Every element of an organization, as it relates to marketing, can be divided into assets, neutrals and escalators. Assets are existing strengths that can accelerate marketing success, and escalators are weaknesses that require additional resources to build and improve. By evaluating and scoring these elements, you can devise marketing strategies; select the right marketing agency partners; allocate time, money and talent; and adapt resources and priorities based on performance. Marketing Score is powered by PR 20/20. Visit www.TheMarketingScore.com to sign up free, and get your Marketing Score today.

1. The
Marke)ng
Assessment:
How
to
Use
Marke-ng
Score
to
Build
Campaigns,
Allocate
Resources
&
Drive
Performance
Dec.
17,
2012
#Marke-ngScore

2. Meet
the
Team
Paul
Roetzer
@PaulRoetzer
founder
&
CEO,
PR
20/20
author,
The
Marke)ng
Agency
Blueprint
Jessica
Donlon
@JessicaDonlon
client
services
manager
PR
20/20

3. The
Origins
@PaulRoetzer
#Marke-ngScore

4. PR
20/20
Marke-ng
Survey
175+
audits
completed

5. challenges
with
the
current
process
‣ Time
intensive
to
turn
responses
into
ac-onable
intelligence.
‣ Requires
high-­‐level
personnel
to
analyze,
therefore
it’s
not
scalable.
‣ Results
lack
scoring
system
and
visualiza)ons
that
establish
benchmarks.
‣ Not
a
true
assessment
of
success
poten)al.
‣ Fails
to
properly
set
expecta)ons.

6. A
More
Intelligent
Process
&
PlaLorm
subjec)ve
analysis.
assessment
scoring.
automated
recommenda)ons.
‣ Assess
business
and
marke-ng
strengths.
‣ Forecast
poten)al
for
success.
‣ Build
integrated
marke-ng
strategies.
‣ Connect
ac-ons
with
KPIs
and
audiences.
‣ Determine
talent
needs
and
team
structure.
‣ Forecast
agency
services
costs.
‣ Allocate
resources—-me
and
money.

7. Marke)ng
Score
(@MKTScore)
is
a
free
online
tool
that
assesses
the
strength
of
business
and
marke-ng
founda)ons,
forecasts
poten)al
and
aligns
expecta)ons.

8. 1.
Build
Your
Profile
‣ Contact
informa-on
‣ Business
&
marke-ng
basics
‣ Financial
‣ Marke-ng
goals
‣ Marke-ng
plans

9. 2.
Rate
Your
Marke)ng
‣ Subjec-ve
analysis
‣ Internal
stakeholders
‣ 10
sec-ons
‣ 132
factors
‣ 0-­‐5
=
escalators
‣ 6-­‐7
=
neutrals
‣ 8-­‐10
=
assets

10. Marke-ng
Score
core
principle
Every
element
of
an
organiza-on,
as
it
relates
to
marke-ng,
can
be
divided
into:
assets,
neutrals
and
escalators.
By
evalua-ng
and
scoring
these
elements,
an
organiza-on
can
devise
marke)ng
strategies;
allocate
)me,
money
and
talent;
and
adapt
resources
and
priori)es
based
on
performance.

11. assets
vs.
escalators
‣ Assets
=
Strengths
that
can
accelerate
marke*ng
success.
‣ Escalators
=
Weaknesses
that
require
addi*onal
resources
to
build
up
and
improve.

12. Every
organiza-on
should
be
focused
on
building
assets
that
can
be
leveraged
to
accelerate
success
(brand,
website
traffic,
social
reach
and
influence,
owned
databases,
persona-­‐based
content,
rela-onships,
partnerships,
goodwill,
etc.).

13. 3.
Review
Your
Report

14. Marke-ng
Score
forecas)ng
poten)al
&
aligning
expecta)ons
‣ Founda)on:
What
is
the
strength
of
the
exis-ng
website,
brand,
infrastructure,
internal
marke-ng
capabili-es
and
capacity?
‣ PlaLorm:
How
extensive
is
the
reach
and
influence
among
target
audiences,
specifically
as
it
relates
to
online
marke-ng?
‣ Expecta)ons:
What
are
priority
needs
and
goals,
and
how
do
they
align
with
talent,
technology
and
resources?
‣ Poten)al:
What
is
the
poten-al
for
a
marke-ng
agency
to
have
an
immediate
and
sustained
impact
on
the
brand?
‣ Strategy:
What
strategies
and
tac-cs
will
have
the
greatest
impact
on
performance?

15. builders
vs.
drivers
‣ Builders
are
founda)onal
projects
(website,
brand
posi-oning,
collateral)
and
recurring
campaigns
(social
engagement,
blogging
media
rela-ons)
designed
to
create
and
expand
assets.
‣ Drivers
are
campaigns
that
capitalize
on
exis)ng
assets
to
accelerate
success—leads,
sales
and
loyalty.

16. 4.
Improve
Your
Performance
‣ Technology
‣ Talent
‣ Processes
‣ Budgets
‣ Partners
‣ Priori-es
‣ Strategies
‣ Results

17. <marke)ng
intelligence
engine>
‣ Ra-ngs
are
used
to
generate
automated
recommenda)ons.
‣ Profiles
and
responses
are
benchmarked
by
industry,
size,
budgets,
growth,
performance,
etc.
‣ Recommenda-ons
become
more
intelligent,
in-­‐depth
and
customized.
‣ Analy-cs
integrated
to
connect
ra)ngs
to
results,
and
adapt
resources
and
priority
ac-vi-es.

18. <marke)ng
intelligence
engine>

19. what’s
the
roadmap?
‣ Online
educa-on
and
resources
‣ Automated
recommenda-ons
‣ Company
profiles
‣ Notes
and
to-­‐dos
‣ Agency
partner
program

20. Perform
a
Marke-ng
Score
Assessment
@PaulRoetzer
#Marke-ngScore

21. Meet
Social
Business
Unlimited
(SBU)
—
A
Hypothe-cal
B2B
Company

35. Key
Findings
‣ With
weak
customer
(4)
and
lead
databases
(4),
and
low
brand
awareness
(4),
SBU
doesn’t
have
much
to
leverage.
There
is
a
lot
of
building
to
be
done.
‣ Lead
volume
is
OK
(6),
but
SBU
is
not
ranking
quality,
and
conversion
rates
(3)
need
help.
Opportuni-es
exist
to
nurture
leads
through
social,
email
marke)ng
and
content.
‣ Audiences
were
mainly
ranked
as
escalators
or
neutrals,
meaning
they
likely
need
a
PR
and
communica)ons
program.
The
internal
marke-ng
team
is
not
strong
in
these
areas,
so
they
may
need
to
hire,
or
outsource
to
a
marke-ng
agency/PR
firm.

36. Key
Findings
‣ SBU
is
heavily
reliant
on
outbound
sales.
This
presents
a
lot
of
opportuni-es;
however,
priori-za-on
and
focus
becomes
essen-al.
‣ Sales/marke-ng
integra)on
(2)
is
a
weakness,
and
may
present
challenges.
‣ SBU
has
a
CRM
solu-on,
but
u-liza-on
is
weak
(3),
which
will
impact
your
ability
to
deliver
results.
‣ SBU
will
need
an
email
marke)ng
solu)on,
along
with
lead
nurturing
capabili-es.

37. Key
Findings
‣ Immediate
opportuni-es
to
improve
brand
awareness
through
integrated
content,
social,
PR
and
search
strategies.
However,
it’s
a
crowded
market,
so
SBU
must
focus
on
quality
and
value
to
stand
out.
‣ Lead
genera)on
will
require
a
commitment
to
inbound
marke-ng
strategies
and
sales/
marke-ng
integra-on.

38. Key
Findings
‣ Suppor-ng/improving
conversion
rates
and
sales
efficiency
is
possible
in
the
short
term,
if
all
leads
are
migrated
into
SBU’s
CRM
system
and
this
system
is
integrated
with
a
marke-ng
automa-on
tool.
‣ Immediate
opportuni-es
to
affect
customer
loyalty
(reten-on,
referrals
and
life-me
value)
through
content,
integra-on
of
CRM
and
marke-ng
automa-on.

39. Marke-ng
Score
gain
perspec)ve
from
mul)ple
sources
CMO
sec*on
score
=
62%
vs.
CEO
sec*on
score
=
38%

40. Conduct
Discovery
Research
@PaulRoetzer
#Marke-ngScore

41. Highly Discovery
Process
The
Competitive Market
‣ Gain
further
insight
through
a
custom
audit.
‣ Run
a
Marke)ng
Grader
report.
‣ Perform
preliminary
market
research.
‣ Analyst
reports,
industry
ar-cles,
Google
Insights,
keyword
volume
‣ Analyze
compe)tors.
‣ Messaging,
marke-ng
strategies,
market
share
‣ Analyze
social
opportuni)es
and
chaner.
‣ Ac-ve
channels,
noteworthy
communi-es,
popular
discussion
topics

42. sample
follow-­‐up
ques)ons
‣ What
are
the
top
3-­‐5
key
performance
indicators
(KPIs)
that
maner
most
to
your
marke-ng
program?
‣ How
do
you
currently
monitor
and
report
marke-ng
performance
metrics?
Is
there
an
organiza-onal
marke-ng
performance
dashboard?
‣ What
do
you
see
as
your
organiza-on’s
top-­‐priority
marke)ng
needs?
And,
how
will
you
measure
your
marke-ng
team’s
value
and
success?
‣ Briefly
describe
what
you
see
as
your
greatest
opportuni)es
for
growth?

43. sample
follow-­‐up
ques)ons
‣ There
were
numerous
escalators
when
reviewing
your
marke)ng
team’s
capabili)es.
Which
areas
do
you
envision
outsourcing
to
an
agency
partner?
Which
will
you
internalize?
‣ You
rated
your
team’s
competencies
in
social
media
high
(8),
but
don’t
seem
to
have
a
sound
strategy
in
place
or
dedicated
resources
(6/11
escalators).
Do
you
see
this
as
a
cri-cal
piece
of
the
marke-ng
program?
If
so,
will
planning,
monitoring
and
management
be
outsourced
to
an
agency?
‣ Content
marke-ng
was
the
lowest
rated
sec-on
at
15%.
Is
the
organiza-on
commined
to
ac-va-ng
a
content
marke)ng
strategy
as
a
means
to
increase
leads
and
drive
conversions?
If
yes,
will
it
be
internalized,
or
outsourced?

44. Build
a
Marke-ng
Performance
Dashboard
@PaulRoetzer
#Marke-ngScore

45. Iden-fy
Top
KPIs
.
.
.
and
know
your
sales
funnel
‣ Website
traffic
(specifically
organic
and
social)
‣ Leads
‣ Free
trials
signups
‣ Customer
conversions
‣ Customer
reten)on
(churn
rate)

46. Key
Metrics
Snapshot

47. Ini-ate
the
Marke-ng
GamePlan
@PaulRoetzer
#Marke-ngScore

48. Profile
and
Segment
Audiences
‣ Label
as
owned,
borrowed
or
bought.
‣ Use
this
as
a
star)ng
point
for
the
GamePlan.
‣ Cri-cal
to
iden-fy
driver
campaign
opportuni-es.

49. Establish
Accelerators
‣ What
assets
exist
that
can
accelerate
success?
‣ Accelerators
may
include:
lead/prospect/customer
lists,
partnerships,
media
buys,
sponsorships,
high-­‐profile
speaking
engagements,
industry
reports,
social
reach,
social
engagement,
original
content,
top
website
pages
and
more.

50. Define
Founda-on
Projects
‣ Sales/marke-ng
integra-on
‣ Marke-ng
performance
dashboard
‣ Site
op-miza-on
(CTAs,
landing
pages,
lead
forms)
‣ Social
community
building
‣ Internal
marke-ng
team
training
‣ Evaluate
and
integrate
tech
solu-ons
(CRM,
marke-ng
automa-on,
social
media
management,
email)

51. Outline
Campaign
Concepts
‣ Builder
campaigns
‣ Awareness
and
thought
leadership
‣ Social
engagement
‣ Technology
integra-on
‣ Driver
campaigns
‣ Customer
loyalty
—
referral
‣ Lead
gen
—
ver-cal
markets
‣ Agency
partner
program

52. Connect
Ac-ons
to
Audiences
and
Metrics

53. Map
Marke-ng
Team
Strengths
‣ Understand
your
team’s
competencies.
‣ Determine
if
partners
need
to
be
brought
on
for
niche
capabili-es.
‣ Decide
who
will
be
responsible
for
what
—
agency,
client
or
partner.

54. Client
Services
Series:
A
Year
in
the
Life
of
a
Hypothe)cal
B2B
Account
‣ Session
1:
The
Marke-ng
Assessment
‣ Session
2:
The
Scorecard
‣ Session
3:
The
GamePlan
‣ Session
4:
The
Honeymoon
(Q1)
‣ Session
5:
The
Reality
(Q2)
‣ Session
6:
The
Tipping
Point
(Q3)
‣ Session
7:
The
Renewal
(Q4)
Now
Available
On
Demand
www.Marke)ngAgencyInsider.com
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55. www.TheMarke)ngScore.com