The document discusses using the MAST (Market Survey Assessment Tool) to diagnose marketing performance issues and develop a turnaround plan. It provides an overview of MAST, describes how it can identify gaps in an organization's marketing capabilities across six key dimensions, and showcases how MAST was used by a financial services company to reduce efforts by 30% and shift focus to more impactful planning and learning activities. The key takeaways are to understand current capabilities, perform a diagnostic assessment with MAST, build an improvement roadmap, and execute changes in a phased approach with defined metrics for success.

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PLANNING FOR THE
TURNAROUND
Using MAST to diagnose and address marketing
performance issues
June 3rd, 2009

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Agenda
 Introduction
 Why Invest in Marketing “Capabilities” in Addition to Campaigns?
 MAST Overview
 Six Dimensions of High Performance Marketing
 MAST Profiles – Company Snapshots
 MAST in Action
 From MAST to Roadmap
 A Financial Services Case Study
 Key Takeaways and Q&A
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 2

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Quaero Thought Leadership…
…Combined with Execution
Published book Quaero’s Six Dimensions
“High Performance Framework places the customer
Marketing” by Naras at the center of value growth and
Eechambadi, Dearborn superior returns for a company
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 3

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Capabilities Amplify Impact of Marketing Spend
“Want more bang for your marketing buck? Build your capabilities first.”
Conducted with Emory University, Georgia State, the CMO Council, and Penn State’s
Long-Term Institute for the Study of Business Markets
Orientation
Marketing Capabilities
(Investment)
Customer Strategic
Orientation Performance
Growth, Stock
Marketing Short-term
Expenditure Performance
Marketing Mix Share, Brand
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 4

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… Leading to Short-Term Gains
Strategy
&
Processes
Short-term
Performance
Share, Brand
Marketing
Expenditure
Marketing Mix
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 5

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But For Those Interested in the Long Term …
Organizational 0.84
Alignment
Marketing Strategy and 0.61 Strategic
Expenditure Processes Performance
Technology 0.20
Capabilities
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 6

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We See Clients Focus Their Spending On …
 Strategy, Planning and Measurement
Bigger  Spending enough time on strategy &
targets, greater planning and basing decisions on data
accountability
 Consistently and transparently quantifying
marketing’s contribution to the business
 Deepening understanding of and focus
on, their customers
SHIFTING Diminished
“Do more MARKETING value
 Improving program investment effectiveness
with less” LANDSCAPE perception
 Organizational and Operational Focuses
 Increasing capacity through greater
efficiency
 Shortening key process cycle times and
Customer automation via solutions such as MRM
behavior
 Improving alignment with business partners
 Automating or outsourcing campaign
production tasks

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Lots of Choices … A Word About MAST
 MAST = Market Survey Assessment Tool
 A good way to objectively diagnose
marketing performance specific to your
organization
 So you know where to start and how to
proceed
 Also provides the basis for trending over
time and benchmarking
 Surfaces and pinpoints differences in
perspective across teams and levels
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 8

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ACTUAL MAST PROFILES
Snapshots from a variety of
organizations and industries

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Cross-Industry View
Top priorities:
 Improving and automating
processes to create
executional efficiencies
Better
 Bridging traditional
organizational gaps
 Doing more with data to
inform strategies
 Measuring the right things
that the rest of the company
Worse
can relate to
2 = highly capable
1 = adequate
-1 = significant weakness
-2 = critical gap © 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 10

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All Data, No Cohesive Strategy
 Large financial services
company
 Focus on continual innovation
Better
and experimentation
 Making full use of data
 “Strategy” not a priority –
tactics are king
Worse
2 = highly capable
1 = adequate
-1 = significant weakness
-2 = critical gap © 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 11

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Strategy with Manual and Fragmented Execution
Better
 Nationwide retailer
 Robust strategy but locally
focused on distribution
network
 Organizational tension
between corporate and local
Worse
needs
 Under-investment in
technology
2 = highly capable
1 = adequate
-1 = significant weakness
-2 = critical gap © 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 12

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Operating by “Gut Feel”
Better
 Technology giant
 Healthy investment in
technology
 Paradoxically not making
enough use of its data
Worse
 Struggling with measurement
of marketing performance
2 = highly capable
1 = adequate
-1 = significant weakness
-2 = critical gap © 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 13

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Strategy on Steroids
 Advertising agency
Better
 No shortage of creative ideas
 But lacking the executional
capabilities to put them into
practice (for itself or for its
clients)
Worse
 Organization aligned around
the creative process
2 = highly capable
1 = adequate
-1 = significant weakness
-2 = critical gap © 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 14

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What Does This Tell Us?
 Marketers face common challenges
 But are starting from different places
 They need to know exactly where to begin and how far to go on any one
dimension for their specific organization
 This will save wasted dollars and effort
 And lead to better long-term results
“I know where we need to get to but don’t know what we need to
improve, and by how much, to get there”
CMO, leading direct marketer
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 15

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MAST IN ACTION
MAST Helps You to Build a Roadmap
for Strategic Improvement

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Putting It All Together …
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 17

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MAST IN ACTION
Emphasizing “thinking” over “doing” at a
major financial services organization

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Reduction in Overall Effort
 Implementation of process and automation recommendations
significantly improved productivity and created the space to re-
focus resources away from production on more impactful work:
KEY STATISTICS VALUES
Current Baseline Effort (days) 124.5
Target Post Implementation of Recommendations (days) 87.0
Savings Post Implementation of Recommendation (days) 37.5
Effort Reduction Opportunity (days) 30%
Opportunity to reduce
overall process effort by 30%

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More Importantly, Shift in Focus
 However in addition to reducing overall effort, the focus
also shifts away from Execution and Tracking and towards
Planning and Learning:
quot;Before and Afterquot; Activity Breakdown
60%
50%
40%
30%
20%
10%
0%
Planning Execution Tracking and Analysis and Learning
Reporting
Current State Post Recommendations
This increased both the efficiency and quality of targeting.

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KEY TAKEAWAYS
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 21

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Take the MAST!
Springboard.quaero.com/MAST/
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 22

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Key Takeaways
 Understand your capabilities and decide what you need to improve
(and what is good enough) to hit strategic goals
 Perform a diagnostic assessment
 Build a roadmap
 Gap analysis
 Investment focus areas
 Business case
 Metrics for success
 Execute in bite-size chunks!
© 2009 CSG SYSTEMS, INC. CONFIDENTIAL & PROPRIETARY 23

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ANY QUESTIONS?

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THANK YOU!
Niall Budds
Director, Marketing Operations
niall_budds@csgsystems.com
quaero.csgsystems.com
Follow us on Twitter - @CSG_Quaero