Best practices for marketing operations success
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The document discusses best practices in marketing operations. It emphasizes establishing clear goals, metrics, and executive buy-in to drive accountability. Formalizing processes, reviews, and knowledge sharing helps balance marketing strategy and tactics. Success requires clarity, consistency, support, and cross-functional collaboration throughout the organization.
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Best practices for marketing operations success
- 1. Best Practices in Marketing Operations Center your business on customers as the key to growth: accountability, alignment & agility
- 2. Measure Marketing ROI & Demonstrate Value Balance of Marketing Strategy & Tactics Common Goals for Marketing Success Tied to Other Groups 73% 60% Justify Marketingâs Role & Contribution to C-Level Executives Marketing Processes Enable Internal Efficiencies & Effectiveness Collaboration & Synergy Supported By Corporate Environment Coordination of Shared Processes Across Functions Continuity to Maintain Institutional Knowledge & Expertise Assimilate & Integrate Resources Obtained From M&A 57% 49% 42% 26% 22% 12% 6% High-Priority MO Challenges Emphasize Metrics, Strategy, Cross Functional Goals
- 3. Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners Unsupportive Culture Lack of Follow-Through Risk-Taking Penalties Infrequent Delegation Marketing Operations Success Factors s Marketing Operations Obstacles Clarity & Consistency Supportive Culture Executive Buy-in Performance Measurement Process Refinement & Automation Key Factors for MO Success Include Clarity, Consistency, Support & Buy-in
- 4. 0% 50% 100%25% 75% Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews Balance of Strategic & Tactical Elements Maintaining big picture in day-to-day marketing execution decisions Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions Group Memory Management Enduring repository of marketing information despite movement of individuals 40% 80% 45% 83% 34% 83% 45% 85% 31% 79% 36% 82% 35% 85% Never Practiced Always Practiced Key: X% At Inception of MO Function | Current Performance X% Mid-2008 Target Accountability Plays Key Role in Journey to MO Maturity
- 5. Management Between Reviews Keeping a pulse on action items during time period between marketing ops reviews Balance of Strategic & Tactical Elements Maintaining the big picture while making day-to-day marketing execution decisions Measure performance Clear goals Executive buy-in/support Incentives or rewards Clear goals Follow-up Employee development Success Factors To-Date Success Factors Underway Anticipate future trends Employee development Clear goals Formal ops reviews Executive buy-in and support Low-risk environment or delegation Follow-up Formal ops reviews Clear goals Follow-up Clear goals Measurement or dashboard Marketing Accountability Setting specific commitments; tracking & adjusting performance; rewards, penalties Š 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners MO Maturity Journey Driven by Clear Goals, Formal Reviews
- 6. Cross-functional interaction Alignment with sales Executive buy-in and support Strive to understand others Synergy With Stakeholders Leveraging value from others who have a stake in the outcome of marketing strategies Fact-Based Decision-Making Using data from reliable sources as key inputs to marketing decisions Group Memory Management Enduring repository of marketing information despite movement of individuals Strive to understand others Talk with other functional areas Cross-functional interaction Alignment with sales Access to useful data Supportive culture Recap commitments Access to useful data Supportive culture Measure & refine processes Electronic repository Business process mapping Clear goals Cross-functional communication Electronic repository Business process mapping Clear goals Cross-functional communication Proliferation of Lessons Learned Widespread sharing of best marketing practices throughout the company Formal ops reviews Low-risk environment or delegation Roles and development Business process mapping Formal ops reviews Electronic repository Metrics, incentives, development Success Factors To-Date Success Factors Underway Š 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners MO Maturity Journey Driven by Clear Goals, Formal Reviews
- 7. Company Characteristics: Marketing Charter & Stature: 1) Large companies build MO sophistication through process, automation, measurement, and change management. 2) Midsize companies build MO sophistication through resource optimization & processes addressing lead generation or compliance challenges. 3) Financial performance enables broader scope & more sophisticated MO. 4) Company maturity phase may not determine MO effectiveness. 5) Relative stature of Marketing & Sales organizations improves Marketingâs ability to operate strategically, share knowledge, & leverage processes. 6) The balance between MO strategy & tactics relies on stakeholder alignment, knowledge management, & accountability. 7) CMO tenure improves ability to move forward with key MO initiatives. 8) Selling model provides opportunities for MO added value. Differences by âŚ
- 8. MO Function Characteristics: 9) Formality of MO function plays a role in Marketingâs effectiveness & overall contribution to enterprise success. 10) Centralization of MO function facilitates balance between corporate control & local authority. 11) The scope of MO function relates to Marketingâs self-reliance. 12) MO maturity stages evolve to embrace more strategic mechanisms. Differences by âŚ
- 9. Unique to High Performers Unique to Poor Performers ⢠Focus ⢠Buy-in ⢠Info ⢠Effectiveness ⢠Knowledge Management ⢠Campaign Management ⢠Dashboards ⢠Lead Management ⢠Process ⢠Incentives ⢠Communications ⢠Culture Management ⢠Metrics ⢠Best Practices ⢠Stakeholder Alignment Commonalities Campaign Management Lead Management, Dashboards Process, Incentives Compared to Current Peer Group (Poor Performer): Compared to Aspirational Peer Group (High Performer) Effectiveness Info Buy-in, Focus, Knowledge Management Example: Financial Performance Enables Broader Scope & More Sophisticated MO
- 10. Ecosystem Alignment MetricsProcessGuidance Infrastructure Management Technology Strategy Ecosystem Alignment MO Best Practice Framework
- 11. Strategy ⢠Change Management ⢠CMO Is Chief Strategy Officer ⢠Marketing Strategy Is Enterprise Strategy ⢠Rolling & Long-Term Plan ⢠Strategic Management Process ⢠Campaign/Lead Management ⢠Shared Processes ⢠Technology ⢠Knowledge Portals ⢠Metrics ⢠Dashboards & Scorecards ⢠Incentives ⢠Predictive Analytics Guidance ⢠Alignment with Sales, Finance, IT ⢠Competency Development ⢠Culture of Measurement & Accountability ⢠Executive Sponsorship ⢠Expanded Voice of Marketing ⢠Grassroots Buy-in ⢠Shared Vision MetricsProcessGuidance Infrastructure Management Technology Strategy Ecosystem Alignment MO Impact Depends on Its Ability to Drive Strategy, Change, Accountability
- 12. ⢠With Sales ⢠With Enterprise Metrics > 20% CAGR â03-â07 Strong Brand Identity Process Excellence ⢠Budgeting ⢠Brand Management ⢠Customer Management ⢠Planning ⢠Product Lifecycle Management ⢠Predictive Analytics for Revenue & Budget Planning Processes Alignment Execution Excellence Profile of Best Practice Firms in Marketing Operations
- 14. $ Accountability Alignment Year 1 Year 2 Year 3 Revenue Profit Market Share Year 1 Year 2 Year 3 Process Excellence: Budgeting Š 2012 Marketing Operations Partners., Inc. All Rights Reserved
- 15. Profitability Profiles Advanced Segmentation Channel Strategy Process Excellence: Customer Management
- 16. The picture can't be displayed. Formal Governance Process Excellence: Brand Management
- 17. Marketing Intelligence Cross- functional alignment Process Excellence: Product Lifecycle Management
- 18. Robust Database Reliable Intelligence Internal & External Leading & Lagging Indicators Execution Excellence: Predictive Analytics
- 19. Marketing Sales Quality Quantity Pipeline Qualification Goals Segmentation Conversion Prospecting Channel Mindshare Quota Competency Messaging Training Growth Protection Product Development Sales = Internal Customer Leads Optimization Š CORDI AND ASSOCIATES, INC. All Rights Reserved, 2007 Marketing = Sales Enabler Execution Excellence: Sales Alignment
- 20. + Product Promotion Price Place Customers Competitors Corporation Positioning Source: Š 2007, Adrian Ott, Exponential Edge A New Maturity Model: You`ve Heard of the 5Ps and 3 Cs of Marketing
- 21. 1. Total Strategy 2. Techniques and Processes 3. Tracking & Predictive Modeling 4. Technology 5. Talent 4Ps 3Cs Marketing Effectiveness 5Ts Source: Š 2007, Adrian Ott, Exponential Edge More Recently, We Saw the Unveiling of the 5Ts of Marketing Operationsâ˘
- 22. The 5 Pâs + The 3 Câs + The 5 Tâs = 13 The entry age into adulthood in certain cultures The Addition of the 5 T`s is Marketing`s Rite of Passage
- 23. Discipline #1 - Personal mastery Discipline #2 - Mental models Discipline #3 - Shared vision Discipline #4 - Team learning Discipline #5 - Systems thinking The 5 Dâs Source: The Fifth Discipline: The Art & Practice of the Learning OrganizationŠ 2012 Marketig Operations Partners, Inc. All Rights Reserved. The Next Step in Marketing`s Evolution is to Embrace Insight from Learning Organizations
- 24. 3 Câs 5 Pâs 5 Tâs 5 Dâs The Power of 18 Š 2012 Marketing Operations Partners, Inc. All Rights Reserved. Adding the 5 D`s Leads to a New Level of Generative Learning and Marketing Maturity
- 25. We guide marketing organizations to become a value center We are front-runners in Marketing Operations to create a consultancy dedicated to Marketing Operations to publish an article on MO to create a college course on MO to teach a professional symposium on MO to conduct a benchmarking study of MO practices Š 2016 Marketing Operations Partners. All Rights Reserved. 1st 1st 1st 1st 1st Companies weâve influenced: (partial list)
- 26. Š 2016 Marketing Operations Partners. All Rights Reserved. Organization-wide efficiency and effectiveness raise Marketing performance, agility and ROI Ask us about our model for Marketing Maturity Strategy: holistic vision, fact-based decision-making Guidance: competency development, governance Process: workflow, lean/six-sigma, supply chain Metrics: profitability, predictive analytics, alignment Technology: enterprise marketing / portfolio mgt Ecosystem: collaboration with key stakeholders Infrastructure: back-end integration of processes, metrics, technology Request your marketing maturity assessment and roadmap ChangeMyMO@MOpartners.com
- 27. tel +1 408 243 7881 ⢠Twitter.com/MOpartners Twitter.com/MktgFuture ⢠Slideshare.net/MOpartnersCEO ⢠LinkedIn Groups: Marketing Operations Partners Marketing Operations Future ⢠Youtube.com/c/marketingfutureforum MarketingFutureForum.com Join@MarketingFutureForum.com MarketingFutureForum.com ChangeMyMO@MOpartners.com Center your business on customers as the key to growth: accountability, alignment & agility