance

• Dependent upon marketplace, competitive landscape, customer expectations, organizational

strategy, market differentiation

• Marketing maturity can focus on end user experience, marketing processes, or marketing

technology infrastructure

• Typically heterogeneous in large enterprises

• Greater levels of maturity not always necessary


Assessing Maturity Required before Developing a Roadmap

• Digital maturity contains multiple dimensions – from processes to governance,

core expertise, organizational design and technologies/infrastructure

• Need to assess gaps and capabilities in the context of the customer lifecycle and

customer journey

What is our strategy for:



Assessing Maturity Required before Developing a Roadmap

• Roadmap tells us how far we need to go

• Maturity tells us where we are starting

For a typical enterprise, it can take a year to go

from one maturity stage level to another*

*Depending on model, organization, scope of change, etc.

Do we have the necessary practices,

resources, and tools to get there?


Digital Capability Maturity

Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated

Content and/or Product

Information Management

-Basic content creation -On-going quality monitoring

Common platform

-Product attributes

normalized

-Content/Product data

curated

-Product master data

management, consistent data

cross-channel

-Attributes driven by

customer research & aligned

with user experience

Technology

-Web Content Management

Platform (WCM)

-Analytics platform

-Campaign Management

-Email Management

-Marketing Automation

-CRM

-Advanced WCMS

configuration

-eCommerce

-SEO management tools

-Digital Asset Management

(DAM)

-Order Management

-Cart optimization

-Marketing Management

tools

-Lead Scoring

-Loyalty tools

-Ad Management

-Mobile marketing

-Social Media monitoring

-Community Tools

-Sentiment Analysis

-CRM full tie-in to digital

environment

-Market segmentation tools

Analytics

-Analytics tool setup to

acquire vanity metrics (hits,

etc.)

-Analytics tool setup to track

and evaluate various

channels

-Resource allocation to apply

analytics

-Analytics program setup to

manage/track all digital

behavior.


include multiple data points

along with advanced

interpretation and analysis



along with advanced

interpretation and analysis.

Feedback to all areas of the

organization.

Taxonomy & Navigation-Taxonomy is navigation -Taxonomy leveraged for

facets

-SEO and Taxonomy

integrated

-Taxonomy drives content &

data classification

-Taxonomy optimized for

multiple devices

User

Experience

-Branding and look and feel

consistency

-Responsive Design

-Persona Definition

-Hybrid/Mobile app

development

-Video production support

-Rich interactive content

creation

-User Testing

-Integrated Brand messaging

across channels

-Agile delivery for UI

development

-Advanced user testing

program across channels

Globalization

-Translation Mechanism -Localization Partner

engagement

-Translation Memory

-Global SEO

-Global Payment Gateways

-In country localization -Localization management

system


Stage/GroupingStage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving

Stage 4 -

HarmonizedStage 5 - Integrated

Strategy/Governance

-Defined Customer Personas -Content Strategy

-Customer Journey Map

-Globalization Strategy

-Digital Maturity/Strategy

-Organizational Readiness

-Digital Steering or Centralized

Management

-Digital Investment Strategy

-Actual cross group

communication and education

-Digital initiative validation

Talent/Skills needed

-Content Producer

-UI Developer

-Technologist

-Globalization Support

-Marketing Analyst

-Senior Content leadership

-Information

Architect/Taxonomist

-Senior Technical Leadership

-Senior Marketing Leadership

-User Experience consultant

-Creative Talent

-Globalization Leadership

-Marketing Technology Support

-eCommerce Leadership

-Senior Taxonomist/IA

-Chief MarTech leadership

-Integrated Senior leadership

-Senior Digital Marketing talent

Digital Capability Maturity


Stage/Grouping Stage 1- Ad Hoc Stage 2- Nascent Stage 3 - Evolving Stage 4 - Harmonized Stage 5 - Integrated

Content and/or Product

Information Management

-Basic content creation -On-going quality monitoring

Common platform

-Product attributes

normalized

-Content/Product data

curated

-Product master data

management, consistent data

cross-channel

-Attributes driven by

customer research & aligned

with user experience

Technology

-Web Content Management

Platform (WCM)

-Analytics platform

-Campaign Management

-Email Management

-Marketing Automation

-CRM

-Advanced WCMS

configuration

-eCommerce

-SEO management tools

-Digital Asset Management

(DAM)

-Order Management

-Cart optimization

-Marketing Management

tools

-Lead Scoring

-Loyalty tools

-Ad Management

-Mobile marketing

-Social Media monitoring

-Community Tools

-Sentiment Analysis

-CRM full tie-in to digital

environment

-Market segmentation tools

Analytics

-Analytics tool setup to

acquire vanity metrics (hits,

etc.)

-Analytics tool setup to track

and evaluate various

channels

-Resource allocation to apply

analytics


manage/track all digital

behavior.



along with advanced

interpretation and analysis



along with advanced

interpretation and analysis.

Feedback to all areas of the

organization.

Taxonomy & Navigation-Taxonomy is navigation -Taxonomy leveraged for

facets

-SEO and Taxonomy

integrated

-Taxonomy drives content &

data classification

-Taxonomy optimized for

multiple devices

User

Experience

-Branding and look and feel

consistency

-Responsive Design

-Persona Definition

-Hybrid/Mobile app

development

-Video production support

-Rich interactive content

creation

-User Testing

-Integrated Brand messaging

across channels

-Agile delivery for UI

development

-Advanced user testing

program across channels

Globalization

-Translation Mechanism -Localization Partner

engagement

-Translation Memory

-Global SEO

-Global Payment Gateways

-In country localization -Localization management

system

Digital Capability Maturity and Gap Analysis


Customer Journey Maturity

Stage

Journey

Stage

Stage 1

Ad Hoc

Stage 2

Nascent

Stage 3

Evolving

Stage 4

Harmonized

Stage 5

Integrated

Learn Static content

Fragmented user experience

No mobile optimization Little or no SEO

Scenario, persona and use case

driven IA with baseline metrics Not well integrated with offline

Some integration of online and

offline promotions, events,

campaigns with personalized

content based on past purchase

Dynamic, optimized highly curated

content experience with manual

feedback mechanisms for content

tuning

Multi channel, multi device

integrated digital experience

online and offline, single view of

the customer, adaptive content driven by real time analytics

Choose

Poor site navigation, no ability to

search, confusing content or

selection, content not aligned with

user needs, disconnected from

shopping function

Integration of content with

ecommerce functionality, faceted

search baaed on customer needs

and driven by personas and use

cases, content strategy specifically

designed to assist selection of product and accessories

Real time chat with agent to

answer questions, semantic

search for curated video assets

and knowledge base access,

configuration of custom products, tuned attributes for faceted search

Adaptive content based on

attribute model that considers

demographic, psychographic,

social graph and web site

behaviors to provide just in time

content., Avatar interface to

structured content to answer questions

Predictive analytics driven

personalized offers and

experience. Real time integration

with dealer network, social media,

social graph data, third party data,

web site click streams, single view of customer data

Purchase

No connection of promotions to

purchase. No product catalog, no

attributes to aid selection and

filtering,, no ability to narrow

accessory search to correct product

Mobile friendly search, browse

and purchase, Promotional

content surrounding targeted

customer through paid and earned media

Shopping cart retrieval with

targeted just in time offers based

on past behaviors, cross sell and

up sell driven by data relationships and merchandiser strategy

Agile promotions, bundles,

personalized recommendations

based on customer data and behavior

Custom product design and

pricing with order flowing to

manufacturing with flexible

financial models to compensate dealer

UseNo visibility to product information

to enhance the experience after purchase

Custom communication based on

product owned , personalized content for owners

Proactive, two way dialog with

customer orchestrated by

organization, co-delivered and personalized by dealers

Virtualization of product experience

Connected product experience

MaintainNo content supporting product maintenance

Basic technical materials and manuals available on line

Diagnosis tools and checklists Diagnostic virtual mechanic on web site. Proactive service alerts

Real time self diagnosis of product

Recommend Won and done product

transaction. No follow up or interaction

Platforms (email, website) to

constantly encourage and capture customer feedback

Product development insights through crowd-sourcing

Connect product-based and/or regional customer communities

Ongoing participation in

community, social media interaction 44


Which Model?

Customer Journey Maturity versus Digital Capability Maturity: emphasis

determined by purpose of the model and who owns the outcome

• Customer journey perspective

– Purpose: Focus on improving functional process (demand generation, customer acquisition)

– Owner: Specific engagement program (awareness, social engagement, sales/commerce,

support, etc. )

• Digital capability perspective

– Purpose: Focus on building core/foundational capability (PIM, DAM, Governance, etc.)

– Owner: IT and/or cross business unit


Exercise #4 - Part A

Determine Organizational

Digital Maturity


Exercise #4a

Desired Goal/Outcome: Determine your targeted digital maturity level

Steps:

On the chart titled “My Desired Organizational Digital Capabilities”:

1. Find and circle each of your capabilities listed under your earlier lifecycle phases

2. Put a Star in the cell that represents your highest maturity level per category.


Exercise #4a

Desired Goal/Outcome: Determine your current digital maturity level

Keep in mind:1. Capabilities may be listed more than once.2. “Star” the box where you are the most mature (i.e. farthest to the right).


Exercise #4a

Desired Goal/Outcome: Determine your current digital maturity level

Discussion:

• What happens if you have gaps in your maturity?

• How do maturity levels impact your blueprint and/or digital transformation?


What if a capability that the business requires is

farther along the learning curve?

Time

Cap

ab

ilitie

s

Static Pages

Hand coded html

Global information architecture

Reusable Components

Value net integration

Form based publishing

Interdepartmental workflow

Multi channel multi deviceCapabilities gap

Current maturity

Relationship Between Maturity and Capabilities

Needed Capabilities


Characteristics of Maturity


Characteristics of a Mature Organization

Strategy/Governance

• Clearly defined processes for IT and marketing engagement

• Marketing technology roadmap jointly developed by marketing and IT

• Data driven governance processes to drive decisions and allocate resources

• Structured processes for architectural decision making

Talent/Skills

• Sufficient marketing resources for campaign and audience content creation

• Sufficient resources to develop, launch, manage and analyze campaigns

• Resources needed for content management (tagging and curation) processes

• Core competencies for identifying audience segments and providing unique experiences

• Core competencies for marketing technology, enterprise architecture



User Experience

• Defined customer personas, journeys and contextual needs for touch points

• Customer journey mapped to supporting systems and processes

• Engagement plan for various devices and channels

• Consistent experience and messaging across physical and virtual touch points

Content and Information Management

• Targeted content for specific audiences

• Statistical models for segment refinement

• Content for unknown audiences based on behavioral or third party data

• Ability to create contextually relevant, personalized experiences



Technology

• Ability to dynamically adjust experience based on recent online behavior

• Geo location, demographic, historical and third party data used in customer profile

• Content and digital asset reuse is automated

• Searchable, centralized reusable digital assets (components and composites)

• Product information is centralized with optimized onboarding and normalization processes

Analytics

• Executive sponsor for analytics programs

• Segmentation based on analytics of behavioral data

• Attribution models beyond last touch

• Capture and analyze touch point data

• Data driven optimization processes for marketing ad spend



Globalization

• Optimization through the content supply chain

• Cost reduction through content production

• Localization

• Governance processes throughout content production process

• Unified Global branding with unique local experiences


Exercise #4 - Part B

Determine Organizational

Maturity and MarTech

Blueprint


Exercise #4b

Desired Goal/Outcome: Determine your current digital maturity level and associated blueprint

Steps:

On the chart titled “My Organizational MarTech Blueprint”

1. Put a Star on the maturity level that was identified earlier.

2. Examine all areas to the left of the star and circle areas that you currently do not

have or feel is supported properly.


Exercise #4b


Keep in mind:1. Set Maturity level first2. Circle those items that you have in place.3. Question/denote if you have them versus if they are functional.


Exercise #4b


Discussion:• What defines if you really “have” a component in place?• What are the implications to this analysis?• How will you apply this to your organization?


Making Sense of Marketing Technology Infographics

Classification of technologies


Categorization

• Classifying technology allows for intelligent decisions (What kind of

technology do you need?)

• Different approaches for classifying marketing technology have been

developed by Luma, Brinker, Fuller


Brinker www.chiefmartech.com


Brinker www.chiefmartech.com

Marketing experiences

• Email marketing

• SEO

• Interactive content

• Mobile marketing

• Display & native ads

• Influencer marketing

• Customer experience/VoC

• Content marketing

• Social media marketing

• Loyalty/referral/ gamification

• Video marketing & ads

• Personalization & chat

• Search & social ads

• Events & webinars

• Testing & optimization

• Creative & design

• Sales enablement

• Communities & reviews

Marketing operations

• Audience & market data

• Performance & attribution

• Channel/local mktg

• Dashboards/visualization

• Asset & resource mgmt.

• Web & mobile analytics

• Call analytics/management

• Team & project mgmt

• BI, CI & data science

• Vendor data/analysis

Middleware

• Data management platforms/customer

data platforms

• Tag management

• Identity Cloud integration/ESB’s

• API’s

Backbone platforms

• Platform/suite

• CRM

• Marketing automation/campaign &

lead management

• Web content/experience management

• E-commerce

Infrastructure

• Database & big data

• Cloud/IaaS/PaaS

• Mobile app dev & marketing

• Web dev

Internet

• Marketing environment


• Organizations will have gaps based on

their maturity. Advanced organizations

will have most boxes filled.

• Most organizations have over 25

vendors/partners.

• Each component in the stack will:

• Potentially leverage a different technology

• Have a people/governance/process and a

technology component/architecture

• Consideration:

• What do we currently have?

• How does it support the customer lifecycle?

• How does it align to our desired capabilities?

• How mature is our deployment?

Introducing the “Marketing Stack”

CRM CMS

Analytics eCommerce

Marketing

AutomationLead Scoring

Chat SearchSocial

listening

Email

management

….

….

CRM CMS

Analytics eCommerce

Marketing

AutomationLead Scoring

Chat SearchSocial

listening

Email

management

…

….


Scott Brinker Ion Interactive


Fuller - www.growthverse.com


Fuller - www.growthverse.com

Marketing automation

• Communication/engagement

• Lead scoring/funnel optimization

• Testing – landing page

• Testing – a-n

• Personalization

Retention

• Automation

• Social custom audience targeting

• Email

• Retargeting

• Loyalty

Customer experience

• Creative design

• Feedback> Reviews

• Feedback> Surveys/research

• Feedback> usability

• Community (advocacy)

Content marketing

• Social/UGS

• Blogging platform

• White papers/ebooks

• Content creation

• Infographics

• Video

• Syndication

• Digital asset management

Organic acquisition

• SEO

• Social

• Influencer/referral marketing


Fuller - www.growthverse.com/

Analytics

• Mobile

• Desktop> Multichannel analytics

• Desktop> Usability

• Dashboard

• Competitive intelligence/ Benchmarking

Data Centralization

• DMP

• Customer data platform

• Data cleansing & enrichment

• Tag management

Collaboration

• Communications

• Content

• Workflow

Paid acquisition

• Feed based >PLAS

• Feed based > Comparison shopping

• PPC

• Affiliate

• Account based marketing

• Retargeting

• Social

• Print/ mailers

• Events/ webinars

• Local

• Inbound call channel

• Display> video

• Display> native content advertising


Luma classificationwww.lumapartners.com/lumascapes/marketing-technology-lumascape/


Luma classificationwww.lumapartners.com/lumascapes/marketing-technology-lumascape/

Sales and Marketing

• Email optimization

• Integrated marketing

management

• Marketing modeling/attribution

• DB marketing

• Email service providers

• Sales automation

• Predictive marketing platforms

• Visualization Sales/marketing

• DMP’s Marketing automation

• Data warehouses

• Marketing data

• Social marketing management

– Social publishing platforms

– Social promotion platforms

Website

• Website personalization &

optimization

– Recommendation

– B2B personalization

– SEO platforms/tools

– Chat

– Real time messages/offers

– AB/MV testing Landing pages

• Ecommerce Technology

– Ecommerce

Platform/Storefront (enterprise)

– Social referral

– Payments

– M-commerce

– Merchandising

Website (continued)

• Website creation & management

– Online video players

– DAM

– Tag management

– Web analytics

– Site perf/Opt

– WCM

– Feedback/surveys

– Community

– Translation

– Social Content & Forums

– Mobile web

– Social login/Sharing

– Loyalty


Tools/References

• Digital Marketing Maturity

– http://1.bp.blogspot.com/-

FveIoN6mLMs/US0qaGaEiYI/AAAAAAAAAqc/dOUiyu1yHiQ/s1600/digital+marketing+maturit

y+model.png

• DMM Self Assessment

– http://dmmi.steinias.com/

• Growthverse

– http://www.growthverse.com/static/view

http://1.bp.blogspot.com/-FveIoN6mLMs/US0qaGaEiYI/AAAAAAAAAqc/dOUiyu1yHiQ/s1600/digital+marketing+maturity+model.png

http://dmmi.steinias.com/

http://www.growthverse.com/static/view

Copyright © 2016 Earley Information Science72Copyright © 2016 Earley Information Science

Next Steps


• What can you bring back to your organization?

• What is actionable?

• What are your next steps and who will you be communicating with?

How will you apply what you have learned?


A Broad Spectrum of Solutions

B2C Digital Commerce

• Product Curation for a World-Class Product Catalog

• Self service/Self Help System Design

• Information Architecture for User Context

B2B Digital Commerce

• Product Search & Findability

• Product Information Management

• Product Knowledge Management

Digital Workplace

• Enterprise Content Management

• Information Architecture

• Enterprise Search and Knowledge processes

DIGITAL BUSINESS SOLUTIONS


Contextualizing BI and KM

• Content Management– Based on business processes

• Preparing for an audit

• Releasing a clinical trial

• Engineering new products

– Role based meta-data• Human resources

• Compliance officer

• Marketing and sales

• Business Intelligence– Integrated analytics

• Structured data

• Unstructured data

– Real-time data

– Historical trends

– Fast, accurate decision-making

Contextual Model

Organizational

RoleBusiness

Processes

Enterprise

Information



Retail Manufacturing



Pharma, Life Sciences & Healthcare Financial Services & Insurance


EIS Reference Architecture


Earley Information Science helps

organizations establish a strong

information architecture and content

management foundation

Realize your digital transformation

vision with EIS.

Earley Information Science (EIS)

Information Architects for the Digital Age

Founded – 1994

Headquarters – Boston, MA

www.earley.com

For more info contact:

[email protected]

http://www.earley.com/

Copyright © 2016 Earley Information Science80Copyright © 2016 Earley Information Science

Bonus Material


Classes of Digital Marketing Tool

• Digital marketing and commerce tools can be grouped as follows:

– Inbound Communications

– Outbound Communications

– Analytics Applications

– Marketing Integration and Optimization

– Ecommerce Functionality

• Each of these is comprised of several types of software technology


EIS Classification of Experience Technology

• Inbound Communications

– Web content management

– Search engine optimization

– On site search experience

– Content personalization

– Chat support

– Knowledge bases

– Question and answer tools

– Configuration tools

• Outbound tools

– Campaign management

– Email marketing

– Social media outreach

– Social media listening (responding to and

participating in social conversations)

• Analytical tools:

– Web metrics

– Sentiment analysis

– Market segmentation analytics

(based on sales, geographies,

demographics)

– Social graph mining

– Search log analytics

– Email marketing and campaign

response analytics

• Marketing integration and

automation

– Integration of inbound and outbound

to customize, adapt, evolve and

personalize interactions and

engagement

• Commerce tools

– Order management

– Shopping cart optimization

– Cart recovery

– Personalized offer tools

– Promotion management

– Click and collect

– inventory management


The Customer Journey and Digital Technology

Inbound H H M L M L

Outbound H H L M M H

Analytics H H H H M H

Integration H H H M M H

Transaction N/A N/A H N/A N/A N/A



The Customer Journey and Digital Technology

INBOUND

Web Content H H M L M L

SEO H H L L M L

Site Search L H H M H L

Personalization L H M H H M

Chat L M H H H L

Knowledge base L M L H H H

Configuration L H H H L H

Web content

SEO

Site Search

Personalization

Chat

Knowledge base

Configuration



Inbound

Web Content (ABC)(DEF)

H H M L M L

SEO (GHI)

H H L L M L

Site Search(JKL)

L H H M H L

Personalization(MNO)

L H M H H M

Configuration (PQR)

L H M L L H

Current Technology Stack

Maturity and capability leveraging current technology stack


GREEN

YELLOW

YELLOW

RED

RED

GREEN

RED

RED

GREEN


Outbound

Campaign Mgt(ABC)(DEF)(GHI)

H H H H M H

Email marketing (JKL)

H H M H M H

Social media (MNO)(PQR)(STU)

H H L H L H

Soc media listening(VWX)

(YZ)

H H L H H H

GREENLegend Green

Yellow

Red

Appropriate functionality given current maturity and business objectives

Acceptable but not optimal functionality

Below required capabilities

YELLOWRED

YELLOW

RED

REDRED

YELLOW YELLOW YELLOW

GREENYELLOW

RED RED

YELLOW

GREEN

Current Technology Stack

YELLOW YELLOWYELLOW

GREEN GREEN GREEN

YELLOWYELLOW



Marketing Technology Stack and Customer Lifecycle

Stage Goals Technologies Example Stack

Learn Build awareness through advertising, campaigns, word of mouth, web site content

Content management, campaign management, SEO, email, social media

Adobe CQ5, Mail Chimp, DoubleClick, Google ads, FB, Twitter, Instagram,, DigiMind

Choose Help customers learn about the products and try to get them to a dealer for a test drive

All of above plus more personalized content, on site search

Adobe CQ5, Mail Chimp, DoubleClick, Google ads, FB, Twitter, Instagram, Salesforce

Purchase Transact with the customer, recommend related products., upsell, build product online and pick up at retailer

Ecommerce tools (catalog, shopping cart, order management etc.)

Oracle Commerce, Hybris, Demandware, Digital River

Use Provide more personalized content based on the purchase, engage in social media, answer questions

Chat, personalized email messages and web content, knowledge base, social media tools

Adobe CQ5, email, personalization engine, social media tools (participation and listening)

Maintain Same goals as above plus troubleshooting, automated diagnostics

Same as above with heavier emphasis on reminders, troubleshooting

Site search, chat support, knowledgebase, personalization engines

Recommend Further support a positive experience with events, promotions, community development

Greater use of email, campaigns and heavy emphasis on social media listening and participation

Adobe CQ5, Constant Contact, DoubleClick, Google ads, FB, Twitter, Instagram


• Let us know if you would like to schedule a briefing

of your colleagues

Briefing

Seth EarleyCEO – EARLEY INFORMATION SCIENCE ________________________________________________

Cell: 781-820-8080Email: [email protected]: www.earley.com

Skype: sethearley |twitter: @sethearleyLinkedIn: www.linkedin.com/in/sethearley

mailto:[email protected]

http://www.earley.com/

http://www.linkedin.com/in/sethearley