How To Approach a Global Enterprise Deployment of an Engagement Marketing Platform
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Sam Pederson Business Solution Architect, Director of Customer Success
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How To Approach a Global Enterprise Deployment of an Engagement Marketing Platform
- 1. How To Approach a Global Enterprise Deployment of an Engagement Marketing Platform Sam Pederson Business Solution Architect, Director of Customer Success
- 2. Page 2Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Topics • Engagement Marketing Nirvana • The Path There For a Global B2B Enterprise • Keys to Success • Start Your Journey
- 3. Page 3Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Today’s Digital World has Made it Hard 80% Of a customer’s journey today is self directed2 2900 Marketing messages per day vying for your customer’s attention1 87% Of people demand a meaningful experience with a brand3 1. SuperProfile 2. Forrester 3. Edelman Research
- 4. Engagement Marketing Build personalized, meaningful & lifelong relationships Engage People: • As individuals • Based on what they do • Continuously over time • Directed towards an outcome • Everywhere they are
- 5. Page 5Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Accelerate your Business Engage Your Audience Achieving the Full Value of Marketo Across… Products & Divisions Regions Teams Vertically Verticals Drive Efficiency & Effectiveness Align Marketing & Sales
- 6. Enterprise CRM Rollout Looks Like… Centrally Defined & Managed User Services Data Entry ReportingOrders Collaboration
- 7. Enterprise MAP Rollout Looks More Like… Central Definition & Implementation Defining Best Practices & Team Ops Models Deployment of New Services / Use Cases Data Consolidation, Definition, & Management Centralized Reporting & Analytics Reporting Drives Iteration of Tactics BEST PRACTICES 1st Team Rollout & Training Team Becomes Competent Team Begins Multi-Channel Team Markets with Full Visibility Team Becomes Artists 2nd Team Rollout & Training Team Becomes Competent Team Begins Multi-Channel Team Markets with Full Visibility Team Becomes Artists 3rd Team Rollout & Training Team Becomes Competent Team Begins Multi-Channel Team Markets with Full Visibility Team Becomes Artists Ongoing Operations (Systems, Data, etc.) TIME
- 8. Centralized Regional/Divisional Less resources required Regions/divisions can execute more quickly day-to-day One immersed team ramps their skill set faster Distributed expertise – more people working on Marketo company-wide Easier to manage processes Local/divisional decision-making and flexibility Easier governance and data management Local/divisional control over data and customer touches Faster rollout More opportunity for wide-ranging best practices Ability to develop marketing services centrally Not beholden to HQ work hours Centralized Demand Center vs. Regional “Waterfall” Rollout Decisions are typically driven by resources and existing company set-up Sliding Scales and Nuances
- 9. Page 9Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Identify the Right Team Executors Supporting Players Decision Makers The make-up of the team is critical to success. There are generally three categories of team players. • Executive Sponsorship • Champion Importance • Hands On Users • Speak Business & Technology • CRM Administrator • Additional Marketing & Sales Team Members • IT Team
- 10. StrategicValue Engagement Marketing Maturity Engagement Marketing Journey Crawl • Existing data migration/ cleanup • Technical setup/CRM sync • Basic campaigns replicating existing functionality • Foundation training Walk • Additional integrations • Lifecycle strategy and setup • Lead scoring and nurture • Additional channels • Segmentation • Advanced training • Pivot marketing tactics based on confident data • Advanced campaign optimization • Full revenue reporting analysis • Expanding with the ecosystem: Adbridge and Launchpoint partners • Marketing has seat at revenue table Sustain & Grow Run • Sales and marketing alignment and MSI • Basic campaign optimization • Full multi-channel in place • Analytics & Dashboards to Measure KPIs • Social Media Integration • Website and campaign personalization
- 11. Page 11Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Importance of Governance • Governance drives the execution of processes by which Marketing and Sales will identify, prioritize, assign, execute and communicate while optimally leveraging people, processes, change management and technology. • Governance can encompass a variety of working teams depending on the size and structure of the company: • Executive Steering Committee • Process Advisory Group • Marketing Automation Ownership Group • Reporting Request Team People Technology Change Management Processes
- 12. Page 12Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 What is a Marketo Center of Excellence? Creating a COE within Marketo: • Provides a one stop shop and speeds time to market by allowing Marketo users to quickly clone programs and related assets • Allows implementation of brand standards across all marketing elements and channels • Enables globalization of languages, legal requirements and subscription needs through tokens • Defines business governance and processes
- 13. Success Keys • Expectation setting • It’s a change of marketing and sales lifestyle, not just a tool • It’s a significant up-front investment that pays dividends over time • Identify your power users and get them to commit • Often local/field marketers who wear many hats rely heavily on agencies, and that may need to change • Continue to show the vision throughout the process • The “weeds” can be demotivating • Embrace the cultural differences • Understand that “Go Live” is an arbitrary concept
- 14. The Most Complete Ecosystem of Marketing Solutions 350+ Partners across 20 categories Engagement Marketing Platform
- 15. Page 15Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Process Management is Essential Identifying and building centralized processes into the system enables user success by simplifying program creation and increasing program success. The following must be determined as part of the Center of Excellence infrastructure: • Determine Regional Staffing and Roles • Standardize Foundational Set-up • Managing Workspaces and Partitions • Establish Naming Convention • Establish and Standardize Design Templates • Establishing Standardize Measurement • Continuous System Maintenance • Determine legal and compliance requirements
- 16. Cooking Versus Baking More “Art” Quick judgments and pivots “More salt” “Turn up the heat” Requires practice and experience More “Science” Measure exactly and follow the recipe Requires discipline and a good recipe
- 17. Page 17Marketo Proprietary and Confidential | © Marketo, Inc. 1/20/2016 Accelerate your Business Engage Your Audience Achieving the Full Value of Marketo Marketo Global Services Helping you to build your practice and advance your engagement marketing excellence Drive Efficiency & Effectiveness Align Marketing & Sales
- 18. Thank You Sam Pederson spederson@marketo.com @toprankedsam To Reach Marketo Enterprise Sales or Global Services: +1 (650) 376-2300
Hinweis der Redaktion
- Hello everyone. Welcome to our webinar today: How To Approach a Global Enterprise Deployment of an Engagement Marketing Platform. My name’s Graham Gallivan and I’ll be moderating the webinar. We’ve got a great presentation today for those who are interested in learning more about rolling out successful global deployment of marketing automation. Some quick housekeeping items: webinar will be recorded. And both the recording and slides presented will be distributed to participants after the webinar. Also today’s webinar is interactive. We encourage you to submit questions to our presenter using the chat panel on your screen. So let’s get started…I’d like to introduce our speaker today. Sam Pederson is a Business Solution Architect here at Marketo. Sam has over 16 years of marketing experience in digital marketing and demand generation working with clients such as Kaspersky Lab, Zuora, Oracle and Sun Microsystems. Sam has led internal business case, purchase process, implementation and global rollout and adoption of marketing automation in each of those companies since 2005. Sam, without futher ado, I’ll hand it over to you.
- Thanks Graham! At a high level, here’s what I’m going to be covering today. First, I’ll take you through a little bit of background on why customers are doing this – investing in marketing automation and engagement marketing globally. Quickly, we’ll get into the meat of the webinar with what that path looks like for Enterprise companies, and while this will be particularly applicable to B2B, the most concepts are the same for B2C companies. We’ll also go through some of the things myself and the team here at Marketo have seen as patterns or indicators for success in a global deployment, and we’ll finish off with how you can start your journey.
- So before we get into how to deploy and adopt engagement marketing, let’s quickly level set on why you’re investing in engagement marketing in the first place. In today’s explosion of social, mobile & digital world, buyers are more empowered than ever. The internet gives them instant “information gratification” – they can access detailed specs, pricing, and reviews about goods and services, 24 hours a day, with a few flicks of their thumbs. All of which means that your buyers are forming opinions and drawing conclusions well before they choose to interact with representatives from your company. Decision-making is no longer confined to the showroom floor, or even to your company’s website. That’s why it’s up to marketers to become the stewards of the customer journey and build a bond with customers wherever they are.
- Now marketers must shift from talking at people, and focusing on transactions, to engaging with people – to build meaningful, life-long, and personalized relationships. We call this engagement marketing. Engagement marketing is about creating meaningful interactions with your customers, based on who they are and what they do, continuously over time. It’s marketing that engages people towards a goal, wherever your customers are. It’s marketing that is backed by both creative vision and hard data. Finally, it’s marketing that allows you to move quickly, shortening the time between idea and outcome, so that you can create more – and better targeted – programs.
- That’s the vision, but when we look specifically at why Enterprises are investing in what we call our Engagement Marketing Platform, or what the marketing industry has traditionally called a marketing automation platform, there are really four main reasons that everything maps back to. The first two are tied together – business acceleration and business efficiency – trying to create more demand, do more with less, and make every aspect of your sales and marketing teams and efforts more efficient. The third reason is to create a better more engaging experience for your prospects, customers and partners which goes beyond garnering goodwill, loyalty and accolades. A better more engaging experience for all of your audiences is ultimately is going to lead back to business acceleration as well. Finally, a distant fourth but still very important, is that an Engagement Marketing Platform used and adopted well, will become a forcing function for aligning marketing and sales across an organization. This is obvious and a relatively simple concept for a small to medium sized business that operates primarily out of headquarters and has one or a small handful of products. It becomes downright daunting if you’re a global enterprise. If that’s the case, you have to take a number of strata into account including your products and divisions as well as your regions or countries that you operate in. These two dimensions most often cross over each other, and it’s very helpful to make a choice – “are we more primarily organized across divisions or regionally?” Making that choice and putting the other dimension as secondary will really help your journey. In addition to those two, you have to organize across teams – most often your web team, your operations teams, IT, security and privacy, among others will all play vital roles. You also need to take into account the change management necessary vertically, from your teams doing to the work up to the top level of your executives potentially up to the CEO. And lastly, many Enterprises have yet another layer of marketing which is organized by verticals, segments or audiences.
- Many times, an investment in CRM precedes an investment in Engagement Marketing, and many times at the Enterprise level an IT or operations team becomes responsible for the deployment and adoption of the tool both because they did this for CRM, and also because it is, after all, software. In these cases, it’s important to understand how and why a CRM deployment is very different from a marketing automation deployment. With a CRM deployment, it is heavily centrally defined. The processes and data structure and user views and permissions are the bulk of the work. When the system is “rolled out” to its users, those users have to be trained, but it is training to do what amounts to data entry or usage of reporting while the sales operations roles are highly, highly trained on the deployment and maintenance of the system.
- A marketing automation rollout looks much different. The central operations team in charge of the rollout has some key decisions to make around the central definitions and integrations. Moving along the bottom of the slide that centralized team is doing the data consolidation, definition and management, they’re defining the team operating models, they’re putting plans for centralized reporting and analytics in place, and then eventually rolling out new services to users. New services could be a templated webinar or event service through one of our Launchpoint partners, or a predictive analytics platform and the training needed to use and understand it in Marketo. Meanwhile, because everyone needs fast time to value with an investment like this, soon after central definitions are figured out and the data is ready, the first user team can begin to get trained and start using the system. Each of those teams will have their own lifecycle with marketing automation starting with getting trained and gradually getting to full usage of the tool marketing with full visibility of their marketing pipeline, contribution to sales and ROI of marketing tactics. And subsequent teams will have their own cascading journey with revenue marketing.
- One thing we hear a lot is customers ask us to tell us about a demand center model they may have heard about at a conference of from another company as a utopic marketing automation state. It’s not really utopia, but it does have some advantages. If that is one polar direction to your approach, the opposite would be a regional or divisional approach to rolling out much like what I showed on the last slide. If you really had a pure play demand center, that would mean that in the context of the last slide you only had one team with their own journey instead of multiple teams. The important thing to remember here is that of the hundreds of Enterprise customers we see, none of them could be defined as a pure play of one or the other. Instead it is always a nuanced situation that is most often defined by the existing resources, culture and organization of the company. While the demand center model means that you have one team executing marketing automation marketing for the rest of the company’s marketers, that may mean faster time to value, easier to manage processes, and a more highly skilled team… the flip side of enabling more marketers is that those marketers don’t have to wait for the central team to be able to execute their marketing, they can potentially have their own data controlled by them and locked down from other teams which can be a requirement in many Enterprises and you also have more distributed expertise.
- One of the keys to all of this is to understand who your team is and get the right team in place and bought in. We see three legs to this: Decision Makers, Executors and Supporting Players. Supporting players include but are not limited to roles such as sales ops, your web team, IT, marketing team members in non-demand positions. Executors are the demand marketers or marketing ops people that will be in the tool regularly and build and execute marketing campaigns. But it’s the executive sponsors and champions that are really key to keep and stay involved in the whole process. One key piece of this is the reporting that comes out of marketing automation and CRM. One danger scenario I see all too often is that a marketing and operations team starts running Marketo, but the results coming out of the reporting whether at a campaign level or at a holistic level don’t look good so they try to fly under the radar as long as they can. Exposing reporting, especially to executives, as soon in the process as possible and helping them understand it and what feeds it is a major key to success. Reporting and analytics expose gaps in data and process that extend far beyond the team running marketing automation. Issues like sales adoption of CRM, or dirty data, or lack of multi-channel integration are all common issues and reporting forces that discussion to happen. These are necessary discussions for any organization if they ever expect to get to their desired state.
- Which is to say, all of this happens over time, not overnight. This slide shows a bit about how we see a standard, desired path of adoption in the context of Marketo. It’s a lot of the items you saw before on the slide about what a marketing automation rollout looks like, except this has some more detail and also some Marketo-specific language like MSI, which stands for Marketo Sales Insight and is our tool that lets sales people at our customers access Marketo functionality and information through their CRM, or “AdBridge” which is our technology that lets you use information on customers stored in Marketo to target digital media on platforms like Google, Facebook and LinkedIn. In particular, I want to call attention to the item on the top right - “pivot marketing tactics based on confident data.” To me, this is the goal. The ability to have full visibility and confidence in that visibility across all of your audiences and all of your tactics, and then to be able to make strong decisions based on that… that’s where I want to be as a marketer.
- Going back to the idea of multiple teams having their own journey with marketing automation, and more specifically multiple teams across regions, divisions and verticals marketing to a comprehensive audience, the idea of Governance becomes tantamount. There is touch governance which determines how and through which means a given audience member can be reached across the company. There is data governance which becomes a set of policies around how data can be managed, augmented, moved and accessed. There is people or team governance that becomes policies around who in your company has access to what abilities and functionality. And every one of these has a component around people, technology, processes and the necessary change management.
- One of the off-shoots of governance is that often companies do not want all of their employees to be able to access and affect all of their data and their marketing. Clearly, this is natural and understandable. Marketo manages this need with workspaces and partitions, which essentially sequesters data and marketing campaigns as necessary. But sometimes you want some things such as a global campaign or best practices to be accessible to all marketers. For this, we have the concept of a center of excellence which becomes a central point in your Marketo system to be able to access these intended items.
- A couple keys to success that have seen across the industry that I want to share with you… First, it’s really important to set expectations up, down and across your organization. A proper investment in marketing automation is an investment in modernizing your entire sales and marketing way of doing business, and thus, it’s going to require a significant up front investment that will pay massive dividends over time if done right. That significant investment is not even really the money, but more importantly the effort and investment of your team to rethink, reinvent and rebuild your marketing. Of course this will happen over time, in a controlled manner, with business continuity as a major goal. The other thing to remember is that traditional field marketers who get on marketing automation will experience a significant change to their jobs. Often times this will mean more self-service and less outsourcing. Be sensitive to this change and work to gain their buy in. Also, it’s really important to continue to show the vision throughout the process. Often times, executives who are directly involved in the purchase of marketing automation get to understand the vision of where the company is going very well, but as this gets rolled out to teams the same level of motivation and due diligence is not applied. Also, embrace the cultural differences you will find deploying marketing automation. Especially outside of North America and Western Europe, these will often be new concepts and not every team or every marketer will want to approach revenue marketing in the same way. There are definitely opportunities for flexibility in the way a team works while maintaining global consistency for key items. Lastly, we all hear the concept of “go live” not just in the context of marketing automation, but really with any software or service. With marketing automation, it’s important to understand that this is an arbitrary concept. It could mean that you loaded the first lead into the system, or the first outbound email was sent, or the first lead came through your website, or you set up your first funnel lifecycle to see leads through it. My recommendation is to pick any of these milestones as your “go live” and use it as an internal communication mechanism to show progress on your global deployment and keep teams motivated. Which milestone it is barely matters.
- Where you really want to get to is not sending emails or getting a form live – it’s to making your engagement marketing platform your marketing backbone and hub. With Marketo, that means looking at your entire marketing technology ecosystem and figuring out how all the pieces fit together. You are probably already working with many of our Launchpoint partners across 20 technology categories that have built valuable, lead-generating, efficiency-finding integrations into Marketo. You can go right now to www.launchpoint.com to find out more.
- A few more considerations to note that I would be remiss to ignore. With any global deployment there are going to be considerations around legal and privacy compliance, whether it’s local laws like CASL in Canada, the EU cookie restrictions, or the requirement to store Russian data in Russia, this is an area where I firmly believe you should get an expert to help you. Other items that seem small at first glance, like user succession, folder and naming conventions, and use of templates become big and important once you get going and can’t be ignored.
- One analogy that makes sense to me in this context is cooking versus baking – one being an “art” and the other “science.” Doing a global deployment of Marketo is a little of both. The cooking piece of the project means that you need to know and recognize how you might be unique and understand what to do about it, sometimes altering course or performing a little triage mid deployment. While the baking or science side of this means that you should take industry best practices and apply them as much as you can whenever you can. Every time you go “custom” it is another bit of complexity to manage moving forward.
- Marketo Global Services has taken hundreds of customers to success on Marketo, and our valuable partners have taken hundreds more. You have the freedom to choose who you work with. With Marketo Global Services, you get the benefit of the most expertise around Marketo and an integrated, unified experience with a company that is wholly invested in your success with your investment in Marketo.
- Thank you very much for listening today. My contact information, as well as the contact information for Marketo professional services and enterprise sales is here. I very much look forward to hearing from you. Graham, do you have any questions from the audience? Graham: Can you estimate the amount of time to complete a global deployment? Yes, we get that question a lot, and as I said before this is a journey not a project with a start and complete date. Generally, at a basic level, an Enterprise embarking on this will get to the point where they are launching their first outbound efforts seen by customers in one to three months, depending on how much foundational and integration work they want to do. Generally, they’ll get to a point of comfort and predictability by about six months and the key is to not start resting on your laurels at that point but rather to continue to grow in your revenue marketing efforts. Graham: Wrap up