Our journey to building a Marketing Automation Center

of Excellence (COE)

OurChallenge

• Starting from a very decentralized place• Marketing function was not centralized• Redundant tools for across the company• Often misaligned not only with Sales, but other internal Marketing teams

• Company re-org changed things dramatically• Marketing was centralized through-out the company• Our team was reassigned to lead marketing automation for the global

enterprise

4

Howdowedothis?!

OurApproachandPlan

4

• Assessed the situation and looked for similar challenges we solved• Re-org removed redundancies, still not enough resources to centralize all

execution• Looked at previous work done to enable other groups

• Decided on an "enablement" strategy• An "enablement" approach was really the only feasible solution• We had to strike the right balance between enabling and executing

• We created a plan to lead this change

OurApproachandPlan

4

Our plan:• Audit our Marketing Automation system for readiness

• Implementing over a dozen recommendations

• Define guidelines for enabling vs. service request model• Enable with tools and training• Establish a service request process

• Establish a governance plan• Rebooted internal user meetings• Implementing in phased approach (basic steps first)

OurApproachandPlan

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• Audited our Marketing Automation system for readiness• Reviewed contact management, data management, fields and email

groups:• Inbound and outbound data and data priority• Contact and account field data • Subscription management and preference center approach • Programs and cloud connector migration or update needs

• Recommendations included:• Replacing all cloud connectors in existing programs• Documenting key contact fields• Rebuilding Program Builder flows using Program Canvas

OurApproachandPlan

4

Our plan:• Audit our Marketing Automation system for readiness

• Implementing over a dozen recommendations

• Define guidelines for enabling vs. service request model• Enable with tools and training• Establish a service request process

• Establish a governance plan• Rebooted internal user meetings• Implementing in phased approach (basic steps first)

OurApproachandPlan

4

• Defined guidelines for tool access vs. service request model• Targeted communications must be part of your current role and work plan• Required training must be completed for access to tools• Migration plan from existing tools and onboarding

RoleType: Frequency of messages: Functionality:

Basic 5 - 10 per quarter Basic emails

Intermediate 10 - 20 per quarter +Campaigns and landing pages

Advanced 20+ per quarter +Forms

Enabled access:Service request:

OurApproachandPlan

4

Our plan:• Audit our Marketing Automation system for readiness

• Implementing over a dozen recommendations

• Define guidelines for enabling vs. service request model• Enable with tools and training• Establish a service request process

• Establish a governance plan• Rebooted internal user meetings• Implementing in phased approach (basic steps first)

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OurApproachandPlan

• Established governance plan• “Rebooted” our internal user meetings

• Distribute tasks among active users (by role type)

• Implement in multiple phases (start basic and establish a regular cadence)• Begin with asset and user management processes• Continue with data management and system processes / controls

as needed

• Establish and create user training program

User Training Program

Conceptual

Tactical

• Oriented around capabilities – withinthe context of Digital Marketing.

• Oriented around tactics and tools

Intro to Digital Marketing

Demand Generation and

Content Marketing

15Delivered internally via on-demand video

InternalTrainingModules

Oracle OMC Academy

GoingForward…

4

• Build maturity in all areas to develop a true Center of Excellence

qTechnologyqTrainingqGovernanceqSupport

qBest PracticesqChange ManagementqMeasurement

Questions?

16

Thank you!

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