by paul roetzer (@paulroetzer)

the marketing

performance blueprint

strategies and technologies to build and measure business success

aug 19, 2014#MarTech

what’s  possible  when    the  art  and  science  of  marke3ng  collide?

of  marketers  think  marke3ng  has  changed  more  in  the  past  two  years  than  the  past  50  !source:  Adobe  Digital  Distress

76%@paulroetzer

the  consumer  is  the  true  change  catalyst

@paulroetzer

90% of  daily  media  interac2ons  are  screen  basedsource:  Google,  The  New  Mul3-­‐Screen  World

@paulroetzer

B2B  buyers  may  be    

up  to  90%  through  their  journey    before  contac3ng  a  vendor.  !source:  Forrester

image:  Jayneandd

Source:  Google

Every  trackable  consumer  ac3on  creates  a  data  point,  and  every  data  point  tells  a  piece  of  the  customer's  story

@paulroetzer

Source:  Chiefmartech.com

the  customer  journey  does  not  follow  a  linear  path  defined  by  marketers

@paulroetzer

Define  Founda3on  Projects

blog  posts  podcasts  website  video  email  

webinars  mobile  apps

tailored  marke3ng  through  a  deep  understanding  of  buyer  persona  needs  +  the  ability  to  deliver  personalized  messages

Image:  HubSpot

we  have  entered  the  age    content,  context  and  the  customer  experience

@paulroetzer

Define  Founda3on  Projects

create  more  value,  for  more  people,  more  o>en,    so  when  it’s  3me  to  choose,    

they  choose  you

new marketing imperative

what’s  holding  businesses  back  from  achieving  performance  poten2al?

obstacles  to  digital  marke2ng  transforma2on

0%10%20%30%40%50%60%70%80%90%

100%

short-term impact proven long-term impact proven

29%36%

just  36%  of  CMOs  have  quan2ta2vely  proven  the  short-­‐term  impact  of  marke3ng  spend.    

that  figure  drops  to  29%  when    demonstra3ng  long-­‐term  impact.

source:  2014  CMO  Survey@paulroetzer

on  average,  marketers  depend  on  data  for  just  11%  of  customer-­‐related  decisions.  

!source:  CEB    

@paulroetzer

B2B  marketers  say  just  9%  of  CEOs  and  6%  of  CFOs  use  marke3ng  data  to  help  set  corporate  direc3on.  

   source:  ITSMA,  VisionEdge  and  Forrester

@paulroetzer

“78  %  of  execu3ves  and  managers  indicated  that  digital  transforma3on  will  be  cri3cal  to  their  organiza3ons  within  the  next  two  years,  yet  63%  felt  the  pace  of  change  in  their  organiza2ons  was  too  slow.  The  most  frequently  cited  

obstacle  was  “lack  of  urgency.”

—MIT  Sloan  Management  Review  and  Capgemini  Consul3ng

@paulroetzer

success  is  one  of  the  greatest  impediments  to  progress

@paulroetzer

image:  Xurxo  Marfnez

talent  gap  +  tech  gap  +  strategy  gap  =  PERFORMANCE  gap

@paulroetzer

there  has  never  been  a  beher  3me    to be a marketer

@paulroetzer

marke2ng  talent

“I  was  a  classically  trained  marketer    who  had  cut  my  teeth  at  Procter  &  Gamble,    

nego3ated  mul3-­‐million  dollar  deals  with  the  NFL,    and  received  an  MBA  at  Harvard  Business  School.  

   

“I  was  a  fossil  –  a  senior  marke0ng  execu0ve    who  was  doomed  to  ex0nc0on.”  

!—  Anita  Newton,  VP  of  corporate  marke3ng,  Adknowledge

@paulroetzer

of  marketers  say  their    lack  of  skills  is  impac3ng  revenue  in  some  way  !source:  2012  Marke3ng  Skills  Gap  Report

75%@paulroetzer

of  companies  lack  necessary  digital  skills  in  key  areas  of  social  media,  mobile,  internal  social  networks,  process  automa3on,  and  performance  monitoring  and  analysis.  !source:  Capgemini  Consul3ng

90%@paulroetzer

a  talent  war  has  begun

for  tech-­‐savvy,  hybrid  marketers

capable  of  building,  managing  and  execu0ng

 

fully  integrated  campaigns  that  produce  results

agile,  adept  at  advanced  marke2ng  tech,  and  experts  in  inbound  strategy

how  do  we    find  the  unicorns?

@paulroetzer

only  1  of  the  top  10    marke3ng  programs  in  the  U.S.    has  a  required  undergraduate    

digital  marke2ng  course

source:  U.S.  News  &  World  Reportimage:  IUB  Facebook

“Clearly  an  imbalance  exists  between  skills  taught  in  classrooms  and  the  skills  sought  in  the  marketplace—and  this  imbalance  is  only  accelera2ng  by  the  rapid  pace  of  

change  in  technology  and  product  innova3on  .  .  .”  !

—  Rand  Schulman,  execu3ve-­‐in-­‐residence  for  new  media/mkt,  U.  of  the  Pacific

“Right  now,  the  university  system  is  structured  and  rewarded  for  stability,  with  an  emphasis  on  long-­‐term  research.”  This  system,  he  notes,  works  very  well  for  disciplines  such  as  

English  literature,  finance,  and  accoun3ng—but  fails  in  the  rapidly  evolving    fields  of  marke3ng,  adver3sing,  public  

rela3ons,  and  marke3ng  communica3ons.  !!—  Mark  Schaefer,  marke3ng  author,  business  consultant,  adjunct  professor

businesses  must  take  the  ini2a2ve  to    mold  their  own  modern marketers

@paulroetzer

assess  strengths  and  weaknesses

source:  PR  20/20’s  Marke3ng  Score@paulroetzer

take  a  scien2fic  approach  to  recrui3ng

@paulroetzer

construct  an  internal  marke2ng  academy

only  28%  of  large  enterprises  plan  to  introduce  formal  training  programs  to  improve  digital  marke3ng  skills.  

   source:  Online  Marke3ng  Ins3tute

only  4%  of  companies  ensured  their  training  efforts    were  aligned  with  overall  digital  strategy.  

   source:  Capgemini  Consul3ng

the  opportunity  exists  to    create a competitive advantage

through  talent

@paulroetzer

source:  Accenture’s  Turbulence  for  the  CMO

the  marke3ng  industry  is  moving  too  fast    to  internalize  everything

Donovan  Neale-­‐May,    Execu3ve  Director,  CMO  Council

“There’s  an  underlying  level  of  frustra2on  among  senior  corporate  marketers  worldwide  when  it  comes  to  agency  contribu2ons  to  business  value  crea3on,  strategic  thinking,  and  digital  marke3ng  development.”  

source:  CMO  Council  (2012)

work  with  agency  partners  that    care  as  much  about    

performance  and  success    as  you  do

@paulroetzer

marke2ng  technology

ExactTarget  IPO  (Mar  '12)

Eloqua  IPO  (Aug  '12)

ExactTarget  buys  Pardot  (Oct  '12)

HubSpot  raises  (Nov  '12)

Oracle  buys  Eloqua  (Dec  '12)

Marketo  IPO  (May  '13)

SF  buys  ExactTarget  (Jun  '13)

0 5 10 15 20 25

$161.5M

$92  M

$95.5M

$100  M

$871  M

$79  M

$2.5  B

venture  funding,  mergers,  acquisi3ons  and  IPOs  fuel  the  martech  industry  

@paulroetzer

Sec>on  7  Q:  How  would  you  rate  your  organiza>on’s  u>liza>on  of  these  marke>ng  and  sales  technology  solu>ons?

many  organiza3ons  lack,  or  are  underu3lizing,  fundamental  marke2ng  technologies

Content  management  system  (CMS)Project  management

Search  engine  op3miza3on  (SEO)Customer  rela3onship  management  (CRM)

Social  media  monitoring/managementEmail  marke3ng

Marke3ng  analy3csMarke3ng  automa3on/lead  nurturing

Internal  social  networkCall  tracking

0 1 2 3 4 5 6 7 8 9 102.2

2.93.7

4.54.74.84.8

5.35.35.4

Average Factor Rating (0-10 Scale)

Source:  PR  20/20  |  2014  Marke3ng  Score  Reportn=318

Assets (8-10)Neutrals (6-7)Liabilities (0-5)

CRM  integra3on  =  $15,000    $15/month

@paulroetzer

marke2ng  strategy

analy3cs  

automa3on  

coding  

content  

digital  ads  

email  

mobile  

public  rela3ons  

search  

social  

tech  

web

source: Altimeter’s The Converged Media Imperative

the  new  marke2ng  mix

@paulroetzer

@paulroetzer

generate  leads86%

85% convert  sales

build  brand46%

51% increase  loyalty

brand

leads

sales

loyalty

Source:  PR  20/20’s  2014  Marke>ng  Score  Report

high-­‐priority  goals

cri2cal  KPIs

website  traffic  social  reach    subscribers

lead  volume  lead  quality  score

lead-­‐to-­‐sale  conversion  rates  cost  of  customer  acquisi2on  (COCA)

customer  life2me  value  (CLV)  customer  reten2on  rates  recurring  revenue

brand

leads

sales

loyalty

@paulroetzer

builder  campaignsblogging  

martech  stack  

media  rela2ons  

search  engine  op2miza2on  

social  engagement  

website

@paulroetzer

driver  campaignslead  nurturing  

original  research  reports  

persona-­‐based  lead  gen  

referrals  

retarge2ng  ads  

website  conversion  op2miza2on

source:  Pedro  Moura  Pinheiro @paulroetzer

high  performers  connect  ac3ons  to  outcomesCampaign Status Goal  Type Primary  KPI Goal  Value Projects Secondary  KPIs

Blogging Brand Visits 5,000/month Blog  posts  (4/month) Subscribers,  blog  pageviews,  comments

Case  Studies Brand Pageviews 100/monthIT  case  study,  communica3ons  case  study Conversion  assists

Online  Resource  Center Brand Pageviews 500/monthVideos,  white  papers,  webinars,  ebooks,  placements Downloads,  views

Monthly  Email  Newsle`er Brand Referring  visits 100/month Internal  Network  News Open  rates,  clicks,  #  sent

IT  Persona  Lead  Gen Leads Downloads 1,000eBook,  blog  post,  webinar,  email  workflow

Media  placements,  pageviews,  registrants,  leads,  prospects/SQLs

Agency  Program  Lead  Gen Leads Downloads 250 eBook,  blog  post,  webinar,  email  workflow

Pageviews,  social  shares,  leads,  prospects/SQLs

Lead  Nurturing  Workflows Sales Free  trial  registra3ons

150/monthList  segmenta3on,  lead-­‐scoring,  persona  automated  workflows

Open  rates,  clicks,  #  sent,  SQLs

Customer  Referrals Loyalty Referrals 5/monthEmail  marke3ng,  list  management Contract  renewals

sample  campaign  center

@paulroetzer

Source:  HubSpot

high  performers  connect  ac3ons  to  outcomes

@paulroetzer

“The  ability  to  create  algorithms  that  imitate,  be`er,  and  eventually  replace  humans  is  the  paramount  skill  of  the  next  one  hundred  years.  As  the  people  who  can  do  this  mul3ply,  jobs  will  disappear,  lives  will  change,  and  industries  will  be  reborn.”    !—  Christopher  Steiner,  Automate  This

poten2al  to  disrupt  +  reward  for  disrup3on

a  case  study  in  the    convergence of

talent, tech and strategy

@paulroetzer

data  >  intelligence  >  ac2on  >  outcomes

make-­‐shiR  solu>on  to  connect  strategy  and  performance

@paulroetzer

strategy

project  management

automa2on  (cms,  email,  seo,  social)

crm

analy2cs

scorecard

current  marke2ng  management  system

what if there  was  a  marke2ng  strategy  and  management  system  that  enabled  dynamic  performance-­‐driven  campaigns  and  resource  

alloca3on  (talent,  budgets,  3me)?

data  >  intelligence  >  ac2on  >  outcomes@paulroetzer

app  builder  tool

custom  fields

ac2vity  stream

advanced  (and  intui3ve)  repor2ng

employee  performance  management

intelligent  (and  eventually  automated)  strategy    based  on  goals  and  historical  performance

so,  what’s  possible?

@paulroetzer

“Marketing is now, as it has always been, an art form. But the next generation of marketers understands it can be so much more. These innovators are

rewriting what is possible when the art and science

of marketing collide.”

paul roetzer (@paulroetzer)

aug. 19, 2014#MarTech