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11/14/2012 The Pedowitz Group ©20121

Revenue Marketing UniversityEducation for Marketing Executives

Class 3 - Technology:

Marketing Automation Technology and CRM -

The Value They Bring

The Pedowitz Group


Welcome!

[email protected]

770-331-4443

Twitter: @revenuemarketer

LI: dqaqish

Debbie Qaqish

Partner & CRMO

The Pedowitz Group

Goal: To provide education

based on real-life best

practices and peer networking

that will help marketing

executives transform their

organizations from cost centers

to revenue centers.


The Six Week Syllabus

October 17

o "Does Marketing

Automation Really Matter?”

October 30

o The Revenue Marketing

Transformation: Revenue

Marketing Journey

November 14

o Technology: Marketing

Automation Technology and

CRM - The Value They Bring

Faculty:

Jim Lenskold

Lenskold

Group

Faculty:

Amy Hawthorne

Rackspace

Faculty:

Alan Scheik

Cisco Capital

Faculty:

Nancy Harris

Sage


The Six Week Syllabus

November 28

o Strategy & People: Create a Revenue Marketing Center of Excellence & Key Roles Required for Revenue Marketing

December 5

o Process & Content: The Revenue Marketing Process & Content is King

December 19

o Results: Marketing

Automation Delivers Measurement

Faculty:

Liz McClellan

PGi

Faculty:

Patty Foley-

Reid, Iron

Mountain

Faculty:

Jim Kanir

Billtrust


Attend, Test and Earn


Connections

� Tweet if you hear something worth

sharing!

� @revenuemarketer

� Tell your friends and colleagues to join

� Register

� Have access to all replays

� Connect with me on LinkedIn!


Nancy Harris—Your Instructor Today

� VP/GM at Sage

� 25 year career in high tech companies

� Product marketing, product

management, R&D, services and GM

roles

� RPM champion at two different

companies

� RPM is way that executives MUST

think


Marketing’s Journey: The Maturing Framework for RPM

Revenue Maximized

Revenue Minimized

TraditionalManaged

EngagementRPMAlignment

• Marketing and

Sales managed

separately

• Marketing focused

on raw leads

• Agreement on

aligned lead

definition

• SLAs not

implemented

• Implemented

Eloqua or similar

• Increased focus on

volume and quality

of leads driving to

a Lead

Development

group

• Increased focus on

timing of follow up

• Set pipeline goals

• Well defined lead

stages between

sales and

marketing

• Nurture marketing

• Closely monitor

lead conversion

metrics

• Enforce SLAs

• Mutually set

pipeline with lead

rating and scoring

• Integrated CRM

and automation

systems

• Defined funnel

stages and SLAs

New RPM

dashboard

Maturity

Stages


Marketing Must Improve Effectiveness

Source: CSO Insights Annual Survey of 2000+ firms


Campaigns Changing From Batch and Blast

to Relevant Content Marketing

� Successful customer engagement and experience depends on relevance

� Relevance requires that we continuously adapt our outbound

communications based on recent observed behavior – we leverage

Marketing Automation

Digital Body Language

TouchesProspectsMarketing


A New Sales and Marketing Playbook

Leading edge marketing organizations have a strategy for managing a

company’s interactions with buyers through the entire purchase process

to expedite predictable and profitable revenue growth.

A new sales and marketing playbook to manage revenue growth

consistently by:

� Transcending the traditional silos of sales and marketing teams

� Accurately profiling customer information and behavior

� Guiding customers through the buyer’s journey with relevant and timely

messages

� Measuring and managing results at every stage

� Sending a consistent brand message to the market


A Rigorous Revenue-Based Approach

Web

(PPC, SEO)

Build a framework to measure, refine, collaborate and optimize top line revenue

Recycle Deferred, Unresponsive Leads

13% Close Rate

50% SAL Rate

15% MQL Rate

80% Activity Conversion Rate

Lead Aggregators

Telemarketing

Webinars

Campaigns


Metrics: Changing from Reporting Activities to

Reporting on Results


Lessons I Learned

� Key takeaways

� Whole new way of thinking

� Sales/marketing must interlock

� Technology is the foundation

� Organization is critical

� Business case/justification is a must

� Do this or the sales/marketing world will pass

you by


Technology is Critical


Technology’s Role

Marketing Sales

CRMMA

Prospects and

Customers


Technology Ingredients

Technology is key in transforming marketing into a revenue center

Integration of MA and CRM creates foundation for reporting on ROI

� Marketing Automation � Fastest growing category in CRM over next four years

• By 2017, CMOs will have bigger IT budgets than CIOs

� Track prospect behavior and nurture accordingly, score, and route to sales• Not one size fits all—number of options on the market

• Field an RFP to determine right platform for you

� CRM� Tight integration between MA and CRM is key

� Affects timeliness of follow up—leads flow directly into CRM

� Affects efficiency of reps—lead scoring means mutually defined, qualityleads go into CRM

� Provides 360 degree view of the prospect and ultimately, the customer


MAP Evaluation Checklist

Vendor Capability Comments Ranking

System Integration Integrates with point marketing tools , CRM, webinar tools ,

socia l media?

Dynamic database capabi l i ty Consol idates information about prospects into one dynamic

profi le?

Content management Populates e-mai l s with dynamic content beyond greetings?

Attach gated forms?

Lead generation and mgmt Progress ive profi l ing, lead scoring, hot lead l i s t bui lding

Automated programs Drip marketing, trigger marketing when action triggers a

response emai l .

Lead scoring Based on expl ici t and impl ici t data? Can you apply a

negative score? Apply a time frame?

Emai l Fast campaign creation, CAN-SPAM compl iance, templates

shared with CRM?

Webs i te Integration Integrates with Google Analytics or other, web page and

domain tracking, landing page creation?

Ease of Use/Usabi l i ty Clean, s imple, intui tive dashboard, logica l work flow,

dia logue clear/without jargon

Reporting and Analytics Integrates data returned from multiple marketing tools

(socia l media, webs i te vis i tor reports ) for s ingle prospect

profi le? Metrics for CxO suite?

Speed Abi l i ty to quickly create and deploy campaign (without HTML

ski l l s ), reuse of templates, progress ive profi le updates ,

automated lead scoring?

Implementation Is i t SaaS or on-premise? If on-premise, what i s the

ins ta l lation and maintenance required? If Saas , what i s

the downtown, hosting location/configuration?

TCO Software, contract length, optional module costs , IT costs

(overhead), tra ining costs , effect on headcount?


Organization is Also Critical


Corporate Marketing Functions

Chief Marketing

Officer

Marketing

Strategy Org

Revenue

Performance

Management

Center of

Excellence

Marketing

Research

PR/ Social

Media

Advertising

Brand

Management

Online

Marketing and

Corporate

Website

Channel

Marketing


What is an RPM Center?

� A Revenue Performance Management Center is a central

or regional hub of shared marketing services,

infrastructure and process that enables organizations to

bring programs to market by leveraging key corporate

assets and best practices. It is a hybrid structure between

centralization and decentralization, leaning toward a

pragmatic “center of excellence” approach.


RPM Center – Two Core Functions

Demand Generation

Center of Excellence resource

featuring advisory, execution

and technical resources that

create demand directly and

advise other demand creation

teams (e.g., BU’s).

Captures and disseminates

marketing KPI’s and other

marketing information to the

Enterprise and manages

technologies and processes

that help generate this

information.

Marketing Operations


RPM Center

Campaign Services

Program

Management

Best Practices

Director Marketing Operations

Data Management

Technology

Process

Analytics and Strategy

QA

VP Revenue Marketing

Creative Services

Lead Qualification Team

Content Strategy

Channel

Programs

Director

Demand Generation

Global Ops Liaison

CMO


Marketing Operations

Relatively new organization but a “must have” for today’s

marketing organization

� Marketing Technology Officer (MTO) at the helm?

� Part of RPM CoE

� “Owns” customer facing technologies

� Leads marketing technology strategy, develops marketing technology

and evangelizes innovation throughout marketing department

� Reports to CMO but ensures compliance with IT standards and

processes in concert with CIO

• Can be difficult conversation but CIOs recognize pace of change/agility

required in marketing organizations is different

• CMOs and MTOs look out for channel and customer facing technologies;

CIOs manage infrastructure and back-end systems


Picture This…


SageToday.com/50


Bob Smith

ABC Co., Inc.

333-444-5555

[email protected]


Bob Smith

ABC Co., Inc.

Sage Product

ABC Co., Inc.

ABC Co., Inc.

Sage Product

Sage Product

Bob Smith

Sage Sales Rep

Territory: Northwest


Convert the Sale


Preparing a Business Case

� Many approaches to cost-justifying the expenditure

� Revenue generation

• Acquisition marketing/revenue generation

• Customer campaigns

– Win-back campaigns

– Upsell/cross-sell campaigns

– Higher customer retention

� Cost savings through increased efficiencies

• Less expenditure on outside resources for creative, copy writing,

campaign development

• Potential headcount savings due to efficiencies gained through

marketing automation


FY12 Pipeline Improvement Overview % Improvement Target Pipeline

Raw Leads - # 10,000 10,000 Raw Leads

% of leads with accurate contact data 80% Improve accuracy of contact data by 5% 5% 84%

Suspects - # 8,000 8,400 Suspects

Conversion rate to MQL 15% Improve MQL conversion rate by 20% 20% 18%

Marketing Qualified Leads (MQLs) - # 1,200 1,512 MQLs

Sales acceptance lead rate 40% Improve SAL rate by 15% 15% 46%

Sales Accepted Leads (SALs) - # 480 696 SALs

Close rate 25% Improve close rate by 1% 1% 25.30%

New Customers - # 120 176 New Customers

Average Sales Price (ASP) 40,000$ 40,000$

Marketing Driven Revenue 4,800,000 7,038,662$

Increase in New Customer Revenue 2,238,662$

Business Case Example – New Customer Acquisition


• 600% growth in qualified leads

• Delivered $15 Million of incremental revenue in 6 months

• 1,250% in marketing ROI

• Lead quality increased over 250%

• Doubled lead-to-opportunity conversion rate

• Delivered $50M in incremental revenue in 6 months

• Increased trial account subscribership over 25%

• Landing page conversion rate increased over 4x

• 15% reduction in cold calling, lower cost per opportunity

• Increased lead conversion rate more than 2x

• Delivered $16M in incremental revenue in 6 months

• 100% ROI in 3 months

• Increased revenue over 200%

• Shortened sales cycles by over 50%

• Significantly increased yield per customer

Telecom

Company

Realizing the benefits


Why Should You Do This?


Why Move to RPM and the Foundational Technologies

� Integrated marketing automation is a must for today’s marketers

� Only way to measure true ROI

• More likely to report performance metrics

• More likely to report financial metrics

• More likely to report forecast metrics

� Moves marketing from a cost center to a revenue generating center

� Gets CMO a “seat at the table”

� Sales/marketing thought of as a revenue team

� Today’s CMOs and other heads of marketing will be left behind if they

don’t make this happen—it is no longer the wave of the future

How will you answer your CEO’s question the next time he/she asks what

marketing has done to contribute to the business?

� It’s not about leads, impressions, activities anymore; CMOs have a

fiduciary responsibility to the business


Keys to Success

� Technology – the right MA platform tightly coupled with the right CRM

� Right talent/skills to make RPM work

� Don’t underestimate criticality of technical skills in Marketing Operations

� Executive sponsorship of RPM Model

� This is not a marketing initiative; it is a new way of doing business and

requires total company commitment to succeed

� Sales and Marketing alignment to ensure a total view of the pipeline

� Buy-in to RPM and willingness to implement standard practices and

KPI’s


Q & A

[email protected]

770-331-4443

Twitter: @revenuemarketer

LinkIn with me!

[email protected]

604-207-3568

Twitter: @


Next Class

November 28

o Strategy & People: Create a Revenue Marketing Center of Excellence & Key Roles Required for Revenue Marketing

Faculty:

Liz McClellan

PGi

revenue marketing university - the pedowitz grouprevmarketer.pedowitzgroup.com/rs/pedowitzgroup2...a...

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