Understand what "best practices competencies" are needed for successful integrated Communications planning and execution

1. Driving Growth Through
Customer Centricity
The 90 Day Plan
Change Marketing …
Improve your Revenue & Become More Effective
James Vander Putten

2. 2
Change Marketing To Drive Customer Centricity
 In order to improve revenue, Marketing needs to change!
 The Critical Success Factors (CSFs) define the core marketing
competencies necessary to drive customer centricity and
marketing efficiency. They are:
– Formalized Commitment To Customer Centricity
– Strategic Thinking
– Program And Campaign Planning
– Campaign Execution
– Communications’ Relevance
– Content And Offer Supply Chain Management
– Online Marketing: Reputation, Engagement. Demand Generation
– Funnel And Pipeline Management
– Knowledge Management And Sharing
– Data Warehousing & CRM Infrastructure

3. 3
 ‘Best In Class’ means:
– The CEO has declared a Customer strategy
– Thee are corporate goals for Customer loyalty
– The strategic driver of your business is long-term customer value
– Business owners manage Customer portfolios
– There are operationalized routes to market
– Customer requirements are validated through market research
– Customers become advocates
1 2 3 4 5 6 7
Formalized Commitment To Customer Centricity

4. 4
Customer/Channel … Not Product Management
 When you change marketing, Customer Portfolio Managers
use product portfolios to drive share and revenue
 Product Portfolio Managers do not go seeking a market
Product
Portfolio
Product
Portfolio
Product
Portfolio
Vertical/Channel1
Vertical/Channel2
Vertical/Channel3
Vertical/Channel4
Vertical/Channel5
Product
Portfolio
Product
Portfolio
Product
Portfolio
Product
Portfolio
Product
Portfolio
Product
Portfolio
Vertical/Channel1Vertical/Channel1
Vertical/Channel2Vertical/Channel2
Vertical/Channel3Vertical/Channel3
Vertical/Channel4Vertical/Channel4
Vertical/Channel5Vertical/Channel5

5. 5
Build What Customers Need
Financial Services Example
Large
Enterprise
(> $500.0mm, > 1.0k employees)
$ Opportunity for
“X” Pain
Solution
RTM
Mid-size
Enterprise
(>$101.0mm - $500.0mm
> 50, < 1.0k employees)
$ Opportunity for
“X” Pain
Solution
RTM
Small
(>$50.0mm - $100.0mm
> 50 employees)
$ Opportunity for
“X” Pain
Solution
RTM
 And deliver the solutions through the right channel for that
Customer Portfolio

6. 6
Why Formal Customer Focus Matters
 Ramifications of Failure:
– Product- based marketing creates confusion about who you are
– You annoy customers though redundant touch
– You experience longer product adoption curves
– You struggle for customer advocacy
– You have higher costs for customer acquisition and retention
– You diminish you Brand Value
 Benefits of Success:
– You become easier to do business with
– You create more loyal customers
– You do not have to work as hard to sell
– Your marketing investments have better returns
– You improve your Brand Value

7. 7
Strategic Thinking
 ‘Best In Class’ means:
– Insight derived from customer research and behavior analysis is the
foundation for business, product and marketing planning
– Cross functional dashboards and scorecards are reviewed weekly by
senior managers
– Advanced knowledge workers are valued and seen as vital
– Analytic skill is a “rated competency” for the entire business
– The business knows its customers’ lifetime values, which ones are
growing, which ones are declining … and why
1 2 3 4 5 6 7

8. 8
Analytics Align Customer Requirements to the
Business
 The more you know, the better you communicate, the better you
are understood, the better you sell
Profitability
Relationship
Relevance
Insight
Knowledge
Information
Data
Data
Process
Analytic
Process
Marketing
Process
Business
Process

9. 9
How Analytic Thinking Helps
 Ramifications of Failure:
– You don’t know why and which aspects of marketing and funnel
management works
– You defend anecdotal decision making
– Credibility of the Marketing Organization suffers as a driver of
business versus being a cost of business
 Benefits of Success:
– The organization can create and invest in winning strategies
– The organization can defend and amend resource allocation
– Marketing costs go down
– Total customer experience improves
– The organization can better drive revenue

10. 10
Program and Campaign Planning
1 2 3 4 5 6 7
 ‘Best in class’ means:
– Formal 1 and 3-5 Year Plans and business goals are in-place defining
revenue, margin, regional focus, and high-level product strategies
– 1 Year business goals cascade down from the C-suite to: Customer
Portfolio Management, Product Management, Sales, Service, Campaign
Marketing
– Program, Campaign Marketing , Sales and Services coverage
commitments build upwards
– Business cases rationalize program and campaign investment
– Roles, responsibilities, and deliverables for all members of cross-
functional teams are governed by formal SLAs and RACIs
– Executive dashboards and quantifiable metrics provide transparency
– The business owners use Project Management to optimize the process
and your entire organization embraces it

11. 11
Cascading Planning Process
Plan
Strategic Business Plan
Out-puts: Financial Requirements
(X Product Lines, Geographies), Services requirements
Plus New Strategic Opportunities
Inputs: Product History, Financial History, Financial
Requirements, Market Research, Market Readiness
Product Management & Marketing Plan
Out-puts: Program Plan Including: Operational Segmentation, Core
Messaging, Value Props, White Papers, Offers (X Products and
X Regions), Services Requirements Plus Product Requirements &
Availability
Product
Pipeline
New
Products
Steady-
State
New
Release
Product
Management
ServiceSales
Marketing
Revenue
Pipeline
Marketing &
Sales
Marketing &
Sales
Interlock
Results

12. 12
Why Better Planning Matters
 Ramifications of Failure:
– Organizational misalignment and friction
– Inability to prioritize marketing resource allocation
– Down-stream execution team frustration and burnout
– Failure comes as a surprise … and is repeated
– You miss your numbers
 Benefits of Success:
– Resource investments align with strategic opportunities
– Organization is able to “get on board” and embrace the goals as
cross functional teams gain ownership of the plan
– You learn from your mistakes
– There is a better chance to hit your numbers

13. 13
Campaign Execution
 ‘Best In Class’ means-
– Activities are executed with-in acceptable and agreed to timing and
cost allowances as determined through formal SLAs
– Production metrics are in-place and are formally tracked and reported-
on to appropriate levels of senior management
– The marketing organization achieves continuous improvement (CI)
across all campaigns
– Cost per touch continuously goes down over time
– Lead quality goes up
– Marketing automation is enabled
– Marketing outcomes and Expense to Revenue (E:R) ratios are
predictably reliable
1 2 3 4 5 6 7

14. 14
Four Standard Messaging Strategies
 Product life stage, Customer status drives messaging strategy

15. 15
Business and Marketing Objectives Determine
Campaign Architecture

16. 16
Value of Good Campaign Execution
 Ramifications of Failure:
– Cross BU friction
– Loss of in-market impact and marketing traction
– The process keeps getting more expensive resulting in tactical cuts
versus tactical optimization
– It is difficult to manage highly targeted, automated campaigns
– You don’t get better at this
 Benefits of Success:
– Cross BU camaraderie and support
– Marketing investments create better impact in the market place
– Nurturing and micro-segmented execution is reasonably
accomplished
– Lower cost per touch
– You can adjust campaigns on the fly easier
– You can shorten GTM cycles

17. 17
Communications’ Relevance
 Best In Class’ means:
– Customers believe that you understand them
– There is an agreed upon messaging architecture that leads with
business value, not product features and benefits
– A formal content supply chain is in place for core messaging and
robust offers
– Content varies based on customer buying cycle: Awareness,
Consideration, Purchase, X-sell and Up-sell with formal refresh
cycles
– Content addresses specific roles and tasks using the right touch-
point
– Brand guidelines exists and are monitored and adhered to
– “Site stickiness” is achieved and repeat visitor rates increase
– Your customer engagement and reputation improves
1 2 3 4 5 6 7

18. 18
Different Task … Different Communication
 Influencers and decision makers have different needs at different
stages in the buyer’s journey
Business
Value
Product
Value
Competitive
Value
Product
Features
VPs&
CSuite
Product
Users
Buyer’s Journey
Awareness
Consideration
Trial
Purchase
Loyalty
Advocacy
Buyer’s Journey
Awareness
Consideration
Trial
Purchase
Loyalty
Advocacy

19. 19
The Value of Relevance
 Relevance drives commerce, not the other way around
 Communicate in a manner that tells customers that you
understand their needs and have solutions for them
Profitability
Relationship
Relevance
Insight
Knowledge
Information
Data

20. 20
Why Relevance Matters
 Ramifications Failure:
– Reduced customer engagement with your marketing messages …
“there is nothing there for me”
– Insufficient “give” by High-Tech to encourage the visitor to provide
crucial lead profile data
– Need for continuous and expensive marketing “push” techniques
– Longer sales cycles
– Branding suffers
 Benefits of Success:
– More customer “pull”
– Leads cost less
– Shorter sales cycles
– More advocates
– Better connection to Branding

21. 21
Content and Offer Supply Chain Management
 ‘Best In Class’ means:
– Content owners are dedicated to creating customer facing content
based on:
 Role and Task
 Buying cycle and Product cycle
 Freshness requirements
– Roles and responsibilities for core content, offer development
creation and publishing are formalized
– Dynamic personalization can be supported online
– Offers are being tested and evaluated
– Content is re-used across touchpoints … white paper to a blog … to
a tweet … to a slide share etc.
– Content is readily accessible in a DAM
1 2 3 4 5 6 7

22. 22
Content Supply Chain Optimization
 Product Marketing takes the lead, but Sales and Marketing GTM
teams are highly engaged in the process

23. 23
Good Content Supply Chain Management
 Ramifications Failure:
– Campaigns are not as efficient as they can be
– Content is not as relevant as it should be
– The organization claims “ I have no content”
– Content creation is very expensive
– Branding suffers
– Organizational friction
 Benefits of Success:
– The organization knows who drive content creation
– The organization knows where the right content is
– Escalation for “missing content” is enabled without rancor
– Content becomes more relevant
– Personalization is enabled
– Customer think “you get them” … you have their answers

24. 24
Online Marketing: Branding, Reputation,
Engagement, Demand Generation
 ‘Best In Class’ means-
– Role and task communications strategy live on the web
– Personalization is enabled and automated on the public website
– Viable “content supply chain” in-place
– Content has been optimized for Search
– Product Managers can “publish”
– Social engagement is measured focused on engagement and relevance
– Global syndication of content is reasonably accomplished
– Partner portals enable eService and eCommerce
– Analytics that enable constant test and learn capabilities are in place
– Tele-web is enabled for lead qualification optimization and sales
support
– Campaigns are “always on” driving awareness, engagement, nurturing
and X-sell
1 2 3 4 5 6 7

25. Nurture, Nurture, Nurture
25
2,000 3.9%
Campaign
Responses
Inquiries 78 58%
Marketing
Qualified
Leads MQL 45 49%
Add to
Pipeline as
Sales
Accepted
Leads SAL 22 23%
Opportunity
Sales
Qualified
Leads SQL 5
New Client
Closed-Won
@ 400.0k/
Deal
$2.0MM
 Nurturing is the
process of interacting
with prospects across
the engagement cycle
to qualify them as leads
that Sales wants

26. Why Should You Care
26
2,000 3.9% 9.7%
Campaign
Responses
Inquiries 78 / 194 58%- 74.5%
Marketing
Qualified
Leads MQL 45 / 144 49% - 60.5%
Add to
Pipeline
Sales
Accepted
Leads SAL 22 / 87 23% - 30.7%
Opportunity
Sales
Qualified
Leads SQL 5 / 26 5 X Return
New Client
Closed-Won
@ 400.0k/
Deal
$2.0MM
$10.4MM
 B2B companies that
deploy rich
nurturing and lead
qualification actions
can improve their
business outcomes
~5X!

27. 27
Always On Campaigns
1,2,3
< 1

28. 28
Marketing Optimization Through Online
Ramifications Failure:
– Reliance on expensive touches such as trade shows and tele-
marketing for lead qualification
– Campaign go-to-market takes too much time
– Longer lead times
– Greater cost of ownership
– Reduced Brand value
 Benefits of Success:
– Marketing investments have better returns
– Campaigns are always available to customers and prospects
– Shorter lead and sales cycles
– Marketing becomes more productive, drive better E:Rs
– You become easier to do business with
– Improved Brand Value
– Lower cost of acquisition and customer ownership

29. 29
Funnel and Pipeline Management
 ‘Best In Class’ means-
– A CRM tool such as SF.com, MS Dynamics etc. has been
operationalized
– The Sales Force embraces the tool; data has high integrity
– The SFA tool is the sole source of pipeline reporting and revenue
projection
– Marketing manages lead qualification optimization and customer
development campaigns using the tool
– Marketing ROI and Sales efficiency are accurately quantified
– Tele-web lead management and inside sales goals are aligned
– Product Marketing, Sales and Marketing (campaigns and branding)
share bonus incentives relative to the pipeline:
1 2 3 4 5 6 7

30. 30
Pipeline Revenue Management
 Across the customer portfolio, product portfolio, lead source and
geographies Sr., Sales, Product and Marketing Management needs to
know:
Productivity Metrics-
Aging
flow-thru %
Close Rates %
Efficiency Metrics-
Cost Per Lead (CPL)
CPD
CPO
CPD
Suspects
Prospects
Qualified
Leads
Opportunities
Deals
Pipeline Metrics-
Total $
$s at Stage
$s at Probability of
close
5 %
Flow-thru

31. 31
Why Best In Class Funnel Management Counts
 Ramifications of Failure:
– Regional VPs and TSM cannot effectively “drive” the business
– Hard to make reliable revenue projections
– It takes too long to adjust lead generation tactics
– Pipeline measurement is a fire-drill and cause for universal
frustration
 Benefits of Success:
– Regional VPs and TSM can “drive” the funnel
– Sr. Managers will know what is going on
– Slippage with leading indicators can be addressed before disasters
arrive … and before opportunities slip away
– Lead optimization costs can be reduced… > web, < tele
– The future is somewhat predictable and the organization can manage
change

32. 32
Knowledge Management And Sharing
 ‘Best In Class’ means:
– There are adopted and made readily available organizationally
consistent metrics that define:
 Customer value
 Campaign measurement
 Funnel management
– The organization speaks in easily understood terms not acronyms
– Skill-sets of staff managers and directors migrate well between SBUs
and learning curves are reduced
– BUs embrace sharing information
– BUs adopt/use shared information
– Formal KM tool is in-place and embraced by the organization
– Learning is a key priority for anyone you retain and hire
– Your organization values/becomes a “learning organization”
1 2 3 4 5 6 7

33. 33
From Babel to Brilliant … Business Process
Efficiency
 KM drives organizational learning and alignment through
common “business slang” and metrics
 The organization wants to learn more and “connect”
 KM tools optimize business process such as virtual communities
and work rooms
Silo
Silo
Silo Silo
Silo
Silo
Silo
Community
&
Productivity
Community
Productivity
Efficiency
Community
Productivity
Efficiency
KMandKMToolsSilo
Silo
Silo
Silo
Silo
Silo
Silo

34. 34
How KM Improves All Processes
 Ramifications of Failure:
– You don’t understand each other
– You fail to leverage good ideas and people; you re-invent the wheel
– You do not learn as well or as fast as you could
– Senior management cannot bridge results and concepts across
regions
– Processes cannot scale easily
– Doing business costs more
 Benefits of Success:
– You understand each other
– The organization improves
– Everyone gets smarter
– Processes can scale
– Doing business is more efficient
– You get more done … more quickly

35. 35
Data Warehousing & CRM
 ‘Best In Class’ means:
– Databases support all marketing and sales activities
– Lead funnel management is automated
– Web personalization is enabled
– Marketing automation is enabled and Always On
– Customer profiling and lead scoring is automated
– Systematic database infrastructure changes are not onerous
– Management dashboards are automated across all regions
– There is general alignment with financial systems
1 2 3 4 5 6 7

36. CRM As The Single Source of Truth That Enables
Marketing Optimization
 The right tools for the right jobs
Data
Keywords Social Metrics Event Venues Privacy &Preferences
Campaign History Geographies Clicks Leads & Opportunities Revenue
Touch
SEM Nurture Social Web
Trade Shows Partner Portals Email Tele
Insight
Offer Optimization Nurture Changes SEO Targeting
Personae Prediction Touch Cadence Tactic Optimization
Customer Behavior
Become Aware, Engage, Buy
Plan &
Execute
Measure &
Optimize

37. 37
How DW/CRM Impacts Marketing Optimization
 Ramifications of Failure:
– Total customer experience on line and off is sub-optimal
– Difficult to develop true program and campaign ROI and IRR
– Customer targeting cannot be effectively accomplished or optimized
– Marketing costs keep going up while marketing efficiency keeps
going down
 Benefits of Success:
– Marketing spend can be rationalized as an investment
– Generate more leads… and more business
– Marketing automation is enabled
– Dynamic web personalization is enabled and leads to a better
customer experience
– Leading indicators can help you prepare for the future