Marketing Asset Management 101 Webinar

Saepio Webinar Series

MARKETING ASSET MANAGEMENT 101

Welcome to MAM 101
• Webinar Series Objective
– Marketing Asset Management Primer that is
• Impartial.
• Informative.
• Valuable.
– Things you’ll learn about MAM
What is it?
•
Why it’s important.
•
How it should be implemented.
•
How it works.
•

Putting It All Together:
Successful Marketing Technology Strategies for
Distributed Marketing Networks.

Presenter – Mayer Becker
National Practice Director, MarketSphere Consulting

Henry Stewart – New York Report
• Show Summary
• Key Messages / Themes
• Implications for Corporate Marketers

© 2008 MarketSphere Consulting LLC

Putting It All Together – Marketing Technology Strategies
A webinar sponsored by Saepio Technologies, Inc. – May 13, 2008

About MarketSphere

The MarketSphere Enterprise Marketing Management
(EMM) Practice addresses the needs of the Chief
Marketing Officer (CMO) and the marketing organization.

Our unique transformational approach combines process
and organizational change with adoption of new
marketing automation technologies that drive customer,
financial and operational insights, more effective
marketing programs and a higher return on Marketing
Investment (ROMI).

MarketSphere services include vision and roadmap
development together with software selection,
marketing process improvement, software
implementation and product training for the Aprimo®
and Unica® EMM product suites.

© 2008 MarketSphere Consulting LLC 6 05-13-08

Agenda

Saepio Webinar – May 13 2008
Welcome!
Issues facing the CMO and Marketing
The new Marketing Operations function
Roadmap to Technology Adoption
Questions & Answers



Internal issues
• CEO urges marketing to lead innovation and growth
• CFO wants visibility into marketing performance; asks for more
accountability; Sarbanes‐Oxley compliance
• Disconnect between the languages of finance and marketing
• Turnover of chief marketing officer (CMO), CFO or CEO
• Flat or reduced budgets and headcount in marketing (and elsewhere)
• Staff turnover
• Lack of “corporate memory”



External issues
• Faster time‐to‐market
• 24x7 markets
• Traditional competitors have become more effective marketers
• Consumers have more choice
• New competitors from internet sites
• Manage and integrate proliferating communication channels
• Agencies as project resources versus long‐term AOR
• Agency staff turnover
• Short‐term, quarterly financial reporting for public companies


Marketing Industry Snapshot

Since 2003 global companies have new imperatives:
• Identify more accurately and conclusively the return on marketing
investment at all levels of detail, to demonstrate value
• Gather and analyze significant amounts of customer data, to enable greater
insight into customers
• Gather and analyze operational and financial data, to improve the
effectiveness of programs while driving down the cost of marketing
• Preserve and protect marketing intellectual property, to insure compliance,
facilitate reusability and preserve corporate memory
• The result is a focus on operational efficiency and program effectiveness ‐
through a combination of marketing governance policies, coordination through
a departmental PMO, and adoption of Marketing Resource Management
software.


The 5th Role of Marketing

Product &
Brand
Innovation

Marketing
Operations

Voice of the
Revenue
Customer


Marketing Operations

“Chief of Staff” for the Chief Marketing Officer
Marketing Governance to better manage return on investment (ROMI)
Project Management Office (PMO) and Marketing Resource Management
software to better manage execution of marketing programs – “on time, on
budget, highly effective”
Shared Services to more efficiently operate the department
Enterprise Marketing Management strategy to ensure alignment of people,
process and technology with the goals and objectives of the marketing
department


Marketing Operations Organization


Marketing Governance

Manage and control the marketing budget
Monitor and report financial and operational metrics (KPI’s)
Translate “finance speak” into “marketing speak”
Ensure mapping (and reporting) of corporate objectives to marketing budgets and
results
Recommend to CMO the optimal allocation of marketing dollars
Audit financial performance of key suppliers; ensure compliance with corporate
purchasing guidelines
Provide Sarbanes‐Oxley oversight
Measurement: performance against plan(s), forecast accuracy,
increased year‐over‐year ROMI


Marketing Project Management Office

Create and monitor the annual Marketing Plan
Create and monitor the integrated Marketing Calendar
Work with Brand, Product/Innovation, Voice of the Customer and Life Cycle
Marketing to translate corporate goals into action plans
Hold quarterly reviews in conjunction with the CMO
Operate a Marketing Resource Management application
Monitor and publish reports and dashboards that combine customer, operational
and financial metrics and Key Performance Indicators
Measurement: On‐time and on‐budget performance of action plans in
conjunction with assigned managers


Marketing Planning to Execution Model


Shared Services

Manage marketing services
Graphic arts and writing
Web and email operations
Marketing research & analytics
Traffic and production management
Manage day‐to‐day relationship with Agencies of Record
Manage or coordinate with other marketing‐related functions like Customer
Service, Call Centers, or Fulfillment Centers
Maintain labor standards and attain the optimal mix of staff, freelance and agency
resources
Maintain service level standards and enforce brand consistency
Measurement: reduction of cost of marketing , brand stewardship score,
“customer” satisfaction – service delivery level


EMM Strategy

BACKGROUND
The Marketing function is the last major business function to be addressed by
technology, beginning with CRM in the late 1990’s
MS‐Office has been the technology workhorse of marketing
Customer‐centricity has driven the need for CRM, campaign management and
customer analytics
Customer adoption of Web 1.0/2.0 have driven the need for email and web
management tools, analytics, digital asset management and self‐service
The need to prove ROI is driving the need for integrating all available customer,
operational and financial data around a marketing system of record ‐ to drive
insight, and demonstrate ROMI
Applications and data are often managed in silos


Marketing Automation Ecosystem
Entity
Function
System


EMM Strategy

IMPLEMENTATION
An Enterprise Marketing Management (EMM) strategy defines a roadmap:
Alignment of technology to corporate/marketing goals
Role‐based applications functionality
Collection of data for reporting and analysis; drive insights
Reusability of content
Compliance
Establish “Corporate memory” – marketing system of record
Process re‐engineering and organizational re‐alignment go hand in hand with
implementation of technology
10‐year planning horizon for realization of an EMM strategy


Saepio MarketPort

Example of an EMM technology map

Used with permission of Saepio Technologies, Inc.


Roadmap to Technology Adoption

Vision &
Sponsorship

Continuous Process
Improvement Refinement

Implementation Vendor
& Adoption Selection


1 – Vision & Sponsorship

Goals: gain knowledge, define the project and its scope and impact on the
organization, demonstrate business need, secure a project sponsor
Key deliverables:
Knowledge base of market offerings
o
EMM Strategy: Vision & Roadmap
o
Project charter
o
List of stakeholders
o
Executive sponsor(s) and project team
o
Business Case with ROI analysis
o
Duration: Several years to a few months
Cost: Soft dollar cost of employee’s and executive’s time; costs to
participate in industry educational events; cost for consultancy to aide in
development of Vision and Roadmap


2 ‐ Process Improvement

Goals: Understand how marketing processes work today, develop
functional requirements and implementation roadmap
Key deliverables:
Stakeholder interviews
o
High‐level workflows and process descriptions
o
Baseline metrics
o
Integration map with related systems
o
Functional specification
o
Duration: 6 – 8 weeks
Cost: soft costs if done using internal resources, $75‐$125,000 using
consultancy


3 – Vendor Selection

Goals: understand how vendor applications/products meet defined
requirements; select vendor (and services providers)
Participation of corporate purchasing
Key deliverables:
Vendor RFP and responses
o
Demo scripts and vendor ‘demo days’
o
Scoring matrix and results
o
Vendor selection and negotiation
o
Duration: 4 – 6 weeks
Cost: Soft cost of employee’s and executive’s time, lunches for the
vendors


4 – Implementation & Adoption

Goal: successfully install the software and train users
Key deliverable(s):
Communication and user adoption plans
o
Configuration and Implementation
o
Acceptance testing
o
User Training
o
Go Live! (and celebration!)
o
Duration: determined by complexity of the software being installed; could
be implemented in phases over 6 – 18 months
Cost: software license fees, implementation fees, hosting fees (if ASP),
internal IT costs


5 – Continuous Improvement

Goal: refine processes, maintain the software, data and related systems,
keep up with industry trends
Key deliverable(s):
Continuing training of users
o
Updates, upgrades and additional features to software
o
Accommodation of organizational changes, new corporate initiatives
o
Data cleaning and maintenance
o
Duration: On‐going throughout the life of the software (hardware);
3 – 5 years
Cost: software maintenance fees, hosting fees (if ASP), internal IT costs


Sample Roadmap to Technology Adoption


Next steps…

Make yourself and your organization aware of trends in Marketing
Operations
o Conferences and webinars
o Industry analysts (i.e., Gartner, Forrester, Aberdeen)
o Technology vendors – product knowledge
Find a sympathetic ear in both IT and Finance and enlist their help
Identify a corporate goal and explore how a streamlined marketing
organization and technology would serve to accomplish it
Suggest a “marketing center of excellence” initiative to the CMO
Become a change‐agent in your company!


Thanks for attending this
Saepio webinar!

emm.marketsphere.com

MAM 101 Future Webinars
(www.MAM101.com)

• May 28
– Sharon Kinkade, Cartridge World
• MAM in Action: Case study of Cartridge World’s success.

• Recorded Sessions
– Available On Demand at www.MAM101.com
• Marketing Asset Management: Why distributed marketers need this
technology featuring Lisa Bradner, Forrester Research.
• Thriving Amidst Change: Choosing the right technologies for engagement‐
based marketing featuring Aimee Roberts, Frost & Sullivan.

Putting It All Together:
Successful marketing technology strategies for
distributed marketing networks.

Your Questions.

Contact Information
877‐468‐7613
SALES@SAEPIO.COM
WWW.SAEPIO.COM

Marketing Asset Management 101 Webinar

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