My recommendations on how senior marketing leaders can increase the credibility/value of marketing and transform their organizations from being tactical & reactive to really strategic. It cuts through the marketing hype and gives real life examples from my time as CMO of Colt (FTSE250 IT/Cloud) and more recently as a strategic marketing consultant

1. From Tactical to Strategic Marketing
Carl Robertson

2. About me
Carl
Robertson
m:
33
(0)6
62
90
57
47
e:
carlprobertson@hotmail.com
@carlprobertson
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.

3. Tactical marketing
Tac/cal
Success
measured
by
cost
• Silo
organiza@on
• No
marke@ng
champion
• Immature
sales
alignment
• Limited
ROI
metrics
• Single-­‐touch
campaigns
• Unbalanced
structure
&
budget
• Generalist
skills
• Manual
/
data
gaps
30%

4. 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

5. Building the foundations on solid benchmarks
1.3%
-­‐
2.4%
Marke@ng
as
a
%
of
Revenue
70%
Source:
SiriusDecisions
60%
I
40%
%
split
of
total
budget
(spend
vs
headcount)
30%
Sourced
Sales
Pipeline
Influenced
Sales
Pipeline
40%
Marke@ng
Mix
Lead
Genera@on
25%
Awareness
35%
Enablement

6. Implementing a new marketing model
Awareness
&
Reputa@on
Brand
&
Adver@sing
Pipeline
&
Revenue
Marke@ng
Opera@ons
(Data)
Marke@ng
Shared
Services
(Demand
Centre)
Digital
&
Content
Marke/ng
Effec/veness
Field
Marke@ng
Large
Enterprise
SMB
Wholesale
Product
Ver@cal
Campaign
Managers
Channel
Enablement
External
Communica@ons
Customer
Experience
Internal
Communica@ons

7. 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
55%
• 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
30%

8. Creating a common language with sales
Engaged
Prospect
Marke@ng
Qualified
(MQL)
Sales
Accepted
(SAL)
Sales
Qualified
(SQL)
Purchase
Nurturing
No
lead
leN
behind
Buying
process
increasingly
influenced
by
marke/ng
5
-­‐
21
The
number
of
@mes
a
customer
will
“touch”
a
vendor
before
making
a
purchase
78%
Start
buying
process
with
a
web
search
60%
Sales
cycle
over
before
a
buyer
talks
to
a
sale
person
7
Touches
to
convert
a
cold
lead
into
a
sale
Source:
SiriusDecisions
&
4th
annual
Consumer
Insights
Survey
Demand
Funnel
10%
44%
28%

9. Strengthening the revenue cycle
Demographic
Scoring
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
Behavioural
Scoring
ATribute
Score
Visit
pricing
page
+10
Downlaod
whitepaper
+12
Watch
demo
+10
Nega@ve
social
media
-­‐4
Visit
career
page
-­‐2
Inden@fying
Sales
Ready
Leads
50+
24-­‐50
0-­‐25
0
1
2
3
4
50+
A
24-­‐50
B
0-­‐25
C
0
D
Behaviour
Demographic
“Companies
that
automate
their
lead
management
processes
will
increase
conversion
rates
by
50%”
Gartner
2013
Source:
Marketo

10. Demonstrating the business value through
revenue metrics
• Trusted marketing metrics are a key step to make marketing a revenue driver, not a
Metrics
Automa/on
cost center
• Focus on financial metrics; Avoid vanity & cost metrics
• Design & promote a stand-out dashboard
Source:
Marketo

11. 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
15%
• 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
55%
30%

12. Answering strategic questions through the
customer journey
Are we delivering the
desired experience?
How to improve
productivity?
Customer
Journey
What is their customer
Experience?
Who are my most
valuable customers/prospects?
What touchpoints most
impact customer success?
How can I make their
experience exceptional?
How do we differentiate
ourselves
Who are the different
decision makers?
What content do my
customer value
What skills do we need
to be effective?

13. Aligning the demand funnel & customer journey
Engaged
Demand
Funnel
Prospect
Marke@ng
Qualified
(MQL)
Sales
Accepted
(SAL)
Sales
Qualified
(SQL)
Purchase
Awareness
Interest
Learn
Evaluate
Jus@fy
Purchase
Customer
Journey
Moment
of
truth

14. 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

15. 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

16. Thank
You