Rethinking the four_ps[1]

3
Rethinking the “Four Ps”:
Marketing Operations Management and the
New Pathway to Productivity
A Winterberry Group White Paper
April 2012

© 2012 Winterberry Group LLC.
2 April 2012
Acknowledgements
This white paper would not be possible without the significant contributions of more
than two dozen executive-level marketing thought leaders—representing a range of
vertical markets and almost every functional discipline within the advertising and
marketing ecosystem. Additionally, Winterberry Group is grateful to our sponsors, The
Buffkin Group and Group O, for their generous support of this research initiative.
To all those whose insights, time and other contributions helped in the development
of this white paper, we thank you.
Notice
This report contains brief, selected information pertaining to marketing operations
management and the associated service provider and technology development
support industries, and has been prepared by Winterberry Group LLC with the
sponsorship of The Buffkin Group, LLC and Group O, Inc. It does not purport to be all-
inclusive or to contain all of the information that a prospective investor or lender may
require. Projections and opinions in this report have been prepared based on
information provided by third parties. Neither Winterberry Group nor its sponsors
make any representations or assurances that this information is complete or
completely accurate, as it relies on self-reported data from industry leaders—
including advertisers, marketing service providers, technology developers and
agencies. Neither Winterberry Group, its sponsors nor any of their officers,
employees, representatives or controlling persons make any representation as to the
accuracy or completeness of this report or any of its contents, nor shall any of the
foregoing have any liability resulting from the use of the information contained herein
or otherwise supplied.

3 April 2012
Executive Summary
Ask any CMO—or spend just a few moments reviewing the day’s industry news,
replete with announcements of emerging technologies, data sources and media
alternatives—and one truth will become abundantly clear: A new era of marketing
possibility is upon us.
“What an exciting time to be a marketer! Never before in history has there been
a combination of technology, social realignment, behavioral changes and a
variety of channels converging at once, causing marketing organizations to
really consider how, in fact, they are prepared to deal with the new normal of
constant change.”
—2011 Mid-Year Marketing Trends Study, The Kern Organization
“Marketing is moving from the outskirts to the core of the enterprise as the key
owner of critical activities like nurturing the dialogue with customers, developing
customer-centric strategies across the enterprise and helping other executives
implement these concepts across their respective departments.”
—The Evolved CMO 2012, Forrester Research and Heidrick & Struggles
“More than ever before, marketers are implementing transformational
programs to revitalize marketing operations, accelerate customer acquisition
and revenue and predict how to better shape and influence market demand.”
— The 2011 State of Marketing, CMO Council
On the surface, the promise of this “new era” is substantial, offering brands
unprecedented new tools to identify ideal prospects, extend real-time offers and
maintain profitable, long-term customer relationships. But for all this potential, many
executives gripe that their efforts to drive substantial marketing performance
improvement continue to be stymied by one fundamental challenge:
They can’t make them work.
Dig a little deeper, and their complaints resonate in unison. Corporate bureaucracies
don’t allow for the quick decision making needed to capitalize on new opportunities.
Institutional silos (separating lines of business, functional groups, geographic divisions
and other internal units) independently manage data, creative, financial and human
resources, limiting their ability to fully leverage the company’s assets. And even those
investments focused on driving positive change—new marketing automation
platforms, for example—often suffer from lengthy implementation and review
processes, sapping value at every stage of the effort.
Considered collectively, this span of challenges suggests that for many companies,
existing marketing infrastructures—designed to support long-discarded economic
models, advertising strategies and media toolsets—are simply no longer viable.
For all this
potential, many
marketing
operations
executives gripe
that their efforts
to drive
substantial
performance
improvements
continue to be
stymied by one
fundamental
challenge: they
can’t make them
work.

4 April 2012
More concerning is the approach that most enterprises have adopted in tackling that
challenge. Rather than seeking out the kind of transformative change necessary to
keep pace in a media landscape increasingly paced by disruptive digital innovations,
most are approaching their fundamental “marketing misalignment” challenge as a
series of smaller, disconnected operational issues—each demanding their own
technology, manpower and budgetary fixes.
That approach, not surprisingly, isn’t working.
Increasingly, marketers are looking for a new path to marketing productivity,
grounded in the experience of seeing their enterprise peers benefit from holistic
process optimization efforts, and focused on the critical imperative that a true “new
era” infrastructure be built upon functional pillars that are both stronger and more
extensible than those that have supported advertising and marketing execution to
date.
This white paper—based on Winterberry Group’s extensive strategic consulting
experience in the advertising and marketing ecosystem, as well as a dedicated
research effort that included in-person and telephone interviews with over two dozen
executive-level marketing thought leaders in early 2012—explores the extent to which
that “new era” is truly upon us, and outlines a series of operating principles that
marketers should view as fundamental to enabling substantial, profitable change in
the years to come.
It will demonstrate that traditional approaches to managing marketing channels,
campaigns and brand messages are rapidly falling by the wayside. Likewise, it will
illustrate how achieving true transformative performance improvement demands the
holistic optimization of four central marketing operations pillars—people, platforms,
partners and processes—as driven by five overarching priorities:
• Speed: to enable “right-time” responsiveness, provide for a constant first-
mover capability and minimize costly cycle time issues
• Insight: to better understand customers and prospects (and their likely needs,
preferences and response cues) as well as the contributions of various
promotional channels in the broader media mix
• Access: to provide a steady stream of the appropriate inputs—including data,
creative assets and business rules—to drive seamless, “always-on” execution
• Flexibility: to support rapid (and sometimes substantial) changes in business
need, strategic priority, channel preference and competitive demand
• Security: to safeguard critical resources—including customer information,
brand assets and delivery tools—and reinforce confidence in the marketing
operations infrastructure and its underlying value proposition.

5 April 2012
The Challenge: Pain Points Confronting Enterprise Marketers
Times are tough for the CMO.
Even while technology, process innovations and emerging media open new doors to
generate value through advertising execution, just as numerous are the obstacles that
have emerged to inhibit growth in the marketing function. Panelists said it often
seems that for every new, groundbreaking marketing innovation, an equal array of
implementation challenges creep up to offset that particular advance. For every new
mobile platform, for example, there’s a corresponding data capture issue; for every
promising real-time media buying platform, vexing questions about the “real” value of
a customer audience.
In the language of the enterprise marketer, these disparate challenges—these pain
points—often conspire to undermine the value of a whole marketing enterprise (to
say nothing of their impact on individual channel management efforts, campaigns or
media programs). Collectively, they present a compelling case for marketing
operations process reinvention, setting the stage for the development of guiding
priorities around which those programs may be based.
Pain Point In Their Own Words…
Finding the Right Multichannel Mix:
With the growing need to maintain “in market” presence
across a range of promotional, response and engagement
channels, marketers are seeking a central platform from which
they may coordinate (and optimize) their various
communications.
“It used to be a lot less complex, because it was all about new
channels. Now it’s not about new channels; it’s about how
you use the channels.”
— Vice President, Consumer Banking Operations,
Top 10 Credit Card Issuer
“We are challenged by the fact that marketing execution is
handled separately across different channels that don’t all
share common segmentation, campaigns, key metrics, etc.”
— Vice President, Customer Marketing, Top 15 Retailer
“We send our messages, other teams send their messages.
Many small fiefdoms in our kingdoms are protective of their
territory.”
— Senior Advertising Project Manager,
Top 5 Telecommunications Provider
Searching for Accountability Metrics in the Data:
Armed with voluminous tracking and result data, marketers
feel they should be further along in the science of attribution
and optimization.
“Asking our agency about channel attribution is like asking a
kid to write his own report card.”
— Senior Partner, Data- and Technology-Focused
Private Equity Firm
“We do a lot of analysis at an individual marketing level to
see the incremental impact of an impression. But this doesn’t
really address the attribution issue; instead, it kind of dumbs
it down.”
— Manager, Customer Insights, Top 5 Automaker

6 April 2012
Developing a “Full Picture” from Disparate Customer Data
Sources:
Marketers are bombarded with multiple disconnected (and
largely incompatible) data sources and platforms. But what
they need isn’t more data—it’s a viable approach to
generating useful insights from the overlay of that
information.
“We try to do matchbacks whenever possible, but data isn’t
always clean and useful from a decision making perspective.”
— Director, Marketing, Telecommunications,
“Our data is siloed. There is a lot of it, but we lack an
integrated view of what it can provide.”
— Global Chief Marketing Communications Officer, Top
10 Technology and Consulting Company
“We have the ability to technically sew the data back
together, but it’s viewed differently by each organization….
Our biggest problem is agreeing on a single definition of a
customer. The data is very messy.”
— Vice President, Customer Marketing, Top 15 Retailer
Orchestrating a Promotional Cadence Commensurate with
Sophisticated Customer Needs:
Marketers lack the tools to move at “right time” with their
communications.
“We try to be honest with ourselves about how long it takes
to get campaigns up and running.”
— Senior Vice President, Marketing Strategy,
Top 10 Publishing Company
“Quality and timeliness of follow up: ‘Who’s going to make
the next touch?’ That’s critical.”
— Vice President, Worldwide Marketing,
Top 5 Technology Company
Leveraging the Full Force of the Extended Enterprise:
Suppliers bring a wealth of offers to the table, but marketers
struggle to engage and benefit appropriately from their own
partners.
“We know we need to outsource essential (but non-value-
add) work, but we are having a hard time doing it because of
legacy operating issues.”
Aligning the Various Stakeholders—Local, Regional,
Corporate—with the Single, Renewed Marketing Vision:
Different incentives and outcomes drive inconsistent
marketing investments and interests.
“There is a movement here to coordinate all marketing
processes at the corporate and local level—we are a year and
a half into this effort. Difficulties include getting the right
data in the right places and getting the right people
connected to it.”
Executing Campaigns with Quality—and Confidence:
Expertise and delivery bandwidth that is needed for step-
level improvement is spent ensuring that “business-as-usual”
execution quality (and adherence with security guidelines)
aligns with the organization’s standards.
“As our bar for error/need for security has heightened, not
that many start-ups are viable suppliers to a company like
us.”

7 April 2012
The Opportunity: Marketing Operations Management and
the Argument for Change
Many of the most daunting challenges facing large enterprises today—including a host
of issues that may appear closely linked to the financial, operational, sales or
“executive” functions of the organization—are rooted in fundamental marketing
considerations. Take, for example, some of the paradigm shifts that are now
confronting senior managers across vertical markets:
• The emergence of new, disruptive media and product delivery channels
• The acceleration (and ultimate shrinking) of product lifecycles, especially
when those products are grounded in digital content or technology platforms
• Widespread shifts in pricing approaches—favoring dynamic, automation-
driven market pricing, versus fixed benchmarks; and
• Growing consumer sophistication—and intensified demand for niche products
and services that cater to unique interests.
Objectively, these shifts speak directly to those traditional concerns—including the
“four Ps” of product, promotion, pricing and placement—that the modern marketing
function was designed to address (and that every business student learns at the
outset of their Marketing 101 coursework). But rare is the organization that has
assigned their marketing department the resources and oversight authority needed to
actually act on these theoretical responsibilities. In fact, marketing’s very
prominence—its association with advertising, creative, promotions, events and the
other trappings of the customer-facing business—may actively work to inhibit its role
as a strategic influencer.
Increasingly, though, senior executives are coming to see that perspective as flawed.
Seeking to become more responsive to the needs of a digital world (and needing an
accountable lever to manage the exchange of material resources, data, decision
making and other assets), many companies are working to realize the potential of the
marketing department to fulfill a role of strategic influence equal to that of finance,
operations and the other fundamental pillars of organizational success.
Conceptually, the benefits of that approach—including better utilization of corporate
assets and improved matching of product development efforts to marketplace need—
are clear and compelling. But given the substantial embedded barriers to change that
exist in many large organizations, achieving this bold transformation requires a
complete rethinking of the role that marketing plays in a complex enterprise,
addressing its structure, resourcing and relationships with both in-house “customers”
as well as third parties.
In short, it requires a renewal of those “four Ps”—and development of an entirely new
framework upon which marketing operations structures should be designed. The goal:
to assure maximum effectiveness, efficiency and the room to grow to meet evolving
enterprise demands over time.
Achieving this
bold
transformation
requires a
complete
rethinking of the
role that
marketing plays
in a complex
enterprise,
addressing its
structure,
resourcing and
relationships
with in-house
and third-party
“customers.”

8 April 2012
If the traditional marketing organization is hallmarked primarily by the existence of
parallel “silos”—independent functional units within which resources, expertise and
tools exist in competition with others—then perhaps the baseline of this
transformation should be grounded in complementary “pillars,” working collectively
to enable a marketing enterprise that’s stronger and more fundamentally prepared to
address the more complex challenges of tomorrow.
Developing a coordinated plan for marketing reinvention, though, requires more than
just acknowledging the need for change. It requires an intense inward-looking
investigation focused on understanding the organization’s “as-is” situation and
potential platform for change, as informed by the new pillars of marketing
productivity (as well as the specific organizational priorities that should guide decision
making with respect to each). Our panelists said that today’s cornerstone marketing
priorities—and thus the ideals which our “pillars” will seek to support—are nearly
universal: speed, insight, access, flexibility and security.

9 April 2012
People Platforms Processes Partners
Guiding
Understanding
The right leaders and
the right delivery
teams—armed with
the right skills and
tools, and connected
by the right
relationships—will
drive lasting,
defensible
differentiation
Leading-edge
technology can and
should be a key
enabler of product
and process
innovation. But
exploiting the value
inherent in these
tools requires
aligning adjacent
organizational
resources to best
leverage their
potential
contributions
The specific approach
by which the
marketing team
“does things” is a
critical factor in
driving its ultimate
success. As such,
processes must be
straightforward,
transparent and
optimized to drive
desired outcomes
given available
resources
The complexity and
rapid pace-of-change
that characterize
today’s marketing
function require not
only a strong internal
team, but a network
of external partners,
each bringing
strategically
desirable expertise,
tools and delivery
capabilities to drive
innovation
How Do
“Best-in-Class”
Organizations
Prosper?
Through results-
driven hiring and
staff development
that promote
education, practical/
cross-disciplinary
training and
compensation tied to
desired outcomes
Through integrated
platform structures
designed around the
central marketing
strategy, leveraging
data and modular
“point” solutions to
fuel insight and
innovation
Through dedicated
process mapping and
optimization
efforts—focused on
minimizing waste,
accelerating
productivity and
meeting fundamental
customer needs
Through creation of
a broad
confederation of
service providers
and technology
vendors who may
“fill in the execution
gaps” and provide
constant market
insight
Critical
Questions to
(Re)consider
• How do we recruit
and retain the best
talent on an
ongoing basis?
• How do we
maintain a
constant focus on
emerging skills and
disciplines?
• Do we incentivize
the results that are
most important to
us?
• How do we create
and sustain
excellence in our
people?
• Are our existing
systems optimized
to execute upon
our existing (and
likely future)
strategies?
• Do we have full
visibility into the
data we need to
make good
decisions for
customers?
• Is our technical
architecture
providing us with
competitive
advantage?
• Are we meeting
the expectations of
our customers—
both internal and
external?
• How much
flexibility do we
give up to long
cycle times and
rework
requirements?
• How much farther
along would we be
if we were faster in
execution? And/or
delivering higher
quality output?
• Has our supply
chain been built
specifically around
our marketing
strategy?
• Are we doing
things that would
be best done by
external partners?
• Do we have
systems in place to
extract the most
value from our
supplier
relationships?
Rethinking Marketing Ops:
Four Pillars (“Four Ps”) of Organizational Transformation

10 April 2012
Speed: Responding to the Needs of the Business in a
Competitive, Dynamic Environment
Why It’s Important: Enables “right-time” responsiveness, provides for a constant first-
mover capability and minimizes costly cycle time issues
Why Marketers Struggle to Deliver It: Enterprise marketing infrastructures have been
built mainly to execute large, one-time campaigns (rather than continuous programs)
supported by complicated, custom—and overwhelmingly manual—processes,
resulting in lengthy lead times and prioritization queues
Its Impact on Marketing Performance: Long cycle times add production cost, increase
the likelihood of errors and diminish the relevance of marketing communications (as
well as the value of potential first-mover advantage)
What “As-Is”
Challenges
Typically
Confront
Marketers?
The talent that
marketers need to re-
engineer their process
is not in the marketing
department
Systems are silo-
specific and house
their own version of
assets that must be
recalled rapidly; legacy
solutions lose
relevance quickly
Marketing execution
processes have
developed piecemeal,
with manual execution
engines that are slow,
not repeatable and
prone to error
Too much internal
bandwidth is used in
execution—it’s not
that there aren’t
enough people, it’s
that they’re doing the
wrong things
What Does the
“Could Be”
State Look
Like?
Marketers enable
flexibility and capacity
by becoming
disciplined with
respect to talent
cultivation and
deployment
Automation platforms
enable standard work
to flow through quickly
with little manual
interference
Processes are
engineered to first
diminish cycle time
(as precisely as
possible)—and then
to realize follow-on
benefits of quality,
cost and flexibility
Suppliers contribute
to execution in the
areas at which they
excel; are
compensated for
exceeding timing
expectations with
high quality levels
How Do We
Get From
“As Is” to
“Could Be”?
• Get the right talent
(internal, borrowed,
external) to rebuild
• Make transformation
a visible and active
team priority
• Commit to teaching
the team new (and
marketable) skills
• Identify the types of
activities that will
occur most often as
based on the
marketing strategy
• Source automation
solutions to manage
tasks as seamlessly
as possible
• Marketing approach
must be built with
speed as the desired
outcome
• May require “burning
the ships” by turning
off old processes
while “as-is”
programs continue
• Ask the organization
to analyze every
internal function
against industry
solutions
• Look for ways to
quickly upgrade
technology, process,
expertise by sourcing
In Their Own Words…
“We’ve built processes and procedures so that we don’t
need to recreate the wheel every time. We can respond to
competitor’s offers very quickly with a matching offer.”
— Vice President, Advertising,
“Speed to market is priority number one. The challenge lies
in getting it done from an executional and operational
standpoint. The constraints… are a myriad of disconnected
and disparate databases.”
— Vice President, CRM, Top 5 Retailer

11 April 2012
Insight: Leveraging All Available Data to Better Understand
Customers, Markets and the Impact of Multichannel Efforts
Why It’s Important: Allows the marketer to better understand customers, prospects
and the behaviors that impact their ultimate purchase activity, allowing them to
promote an ongoing relationship across the channels the customer chooses
Why Marketers Struggle to Deliver It: Integrating disparate data sources (including
those that that may be “unstructured”) and measuring cross-channel performance is,
for many, the elusive “Holy Grail” of targeted marketing. Though many are working to
address the challenge, no one has yet crafted a comprehensive off-the-shelf solution
Its Impact on Marketing Performance: With the various data sources connected, the
marketer can build out an attribution framework to optimize cross-channel efforts
What “As-Is”
Challenges
Typically
Confront
Marketers?
Marketers often lack
the deep analytics
talent they need to
make sense of the
challenging
quantitative problem
of multichannel
attribution
Typically, data is
fragmented, disjointed
and built upon
different taxonomies;
BI solutions are not set
up to provide deep
analytics
Processes often
depend largely on
contributions from
homegrown “hard-
coded” solutions
cobbled together to
solve incremental
challenges
Systems and data may
respectively by housed
externally (where data
may be hard to access)
or in a combination of
external and internal
repositories
What Does the
“Could Be”
State Look
Like?
Marketers engage with
quantitative analysts
and resources
schooled in hard
sciences
Analytical needs
require dedicated
systems and powerful
analytical software
that is integrated with
enterprise decision
making engines
Systems are
engineered for
adaptive control and
parameterization; are
highly flexible on key
strategic dimensions
Data can be hosted
externally, but needs
to be kept in-house to
ensure accessibility
and security
How Do We
Get From
“As Is” to
“Could Be”?
• Recruit and build out
a team of marketing
analysts; it’s easier to
train analysts on
“marketing” than
vice versa
• Develop retention
and recognition
programs to foster
analytics talent, team
spirit and loyalty
• Architect systems to
support massive
centralized data with
intense processing
power
• Create separate data
structures optimized
for analytics
• Work backwards
from a desired end-
state of automated
decision making
• Designate a central
point of marketing
investment decision
making to provide
analytics direction
• Source hosting,
connectivity,
matching and
platform integration,
but keep the strategy
(and access to key
resources) in house
“It’s easy to get lost in those multichannel conversations
without stepping back and looking at the customer.”
“In my experience, I have generally been dissatisfied with
the level of expertise and focus on attribution.”
— Vice President, Digital Brand Strategy,

12 April 2012
Access: Centralizing the Management of Core Marketing Assets
to Maximize Their Contribution to the Whole Enterprise
Why It’s Important: Rich proprietary assets—including granular data on customers,
prospects and their respective purchase and promotional histories; legacy creative
material and campaign performance records—presents a source of substantial
competitive advantage for the company, and making these properties available for
cross-enterprise use is essential in delivering synergy benefits
Why Marketers Struggle to Deliver It: Data and content management structures are
typically siloed according to the internal “parent,” often in separate or duplicative
databases or libraries—and with few protocols in place to govern resource sharing
Its Impact on Marketing Performance: Diminishes the organization’s ability to derive
a truly complete “view” of their own customer, or leverage previous resources in
follow-up marketing efforts
What “As-Is”
Challenges
Typically
Confront
Marketers?
Staff may be protective
of resources and see
little reason to make
assets available to
others
Multiple platforms are
sourced (by different
internal owners) to
provide the same basic
functionality
Processes are specific
to the department,
rather to the
enterprise, and are
designed to prevent
resource sharing
Suppliers deliver single
point solutions without
comprehensive scope
What Does the
“Could Be”
State Look
Like?
Assets are managed in
universal databases
and libraries, with a
specific set of business
rules guiding access
and availability
Sophisticated
matching, keying and
historical data
supports complete
customer views
Streamlined internal
approval processes
provide insights
where they are most
needed
“Referential” keying,
which accesses a full
external database for
links, allows for
optimal consolidations
and visibility
How Do We
Get From
“As Is” to
“Could Be”?
• Marketing needs
should be
incorporated at the
earliest possible
development stage
• Account for heavy
lifting if the
organization is not
built around central
access points
• Identify
opportunities to
streamline central
platforms with focus
on data integration
and asset cataloging
• Design to drive real
time communication,
integrating assets
from various cross-
enterprise
databases/libraries
• Architect customer
identification as an
“always-on” process
• Consider third-party
solutions to
reference and match
data (as well as other
assets) and provide
the most complete
picture possible of
customer
interactions
“There is a movement [in our company]… to coordinate all
marketing processes. The difficulties include getting the
right data in the right places and getting the right people
connected to it.”
“It’s critical to get it centralized. What I’ve seen in my
history with clients is that [data and creative assets] are
very fragmented and siloed.”
— Global Chief Marketing Communications Officer, Top
10 Technology and Consulting Company

13 April 2012
Flexibility: Engaging with Supply Chain Partners to Extend the
Capabilities and Scope of the Marketing Enterprise
Why It’s Important: Allows the marketer to develop a strategy to best maximize
internal own talent and resources—while leaning on the right set of partners to
expand the organization’s skillset and gain critical operating bandwidth
Why Marketers Struggle to Deliver It: Third-party relationships are treated as
transactional, often focused on single activities rather than process outcomes
Its Impact on Marketing Performance: Many marketers devote disproportionate
time, cost and attention to managing tasks outside their core competencies (which
would thus better be left to third parties)
What “As-Is”
Challenges
Typically
Confront
Marketers?
Supply chain expertise
is price-focused,
procurement-based,
and housed primarily
in the finance
department—if it
exists at all
Innovation
requirements are
queued up for internal
IT development;
delivery timelines are
measured in months, if
not years
Marketers hold
suppliers at arm’s
length form the core
operation (and from
each other), inhibiting
the benefits of
potential cooperation
Suppliers are largely
transactional in nature
and legacy in their
origins. Decisions
about what is done
internally/externally
are implicit
What Does the
“Could Be”
State Look
Like?
Supply chain expertise
is embedded in the
marketing department,
with a focus on
leveraging partners to
drive innovation and
promote the positive
benefits of lasting
competitive tension
Suppliers are selected
for their ability to
deliver solutions via
existing platforms that
are best-in-class and
meet all the marketing
needs
Suppliers rally
together for the sake
of the process,
working as an
extension of the
internal team to solve
the marketing
challenge
Suppliers are brought
together with internal
teams to deliver jointly
on departmental goals
How Do We
Get From
“As Is” to
“Could Be”?
• Create and staff a
marketing supplier
management team,
charged with building
out the necessary
relationships
• This team works with
procurement and
serves as supplier’s
primary customer
• Mine IT’s “wish list”
for biggest impact
projects and longest
delivery timelines
• Use supplier
managers to find
providers who can
immediately deliver
objectives within
existing platforms
• Hold regular reviews
(which all suppliers
attend) to review
progress, obstacles
and goals
• Make the overall
objective a part of
each individual
supplier scorecard
• Derive key process
and technology
needs from the
overarching
marketing strategy
• Use suppliers
managers to source
potential third-
parties
“One of top challenges was: How do we make the
organization nimble enough and still keep costs down?”
— Global Chief Marketing Officer,
Top 10 Insurance Provider
“We augment with vendors, relying on their
expertise/technology because it’s not within our core.”
— Vice President, Marketing,
Top 20 Health Insurance Provider

14 April 2012
Security: Ensuring the Viability of the Organization (and the
Confidence of its Customers) Through Protection of Critical Assets
Why It’s Important: Safeguarding critical resources—including customer information,
brand assets and delivery tools—reinforces confidence in the marketing operations
infrastructure and its underlying value proposition
Why Marketers Struggle to Deliver It: Security is rarely seen as a marketing
function—and marketers are largely unprepared to lead on such issues
Its Impact on Marketing Performance: Security, privacy and the “rules of
engagement” that drive data usage are key considerations in communicating with
customers; managing them with an eye on customer needs (as opposed to delivering
security “for its own sake”) will provide lasting business benefits
What “As-Is”
Challenges
Typically
Confront
Marketers?
Even though marketing
has a voracious
appetite for data, the
stewardship function is
managed elsewhere, if
at all
Security and privacy
concerns are system-
specific—and each one
has its unique needs
that require attention
and support
Security is externally
focused and managed
from IT, with no
visibility into the
marketing value of the
data it is protecting
Providers offer a
default level of security
and privacy
protections—and carry
their own risk of
breach
What Does the
“Could Be”
State Look
Like?
Marketing designates
data stewards—teams
dedicated to
safeguarding the data,
designing the policies
and monitoring
controls
Security and privacy
procedures are
tailored to the data
and managed by the
data stewardship team
Marketing processes
are built around
central data, which is
managed to allow for
varying access based
on its value and
sensitivity
Ideal service level
agreements spell out
not just recourse, but
consistent standards
for safe execution
How Do We
Get From
“As Is” to
“Could Be”?
• Create and staff a
marketing data
stewardship team,
charged with building
out policies and
procedures to
safeguard data
• This team works with
IT as the service
provider for security
• Tailor security and
privacy solutions to
the sensitivity and
value of the data
from a marketing
perspective
• Designate the most
sensitive fields in the
data flow and
automatically limit
access to them
• Conduct a “security
audit” of the key
workflows and data
flows
• Develop the end-
state security vision
and assess current
state against it
“We have a security office that manages a firewall system
to make sure that we are not passing around consumer
data. There are huge efforts to make sure that consumer
info is protected.”
— Director of Advertising,
“We have someone in charge of the governance but this is
part of IT infrastructure, not part of marketing. I’m not
sure if we have someone in charge of maximizing the
opportunity though.”

15 April 2012
In Conclusion
The demands on today’s marketing operations teams are more varied—and more
intense—than ever before.
Wholesale technological advances, channel proliferation, the rise of “big data” and the
fragmentation of audiences are the hallmarks of the era. But at the heart of those
developments, a single current flows consistently: Consumers have come to expect
more of the brands with which they do business.
That doesn’t just mean the savvy marketers of tomorrow will have to be everywhere
(be it on television, in the mailbox, in the retail environment, on the Web or in the
inbox). They’ll also have to be more responsive to changing consumer needs, more
attuned to the macro trends driving market opportunities, more interactive in their
customer relationship management and, above all else, more nimble in how they
strategize, assign resources and build marketing programs to support rapid, continuous
innovation.
For most enterprise marketers, supporting that colossal paradigm shift will require
more than simply “reforming” marketing ops as we’ve known it. It will require a
concerted effort at strategic reinvention, driven with an eye on leveraging the core
operating assets of the business—the “four pillars” of people, platforms, processes and
partners—as the central enablers of whatever tactical priorities the business deems
critical.
Today, senior marketers say that the dynamism of the marketing environment has
positioned five ideals—speed, insight, access, flexibility and security—as the
foundational priorities upon which those pillars must be built. But over time, those
priorities may well change—demanding that marketing operations (and the strategies,
processes and infrastructure that guides it) must change with them.

16 April 2012
The Buffkin Group is a retained, specialty boutique search firm comprised of industry
leaders. Each partner in the firm has been a leader in their respective fields and each
has over a decade of retained search experience. Combined, our partners have over
65 years of search experience and over 100 years of industry experience. Our job as
search professionals is to recruit leaders that impact our client companies. We recruit
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For more information, please visit www.thebuffkingroup.com.
Group O is a $600 million diversified business services outsourcing provider that helps
its clients to optimize their operations through strategic marketing, packaging and
supply chain solutions.
• The company’s Marketing Solutions group offers solutions for loyalty and
incentives, mobile and Web applications, information sciences & analytics, call
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• The Supply Chain Solutions group serves the manufacturing, retail and high-
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packaging materials, equipment, analytical and packaging engineering service
solutions.
Group O is ISO 9001:2008 and TL 9000 certified and is SSAE 16 (SAS 70) Type II and
HIPAA compliant. As a 100-percent Hispanic-owned MBE and National Minority
Supplier Development Council (NMSDC) Corporate Plus member, Group O is proud to
be recognized as the 2011 National Minority Supplier of the Year (nmsdc.org).
Headquartered in Milan, Ill., Group O is the ninth-largest Hispanic-owned company in
the United States and employs more than 1,700.
For more information, please visit www.GroupO.com.

17 April 2012
Winterberry Group is a unique strategic consulting firm that helps advertising,
marketing, media and information companies build value. Our services include:
Corporate Strategy: The Opportunity Mapping strategic development process
prioritizes customer, channel and capabilities growth options available to advertising
and marketing industry firms, informed by a synthesis of market insights and intensive
internal analysis.
Market Intelligence: Comprehensive industry trend, vertical market and value chain
research provides in-depth analysis of customers, market developments and potential
opportunities as a precursor to any growth or transaction strategy.
Marketing System Architecture: Process mapping, marketplace benchmarking and
holistic system engineering efforts are grounded in deep supply chain insights and
“real-world” understandings—with a focus on helping marketers and publishers better
leverage their core assets.
Mergers & Acquisitions Due Diligence Support Services: Company assessments and
industry landscape reports provide insight into trends, forecasts and comparative
transaction data needed for reliable financial model inputs, supporting the needs of
strategic and financial acquirers to make informed investment decisions and lay the
foundation for value-focused ownership.
For more information, please visit www.winterberrygroup.com.

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