Proving Marketing's Impact: Advanced MPM - Webinar
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Transcript of Proving Marketing's Impact: Advanced MPM - Webinar
Demand Metric Research Corporation Copyright © 2016. All Rights Reserved.
Proving Marketing’s ImpactAdvanced Marketing Performance Management
In Partnership With:
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Presenters:
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Brian BrownriggDirector, Customer &
Marketing Insights@MopsGuruQuintovate
Jerry RackleyChief Analyst
@jrackmanDemand Metric
Sam MelnickDirector, Customer &
Marketing Insights@SamMelnick
Allocadia
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Today’s Agenda What is MPM (and why is it so
important?) Advanced MPM: What the Data Says Creating Change to Create Impact Actions & Next Steps
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Marketing Performance Management
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Context.
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Today’s Marketer Has Two Jobs
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Marketers Must Merge Both Jobs to Succeed
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More Options Than Ever
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More Tactics Than Ever!
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More Vendors Than Ever!
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Six MarTech Capability Clusters
1. Advertising & Promotion
2. Content & Experience
3. Social & Relationships
4. Commerce & Sales5. Data6. Management
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Six MarTech Capability Clusters
Do:
Do:
Do:
Do:
Run:
Run:
Advertising & PromotionContent & ExperienceSocial & RelationshipsCommerce & SalesDataManagement
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1 : 2 DoRun
But…
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Fewer than 20% of B2B organizations are comfortable with their ability to quantify the returns on marketing spend”
SiriusDecisions
“
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Only 35% of marketing decisions are made using marketing analytics”
The CMO Survey
“
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If I don’t Run marketing efficiently, then I can’t Do marketing effectively.”
Senior Business DirectorMajor Banking & Financial Company
“
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Marketers Must Focus on MPM to Succeed
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Marketing Performance Management (MPM) is the strategic arm of marketing.
Defining MPM
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What the Data Says
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A B C D or lower0%
10%
20%
30%
40%
50%
60%
26%
50%
18%
6%
The MPM Landscape: Marketing’s MPM Grade
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Best Rest0%
10%20%30%40%50%60%70%80%90%
100%89%
53%
Agreement: Marketing Knows the Business
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Best Rest0%
10%20%30%40%50%60%70%80%90%
100% 95%
66%
Agreement: Leadership knows how marketing impacts the business
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Best Rest0.01.02.03.04.05.06.07.08.0 7.5
6.0
1 = Very Poorly; 10 = Extremely Well
Linking Marketing Results to Business Goals
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Best Rest0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%90%
63%
Setting Performance Targets for Most/All Marketing Programs & Objectives
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Customers at risk
Customer Experience
Buying journey
0 1 2 3 4 5 6 7 8 9
5.2
5.9
5.8
7.2
8.0
7.6
1 = Not at all effective; 10 = Extremely effective
BestRest
Effectiveness at Using Data to Understand
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Best Rest0%
10%
20%
30%
40%
50%
60%
70%
80%71%
49%
Presence of a Marketing Operations Function
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Creating The Change
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Establish Foundation for Change
1. Align on Objectives2. The Case for Managing Change3. Plan for Consistent Communication
to ALL Stakeholders
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Finance:“I need to ensure the marketers are viewing the same financial information
I am for accurate reporting.”
“I need to get my marketers the right data,
accounting for all sources of committed
and actual spend.“
“I need to be able to track my marketing plans and ongoing
spend in a way that makes sense to me.“
Finance Marketing IT
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Crawl Walk Run
Capa
bilit
y M
atur
ity L
evel
Measurement and Reporting
Marketing and Finance Annual Planning Processes
Integrated Campaign Views
Align Campaign Spend to Org Objectives
5
4
3
2
1321
Invoice to PO Matching
Visibility to Commitments and POs
Predictive ROIAnalytic ROI
Finance-Marketing Reconciliation
MPM Capabilities Alignment
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Structured change management will:A) Minimize the negative impact of change in duration B) Minimize the depth in the “Valley of Despair” C) Accelerate time to competence/new levels of productivity for end users, and D) Sustain ongoing performance and investment optimization.
The Case for Managing Change
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Assessing your stakeholder groups leads to effective, tailored communications1) The relative size of stakeholders in any given group2) The impact to stakeholders3) The readiness of each stakeholder
BUSINESS VALUE
Low Medium High
Low
High
Medium
STAK
EHO
LDER
IMPA
CT
Keep Satisfied
Monitor
Manage Closely
Keep Informed
PROJECT BUDGET
SMALL
MEDIUM
LARGE
HUGE
Stakeholder Readiness
Stakeholder Analysis
Stakeholder Group Sizes
Stak
ehol
der I
mpa
ct
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Move stakeholders up through the Commitment Curve; avoid the Resistance Path!
Leve
l of C
omm
itmen
t
Time And Communication
AWARENESS
OWNERSHIP (or COMMITMENT)
BUY-IN
UNDERSTANDING *
UNAWARE
The Commitment Curve
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Actions & Next Steps
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Takeaway: MPM is NOT Opt-InEnergy Must Be Placed Here
Always Happening!
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Best Rest0%
10%
20%
30%
40%
50%
60%
70%
80% 76%
24%
Takeaway: MPM lets Marketing Function as a Center-of-Excellence
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Takeaway: Stakeholders
BUSINESS VALUE
Low Medium High
Low
High
Medium
STAK
EHO
LDER
IMPA
CT
Keep Satisfied
Monitor
Manage Closely
Keep Informed
Get to know ALL of your stakeholders intimately and plan your communication around their needs.
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One-Week Exercise Personalized
Assessment Real Data about Your
Organization Helps You Garner Support for
MPM across the Organization
MPM Health Check
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www.allocadia.com @Allocadia Sam.melnick@allocadi
a.com 866.684.0935
www.quintovate.com @QuintoVate [email protected]
m 402.392.4017
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For more information, visit:www.demandmetric.com
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