From the MarTech Conference in Boston, Massachusetts, August 19-20, 2014. SESSION: The Marketing Performance Blueprint PRESENTATION: Strategies And Technologies To Build And Measure Business Success Given By Paul Roetzer, @PaulRoetzer - CEO, PR20/20. #MARTECH

1. by paul roetzer (@paulroetzer)
the
marketing
performance
blueprint
strategies and technologies
to build and measure business success
aug 19, 2014#MarTech

2. what’s
possible
when
the
art
and
science
of
marke3ng
collide?

3. of
marketers
think
marke3ng
has
changed
more
in
the
past
two
years
than
the
past
50
!
source:
Adobe
Digital
Distress
76%
@paulroetzer

4. the
consumer
is
the
true
change
catalyst
@paulroetzer

5. 90% of
daily
media
interac2ons
are
screen
based
source:
Google,
The
New
Mul3-­‐Screen
World
@paulroetzer

6. B2B
buyers
may
be
up
to
90%
through
their
journey
before
contac3ng
a
vendor.
!
source:
Forrester
image:
Jayneandd

7. Source:
Google
Every
trackable
consumer
ac3on
creates
a
data
point,
and
every
data
point
tells
a
piece
of
the
customer's
story
@paulroetzer

8. Source:
Chiefmartech.com
the
customer
journey
does
not
follow
a
linear
path
defined
by
marketers
@paulroetzer

9. Define
Founda3on
Projects
blog
posts
podcasts
website
video
email
webinars
mobile
apps
tailored
marke3ng
through
a
deep
understanding
of
buyer
persona
needs
+
the
ability
to
deliver
personalized
messages
Image:
HubSpot
we
have
entered
the
age
content,
context
and
the
customer
experience
@paulroetzer

10. Define
Founda3on
Projects
create
more
value,
for
more
people,
more
o>en,
so
when
it’s
3me
to
choose,
they
choose
you
new marketing imperative

11. what’s
holding
businesses
back
from
achieving
performance
poten2al?

12. obstacles
to
digital
marke2ng
transforma2on

13. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
short-term impact proven long-term impact proven
29%
36%
just
36%
of
CMOs
have
quan2ta2vely
proven
the
short-­‐term
impact
of
marke3ng
spend.
that
figure
drops
to
29%
when
demonstra3ng
long-­‐term
impact.
source:
2014
CMO
Survey
@paulroetzer

14. on
average,
marketers
depend
on
data
for
just
11%
of
customer-­‐related
decisions.
!
source:
CEB
@paulroetzer

15. B2B
marketers
say
just
9%
of
CEOs
and
6%
of
CFOs
use
marke3ng
data
to
help
set
corporate
direc3on.
source:
ITSMA,
VisionEdge
and
Forrester
@paulroetzer

16. “78
%
of
execu3ves
and
managers
indicated
that
digital
transforma3on
will
be
cri3cal
to
their
organiza3ons
within
the
next
two
years,
yet
63%
felt
the
pace
of
change
in
their
organiza2ons
was
too
slow.
The
most
frequently
cited
obstacle
was
“lack
of
urgency.”
—MIT
Sloan
Management
Review
and
Capgemini
Consul3ng
@paulroetzer

17. success
is
one
of
the
greatest
impediments
to
progress
@paulroetzer

18. image:
Xurxo
Marfnez
talent
gap
+
tech
gap
+
strategy
gap
=
PERFORMANCE
gap
@paulroetzer

19. there
has
never
been
a
beher
3me
to be a marketer
@paulroetzer

20. marke2ng
talent

21. “I
was
a
classically
trained
marketer
who
had
cut
my
teeth
at
Procter
&
Gamble,
nego3ated
mul3-­‐million
dollar
deals
with
the
NFL,
and
received
an
MBA
at
Harvard
Business
School.
“I
was
a
fossil
–
a
senior
marke0ng
execu0ve
who
was
doomed
to
ex0nc0on.”
!
—
Anita
Newton,
VP
of
corporate
marke3ng,
Adknowledge
@paulroetzer

22. of
marketers
say
their
lack
of
skills
is
impac3ng
revenue
in
some
way
!
source:
2012
Marke3ng
Skills
Gap
Report
75%
@paulroetzer

23. of
companies
lack
necessary
digital
skills
in
key
areas
of
social
media,
mobile,
internal
social
networks,
process
automa3on,
and
performance
monitoring
and
analysis.
!
source:
Capgemini
Consul3ng
90%
@paulroetzer

24. a
talent
war
has
begun
for
tech-­‐savvy,
hybrid
marketers

25. capable
of
building,
managing
and
execu0ng
fully
integrated
campaigns
that
produce
results

26. agile,
adept
at
advanced
marke2ng
tech,
and
experts
in
inbound
strategy

27. how
do
we
find
the
unicorns?
@paulroetzer

28. only
1
of
the
top
10
marke3ng
programs
in
the
U.S.
has
a
required
undergraduate
digital
marke2ng
course
source:
U.S.
News
&
World
Reportimage:
IUB
Facebook

29. “Clearly
an
imbalance
exists
between
skills
taught
in
classrooms
and
the
skills
sought
in
the
marketplace—and
this
imbalance
is
only
accelera2ng
by
the
rapid
pace
of
change
in
technology
and
product
innova3on
.
.
.”
!
—
Rand
Schulman,
execu3ve-­‐in-­‐residence
for
new
media/mkt,
U.
of
the
Pacific

30. “Right
now,
the
university
system
is
structured
and
rewarded
for
stability,
with
an
emphasis
on
long-­‐term
research.”
This
system,
he
notes,
works
very
well
for
disciplines
such
as
English
literature,
finance,
and
accoun3ng—but
fails
in
the
rapidly
evolving
fields
of
marke3ng,
adver3sing,
public
rela3ons,
and
marke3ng
communica3ons.
!
!—
Mark
Schaefer,
marke3ng
author,
business
consultant,
adjunct
professor

31. businesses
must
take
the
ini2a2ve
to
mold
their
own
modern marketers
@paulroetzer

32. assess
strengths
and
weaknesses
source:
PR
20/20’s
Marke3ng
Score@paulroetzer

33. take
a
scien2fic
approach
to
recrui3ng
@paulroetzer

34. construct
an
internal
marke2ng
academy

35. only
28%
of
large
enterprises
plan
to
introduce
formal
training
programs
to
improve
digital
marke3ng
skills.
source:
Online
Marke3ng
Ins3tute

36. only
4%
of
companies
ensured
their
training
efforts
were
aligned
with
overall
digital
strategy.
source:
Capgemini
Consul3ng

37. the
opportunity
exists
to
create a competitive advantage
through
talent
@paulroetzer

38. source:
Accenture’s
Turbulence
for
the
CMO
the
marke3ng
industry
is
moving
too
fast
to
internalize
everything

39. Donovan
Neale-­‐May,
Execu3ve
Director,
CMO
Council
“There’s
an
underlying
level
of
frustra2on
among
senior
corporate
marketers
worldwide
when
it
comes
to
agency
contribu2ons
to
business
value
crea3on,
strategic
thinking,
and
digital
marke3ng
development.”
source:
CMO
Council
(2012)

40. work
with
agency
partners
that
care
as
much
about
performance
and
success
as
you
do
@paulroetzer

41. marke2ng
technology

42. ExactTarget
IPO
(Mar
'12)
Eloqua
IPO
(Aug
'12)
ExactTarget
buys
Pardot
(Oct
'12)
HubSpot
raises
(Nov
'12)
Oracle
buys
Eloqua
(Dec
'12)
Marketo
IPO
(May
'13)
SF
buys
ExactTarget
(Jun
'13)
0 5 10 15 20 25
$161.5M
$92
M
$95.5M
$100
M
$871
M
$79
M
$2.5
B
venture
funding,
mergers,
acquisi3ons
and
IPOs
fuel
the
martech
industry
@paulroetzer

43. Sec>on
7
Q:
How
would
you
rate
your
organiza>on’s
u>liza>on
of
these
marke>ng
and
sales
technology
solu>ons?
many
organiza3ons
lack,
or
are
underu3lizing,
fundamental
marke2ng
technologies
Content
management
system
(CMS)
Project
management
Search
engine
op3miza3on
(SEO)
Customer
rela3onship
management
(CRM)
Social
media
monitoring/management
Email
marke3ng
Marke3ng
analy3cs
Marke3ng
automa3on/lead
nurturing
Internal
social
network
Call
tracking
0 1 2 3 4 5 6 7 8 9 10
2.2
2.9
3.7
4.5
4.7
4.8
4.8
5.3
5.3
5.4
Average Factor Rating (0-10 Scale)
Source:
PR
20/20
|
2014
Marke3ng
Score
Report
n=318
Assets (8-10)
Neutrals (6-7)
Liabilities (0-5)

45. CRM
integra3on
=
$15,000
$15/month
@paulroetzer

46. marke2ng
strategy

47. analy3cs
automa3on
coding
content
digital
ads
email
mobile
public
rela3ons
search
social
tech
web
source: Altimeter’s The Converged Media Imperative
the
new
marke2ng
mix
@paulroetzer

48. @paulroetzer

49. generate
leads
86%
85% convert
sales
build
brand
46%
51% increase
loyalty
brand
leads
sales
loyalty
Source:
PR
20/20’s
2014
Marke>ng
Score
Report
high-­‐priority
goals

50. cri2cal
KPIs
website
traffic
social
reach
subscribers
lead
volume
lead
quality
score
lead-­‐to-­‐sale
conversion
rates
cost
of
customer
acquisi2on
(COCA)
customer
life2me
value
(CLV)
customer
reten2on
rates
recurring
revenue
brand
leads
sales
loyalty
@paulroetzer

51. builder
campaigns
blogging
martech
stack
media
rela2ons
search
engine
op2miza2on
social
engagement
website
@paulroetzer

52. driver
campaigns
lead
nurturing
original
research
reports
persona-­‐based
lead
gen
referrals
retarge2ng
ads
website
conversion
op2miza2on
source:
Pedro
Moura
Pinheiro @paulroetzer

53. high
performers
connect
ac3ons
to
outcomes
Campaign Status Goal
Type Primary
KPI Goal
Value Projects Secondary
KPIs
Blogging Brand Visits 5,000/month Blog
posts
(4/month)
Subscribers,
blog
pageviews,
comments
Case
Studies Brand Pageviews 100/month
IT
case
study,
communica3ons
case
study
Conversion
assists
Online
Resource
Center Brand Pageviews 500/month
Videos,
white
papers,
webinars,
ebooks,
placements
Downloads,
views
Monthly
Email
Newsle`er Brand Referring
visits 100/month Internal
Network
News Open
rates,
clicks,
#
sent
IT
Persona
Lead
Gen Leads Downloads 1,000
eBook,
blog
post,
webinar,
email
workflow
Media
placements,
pageviews,
registrants,
leads,
prospects/SQLs
Agency
Program
Lead
Gen Leads Downloads 250
eBook,
blog
post,
webinar,
email
workflow
Pageviews,
social
shares,
leads,
prospects/SQLs
Lead
Nurturing
Workflows Sales
Free
trial
registra3ons
150/month
List
segmenta3on,
lead-­‐
scoring,
persona
automated
workflows
Open
rates,
clicks,
#
sent,
SQLs
Customer
Referrals Loyalty Referrals 5/month
Email
marke3ng,
list
management
Contract
renewals
sample
campaign
center
@paulroetzer

54. Source:
HubSpot
high
performers
connect
ac3ons
to
outcomes
@paulroetzer

55. “The
ability
to
create
algorithms
that
imitate,
be`er,
and
eventually
replace
humans
is
the
paramount
skill
of
the
next
one
hundred
years.
As
the
people
who
can
do
this
mul3ply,
jobs
will
disappear,
lives
will
change,
and
industries
will
be
reborn.”
!
—
Christopher
Steiner,
Automate
This

56. poten2al
to
disrupt
+
reward
for
disrup3on

57. a
case
study
in
the
convergence of
talent, tech and strategy
@paulroetzer

58. data
>
intelligence
>
ac2on
>
outcomes
make-­‐shiR
solu>on
to
connect
strategy
and
performance
@paulroetzer

59. strategy
project
management
automa2on
(cms,
email,
seo,
social)
crm
analy2cs
scorecard
current
marke2ng
management
system

60. what if there
was
a
marke2ng
strategy
and
management
system
that
enabled
dynamic
performance-­‐driven
campaigns
and
resource
alloca3on
(talent,
budgets,
3me)?
data
>
intelligence
>
ac2on
>
outcomes
@paulroetzer

61. app
builder
tool

62. custom
fields
ac2vity
stream

63. advanced
(and
intui3ve)
repor2ng

64. employee
performance
management

65. intelligent
(and
eventually
automated)
strategy
based
on
goals
and
historical
performance

66. so,
what’s
possible?
@paulroetzer

67. “Marketing is now, as it has
always been, an art form.
But the next generation of
marketers understands it
can be so much more.
These innovators are
rewriting what is possible
when the art and science
of marketing collide.”
paul roetzer (@paulroetzer)
aug. 19, 2014#MarTech