Gleanster Principal Analyst and CEO Ian Michiels provides practical guidance for managing marketing at the local level based on his research of more than 500 top marketers from leading companies.
Michiels outlines advice for improving local marketing operations applicable especially for industries like financial services, insurance, manufacturing and franchise-model organizations where corporate marketing supports a network of hundreds and even thousands of local and affiliate marketers.
Visit http://info.docustar.com/marketing_operations_roadmap to download the full corresponding Gleanster research report, “The Marketing Operations Technology Roadmap for Local Marketing Success.”
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Analyst Presentation: How Top Companies Manage Marketing Across Hundreds of Locations
1. Inside Secrets: How Top Companies
Manage Marketing Across Hundreds
of Locations
Sponsored by
WELCOME TO
Presented by
Ian Michiels, Principal Analyst and CEO, Gleanster Research
3. DocuStar Capabilities
PRINT
• Producing quality print and
promotional materials
• Digital printing
• Variable printing
• Kitting & fulfillment
• Direct mail and EDDM
• Many others
DocuStar | docustar.com
SYSTEMS
• Automation, asset
management &
customization software
• Marketing resource
management
• Local marketing budget
management systems
• Email systems
• Many others
SOLUTIONS
• Marketing operations &
campaign management
• Promotional campaign
execution
• Landing page
development
• Cross-sell and up-sell
execution
• Many others
4. Download the full corresponding Gleanster research report,
"The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap
7. Ian Michiels
Principal & CEO
Gleanster Research
Inside Secrets: How Top
Companies Manage Marketing
across Hundreds of Locations
8. Agenda
– What does successful brand marketing look
like for national or global brands?
– How do you mitigate your top challenges in
marketing?
– Top 10 Tactics & Recommendations for
Localized Brands
9. TODAY’S STATS
PERFORMANCE
BASED ALGORITHM
All Survey
Respondents
2014 Local
Marketing
Automation
Top Performers:
Top Quartile
performance in key
KPI’s
Everyone Else
Gleanster
Benchmark
Stats
2014 Omni-
Channel
Marketing
2014 Brand
Marketing
Total survey responses: 2,350
2014
Marketing
Resource
Management
10. How do we
benchmark
Top
Performers?
TOP PERFORMERS
Revenue Growth
Asset Utilization
Response Rates
Brand Consistency
EVERYONE ELSE
Companies that achieve
highest performance in:
11. Marketing vs.
Localized
Marketing
What do we mean by local marketing?
NATIONAL OR GLOBAL BRAND
CORPORATE MARKETING
TARGET AUDIENCE / CUSTOMERS
Challenges:
• Multiple Channels
• Multiple Technologies
• Multiple Suppliers
12. Marketing vs.
Localized
Marketing
What do we mean by local marketing?
CORPORATE MARKETING 100s OF LOCAL AFFILIATES
NATIONAL OR GLOBAL BRAND
Challenges:
• Multiple Channels
• Multiple Technologies
• Multiple Suppliers
• Brand Consistency
• Local Relationship
• Local Technologies
• Need for Autonomy
X
TARGET AUDIENCE / CUSTOMERS
13. Top 3
Challenges
for Brand
Marketers
62%
76%
87%
Visibility into Marketing
Performance
Embracing Digital Channels
Operational Efficiency / Cost
Savings
CMOs + Large Enterprise (n = 53)
What are your top 2 challenges / priorities for 2015 with
respect to brand marketing?
* Q4 2014 Brand Marketing Survey, n=240
16. A Simple
Definition of
Marketing
Operations
People and processes that transform budget and ideas into
customer facing communications…
…to re-enforce the brand and drive top line growth.
PEOPLE PROCESSES TRANSFORM COMMUNICATIONS GOAL
18. How do we
define
marketing
operations?
Marketing operations is a discipline that embodies all the
components of change:
People
• Defined Role
• What are we
doing?
• Why are we
doing it?
• Did we do it?
Process
• Value Chain
• Efficiency
• Productivity
• Collaboration
• Managing
Complex
Environments
Technology
• Structure
around
repetitive
tasks
• Centralization
• Visibility
• MRM
• MOM
• EMM
• LMA
• DAM
• Etc.
GOAL: Improve marketing
efficiency and effectiveness.
19. The
Marketing
Value Chain
Planning Creative Execution Measurement
Ramifications on:
• Collaboration with other departments (Finance & IT)
• External collaboration with suppliers (agencies, vendors, etc.)
• Visibility and accountability
• Continuous optimization
• A litany of technologies (not just one)
• The creative process
20. Framing the
Marketing
Operations
Challenge
Planning Creative Execution Measurement
AWARENESS
ACQUISITION
RETENTION
EXPANSION
Marketing Management
• Project centric
• Manual Tasks
• Reviews & Approvals
• Connections with Finance
• Connections with IT
• Connections with Suppliers
• Asset Management
• Alignment with strategy
Customer Engagement
• Engaging customers across
one or more channels
• Email
• Search
• Web (Content & Analytics)
• Etc.
21. 2 Forces at
Work –
Hit Fast and
Hard • Empowered customer
• Explosion of channels
• Relevance Rules
• Offline + Online Key
• Technology offerings explode
• Data is fragmented
• Better links between marketing
& sales
• Lack of visibility
Marketing is scrutinized like never before;
it’s not just an art, it’s a science.
22. New
Technologies
Skewing
Legacy
Concept of
Marketing
Operations
20%
34%
35%
37%
42%
42%
45%
49%
49%
50%
50%
50%
51%
52%
53%
57%
61%
61%
All of the Above
Regulatory Compliance
Governance
Media buying
Digital Asset Management
Landing pages/forms/surveys
Workflows & Approvals
Multi-channel Campaign Execution
Web content management
Content Management Strategy
Project Management
Collaboration
Marketing Calendar
Email Marketing
Marketing procurement
Social Media Monitoring
Planning & Budgeting
Web Analytics
All Respondents (n=366)
When you think about “marketing operations technologies” which of
the following features and capabilities come to mind?
* Q4 2014 MRM Survey, n=366
23. Next
Generation
Technologies Corporate
Requirements
All Industries (Centralized Marketing)
All Industries (Distributed Brand)
Financial Services, Insurance, Retail, Franchises,
Manufacturing, CPG, Restaurants, Pharma, etc.
Legacy MRM – For Centralized Marketing Next Gen MRM – For Distributed Marketing
Budgeting & Planning
LocalAffiliate
Requirements Reporting
Workflows & Approval
Calendar
Role-Based Security
Project Management
Digital Asset Management
Addressed with
High Degree of
Customization
Multi-Channel – Email, Print, Social, Mobile
Holistic Brand Reporting
Regulatory Compliance for Auditing
Dedicated Simple UI for Local Marketers
Dynamic Templates – Branded & Customizable
MDF and Co-Op Fund Management
Brand Asset Management
24. What’s the
difference?
• Make personalization scalable
• Ease of use
• Replicate best practices on
emerging channels
• Facilitate Multi-Channel
Messaging
• Automate repetitive tasks
• Fund Management
• Hybrid execution of campaigns
25. Tactics and
Recommendations for
Localized Brands
Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap
29. Understand how
to identify and
prioritize
opportunities for
improvement
– Document current state & identify bottlenecks
– Don’t frame as “this is what’s wrong”
– Frame as “this is our opportunity and my recommendation”
– Account for People, Process, and Technologies Involved
2
30. Make
Strategic
Technology
Investments
– What’s getting funded?
– Visibility for the CMO
– Improved Personalization (Response & Revenue)
– Operationalize digital channels (Engagement)
– Co-op and MDF management (Cost savings & Enablement)
– Managed service offerings (Rapid time to value)
– Corporate Control & Local Autonomy
– Ease of use became critical to success
– Solve high priority low hanging fruit
– Eliminate redundant technology spend
1 2 3
FROM TO
3
31. How is
funding
justified?
60%
66%
72%
Optimize marketing spend
across channels
Streamline workflow with
internal stakeholders
Standardize repetitive
marketing processes
B2C Brands: >$250M in Revenue (n = 105)
What are your top reasons to implement new technologies for
marketing operations?
* Q4 2014 MRM Survey, n=366
3
33. Getting the
most out of
Local
Marketing
Automation
Systems
43%
45%
62%
69%
77%
79%
82%
85%
Process re-engineering
Executive level champion
Cross-departmental roll-out
MO center of excellence
Data integration
Ongoing training
Integration with other systems
System ease of use
Top Performers
* Q4 2014 MRM Survey, n=366
3
34. Develop a
Roadmap with
Milestones
– Challenge legacy processes – don’t just move them to a new system.
– Minimize customizations unless there’s a real business justification or
need
– 82% of Top Performers invest in a phased rollout & a roadmap:
Current State Evaluation
+
Requirements
Gathering
Develop Vision &
Future State
Document Current
State Processes
Phase 1
Document Your
Marketing
Operations
Roadmap
Business Req.
Investment
Priorities
Process
Re-engineering
Define
Success Metrics
Phased Timeline &
Communication Plan
Stakeholder
Committee
Change Mgmt.
Plan
Justify Investments
with Phase 1 & 2
Functional Req.
Phase 2 Phase 3
4
Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap
35. “Templatize”
Operational
Execution
+
On-Behalf of
Local Marketing
* Q4 2014 MRM Survey, n=366
5
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Corporate Managed
Brand Approved Templates
Customized by
Local Marketers
Local Marketing
Automation Tool
79% of Top Performers deploy brand
compliant templates (managed by
corporate) for local customization.
36. Prioritize
investments by
highest
potential return
on investment
Automate and optimize repetitive tasks
Improve collaboration and
communication across the value
chain
Centralize reporting and
visibility into processes
Financial
Accountability
Attribution &
Performance
MarketingOperations
Effectiveness
Efficiency
6
37. Tips on hiring
and retaining
brand
marketing
talent in
corporate
ANALYTICAL SKILLS
SOCIALSKILLSLowHigh
Low High
Proactive Resources
• Wield Influence
• Challenge Status Quo
• Understand the Art
• Tech Savvy / Informed
Reactive Resources
• Execute Consistently
• Process Oriented
• Tactical engagement
• Not comfortable with
change
Analytical Resources
• Jazzed by the numbers
• Inquisitive
• Risk averse
• Detail Oriented
• Relentless at Follow-up
Leadership
• Value data driven decisions
• Value accountability
• Strategic
• Incentivized to champion
change
Knowledge of Internal Processes
7
38. Understand
change
management –
people are the
brands #1 asset, and
biggest barrier to
change
1. Constant communication at all levels and departments
2. Capture feedback from all levels
3. No surprises in decision making
4. Brand initiatives – make them fun
The challenge is the same: minimize the negative impact of change in duration (A) and depth (B), accelerate time
to competence/new levels of productivity (C), and sustain ongoing performance (D).
“valley of
despair”
Structured Change
Assurance – Posi<ve
outcomes maximized and
measured
Without Change Assurance -‐
Outcomes unpredictable
"me
performance
C
D
B
A
Build Founda<on
Deploy
Sustain
View Change as a process, and measure its progress
8
39. Willingness to
be a champion
for change
How do you get
funding for
initiatives?
– Align the outcome and the metrics to current
externally committed targets for the business:
– Link process efficiency and improvement to those
outcomes
– Aggregate current state inefficiencies over a period
of years
– Plan to divest of legacy systems – and the license
fees that come with them
– Understand it’s about risk – the more educated you
are and the more prepared, the less risky it is for
decision making individuals to allocate budget
– Don’t try to sell a big bang approach; provide
milestones and ask for smaller amounts of budget to
solve high priority issues first.
9
40. Simplicity is the
Ultimate
Sophistication
– Standardizing and centralizing brand execution
helps with:
– Measuring Asset Utilization
– Measuring Channel Engagement
– Optimizing Messaging
– Customer Satisfaction
– 1:1 Personalization is not a requirement – focus
on better segmentation
– Fund small initiatives first – plan to expand
– Cut redundant spending: technology & agencies
10
41. Final Thought
– There is a massive shortage of marketing talent that understands
how to champion operational change in brand marketing
– Change is inevitable for every brand – not if, when
– You are more valuable and will advance farther in your marketing
career if you have these skills
42. Ian Michiels
Principal & Founder
@InsightFanatic
ian.michiels@gleanster.com
Download the full corresponding Gleanster research report,
"The Marketing Operations Technology Roadmap for Local Marketing Success."
http://info.docustar.com/marketing_operations_roadmap