How innovative marketers deliver results (an IBM Webinar)
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Transcript of How innovative marketers deliver results (an IBM Webinar)
© 2012 IBM Corporation
How Innovative Marketers Deliver Results Through Optimized Marketing Processes July 12, 2012
Mayer Becker, Motorola Mobility Gregg Aamoth, Macy’s
© 2012 IBM Corporation
Generation C : The Connected Customer
2
The Connected Marketer
Genera&on C is not a demographic. It’s everyone. They’re connected to your brand 24/7, and they’re empowered....
The Connected Customer
Connected consumers engage across channels and want marke&ng so relevant and personal, it feels like a service. Use 5 cri&cal steps to become a connected marketer – Collect, Analyze, Decide, Deliver and Manage
www.ibmconnectedcustomer.com
#IBMMarketing
© 2012 IBM Corporation
Webinar agenda
§ Introduction to today’s speakers § Opening thoughts from latest IBM marketing surveys § Overview of how Motorola Mobility drives efficiency with IBM EMM
§ Overview of how Macy’s delivers performance effectiveness with IBM EMM
§ Q+A
© 2012 IBM Corporation 4
Gregg Aamoth, Former VP Customer Marketing Systems Macy’s • Measuring and understanding performance effectiveness
Mayer Becker, Sr Director Global Marketing Systems Motorola Mobility • Measuring and delivering internal marketing efficiency
Today’s speakers
© 2012 IBM Corporation
Webinar agenda
§ Introduction to today’s speakers § Opening thoughts from latest IBM marketing surveys § Overview of how Motorola Mobility drives efficiency with IBM EMM
§ Overview of how Macy’s delivers performance effectiveness with IBM EMM
§ Q+A
© 2012 IBM Corporation
CMOs believe ROI on marketing spend will be the number one method for determining success by 2015
6
Seven most important measures to gauge marketing success Percent of CMOs selecting success measurements
Source: IBM’s 2011 Global CMO Study
Customer experience
Conversion rate/new customers
Marketing ROI
Marketing-influenced sales
Revenue per customer
Overall sales
Social media metrics
63%
58%
48%
45%
42%
42%
38%
Measuring and driving marke/ng ROI is a key benefit of Marke/ng Performance Op/miza/on
• More than 1700 CMOs were interviewed around the world!
© 2012 IBM Corporation
And 34%
27%
Manually analyze attribution through spreadsheets.
Of marketers don’t perform attribution.
Challenges in Accessing, Managing and Analyzing Data across Channels
Base: Total Sample (n=362)
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A key part of measuring marketing effectiveness is through attribution… but there’s still work to be done
Ability to measure effectiveness
Multiple systems & data sources A significant challenge
Neutral Not a challenge
58% 27% 15%
58% 26% 16%
44% 30% 26%
51% 29% 20%
45% 32% 23%
Managing complex business rules
Number of offers distributed through channels
Software scalability
© 2012 IBM Corporation
Good marketing is like a good dialogue
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Manage marketing processes and
measure results
Decide on the best marketing action
Deliver engaging messages and capture reactions
Collect data that augments
each customer profile
Analyze marketing data to find
actionable insights
The five critical capabilities of a “connected marketer.”
© 2012 IBM Corporation
Our webinar will focus on connected customers within the Marketing Performance Optimization solution
USER GROUP NEED EMM SOLUTION
Digital Marke&ng
Op&miza&on Digital marketers
Turn online prospects into repeat customers and loyal advocates
Marke&ng Interac&on Op&miza&on
Customer rela/onship marketers
Engage each customer and prospect in a one-‐to-‐one dialogue across communica/on channels
Marke&ng Performance Op&miza&on
Marke/ng leaders & planners
Improve marke/ng opera/ons and planning to maximize marke/ng ROI
Merchandising & sales planners
Price, Promo&on, and Product Mix Op&miza&on
Align prices, promo/ons and product offerings to increase customer loyalty and profit
© 2012 IBM Corporation 10
Introducing the value of IBM Marketing Performance Optimization
Marke&ng Opera&ons
Marke&ng Performance St
rategic Eff
ec&v
eness
Ope
ra&o
nal Efficien
cy +
• Promotes Best Practices • Drives Productivity • Delivers Accountability • Promotes organizational Alignment
• Delivers fact-based strategic marketing mix planning • More precisely measures campaign effectiveness • Determines channel and program ROI
© 2012 IBM Corporation
Webinar agenda
§ Introduction to today’s speakers § Opening thoughts from latest IBM marketing surveys § Overview of how Motorola Mobility drives efficiency with IBM EMM
§ Overview of how Macy’s delivers performance effectiveness with IBM EMM
§ Q+A
© 2012 IBM Corporation
Delivering marketing efficiency by
Automating Procure-to-Pay with IBM Unica
© 2012 IBM Corporation
Motorola Mobility – a global OEM and industry leader in mobile phone manufacturing and distribution
3/12/13
© 2012 Motorola Mobility, Inc. – All Rights Reserved
Motorola Mobility § Originally part of Motorola, Inc.
– Spun out as Motorola Mobility Inc. 2011
– Acquired by Google in 2012 § Multi-billion dollar, multi-line OEM § Two major lines of business:
– Mobile phones and accessories – Cable products
§ 30-40 phone product launches per year § Global marketing organization
– Central services in Libertyville – 6 Regional organizations – 25+ countries
DROID RAZR Maxx by Motorola
DROID is a trademark of Lucas Films Inc, and used under license.
© 2012 IBM Corporation
14
The Situation: a busy, global organization had to get things done with stringent processes and few tools
§ A hectic work schedule – 30 to 40 product launches in a year
§ A dual, multi-step procure-to-pay process
§ 4000-5000 legal documents per year with processing time of 10-15 days
§ Limited automation – Law department had a stand-alone workflow tool, email for all else – Ariba for procurement management, but assumed Statements of Work were already approved
and signed
§ Multiple stakeholders – marketing, finance, procurement & legal – had to review/approve documents
§ Limited number of individuals to sign agreements
3/12/13 © 2012 Motorola Mobility, Inc. – All Rights Reserved
© 2012 IBM Corporation
15
The Result: an unacceptable violation of internal controls and an inefficient work environment
§ Standard Operating Procedure clearly laid out how procure-to-pay had to operate
§ Internal audit revealed 80% of US-based vendor work began before a Statement of Work was agreed and signed; a SOX issue
§ Posed risk to the company & vendors
§ Caused hours of unnecessary work: – Where’s my SOW? – Is there an Officer available today who can sign my SOW? – Does anyone have a copy of last year’s SOW?
3/12/13 © 2012 Motorola Mobility, Inc. – All Rights Reserved
© 2012 IBM Corporation
16
The Solution: automate the procure-to-pay process using Unica Marketing Operations
§ Unica Marketing Operations (UMO) was already available, having been installed as part of an upgrade to our consumer marketing capabilities (E-CRM/campaign management)
§ Engaged consultants to configure UMO templates to handle routing and approval of legal documents
§ Laid out adoption roadmap, training and change management program
§ Integrated UMO with Ariba for seamless information flow
§ Added additional signatories
§ Proposed new procedures for exception handling and gained agreement with finance, procurement, legal and internal audit
3/12/13 © 2012 Motorola Mobility, Inc. – All Rights Reserved
© 2012 IBM Corporation
17
The Outcome: compliance with internal controls and more timely information for the marketing team
§ Achieved 83% compliance in third quarter after deployment (up from low 20’s) and have maintained +80% since
§ On-boarded 10 Administrators, 75 requesters and 20 approvers in the US, Canada and Mexico
§ Handled 2500+ legal documents and reduced processing time to 3 days
§ Integrated with Ariba for a nightly feed of purchase request status information, which populates the UMO Project Template
§ Created a system of record for all marketing legal documents
§ Delayed deployment to additional countries due to resource constraints; deployment restarting Q3 2012
3/12/13 © 2012 Motorola Mobility, Inc. – All Rights Reserved
© 2012 IBM Corporation
Webinar agenda
§ Introduction to today’s speakers § Opening thoughts from latest IBM marketing surveys § Overview of how Motorola Mobility drives efficiency with IBM EMM
§ Overview of how Macy’s delivers performance effectiveness with IBM EMM
§ Q+A
© 2012 IBM Corporation 19
Delivering performance effectiveness through
Omnichannel Marketing and Measurement
© 2012 IBM Corporation 20
The Company: national corporation with department store and luxury department store brands.
Products Brands combined have ~1000
locations, with product segmented by
market and customer lifestyles.
Content Over 2 billion digital and printed
marketing impressions each year -
versioned and targeted to optimize a
specific customer’s response and spend.
Solu&on • IBM Unica used to drive nearly 5 years of multichannel
purchase and promotion history for >40 million customers.
• Both brands use Coremetrics browser history matched to
individuals and their in-store purchases.
© 2012 IBM Corporation 21
The Process: Omnichannel Marketing Lifecycle
Targeting and Segmentation
Marketing Strategyand Campaign
Planning
CampaignExecution
Model Optimization
Reportingand Customer
Analysis
Offer and Content Creation
Print and OnlineProduction
CustomerMarketing
Dashboards
© 2012 IBM Corporation 22
An overview of the Marketing Data Ecosystem needed for measurement
§ Single, hierarchical view of the customer across brands and channels § Consolidated, omnichannel view of:
– Campaign definitions and contact history – Purchase and non-purchase history – Short and long-term customer segmentation – Customer & marketing KPIs and ROI analysis
Quality Data
Reliable Measures
Better Decisions
© 2012 IBM Corporation 23
Tips on measuring effectiveness with Omnichannel Marketing
§ One group responsible for reporting effectiveness of marketing across
all media types and channels.
§ Focus on standard terminology, definitions, and sources for
measurement.
§ All metrics are in Customer Centric terms and perspective, for
example online purchases are tracked on the date the Customer
clicked ‘buy’, not the date the product was shipped.
§ Must educate executive stakeholders why reports that originate from
different systems or are channel specific don’t “foot”.
© 2012 IBM Corporation 24
In Progress: statistically driven arbitration and attribution
§ Common campaign definitions in ALL media and channel types.
§ Pre-defined “shelf-life” for every
exposure. § Response analysis based on
the people and products promoted.
§ Self-learning model determines appropriate attribution for each customer and media
Average $10 $10 $10
Ads
Time Window
First $30
Ads
Time Window
Statistically Inferred $5.8
Ads
Time Window
$15.3 $8.9
Last $30
Ads
Time Window
© 2012 IBM Corporation 25
The Future: delivering Omnichannel Contact Strategy
§ Driven by Marketing ROI, Customer Profitability, and Customer Loyalty.
§ Includes opportunity for customer to control the frequency and type of
contacts § Incorporates voice of the customer feedback and Marketing’s effect
on Net Promoter Scores
Goal: Aggressive migration of marketing spend toward targeted and measureable media – including enhanced targeting through traditional
media.
© 2012 IBM Corporation
Webinar agenda
§ Introduction to today’s speakers § Opening thoughts from latest IBM marketing surveys § Overview of how Motorola Mobility drives efficiency with IBM EMM
§ Overview of how Macy’s delivers performance effectiveness with IBM EMM
§ Q+A
© 2012 IBM Corporation
Ques/ons?
27
Join the conversation. How do you connect with customers? #IBMMarketing to join the live Twitter conversation and see it here: http://www.ibmconnectedcustomer.com Mayer Becker, Motorola Mobility Gregg Aamoth, formerly Macy’s [email protected] www.linkedin.com/pub/gregg-aamoth www.linkedin.com/in/mayerbecker