creating the marketing revenue engine with limited resources · infographic advertising social...

CREATING THE MARKETING REVENUE ENGINE

PRESENTER:

Ljubica Radoicic

WITH LIMITED RESOURCES

THE REVENUE MARKETING JOURNEY

REVENUE MARKETING DEFINED

REPEATABLE PROSPECTING PROGRAMS

PREDICTABLE ROI

LINK MARKETING PLANS TO REV OBJECTIVES

Source: The Science of Revenue blog, Paul D’Arcy

REVENUE MAREKTING IN AUSTRALIA

Source: B2B Marketing Outlook 2019, Green Hat & AMI

REVENUE MARKETING GAINING SLOW TRACTION

AU B2b Marketing Research Highlights:

• 17% clearly communicate ROI

• 32% achieved objectives

• 53% Marketing viewed as a support function

• 32% have a documented lead gen strategy & agreed lead definition

REVENUE GENERATION ENGINEKEY ELEMENTS THAT IMPACT MARKETING’S ABILITY TO IMPROVE REVENUE PERFORMANCE

Strategic Orientation

Customer

People & Skills

Budgeting

Culture

Technology

Analytics & Reporting

Job Design

Process

Communication

Source: The Growth Engine

REVENUE GENERATION MATURITY FRAMEWORK

• Marketing plan is not aligned with bus objectives and rev goals.

• Customer profiles available but data not collected.

• Marketing Manager with Sales Manager both report to MD or COO.

• Marketing structure does not support lead generation.

• Little alignment with sales.• CRM not used as a mandate.• Marketing automation or Email

marketing tools used for single drop campaigns.

Reporting & Metrics: # of leads sent to sales

• Annual marketing plan aligned with bus plan limited alignment across revenue

• Quarterly campaign plans in place• Marketing Director reports to CEO in

parallel to other functions• Roles and responsibilities well

defined. • Sales and marketing have a

“revenue” relationship• Staff compensation is not aligned with

revenue performance• CRM and marketing automation tools

are integrated• Multi-channel integrated campaigns

Reporting & Metrics: % and $ of leads provided to salesCost per lead

• Marketing plan aligned with business planning

• Quarterly campaign plans are aligned with revenue objectives and ROI expectations

• CMO is on the leadership committee.• The team’s compensation is based on

revenue and marketing performance.• Processes are well defined.• Synergy between sales and marketing• CRM, marketing automation and

business intel systems exist and are integrated.

• Repeatable, predictable and scalable programs

Reporting & Metrics: Reporting is focused on revenue metrics: CLV, retention rate, churn, conversion rate, cost to acquire, ROI, etc.

• Traditional marketing (4Ps)• Tactical • Little data collection• No customer personas• Sales and marketing work in silos• Marketing in a “service” role• No clear JDs• Few or no processes• Email marketing tool• Focus on “branding” & advertising

Reporting & Metrics: Measured on costs & number of activities

CRAWL WALK RUN LEAP


CASE STUDY SPOTLIGHT:BUILDING REV ENGINE WITH LIMITED RESOURCES

REVENUE TRANSFORMATION

2018STATE OF MATURITY: CRAWL

2019STATE OF MATURITY: RUN

INTRODUCTION OF SALES DEVELOPMENT FUNCTION

Key differentiation points:

1. SDR as the link between sales and marketing

2. Lead development focus on quality rather than qty (BANT)

3. Close the loop – SDR part of marketing team

4. Integrated funnel

GAME CHANGER: REVENUE ACCOUNTABILITY

INDUSTRY FOCUSED WEBINARSGAME CHANGER: CUSTOMER CENTRIC ACTIVITY

1. Customer and pain point focused topics based on research

2. No product!

3. Webinars with 3rd parties as SMEs

4. Amplify via 3rd party channels:associations, media and influencers

AWARENESS INTEREST & ENGAGEMENT

QUALIFICATION FOLLOW-UP (SFDC)

PROMOTION GATED ASSETS

UNGATED ASSETS

Roundtable

Report

Videos

Infographic

Advertising

Social Media posts

Blog Posts

Direct Emails

3rd party coverage

READINESS SURVEY

Qualified leads will flow thru to SFDC

Survey will present a series of questions designed to help us determine suitability for follow-up

SDR FOLLOW-UP

Approved prospects to be assigned to sales team & created as opportunities, linked back to campaign.

OPPORTUNITY CREATION

REPEATABLE CAMPAIGN PLAYSGAME CHANGER: CUSTOMER CENTRIC ACTIVITY

REPORT INFOGRAPHICS VIDEOS ROUNDTABLES

CAMPAIGN SAMPLE

DT READINESS SURVEY

B2b MARKETING PLAYBOOK

Overview:

1. Outlines key components of Revenue Engine Operation

2. Transparency & clarity

3. The Playbook is just the beginning!

GAME CHANGER: COMMUNICATION & OPERATIONAL EXCELLENCE

KEY LEARNINGS

Marketing is part of everyone’s role –from C-level down. Everyone impacts customer experience and drives revenue.

Creating the Revenue Engine is a major change management program: things to happen overnight

Holistic view of operation: people, technology, data, processes, reporting, etc.

Getting the right team in place is critical!

“Marketing needs to adopt a sales mentality–thinking in terms of contribution to revenue?”

LET’S TALK ABOUT REVENUE MARKETING

FIND ME ON LINKEDINLjubica Radoicic

THE B2b MARKETING PLAYBOOK

Created by: Ljubica Radoicic

For more info or assistance contact: https://www.linkedin.com/in/ljubicaradoicic/

MAY 2019

https://www.linkedin.com/in/ljubicaradoicic/

TABLE OF CONTENTS

WHAT & WHY*:INTRODUCTION & PURPOSE

• BUSINESS GOALS AND TARGETS

• REVENUE MARKETING PLAN

• MARKETING STRATEGY & OBJECTIVES

• PROGRAMS & GAME PLANS

WHO*: TEAM

• TEAM OVERVIEW AND CAPABILITIES

• ROLES & RESPONSIBILITIES (RESOURCE PLAN)

• RACI & RULES OF ENGAGEMENT

HOW*: OPERATIONAL FRAMEWORK

• AGILE MARKETING

• DEMAND & LEAD GEN FRAMEWORK

• PROGRAM AND CAMPAIGN FRAMEWORK

• CONTENT MARKETING FRAMEWORK

• LEAD DEFINITION & MANAGEMENT

• DATA, ANALYTICS & REPORTING (KPIs)

• MARKETING TECH STACK

CONTINUOUS IMPROVEMENT – THE LEARNING MARKETING ORGANISATION

Source: Six Sigma Principle

WHAT & WHY

INTRODUCTION

The purpose of this Marketing Playbook is to outline how the marketing team will manage operations, resources and activity over the next X months to deliver on business objectives.

ROLE OF MARKETING AT COMPANY X

The role of marketing is to….(describe purpose and role of marketing).

MARKETING: STRATEGIC GOALS

Goal 1

Goal 2

Goal 3

Goal 4

BUSINESS GOALS & TARGETS FOR YEAR

Business Goal/Objective 1ACME CORP. REVENUE FLOW 2019

$37.5m

$25m

$12.5m

$0m

Start EndJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

23m

2.2m

-4.6m

-9.1m

3.7m

-2.1m

5.3m

3.1m

-1.5m

4.2m

5.3m

-1.5m

5.1m 33.1m

Increase

Decrease

Total

Business Goal/Objective 2




REVENUE MARKETING PLAN

SOLUTION/PRODUCT/SEGMENT

Program Description

Growth Area (Business Target)

Demand Generation

Sales Enablement

Lead Generation

Solution Focus SOLUTION/PRODUCT

Target Segment Segment A Segment B Segment C Segment D

Target Sectors

Target ('000 EU)

Marketing Contribution ('000 $)

Avg Deal Value ($)

# of deals closed

SQLs (qty)

MQLs (qty)

Leads (qty)

Marketing Contribution Won Deals (%) % % % %

L to MQL % % % %

MQL to SQL % % % %

SQL to Sales (win rate) % % % %

MARKETING STRATEGY & OBJECTIVESSAMPLE

MARKET A MARKET B

STRATEGY SUMMARY STRATEGY SUMMARY

MARKETING PROGRAMS & GAME PLANS

PRIORITY AREA 1

SECTORS & TARGET ORGS

PRODUCTS: XX

TARGET: $

SOLUTION PACKAGE & ENABLEMENT TOOLS: XX

PRIORITY AREA 3

SECTORS & TARGET ORGS:

PRODUCTS: XX

TARGET: $


PRIORITY AREA 2

SECTORS & TARGET ORGS

PRODUCTS: XX

TARGET: $


OVERARCHING THEME

MARKETING TEAM ORG CHART

Description of marketing team expertise, capabilities and gaps

Refer to Revenue Generation Maturity Matrix in Appendix

ROLES & RESPONSIBILITIESRESOURCE PLAN

Tasks & Responsibilities Role X Role X Role X Role X Role X

Demand Generation

Task 1

Task 1

Task 1

Lead Generation (Inbound & Outbound)

Task 1

Task 1

Sales Enablement

Task 1

Task 1

Reporting

Task 1

Task 1

Tools & Resources

Task 1

Task 1

RACI (RULES OF ENGAGEMENT)CROSS FUNCTIONAL

Activity / ProcessR

ole

X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Ro

le X

Comments

Activities Led by Function/team

Activity X

Activity X

Activity X

Activity X

Activity X

Activity X

Activity X

Activity X

RACI IS AN ABBREVIATION FOR:

Responsible – Owns the problem / project.

R

To who ‘R’ is Accountable –who must sign-off (approve) on work before it is effective.

A

Can be Supportive – can provide resources or can play a supporting role in

S

To be Consulted - has information and / or capability necessary to complete the work.

C

To be Informed - must be notified of results, but need not be consulted.

I

OPERATIONAL FRAMEWORKAGILE MARKETINGMore info: https://www.agilesherpas.com/what-is-agile-marketing/#Manifesto

Process Overview

BACKLOG

FEEDBACK 100% DONE

DELIVERY

STORIES

INITIATIVES(RELATED STORIES)

PROGRAMS(UMBRELLA GROUPING FOR

RELATED INITIATIVES)

https://www.agilesherpas.com/what-is-agile-marketing/#Manifesto

DEMAND & LEAD GENERATIONSAMPLE FRAMEWORK

• Campaigns & nurture programs, landing page

• Industry events & company led events (lead gen)

DEMAND & LEAD GENERATION – (MQL – SQL)• Webinars• Outbound calls, SDR• Content – mid stage

• SEO & online advertising (e.g. SEM, PPC, retargeting)

• Social (LI, Twitter)• Blogs, webinars (lead gen)

AWARENESS & EDUCATION (LEADS – IQL)• Content (eBooks,

articles, white papers, video) – early stage

• PR

• Targeted small events (round tables with “case study” – client speaker)

DEAL ACCELERATION (SQL – SAL – WON)• User conferences• Case studies,

testimonials, references

• User community• Case study• Influencer program

CUSTOMER SUCCESS & EVANGELISTS

LEAD DEFINITION

Prospect Targeted Buyer, Fits the Ideal Buyer Persona Profile

Inquiry

MQL

SQL

SAL

Opportunity

Closed Won

SALES & MARKETING SLALEAD MANAGEMENT

Lead Qualification Stage Responsible Necessary Action Timeframe

Marketing Qualified Lead (MQL)

Sales Qualified Lead (SQL)

Sales Accepted Lead (SAL)

Opportunity

THE OMNICHANNEL CAMPAIGN STRATEGY

TEST & OPTIMISE

SET GOALS

CONTENTCREATE JOURNEYIDENTIFY CHANNELSIDENTIFY AUDIENCES

CUSTOMER EXPERIENCE

CUSTOMER EXPERIENCE

CU

STO

MER

EX

PER

IEN

CE C

USTO

MER

EXP

ERIEN

CE

AWARENESS INTEREST & ENGAGEMENT

QUALIFICATION FOLLOW-UP (SFDC/CRM)

PROMOTION GATED ASSETS

UNGATED ASSETS

Roundtable

Report

Videos

Infographic

Advertising

Social Media posts

Blog Posts

Direct Emails

3rd party coverage

READINESS SURVEY

Qualified leads will flow thru to SFDC/CRM

Survey will present a series of questions designed to help us determine suitability for follow-up

FOLLOW-UP

Approved prospects to be assigned to sales team & created as opportunities, linked back to campaign.

OPPORTUNITY CREATION

CAMPAIGN PLAY SAMPLE

CONTENT MARKETING FRAMEWORK

CONTENT MARKETING STRATEGY

AWARENESS

STRATEGY

DECISIONCONSIDERATION

ADVOCACY

TACTICS

LOYALTY

PERSONAS

STORY

MESSAGES

DATA & ANALYTICS

Marketing will be measuring and reporting on the below key metrics:

Sample:

REPORTING

Topline Success Metrics (Pipeline Reporting)

MQLs by Conversion rateSQLs by Conversion rateSales by Conversion rateSales VelocityCost per Acquisition

Marketing campaign performance

Open rate, click through, conversion rate, measured by channelCost per acquisition by channelEmail performanceDownloads

Metric Overview

SocialAudience growthEngagement rateConversion rate

WebsiteUnique visitorsSession timeBounce rateRepeat visitsConversion ratio

Customer StoriesX Customer Reference

MARKETING TECH STACK

Overview of Tech Stack.

CONTINUOUS IMPROVEMENTTHE LEARNING MARKETING TEAM

The learning marketing organization is critical to ongoing improvement and success of strategies and initiatives.

KEY ACTIVITIES FOR CONTINUOUS IMPROVEMENT ARE:

x Activity A BUILD

LEARNMEASURE

APPENDIX

REVENUE GENERATION MATURITY FRAMEWORK

• Marketing plan is not aligned with bus objectives and rev goals.

• Customer profiles available but data not collected.

• Marketing Manager with Sales Manager both report to MD or COO.

• Marketing structure does not support lead generation.

• Little alignment with sales.• CRM not used as a mandate.• Marketing automation or Email

marketing tools used for single drop campaigns.

Reporting & Metrics:

# of leads sent to sales

• Annual marketing plan aligned with bus plan limited alignment across revenue

• Quarterly campaign plans in place• Marketing Director reports to CEO in

parallel to other functions• Roles and responsibilities well

defined. • Sales and marketing have a

“revenue” relationship• Staff compensation is not aligned

with revenue performance• CRM and marketing automation

tools are integrated• Multi-channel integrated campaigns


% and $ of leads provided to salesCost per lead

• Marketing plan aligned with business planning

• Quarterly campaign plans are aligned with revenue objectives and ROI expectations

• CMO is on the leadership committee.• The team’s compensation is based on

revenue and marketing performance.• Processes are well defined.• Synergy between sales and marketing• CRM, marketing automation and

business intel systems exist and are integrated.

• Repeatable, predictable and scalable programs


Reporting is focused on revenue metrics: CLV, retention rate, churn, conversion rate, cost to acquire, ROI, etc.

• Traditional marketing (4Ps)• Tactical • Little data collection• No customer personas• Sales and marketing work in silos• Marketing in a “service” role• No clear JDs• Few or no processes• Email marketing tool• Focus on “branding” & advertising


Measured on costs & number of activities

CRAWL WALK RUN LEAP


creating the marketing revenue engine with limited resources · infographic advertising social...

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