Most marketers cringe at the thought of managing the holistic customer experience. Actually, according to Gleanster Research 4 out of 5 enterprise marketers indicate improving the customer experience across channels and geographies is a current or planned priority in 2012.
In a distributed enterprise, corporate marketing is charged with managing a consistent brand across channels, but field marketers need autonomy and flexibility to deliver relevant messages that drive sales at a local level. This is particularly true for primary channels like email marketing where digital messages can be dynamically personalized for target audiences. But, empowering local marketers with email capabilities can lead to organized chaos on a global scale – and ultimately fragmented or inconsistent customer communications.
“Iamnobody89757” Understanding the Mysterious of Digital Identity.pdf
Email Marketing in the Distributed Enterprise
1. Email Marketing in the
Distributed Enterprise
How Top Performers Embrace Global Marketing Tactics
2. Agenda for Today…
• What is “Glocalization”?
• The Role of Email Marketing in Distributed Marketing
Environments
– Essential Tools
– Essential Processes and Practices
• Opportunities for Distributed Marketers
• Top Performer Stats & Secrets
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3. About the Research Findings
Top Performers: Respondents that achieved
Top Quartile performance in key KPI’s
TODAY’S STATS Everyone Else: Everyone Else
Total survey responses: 526
Qualified survey responses: 426
Email Email
Marketing Personalization
(Q3 2012) (Q2 2011)
Growth in: REVENUE
AVG CLICK-THROUGH
OPEN RATES
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4. Global-Localization in Business
…from the Japanese word dochakuka meaning “global localization”.
Sony CEO, Akio Morita Think Globally, Act Locally
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6. Past - Present - Future
ONE TO MANY DIALOGUE
OFFLINE ONLINE
A FEW CHANNELS CHANNEL PROLIFERATION
INFORMATION CENTRALIZED 24X7 MOBILE ACCESS TO INFORMATION
MARKETERS HELD INFLUENCE CUSTOMERS HAVE INFLUENCE
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7. Today’s Buyer in a Nutshell Eggshell
If it’s not relevant, it’s
spam.
I expect to have a I do research online
consistent customer before I make purchases.
experience regardless of I pride myself in making
channel. informed decisions.
“I get hundreds of I’m vocal about the
emails in my inbox, why customer experience. I
should I care about use Twitter and
yours?” Facebook, and I blog.
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9. Email Unites the Customer Experience for Top Performers
Integrating Web Integrating Social
Yes No Yes No
99% 42%
58%
1%
Top Performers Top Performers
Integrating Mobile 2X MORE THAN Integrating CRM
Yes No EVERYONE ELSE Yes No
35% Email is Primary Channel 53%
100% 88% 47%
65% 76%
75%
50%
Top Performers Top Performers
25%
5X MORE THAN 3X MORE THAN
EVERYONE ELSE 0% EVERYONE ELSE
Top Performers
Everyone Else
•Q2’12 Gleanster Email Marketing Survey
#GLCL_EMAIL n=280
10. What are the best practices for
managing email marketing
communications in distributed
environments?
10
11. The Distributed Enterprise Defined
Corporate Marketing
• Characteristics of a
distributed enterprise:
– Regionally dispersed field or
local offices and a central
governing body (corporate).
– Common examples of
distributed enterprise Local/Field Marketing Functions
industries include:
Franchises, Manufacturers, Aut
omotive, Financial
Services, Insurance, Retail, Har
dware, Healthcare, etc.
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12. Corporate Marketing vs. Local Marketing Goals
Organizational
Corporate Marketing Goals Local Marketing Goals
Goals & Objectives
• Control brand • Customize marketing
consistency messages for local
• Preserve brand and audience
customer experience • Flexibility and
• Accountable for autonomy in program
organizational development
performance • Engage target audience
• Control agency costs across relevant
• Aggregate media spend channels
• Manage cross-channel • Rapidly react to
campaigns changes in local market
dynamics
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13. Conflicting Goals Lead To…
• Longer campaign cycle times
• Inconsistent communications between
corporate marketing and local
marketing efforts
• Lack of control over communication
frequency
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14. Conflicting Goals Lead To…
• Inability to control the use of brand
assets
• Inability to measure the combined
efforts from corporate marketing and
local marketers
• Redundant technology platforms that
fail to address the combined needs of
corporate and local marketers
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15. 2 out of 3 distributed marketers
ranked the conflicting goals of
corporate and local marketing as a
Top 3 Challenge in 2011.
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16. 2 Options for Managing Email Communications
1 • Corporate sends and approves every email
communication
• Corporate acts as the governing body for all
customer communications
2 • Allow local marketers to send email campaigns
• Allow local marketers to purchase email marketing
technologies and manage local lists and
communications
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18. Technology Proliferation Adds to the Challenge
How many email marketing technologies currently
support your organization?
Top Performers Everyone Else
2 5
Source: Gleanster Campaign Management Survey (n=16 for Top Performing Distributed Enterprises, n=62 for All
Other Distributed Enterprises)
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19. Top Performers Embrace Autonomy at the Local Level
Do Local Marketers deliver their own email campaigns?
100%
% of Respondents
24%
75% 46%
8x more likely than Top
50% Performers to rank
76% Brand Consistency and
25% 54% Operational Efficiency
as Top Challenges with
0% distributed marketing.
Top Performers Everyone Else
Yes No
Source: Gleanster Campaign Management Survey (n=16 for Top
Performing Distributed Enterprises, n=62 for All Other Distributed
Enterprises)
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20. Learn from Top Performers
• Fewer technologies
• Local autonomy with respect to email campaigns
• 8x less likely to struggle with brand consistency
• Corporate marketing still oversees the brand and
customer experience
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22. The Role of Technology for Top Performers
• Email Marketing is largely centralized to one tool
• Core capabilities that support Top Performers:
– Centralized Opt-in and Opt-out Management
– Customer Preference Management
– Integration with other channels/tools: Mobile, Social, CRM
– Centralized Email Throttling
– Corporate maintained branded templates
– Centralized reporting for overall campaign effectiveness
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23. Technology can partially bridge the divide.
Corporate
Maintain brand
consistency with
branded
templates, control
communication
frequency, manage opt-
outs, etc.
Local Marketers
Customize email
campaigns, leverage
corporate copy and
creative, measure
effectiveness, etc.
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24. Communication is Key
• Top Performers are 12x more likely than Everyone Else
to assign roles with stated responsibility for managing
corporate and local communication.
• Unbiased mutual third-party
• Look for optimization
opportunities
• Measure the success of
various initiatives
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25. Organizational Skill Assessment
• The amount of autonomy at the local levels should be
justified by the level of marketing skills.
– Sometimes local resources don’t have the skills to develop
relevant communications.
– Top Performers indicated staffing skilled marketers at local
levels was a huge challenge.
• Consider creating Corporate stewards and rotate the
regions they support.
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26. Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
centralized brand platform to external parties
Corporate Marketing
Local/Field Marketing Functions
External Access:
• Agencies
• Partnerships
• Alliances
• VARs
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27. Look to External Opportunities As Well
• 62% of Top Performers indicated they operated a
centralized brand platform to external parties
Corporate Marketing
Local/Field Marketing Functions
External Access:
• Agencies
• Partnerships
• Alliances
• VARs
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28. Divest of Legacy Technologies
• Sixty-two percent (62%) of Top Performers indicated
this was a top three value driver for maximizing
investments in distributed marketing technologies.
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29. Key Takeaways
• Relevance drives revenue. Local marketers are a
powerful source of driving relevance for your
brand.
• Top Performers are the poster children for
corporate and local alignment.
• Email unites the customer experience for Top
Performers
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31. Additional Resource:
Deep Dive: Email Marketing in the
Distributed Enterprise
Download for free on
www.gleanster.com
http://www.gleanster.com/reports
/reports/email-marketing-in-the-
distributed-enterprise
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