Best Practices in Marketing Operations

Measure Marketing ROI & Demonstrate Value

Balance of Marketing Strategy & Tactics

Common Goals for Marketing Success Tied to Other Groups

73%

60%

Justify Marketing’s 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

© 2012 Marketing Operations Partners., Inc. All Rights Reserved.

Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners© 2012 Marketing Operations Partners., Inc. All Rights Reserved.

Unsupportive Culture

Lack of Follow-Through

Risk-Taking Penalties

Infrequent Delegation

Marketing Operations Success Factors s Marketing Operations

Obstacles

Clarity & ConsistencySupportive CultureExecutive Buy-in

Performance MeasurementProcess Refinement & Automation

Key Factors for MO Success Include Clarity, Consistency, Support & Buy-in

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%

NeverPracticed

Always Practiced

Key:X% At Inception of MO Function| Current Performance

X% Mid-2008 Target

Accountability Plays Key Role in Journey to MO Maturity


Management Between ReviewsKeeping a pulse on action items during time period between

marketing ops reviews

Balance of Strategic & Tactical ElementsMaintaining the big

picture while making day-to-day marketing execution decisions

Measure performanceClear goals

Executive buy-in/supportIncentives or rewards

Clear goalsFollow-up

Employee development

Success Factors To-Date Success Factors Underway

Anticipate future trendsEmployee development

Clear goalsFormal ops reviewsExecutive buy-in and

supportLow-risk environment or

delegation

Follow-upFormal ops reviews

Clear goals

Follow-upClear goals

Measurement or dashboard

Marketing AccountabilitySetting specific

commitments; tracking & adjusting performance;

rewards, penalties

© 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners

MO Maturity Journey Driven by Clear Goals,Formal Reviews


Cross-functional interactionAlignment 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-MakingUsing 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 othersTalk with other

functional areasCross-functional

interactionAlignment with sales

Access to useful dataSupportive cultureRecap commitments

Access to useful dataSupportive culture

Measure & refine processes

Electronic repositoryBusiness process mapping

Clear goals Cross-functional communication

Electronic repositoryBusiness process mapping

Clear goals Cross-functional communication

Proliferation of Lessons Learned

Widespread sharing of best marketing

practices throughout the company

Formal ops reviewsLow-risk environment or

delegationRoles and development

Business process mappingFormal ops reviewsElectronic repository

Metrics, incentives, development

Success Factors To-DateSuccess Factors Underway

© 2007 Source: Journey to Marketing Operations Maturity Benchmarking Study, Marketing Operations Partners


MO Maturity Journey Driven by Clear Goals,Formal Reviews

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 Marketing’s ability to operate strategically, share knowledge, & leverage processes.

6) The balance between MO strategy & tactics relies on stakeholderalignment, 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 …

MO Function Characteristics:


9) Formality of MO function plays a role in Marketing’s effectiveness & overall contribution to enterprise success.

10) Centralization of MO function facilitates balance between corporatecontrol & local authority.

11) The scope of MO function relates to Marketing’s self‐reliance.

12) MO maturity stages evolve to embrace more strategic mechanisms.

Differences by …

Unique toHigh Performers

Unique toPoor 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


Ecosystem Alignment

MetricsProcessGuidance

Infrastructure Management

Technology

Strategy

EcosystemAlignment

MO Best Practice Framework

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

EcosystemAlignment

© 2012 Marketing Operations Partners, Inc. All Rights Reserved.

MO Impact Depends on Its Ability to Drive Strategy, Change, Accountability

• With Sales• With Enterprise Metrics

> 20%CAGR’03-’07

Strong BrandIdentity

ProcessExcellence

• Budgeting• Brand Management• Customer Management• Planning • Product Lifecycle Management

• Predictive Analytics for Revenue & Budget Planning Processes

Alignment

ExecutionExcellence

Profile of Best Practice Firms in Marketing Operations


CascadedExecution

IndividualAccountability

CompetencyDevelopment

ContingencyPlans

ChangeManagement

Process Excellence: Planning


$

Accountability

Alignment

Year 1 Year 2 Year 3

Revenue

Profit

Market Share

Year 1

Year 2Year 3

Process Excellence: Budgeting


Pro

fitab

ility

Pro

files

Adv

ance

dS

egm

enta

tion

Cha

nnel

Stra

tegy

Process Excellence: Customer Management


This image cannot currently be displayed.

FormalGovernance

Process Excellence: Brand Management


MarketingIntelligence

Cross-functional alignment

Process Excellence: Product Lifecycle Management


RobustDatabase

ReliableIntelligence

Internal &External

Leading &Lagging

Indicators

Execution Excellence: Predictive Analytics


Marketing Sales

Quality Quantity

Pipeline

Qualification

Goals

Segmentation

Conversion

Prospecting

Channel

Mindshare

Quota

Competency

Messaging

Training

Growth Protection

Product D

evelopment

Sales = Internal

CustomerLeads

Optimization

© CORDI AND ASSOCIATES, INC. All Rights Reserved, 2007

Marketing =

Sales Enabler

Execution Excellence: Sales Alignment


+

Product Promotion

Price Place

Customers

Competitors

Corporation

Positioning

Source: © 2007, Adrian Ott, Exponential Edge

A New Maturity Model: You`ve Heard of the 5Ps and 3 Cs of Marketing


1. Total Strategy

2. Techniques and Processes

3. Tracking & Predictive Modeling

4. Technology

5. Talent

4Ps 3Cs

MarketingEffectiveness

5Ts

Source: © 2007, Adrian Ott, Exponential Edge


More Recently, We Saw the Unveiling of the 5Ts of Marketing Operations™

The 5 P’s +The 3 C’s +The 5 T’s

= 13

The entry age into adulthood in certain cultures


The Addition of the 5 T`s is Marketing`s Rite of Passage

Discipline #1 - Personal mastery

Discipline #2 - Mental models

Discipline #3 - Shared vision

Discipline #4 - Team learning

Discipline #5 - Systems thinking

The 5 D’s

Source: The Fifth Discipline: The Art & Practice of the Learning Organization© 2012 Marketing Operations Partners, Inc. All Rights Reserved.

The Next Step in Marketing`s Evolution is to Embrace Insight from Learning Organizations

3 C’s5 P’s

5 T’s

5 D’s

The Power of 18


Adding the 5 D`s Leads to a New Level of Generative Learning and Marketing Maturity

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Best Practices in Marketing Operations

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