The “Who”, “How” and “Why Now” of Marketing Automation
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The “Who”, “How” and “Why Now” of Marketing Automation
- 1. Marketo – Why do you need Engagement Marketing NOW! Neelam Bhatia, Segment Marketing, Marketo
- 2. Page 2 The Quest of Every Revenue Team YOUR CUSTOMERS
- 3. Page 3
- 4. Page 4 The customer journey is distributed across so many touch points To create winning customer experiences you need to have a 360 degree view of the customer across these touch points MARKETING SALES CUSTOMER SERVICE IT
- 5. Page 5 Customer Experience is critical to success By 2016, 89% of companies expect to compete mostly on the basis of customer experience Jake Sorrofman & Laura McLellan
- 6. Page 6 How does Marketing Automation Help? Marketing Automation now offers you the technology to Engage customers with personalized experiences at scale Streamline, automate and measure your marketing Improve sales productivity by offering win ready leads
- 7. Page 7 CMOs are spending on Marketing Automation Report by IDC
- 8. Page 8 Why Marketers love Marketo ? Scale Marketing Capture and Nurture more contacts Measure and prove ROI
- 9. Page 9 Why Sales loves Marketo? Get the most win ready leads Know your leads before you even call them Prioritize and close deals faster
- 10. Page 10 Why IT loves Marketo? 360 degree view of the customer Easy to scale and integrate Easy to use
- 11. Marketo’s Engagement Marketing Platform Measure & maximize impact of investments across channels CUSTOMERPlan marketing activities and coordinate your teams • Planning & Coordination Generate awareness and ensure potential customers can find you • Web Personalization • Social • Digital Ads • Revenue Cycle Analytics Engage people in a meaningful & personalized way across channels • Marketing Automation • Email • Mobile • Social • Web Personalization • Predictive • Events Convert sales-ready leads and win deals • Sales Intelligence
- 12. Thank You! Please visit our booth for more information Neelam Bhatia, Segment Marketing, Marketo
Hinweis der Redaktion
- All marketers, irrespective of the type of company they work for - B2B and others from B2C businesses, across industries and verticals, have the same quest: How do I acquire new customers faster? How do I grow their lifetime value? And, how do I convert as many of them as possible to become advocates? How do I build brand advocates who in turn can influence new prospects? In other words, create this unstoppable virtuous cycle of customer success. Have loyalist behind your brand Next 3 slides lets talk about 3 facts that we live in today
- “Connecting the Dots” where the challenge is really making the Engagement Marketing thing happen across all these disconnected touch points and the rise of IoT touchpoints – one additional nuance to the section can/should be not just the touch points inside of marketing, but outside – getting the broader organization to get coordinated Lots of different functions are trying to reach the customer Holistic, one view of customer is must – for product, support, marketing, sales interactions to be an awful customer experience Marketing First World – marketing driving the entire lifecycle
- Marketing must strengthen its relationships with other functions, especially IT, sales, and customer service. Marketing and IT: Technology is central to marketing’s work and its ability to link across the enterprise. Leading-edge marketing organizations, for example, are using advanced analytics to develop keen customer insights and marketing automation technologies to provide those insights to other parts of the organization. Marketing and Sales: Marketing and sales still have much to learn from each other. Sales professionals have deep experience in developing customer relationships. Marketing can leverage that experience as it seeks to cultivate customer relationships as their buying processes shift online. By the same token, sales can boost its effectiveness by understanding how marketing communicates a consistent brand message and how that consistency drives customer perceptions and sales. A tight relationship between marketing can ensure maximum efficiency Marketing and customer service: Marketing needs a close relationship with the company’s customer service organization. The connection is paramount to creating a 360° view of the customer that includes not just product satisfaction but the entire experience of being a customer of the company. Example of a company doing this The collaboration between IT and marketing is so crucial that Eduardo Conrado, who is chief strategy and innovation officer at Motorola Solutions, but was in charge of marketing and IT for several years, firmly believes that it requires marketing and IT to merge their mindsets. “IT professionals tend to lead from a software perspective,” he says. “CMOs, on the other hand, often lack digital savvy. The gap creates a vacuum that companies are starting to fill with chief digital officers.” When Conrado was CMO, he endeavored to learn the ropes and close the gap. By strengthening his knowledge base, he could align marketing and IT and focus on customer journeys. In fact, Conrado was able to lead the charge in several technology-based marketing innovations including social platforms. In 2012, Conrado was put in charge of IT to accelerate digital transformation. The combined marketing and IT organization brought design thinkers and other specialists to the table and worked closely with other functions to create a unified customer experience. “Marketing, technology, sales, and service were finally working off the same strategy,” he recounts. “Before, each function developed and implemented its own strategy, which prevented us from being truly customer centric.”
- In the past, sales was empowered and customer service interacted with the customers a lot, but given these trends, marketing is taking the lead, building a bond with customers and becoming the steward of the customer journey
- Marketing must strengthen its relationships with other functions, especially IT, sales, and customer service. Marketing and IT: Technology is central to marketing’s work and its ability to link across the enterprise. Leading-edge marketing organizations, for example, are using advanced analytics to develop keen customer insights and marketing automation technologies to provide those insights to other parts of the organization. Marketing and Sales: Marketing and sales still have much to learn from each other. Sales professionals have deep experience in developing customer relationships. Marketing can leverage that experience as it seeks to cultivate customer relationships as their buying processes shift online. By the same token, sales can boost its effectiveness by understanding how marketing communicates a consistent brand message and how that consistency drives customer perceptions and sales. A tight relationship between marketing can ensure maximum efficiency Marketing and customer service: Marketing needs a close relationship with the company’s customer service organization. The connection is paramount to creating a 360° view of the customer that includes not just product satisfaction but the entire experience of being a customer of the company. Example of a company doing this The collaboration between IT and marketing is so crucial that Eduardo Conrado, who is chief strategy and innovation officer at Motorola Solutions, but was in charge of marketing and IT for several years, firmly believes that it requires marketing and IT to merge their mindsets. “IT professionals tend to lead from a software perspective,” he says. “CMOs, on the other hand, often lack digital savvy. The gap creates a vacuum that companies are starting to fill with chief digital officers.” When Conrado was CMO, he endeavored to learn the ropes and close the gap. By strengthening his knowledge base, he could align marketing and IT and focus on customer journeys. In fact, Conrado was able to lead the charge in several technology-based marketing innovations including social platforms. In 2012, Conrado was put in charge of IT to accelerate digital transformation. The combined marketing and IT organization brought design thinkers and other specialists to the table and worked closely with other functions to create a unified customer experience. “Marketing, technology, sales, and service were finally working off the same strategy,” he recounts. “Before, each function developed and implemented its own strategy, which prevented us from being truly customer centric.”
- Marketing must strengthen its relationships with other functions, especially IT, sales, and customer service. Marketing and IT: Technology is central to marketing’s work and its ability to link across the enterprise. Leading-edge marketing organizations, for example, are using advanced analytics to develop keen customer insights and marketing automation technologies to provide those insights to other parts of the organization. Marketing and Sales: Marketing and sales still have much to learn from each other. Sales professionals have deep experience in developing customer relationships. Marketing can leverage that experience as it seeks to cultivate customer relationships as their buying processes shift online. By the same token, sales can boost its effectiveness by understanding how marketing communicates a consistent brand message and how that consistency drives customer perceptions and sales. A tight relationship between marketing can ensure maximum efficiency Marketing and customer service: Marketing needs a close relationship with the company’s customer service organization. The connection is paramount to creating a 360° view of the customer that includes not just product satisfaction but the entire experience of being a customer of the company. Example of a company doing this The collaboration between IT and marketing is so crucial that Eduardo Conrado, who is chief strategy and innovation officer at Motorola Solutions, but was in charge of marketing and IT for several years, firmly believes that it requires marketing and IT to merge their mindsets. “IT professionals tend to lead from a software perspective,” he says. “CMOs, on the other hand, often lack digital savvy. The gap creates a vacuum that companies are starting to fill with chief digital officers.” When Conrado was CMO, he endeavored to learn the ropes and close the gap. By strengthening his knowledge base, he could align marketing and IT and focus on customer journeys. In fact, Conrado was able to lead the charge in several technology-based marketing innovations including social platforms. In 2012, Conrado was put in charge of IT to accelerate digital transformation. The combined marketing and IT organization brought design thinkers and other specialists to the table and worked closely with other functions to create a unified customer experience. “Marketing, technology, sales, and service were finally working off the same strategy,” he recounts. “Before, each function developed and implemented its own strategy, which prevented us from being truly customer centric.”