Earley Executive Roundtable - Making Sense of Marketing Technology

Copyright © 2015 Earley Information Science1 Copyright © 2015 Earley Information Science
Earley Executive Roundtable
Series
Making Sense of Marketing Technology
August 27th, 2015
Presented by
Seth Earley
CEO
Earley Information ScienceClick to watch a recording
of this webinar

Copyright © 2015 Earley Information Science2
Today’s Agenda
• Welcome & Housekeeping
– Session duration & questions
– Session recording & materials
– Take the survey!
• Introduction
– Dave Zwicker
• Panelist Introductions
– Seth Earley, CEO, Earley Information Science (@sethearley)
– Tim Bourgeois, Executive Editor, ChiefDigitalOfficer.Net (@ChiefDigOfficer)
– Tami Cannizzaro, Sr. Dir., Global Demand Generation, eBay (@tamicann)
• Panel Discussion
• Questions & Answers
• Join the conversation: #earleyroundtable

The State of Martech

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…

Key Industry Trends
Internal Trends
• Marketing has become a
technical discipline
• Digital marketing budgets
are on the rise
• The CIO to CMO transition
of power is underway
• CMO’s will spend more on
IT than the CIO by 2017
External Trends
• Customer experience is
the new battleground
• Omni-channel is integral to
the customer journey
• Personalization is now a
customer expectation
• Mobile becomes a critical
ecommerce channel

 Classify & Simplify the Martech Landscape
 Self-Assess With a Martech Maturity Model
 Build a Marketing Technology Roadmap
 Anticipate and Overcome the Challenges
• CMO-CIO Alignment (business to IT)
• System Integration Requirements
• Information Architecture Requirements
• Ease-of-use & Expertise Required
• Measuring ROI & Business Impact

Today’s Panel of Experts
Seth Earley, Tim Bourgeois, Tami Cannizaro

Seth Earley, Founder & CEO, Earley
Information Science
seth@earley.com
@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 and Master Instructor for Enterprise IA and Semantic
Search
• Long history of industry education and research in emerging fields

Why is this so hard?
Fast
change
Technology
landscape
shifting very
quickly
Many
inputs
Multiple
internal
processes
support the
customer
lifecycle
Nothing’s
perfect
Personalizatio
n and
contextualizat
ion is the holy
grail but many
approaches
are flawed
Market
pressure
Vendors
claims are not
substantiated
but
organizations
fear losing out
Complex
alignment
Marketing
technology
fluency
requires
correspondin
g internal
processes
and
capabilities
Not
sexy
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

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 for
outreach
Define the future state
based on competition,
industry maturity and
customer expectations
Align internal processes
with engagement strategy
and technology landscape
Develop the
implementation roadmap
based on enterprise
maturity and highest value
areas of opportunity

Mapping the Customer Lifecycle
Each industry has unique stages of customer engagement
with common processes:
Learn
• Prospects need to learn about the
organization and offering – usually the
primary goal of marketing
Choose/Select/Make Purchase
• They need to choose, select or make their
purchase – typically part of the sales process
Acquire
• They need to acquire the product or service
– this may be through a dealer, agent, in
store pick up, online processes or delivery
Use
• They need to use the product or service –
product or service usage requires some
interaction
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
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

The Information Ecosystem |
Experience and Enterprise Processes
Learn Buy Get Use Pay Support
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 nature of organizational processes leads to islands
of information and fragmentation of systems and an
inability to have a 360 degree view of the customer

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
Learn Choose Purchase Use Maintain RecommendLearn Choose Purchase

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
Tan
Appropriate functionality given current maturity and business objectives
Acceptable but not optimal functionality
Below required capabilities
Less critical functionality given current state and business strategy
YELLOW
RED
TAN
YELLOW
RED
TAN
REDRED
YELLOW YELLOW YELLOW
GREENYELLOW
RED RED
YELLOW
GREEN
Current Technology Stack
Maturity and capability leveraging current technology stack*
* Source: Interviews and Maturity Model
YELLOW YELLOWYELLOW
GREEN GREEN GREEN
YELLOWYELLOW
Learn Choose Purchase Use Maintain Recommend

Customer Experience: Technology Classes,
Process and Technology Maturity
Customer Experience
Technology Maturity
Model
Technology Classes to Support the
Stages of the Customer Journey
Customer Experience
Maturity Model

Tim Bourgeois
Tim Bourgeois
Founder & Executive
Editor
Chief Digital Officer
• A 15-year veteran of the digital industry and a
partner at East Coast Catalyst, a Boston-based
digital strategy consultancy
• The founder and executive editor at
ChiefDigitalOfficer.net, a global community of senior
digital professionals
• During his career, he has consulted to both
household brands and early-stage startups on digital
and marketing technology strategies, including
Black & Decker, The Boston Globe, Comcast,
Constellation New Energy, Mac-Gray, and TIBCO
Spotfire

Marketing Technology Strategies

“The problem isn’t that all these [marketing
technology] tools aren’t great. And it’s not necessarily
pricing, since the cost of most of these tools is very
reasonable. The problem is more basic: there just
aren’t enough people on our team to use them.”
Todd Unger
Daily Racing Form

Do
• Employ a needs-based approach
• Prepare for stumbles
• Audit the state of your operation &
repurpose/repurpose/repurpose
• Make martech part of someone’s job
description
• Pick your battles thoughtfully
• Pursue hidden gems
• Hold on and maybe even dig in
further to proven *analog*
techniques such as newsletters and
direct mail
Don’t
• Commit to a formal strategy until
you’ve done testing
• Overspend on technology
• Employ a scattershot approach;
focus on a manageable number of
technologies and tools
• Overlook 2nd and 3rd order ROI
metrics

Tami Cannizzaro
Tami Cannizzaro
Sr. Dir., Global Demand
Generation
eBay
• Senior marketing executive with over 10 years of
experience in the technology sector
• Author of the popular blog, "Digital Age of
Marketing" and has been recognized by Forbes as
on of the Top 100 Must-Follow Marketing Minds
• Applies her deep knowledge of marketing
processes for managing brand and pipeline across
channels to speak with authority to a global
audience on digital and content marketing
• A high-energy, innovative leader with a proven
track record for designing integrated marketing
programs that drive measurable business results

Brand Journey and Experience

Customer Journey and Technology

Panel Discussion
Tim Bourgeois
Founder & Executive
Editor
Seth Earley
Founder & CEO, Earley
Information Science
Tami Cannizzaro
Sr. Dir., Global Demand
Generation
eBay

Suggested Resources
• Gartner http://www.gartner.com/marketing/digital/research/transit-map/?srcId=1-5192796981
• Chiefmartec.com http://chiefmartec.com/2015/01/marketing-technology-landscape-supergraphic-2015/
• Luma Partners http://www.lumapartners.com/presentations/the-evolving-digital-marketing-technology-landscape/
• Data Mentors http://www.datamentors.com/blog/4-breakthrough-technologies-can-fuel-your-marketing-strategies
• CIO.com http://www.cio.com/article/2886388/marketing/marketing-automation-is-big-really-big-business.html
• Infoworld http://www.infoworld.com/article/2612895/crm/where-marketing-execs-are-spending-all-those-tech-dollars.html
• Harvard Business Review https://hbr.org/2014/07/the-rise-of-the-chief-marketing-technologist
• Conductor http://www.conductor.com/learning-center/182-marketing-executives-reveal-their-2015-success-tactics/
• Smartinsights http://www.smartinsights.com/managing-digital-marketing/marketing-innovation/marketing-
technology-2014/
• Econtent Magazine http://www.econtentmag.com/Articles/Column/From-the-Chief-Digital-Officers-
Desk/How-to-Navigate-the-Treacherous-Marketing-Technology-Landscape-104902.htm
• Chiefdigitalofficer.net http://www.chiefdigitalofficer.net/
• Tami Cannizzaro’s blog http://www.tamicannizzaro.com/blog/
• Earley Information Science blog http://www.earley.com/ideas-insights
•

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Earley Information Science helps
organizations establish a strong
information architecture and
content management foundation
Specializing in making information more findable,
useable and valuable to drive digital commerce
innovation, enhance customer experience, and
improve operational efficiency and effectiveness.
Realize your digital transformation vision
with EIS.
Earley Information Science
(EIS)
A trusted information integrator
Founded – 1994
Headquarters – Boston, MA
www.earley.com
Seth Earley, CEO
Email: seth@earley.com
Twitter: @sethearley
LinkedIn: www.linkedin.com/in/sethearley

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