The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)

image:
Xurxo
Mar.nez
the indispensable agency
how marketing talent, technology and strategy
gaps present invaluable opportunities for growth
paul roetzer, CEO, PR 20/20 (@paulroetzer)
Fuel Lines New Business Conference
oct. 9, 2015
a PR 20/20 production

example scenario
A B2B SaaS company with $10M in funding and aggressive growth goals
is struggling to meet lead-gen targets. The CMO fears marketing is
going to fall short of Q4 2015 goals . . .
brand
leads
sales
loyalty
@paulroetzer www.pr2020.com

example scenario
The marketing team is blogging 2x per week,
regularly sharing content across their social networks, and
producing a high-quality ebook with an accompanying webinar each month.
brand
leads
sales
loyalty

example scenario
But, not enough people are organically ﬁnding the content.
brand
leads
sales
loyalty

example scenario
Do they need a paid media strategy?

example scenario
Are there opportunities to amplify the content via
earned media with bloggers, journalists and analysts?

example scenario
Should they hire an agency or freelancers and
double down on content production?

example scenario
Maybe.

example scenario
AND . . . Maybe.

of
marketers
think
marke6ng
has

changed
more
in
the
past
two

years
than
the
past
50

source:
Adobe
Digital
Distress
76%

consumers are more connected and informed

90% of
daily
media
interac3ons

are
screen
based
source:
Google,
The
New
Mul6-‐Screen
World

B2B
buyers
may
be

up
to
90%
through
their
journey

before
contac6ng
a
vendor.

source:
Forrester
image:
Jayneandd

companies must shift from predominately outbound sales

to inbound centric with a more personalized and scientiﬁc approach

to attracting, converting and delighting customers.

Source:
Google
historical outbound approach focused here

Source:
Google
the new inbound-centric model concentrates here

Source:
Chiefmartec.com
the
customer
journey
does
not
follow

a
linear
path
deﬁned
by
marketers

Deﬁne
Founda6on
Projects
blog
posts

podcasts

website

video

email

webinars

mobile
apps
tailored
marke6ng

through
a
deep

understanding
of

buyer
persona
needs

+
the
ability
to
deliver

personalized

messages
Image:
HubSpot
we
have
entered
the
age

content,
context
and
the
customer
experience

Deﬁne
Founda6on
Projects
create
more
value,
for
more
people,
more
o>en,

so
when
it’s
6me
to
choose,

they
choose
you
new marketing imperative

what’s
holding
businesses
back
from

achieving
performance
poten3al?

image:
Xurxo
Mar.nez
talent
gap
+
tech
gap
+
strategy
gap
=
PERFORMANCE
gap

data > intelligence > action > outcomes

marketing dashboards that
report activities rather than business outcomes
are a major cause of the disconnect
between marketers and the C-suite.
source: ITSMA, VisionEdge and Forrester

marketers must excel at bringing
structure and meaning to numbers

94%
of
chief
marketers
believe
analy3cs
will
play
a
big

role
in
reaching
their
goals,
yet
only
18%
said
their

organiza6ons
were
in
a
posi6on
to
do
so.

source:
IBM

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
short-term impact proven long-term impact proven
29%
36%
just 36% of CMOs have quantitatively proven the
short-term impact of marketing spend. that ﬁgure
drops to 29% when demonstrating long-term impact.
source:
2014
CMO
Survey

ONLY 21%

on
average,
marketers
depend
on
data
for
just

11%
of
customer-‐related
decisions.

source:
CEB


B2B
marketers
say
just
9%
of
CEOs
and
6%
of
CFOs
use

marke6ng
data
to
help
set
corporate
direc6on.

source:
ITSMA,
VisionEdge
and
Forrester

we create 2.5 quintillion bytes of data
every day (that’s 18 zeros)
Source:
IBM

90% of all data in the world
has been created in the last 2 years
Source:
IBM

Infographic:
Domo
every minute . . .
Vine users share 8,333 videos.
Pinterest users pin 3,472 images.
Twitter users Tweet 277,000 times.
YouTube users upload 72 hours of video.
Instagram users post 216,000 new photos.
Facebook users share 2,460,000 pieces of content.

marketers have access to data from dozens of sources:
social monitoring, web analytics, email, call tracking,
sales, advertising, remarketing, ecommerce,
mobile apps, accounting . . .

never more choices. never more noise.
never more demand for performance.

and yet, there has never been a
better time to be a marketer (or agency).

“I
was
a
classically
trained
marketer

who
had
cut
my
teeth
at
Procter
&
Gamble,

nego6ated
mul6-‐million
dollar
deals
with
the
NFL,

and
received
an
MBA
at
Harvard
Business
School.

“I
was
a
fossil
–
a
senior
marke0ng
execu0ve

who
was
doomed
to
ex0nc0on.”

—
Anita
Newton,
VP
of
corporate
marke6ng,
Adknowledge

of
marketers
say
their

lack
of
skills
is
impac6ng

revenue
in
some
way

source:
2012
Marke6ng
Skills
Gap
Report
75%

of
companies
lack
necessary

digital
skills
in
key
areas
of
social

media,
mobile,
internal
social

networks,
process
automa6on,

and
performance
monitoring
and

analysis.

source:
Capgemini
Consul6ng
90%

data analysis
identify top KPIs.
turn data into actionable intelligence.
uncover anomalies, trends and opportunities.
adjust strategies based on data.
tie activities to performance and bottom-line results.

a
talent
war
has
begun
for
tech-‐savvy,
hybrid
marketers

capable
of
building,
managing
and
execu0ng

fully
integrated
campaigns
that
produce
results

how
do
we

ﬁnd
the
unicorns?
@paulroetzer

only
1
of
the
top
10

marke6ng
programs
in
the
U.S.

has
a
required
undergraduate

digital
marke3ng
course
source:
U.S.
News
&
World
Reportimage:
IUB
Facebook

businesses
must
take
the
ini3a3ve
to

mold
their
own
modern marketers

construct
an
internal
marke3ng
academy

only
28%
of
large
enterprises
plan
to
introduce
formal

training
programs
to
improve
digital
marke6ng
skills.

source:
Online
Marke6ng
Ins6tute

only
4%
of
companies
ensured
their
training
eﬀorts

were
aligned
with
overall
digital
strategy.

source:
Capgemini
Consul6ng

the
opportunity
exists
to

create a competitive advantage
through
talent

source:
Accenture’s
Turbulence
for
the
CMO
the
marke6ng
industry
is
moving
too
fast

to
internalize
everything

Donovan
Neale-‐May,

Execu6ve
Director,
CMO
Council
“There’s
an
underlying

level
of
frustra3on
among

senior
corporate
marketers

worldwide
when
it
comes

to
agency
contribu3ons
to

business
value
crea6on,

strategic
thinking,
and

digital
marke6ng

development.”

source:
CMO
Council
(2012)

of
senior
marketers
believe

tradi3onal
ad
agencies
are
doing

a
good
job
of
evolving
and

extending
their
service

capabili6es
in
the
digital
age.

source:
The
Chief
Marke6ng
(CMO)
Council

report
More
Gain,
Less
Strain.
9%

where
do

the
other
91%

turn
for
help?

“work with agency partners that care
as much about performance and
success as you do.”

“Marketers are looking well beyond their traditional
advertising agency base for domain experts to drive
marketing performance and handle exploding data,
digital migration, channel fragmentation and a more
diverse, multi-cultural consumer base.”
Source: CMO Council

4 years old
$1.5B in 2014 revenue
6,000 employees
pay-for-performance billing

2,500+ agency partners in 90+ countries
generate more than 40% of new HubSpot revenue ($42.9M Q2 2015)
HubSpot estimates $5 - $10 in agency services for every $1 in software

“We
expect
technology
spend
by
CMOs
to

increase
10x
in
10
years,
from
$12
billion
to

$120
billion,
unlocking
a
huge
opportunity
for

marke6ng
technology
companies
and
opening

the
door
to
the
decade
of
the
CMO.”

—
Ashu
Garg,
general
partner,
Founda6on
Capital

by
2017,
the
CMO
will
spend
more
on
IT
than
the
CIO.

source:
Gartner
IT
=
CIO
CMO

6
classes,
43
categories,
1,876
companies

every trackable interaction creates a data point,
and every data point tells a piece of the customer’s story.

source:
Al6meter’s
The
Converged
Media
Impera6ve@paulroetzer www.pr2020.com
You have the control.
They have the control.
You can BUY the control.

image:
Patrick
Feller
Subscribers,
fans,
followers,
leads,

and
customers
choose
when
and
where

to
interact
with
your
brand.
They
do
not

diﬀeren6ate
between
marke6ng

departments
and
channels.

we have to plan faster, experiment more
efﬁciently and adapt constantly to
accelerate success.

1. align
marke6ng
goals
with
business
goals.

2. iden6fy
key
performance
indicators
(KPIs).

3. track
and
report
at
the
campaign
level.


1)
align
marke6ng
goals
with
business
goals.

what are your clients’ business goals?

Speciﬁc: Clearly establishes what is to be achieved.
SMART goals
Measurable: Quantiﬁable, and a strong indicator of progress.
Attainable: Realistic given your foundation, reach, resources and potential.
Relevant: Connect to achievement of overall business goals.
Timely: Has a target date.

increase monthly website sessions 20% in Q4. brand
leads
sales
loyalty
generate 50 sales qualiﬁed leads in Q4.
produce $250,000 in new MRR in Q4.
improve retention rates from 85% to 90% in Q4.
SMART goals

2)
iden6fy
key
performance
indicators
(KPIs).

hp://bit.ly/performance-‐pack

brand
leads
sales
loyalty
blogging

social
engagement

events
premium
content

lead
nurturing

ver6cal
markets
webinars

email
marke6ng

case
studies
onboarding
resources

customer
engagement

training/educa6on
KPIs ac3vi3es
website
sessions

blog
subscribers

social
reach
SQLs

demo
requests

free
trials

content
downloads
new
customers

COCA

conversion
rates
MRR

CLV

rev
run
rate

measure the value of your agency
at every stage of the funnel

performance reports

turn
data
into
(ar3ﬁcial)
intelligence
www.automatedinsights.com

Image:
Franck
Calzada/YouTube
The AP “writes” 10x more earnings reports
using Automated Insights technology

3)
track
and
report
at
the
campaign
level.

hp://bit.ly/performance-‐pack
every
campaign
is
a
series
of
projects
designed
to
achieve
a
goal

turn data into intelligence,
intelligence into action, and
action into measurable outcomes

obstacles create
opportunities

lack of education/training
consumer behavior
social networks
technologies
channels
data

a
case
study
in

performance-‐driven,
integrated
marke6ng
www.pr2020.com

The
organiza6on
sought
to
infuse
its
sales
pipeline
with
new
leads,

segment
and
priori3ze
its
exis6ng
lead
database
of
10,000+

contacts,
drive
short-‐term
sales
conversions
through
its
web
store,

and
iden6fy
larger-‐scale
enterprise
sales
opportuni3es.

•
integrated
strategy

•
database
segmenta6on

•
lead-‐scoring
system

•
survey

•
premium
content
assets

•
landing
page

•
smart
lead
forms

•
a/b
tes6ng
(email
and
landing
page)

•
social
sharing

•
email
workﬂows

•
sales
integra6on

•
website
CTAs

•
media
pitches

•
analy6cs

•
1,980+
survey
responses

•
2,470+
ebook
downloads

•
1,720+
new
contacts

•
2,490+
web
store
leads

•
1,170+
enterprise
sale
opportuni3es

paul
roetzer,
@paulroetzer

CEO
|
PR
20/20

author
|
The
Marke6ng
Performance
Blueprint
(Wiley,

2014)
&
The
Marke6ng
Agency
Blueprint
(Wiley,
2012)

creator
|
Marke6ng
Score
&
Marke6ng
Agency
Insider
www.pr2020.com

The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)

Similar to The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines) (20)

More from PR 20/20

More from PR 20/20 (20)

Recently uploaded

Recently uploaded (20)

The Indispensable Agency: How Marketing Talent, Technology and Strategy Gaps Present Invaluable Opportunities for Agency Growth (#FuelLines)