The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA
John Neeson, Co-founder of Sirius Decisions, together with a panel of senior technology marketers explores the development of the demand centre. He looks at how organisations need to adapt; what should be centralised and what left to local markets; and what technologies and processes are needed to make it all work.
Semelhante a The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA
Semelhante a The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA (20)
The dawn of the demand centre - John Neeson, Managing Director and Co-Founder of SiriusDecisions, Tim Shorrocks, Director, EMEA Marketing Services, Cisco, Tim Lennard, VP Marketing Operations EMEA, CA
1. Dawn of the Demand Centre
John Neeson, SiriusDecisions
Tim Shorrocks, Cisco
Tina Goodwin, Novell
Tim Lennard, CA
2. 1. Marketing Skills
SiriusPerspective: Marketing leaders must bring their functions into
alignment with each other – and sales – in five key areas.
1 SEED
Inquiries 3 ENABLE
The use of traditional
and social media to set Helping reps move
p g p
the stage for demand to marketing-created
be created. Marketing Qualified demand, as well as to
Leads (MQLs) source their own
demand.
2 CREATE
Sales Accepted
The generation of
“original” demand, with a Leads
focus on quality vs.
f lit
quantity. 5 NURTURE
Sales Qualified
Care and feeding of
Leads (SQLs)
4 ACCELERATE prospects that have
fallen out of the waterfall.
Efforts geared to help
Closed/Won
sales move deals more
quickly through the Business
pipeline.
2
Source: SiriusDecisions
3. A Few Sobering Numbers
SiriusPerspective: Many organizations are still trying to deal with the first
sea change; will the second swallow them whole?
85 The percentage of b-to-b marketers that describe themselves
as “self-taught” professionals.
81 The percentage of b-to-b organizations that spend $1,000 or
less per year on marketing skills d l
l k ti kill development.t
25 The
Th percentage of organizations that have purchased
t f i ti th t h h d
marketing automation that are utilizing it to the fullest.
7x The gap in waterfall performance (inquiry-to-close ratio)
between average and best-in-class organizations.
Source: SiriusDecisions
3
4. 2. Marketing Performance
SiriusPerspective: Best practice organizations create over twice
as much revenue per marketing dollar in demand generation.
Average vs. Best Practice
Performance 49% Conversion +
Cost 2X Lower Cost/ Closed Deal
Internet Over 70% of Leads
Source: SiriusDecisions
4
5. 3. Portfolio Approach
SiriusPerspective: By 2015 30-50% of marketing programs will have
2015,
moved from single tactics to an integrated, multi-dimensional model.
Marketing Portfolio Model
Nurture Lead Play
Model Scoring Cadence
Buyer’s Journey Audience Message
Model Dynamics
y Map
p
Journey
Multi -Touch Nurturing Type Activity Trigger
Design
Multi Ch
M lti -Channel
l Play A hit t
Pl Architecture Demographic Trigger
D hi T i
Current
Pipeline New Account Sales
Account
Impact Acquisition Readiness
Marketing
Relative Demand Lead
Planning Targeting Type Definition
Source: SiriusDecisions
5
6. What is a Demand Center?
SiriusPerspective: The demand center is a center of excellence model
center-of-excellence
with advisory, execution and technical resources.
SiriusDecisions Demand Center Model
enter
Practices
Project
Center
st
all
Call Ce
Bes
Ca
Teleprospecting Telemarketing Management
Office
Program Assembly Nurturing Plan
Campaignn
Execution
n
Advisory
y
Services
s
Program
m
Web Strategy Back Office Play Alignment
Data Services Web Anthropology
p gy
Technology Center
Campaign Lead Management Adaptive
ucture
Management Marketing
ced
Advanc
y
Infrastru
Marketing Database
Source: SiriusDecisions
6
7. Development Journey
SiriusPerspective: The Demand Center journey is driven by economic
and campaign performance considerations.
• Back Office Service Increase
• Load Balancing of Hubs Pooling /
Level 4 • Regionalization of Resources
• Specialized Services
Back Office Expansion
verage
• Advisory Services
• Online Marketing
Level 3 Center of Excellence
conomic Lev
• Practice Area Management
• Variable Program Structure
• Telemanagement Services
Ec
Level 2 • Consistent Execution Standard Services
• Core Marketing Services
•BBase I f t t
Infrastructure
Level 1 • Global Programs Back Office
• Central Process
Marketing Performance
Source: SiriusDecisions
7
8. Summary
1. Economics: The marketing mix will continue to require B2B
become more “leveraged”.
2.
2 Portfolio Approach: The go-to-market model will
predominantly use a portfolio approach by 2015.
3. Marketing Automation: Marketing automation is a
requirement f best practice performance resulting in
for f
market acceleration and consolidation.
4.
4 Skills: The marketing organization of the future will require
new skills to get the global community to best practice
levels.
5. Demand C t A pragmatic approach t meet the
5 D d Center: ti h to t th
changing needs of marketing is a leveraged service model
providing advice, assembly and execution services.
Source: SiriusDecisions
8
9. Dawn of the Demand Centre
John Neeson, Sirius Decisions
Tim Shorrocks, Cisco
Tina Goodwin, Novell
Tim Lennard, CA
10. Where is your organisation on the Demand
y g
Centre ‘journey’? (choose one)
• No plans/Not relevant
• Thinking about it
• I process - b t not yet fully operational
In but t t f ll ti l
• All the way there - Demand Centre in place
11. If you have a Demand Centre what is its scope?
Centre,
• Global
• Regional (e.g. EMEA)
• L
Local (
l (e.g. country)
t )
