Earley & Associates is a leading taxonomy consulting firm, who sponsor regular online seminars to help executives and IT professionals understand the importance of building and maintaining a taxonomy.

1. e-Taxonomy and marketing
operational excellence
Earley & Associates - Insight Session 3
MOTOROLA and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC.
All other trademarks are the property of their respective owners. © 2010 Motorola Mobility, Inc. All rights reserved.

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Agenda
• Introduction
• What’s on your CMO’s Mind?
• The Business of Marketing and Marketing Operations
• Enterprise Marketing Management strategy
• The confusion of one word!
• 5-step approach to a common language for marketing operations
• Why create a unified marketing operations e-Taxonomy?
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Issues facing the CMO and Marketing
• CFO wants visibility into marketing performance
– “What is all this money buying?”
– CEO and Board demand more accountability
– Sarbanes-Oxley compliance
• Disconnect between the languages of finance and marketing
• Quarterly financial reporting
• Turnover of C-level executives
• CEO urges marketing to become a center of innovation and growth
• Flat or reduced budgets and headcount in marketing, with expectation marketing
will deliver at same level of effort and quality
• Staff turnover together with lack of “corporate memory” about marketing
strategies, plans and programs, assets

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Issues facing the CMO and Marketing
• The Challenging Economy
• “Internet effect”
• 24x7 markets
• Faster time-to-market
• Consumers have more choice
• New competitors where they did not exist before
• Traditional competitors have become more effective marketers
• Proliferating communication channels
• Social networking – how do I use it effectively?
• Agencies as project resources versus long-term Agency-Of-Record
• Agency staff turnover
• Short-term, quarterly financial reporting for public companies

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CMO’s add operations to their agenda
© 2009, The Lenskold Group
© 2009, CMO Council
© 2009 CMO Council
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Constitution of the ANA
ANA Marketer’s Constitution
1. Marketing must become increasingly targeted, focused and personal.
2. Marketing must build real, tangible and enduring brand value.
3. Marketing must become more effective--more creative, insightful and
accountable.
4. Marketing must become more integrated and proficient in managing
expanding media platforms.
5. The marketing supply chain must become more efficient and productive.
6. The marketing ecosystem--including agencies, media and suppliers--
must become increasingly capable.
7. Marketing professionals must become better, highly skilled, diverse
leaders.
8. Marketing must be indisputably socially responsible.
9. Marketing must be unencumbered by inappropriate legislation or
regulation.
10. The marketing discipline must be elevated and respected.
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An academic viewpoint
Dr. Philip Kotler
Northwestern University
Dr. Robert Shaw
Cass Business School
Marketing is the “least efficient process
in business today!”
Source: “Rethinking the Chain,” Marketing Management, American Marketing
Association, July/August 2009.
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Coca Cola tackles global efficiency
“Investors want to see
how they’re going to
achieve the growth
they’ve projected.
Marketing efficiency is
one of the contributors
to that…”
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Imperatives for the CMO and Marketing
• Demonstrate value - Identify more accurately and conclusively the
return on marketing investment at all levels of detail
• Execute effective programs - Gather and analyze significant amounts
of customer data to enable greater insight into what customers need,
and how and when they buy
• Execute programs efficiently - Gather and analyze operational and
financial data to improve the effectiveness of programs while driving
down the cost of marketing
• Establish a corporate memory for marketing - Preserve and protect
staff knowledge and marketing intellectual property, as well as digital
assets, to ensure legal and contract compliance, facilitate reusability and
ensure continuity of plans and strategies across years
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The business of marketing
The “business of marketing” is --
the organization and management of internal and external supply chains --
to produce insight‐driven programs --that launch on time and on budget --
are aligned to corporate objectives -- and demonstrate a return on
investment at or above the company’s minimum acceptable rate of return*.
* Companies often use 12% as the “hurdle” rate.
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Marketing Operations is the fifth role of marketing
Brand
MARKETING OPERATIONS
Voice of
Life Cycle Marketing
the A marketing operations function
Revenue Operations creates excellence across all 5
Customer
roles by allowing each role to
focus on, and excel in, its own
area of expertise.
Product &
Innovation
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Marketing Ops has five major responsibilities
Responsibility Advantage
“Chief of Staff” to the CMO Focus the CMO on strategy and innovation, and focus a senior
officer on marketing operations and finance
Marketing Governance Better manage the marketing investment portfolio and ensure
alignment of investment with corporate goals
Project Management Office Better manage marketing process and ensure “on time, on
budget” programs
Shared Services Eliminate duplication of resources and drive down cost of
purchased services, improve productivity, and ensure
consistency of brand and message across all programs, and
communication channels
Enterprise Marketing Management Ensure proper alignment of marketing staff, marketing
Strategy operational processes and marketing automation with the
objectives of the marketing department, and the company
overall
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Enterprise Marketing Management Strategy
• An enterprise marketing management
strategy defines a goal:
– Alignment of technology to support corporate
and marketing objectives
– Role-based application functionality
– Marketing data in a central repository
• Enables analytics and insights
• Promotes reusability of content
• Assures compliance
• Promotes knowledge management
• Establishes a “corporate memory” for the
marketing organization (a logical marketing
system of record)
• A taxonomy, process and organizational
alignment are key success drivers
• Long-term horizon for full realization of benefits
Measurement: Reduced risk of non-compliance, reduction in production cycle times,
reduction in “on boarding” time, cost savings, brand consistency, department productivity
improvement
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The challenge of one word is a simple reason for a
marketing taxonomy
Campaign
What does this word mean to you?
a. A television advertisement
b. A direct mail shot or email shot
c. An entire program including all marketing tactics for one or
more products
d. All of the above
What then, is campaign management?
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Steps in developing an e-Taxonomy for Marketing Ops
eTaxonomy - the art and science of integrating taxonomy into
deployable IT solutions.
Seth Earley, Oct 25, 2010
e-Taxonomy: The Breakfast of Champions
• Determine its purpose
• Determine the scope it will cover
• Define process and structure for marketing ops
• Build a language (a taxonomy and metadata)
• Implement through a Marketing Resources Management applications
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What purpose will the taxonomy serve for marketing?
E-Taxonomy
EFFECTIVENESS EFFICIENCY
• Measurement • Standard processes
• Analytics & Insights • Store and access artifacts and
• Management digital assets
• Financial Reporting • Common global language
• Value Reporting • A corporate memory
• knowledge management
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An all-encompassing e-Taxonomy could unify a
marketing automation ecosystem
Legend
CRM: Customer Relationship Marketing
ERP: Enterprise Resource Planning
COMPANY KPI: Key Performance Indicators
Ver 2.2 MOM: Marketing Operations Management
SFA: Sales Force Automation
Entity
SALES MARKETING FINANCE
Function
Lifecycle Marketing Channel & MPM/ Marketing
Corp. Comm Brand/Product
Sales Operations Demand Management Partner Analytics & Communications
PR Management
Customer Service Mgmt ** Research Marketing Svcs
Analytic
Tools
SFA Campaign Digital Marketing Procurement
CRM PR/Media
Database Mgmt ** Asset Operations ------------
Management Mgmt Mgmt Accounting
Application
KPI
Dashboards MARCOM
Sales Self-Service
Enablement Corporate Marketing
System
Info Systems Data Mart
Optionally, could connect
directly to an ERP system
for replenishment of
packaging & print materials
(i.e., user manuals)
Rented Lists/ Company
External Company Content Knowledge Intranet/
Sources CUSTOMERS Website Management Management Extranet VENDORS
Repository Repository
AGENCIES
© 2007 MarketSphere Consulting LLC **Note: Companies operating Partner & Channel
EMPLOYEES
Management programs use PRM solutions.
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What is your company’s marketing planning to execution
model or cadence?
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Building a language: e-Taxonomy in practice
Annual or Quarterly Plan What financial and
Plan operational metrics
Corporate or Business Unit
are required?
Marketing Objectives
Program
Product Objectives
Marketing Tactics
Project
Internal Requirements
What digital assets Project Steps
are associated with Task
a Project? Is vendor
Milestones
information required
for a Task?
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Implement the e-Taxonomy through a Marketing
Resources Management application
Oracle Purchase Orders
12 Payables
Marketing
Global Brand team Finance
Other internal users Procurement
DAM-only Users Legal
Users
Agencies
MOTOROLA FIREWALL
Print & Production Unica Portal
Vendors
The Collective
FOR
ILLUSTRATION
Digital Asset
Unica ONLY
Management
·∙
Project Templates
·∙
Workflow Templates
·∙
Projects (Work-In-Progress)
Asset & ·∙
Project Financial Information**
·∙
Finished Goods Link to Unica
Metadata ·∙
Approvals
·∙
Work-in-Progress Task Database
·∙
Components Repository ·∙
Marketing Calendar
·∙
Rights Mgmt Information ·∙
Campaign Plans/Offers/
·∙
Usage Statistics Treatments
·∙
Security Information ·∙
Information & Status Reporting
·∙
Historical Project Information
·∙
Financial and Results Metrics**
** Requires integration with
corporate accounting and/or
Note: This concept map does not take into account the physical location procurement applications.
of the applications software or the related databases.
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Why a unified e-Taxonomy for marketing ops?
• Enables consistency in a global, multi-product business, across teams,
and across product lines
• Permits consistent management analytics – operational, financial and
customer
• Improves dialogue between marketing and finance through accurate
translation of terms
• Allows employees to move more easily between business units while
remaining productive
• Facilitates rapid response to market changes
• Reduces cost through lower re-work, un-necessary and duplicate work
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About the presenter
Mayer G. Becker is in charge of global marketing operations for
Motorola Mobility, Inc., which encompasses the Mobile Devices and
Home business units. In this role he reports to the CMO and ensures
that the department operates both effectively and efficiently. Among his
areas of responsibility are marketing finance, metrics and measurement,
strategy and planning, and technology.
Becker came to Motorola from MarketSphere Consulting, where he was
instrumental in building the Enterprise Marketing consulting practice.
Among his clients were Walmart, MGM MIRAGE, Enterprise Rent-a-Car
and Sony Electronics. In the past, he served in management-level roles
at United Airlines, Tribune Company, Hill & Knowlton, CA, and ADP.
Mayer earned a B.Sc. from Jacksonville University, and an MBA from
the University of Memphis. He is a member of the Marketing Executives
Networking Group (MENG), and a past member of the American
Marketing Association, and the Business Marketing Association.
Contact information: mayer.becker@motorola.com
LinkedIn: www.linkedin.com/in/mayerbecker
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