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27B2B marketing communications agency of the year:
The Marketing
Practice
the most
successful
year in our 13
year history
02Entry category 27: B2B marketing communications agency of the year
Summa...
03Entry category 27: B2B marketing communications agency of the year
About the agency
Our story is a simple one. We
believ...
04Entry category 27: B2B marketing communications agency of the year
At a glance
•	 Research / insight
•	 Messaging
•	 Jou...
05Entry category 27: B2B marketing communications agency of the year
Contribution to clients’ businesses
€284
€1
increment...
06Entry category 27: B2B marketing communications agency of the year
A multi-proposition, multi-county demand centre
drawi...
07Entry category 27: B2B marketing communications agency of the year
Contribution to clients’ businesses
Helping Microsoft...
Lumia Business Transformation programme umbrella
initiative to uplift Lumia fortunes in the Business market.
Jan 2014 Jun ...
09Entry category 27: B2B marketing communications agency of the year
Contribution to clients’ businesses
Establishing an e...
The Intelligent Operations Programme
Sales enablementDemandResearch / profiling
•	Open rates: 19%
•	Marketo email
•	Nurtur...
Entry category 27: B2B marketing communications agency of the year
Creative thinking
More than crayons
Our model is tried ...
Entry category 27: B2B marketing communications agency of the year
Financial performance and stability
Banking on itOur fi...
Entry category 27: B2B marketing communications agency of the year
Staff and community engagement
The collective
Our most ...
Entry category 27: B2B marketing communications agency of the year
Key initiatives and achievements
Driving our reputation...
Entry category 27: B2B marketing communications agency of the year
The Marketing Practice
2014 – 2015
May 2014 Aug 2014 Ap...
Entry category 27: B2B marketing communications agency of the year
Client testimonials
“We needed a partner with a similar...
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The Marketing Practice: 2015 Overview

An overview of the excellent work TMP did in 2015. Our submission to the B2B Marketing Awards won us runner-up in the B2B Marketing Agency of the Year category.

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The Marketing Practice: 2015 Overview

  1. 1. 27B2B marketing communications agency of the year: The Marketing Practice
  2. 2. the most successful year in our 13 year history 02Entry category 27: B2B marketing communications agency of the year Summary There’s a damaging debate in B2B marketing about whether focus on ROI constrains creativity. Now more than ever someone needs to prove that both reputation building and driving extraordinary revenue are possible from the same marketing programmes. That’s what we have done in 2014/15: • Microsoft Devices: increasing business market share from 12%1 to 26%2 . • Standard Life: rebranding and outperforming revenue targets by 3x. • Atos: generating sales of €284 for every €1 invested (and pipeline that built over 1800x investment in the programme). • Genpact: showing that marketing can contribute 27% of the pipeline, up from 5%. The secret: we have built a one-of-a-kind integration of all disciplines needed from awareness through to fully qualified sales handover (e.g. creative/content/digital through to Inside Sales). Which has made 2014/15 the most successful year in our 13-year history: revenue increasing from £6.7m to £8.5m and new wins at Standard Life and SAS setting the scene for future growth. All at the same time as: • Achieving an “Outstanding” rating in the Best Companies To Work For survey; • strengthening our training Academy; • developing new targeted online advertising techniques into a Digital Demand Centre proposition; • raising £22,000 for charity; • increasing profitability from 10% to 16%. 1 Source: http://www.mobilenewscwp.co.uk/2015/03/20/microsoft-ready-for-major-consumer-war/ 2 Source: http://wmpoweruser.com/nokia-announces-lumia-business-trial-campaign-for-uk-businesses/
  3. 3. 03Entry category 27: B2B marketing communications agency of the year About the agency Our story is a simple one. We believe that good marketing delivers sustainable growth by building reputation and driving revenue simultaneously. In other words, supporting sales today while improving the environment for better sales tomorrow. The Marketing Practice was set up 13 years ago with this one thought in mind and we have delivered on it by developing a tightly integrated model – from Creative to Inside Sales under one roof. Our commitment to building reputation and driving revenue for our clients is proving to be more relevant today than ever before. An engine room for growth
  4. 4. 04Entry category 27: B2B marketing communications agency of the year At a glance • Research / insight • Messaging • Journey planning David van Schaick, Director, Marketing Innovation and Planning • Content • Design • Digital Paul Baker, Creative Director • Data management • Systems • Analytics and reporting Dave Kershaw, Head of Data • Calling • Social selling • Opportunity nurture Lucy Simpson, Head of Inside Sales Marketing Innovation and Planning Creative Services Data Inside Sales Client Services • Programme management • Client relationship management • Commercial engagement Andie Johnson-Mitchell, Head of Client Services 100% client retention including: New wins: 15% 32% 24% 2012/13 2013/14 2014/15 £22k 2014 £6.7m 26% growth Client satisfaction Employee satisfaction Agency margin Agency turnover 10% 16%“outstanding” Best companies to work for survey Percentage of top “purple” scores received in monthly survey 20142013 2013 Delivering reputation and revenue Money raised for charity Board Support Clive McNamara Chairman and Founder Paul Everett Director of Marketing Strategy Anna Hutton Managing Director Tracy James Head of People and Environment Mel Nettleship Finance and Commercial Director Robert Ainger Marketing Director Osiri Weithers Associate Director Carl Rigby Director Matt Hanks Head of Client Services Operations B2B Awards 15 5 2 £8.5m short listings wins runners up
  5. 5. 05Entry category 27: B2B marketing communications agency of the year Contribution to clients’ businesses €284 €1 incremental order entry for every generating invested Transforming Demand Generation with Atos Here’s a snapshot of how we’ve delivered our reputation and revenue promise, and consequently retained every one of our clients this year: A: Q: How can we change the way marketing and sales work together to underpin sustainable growth? Build a centralised Lead Generation Factory to nurture opportunities for multiple propositions and vertical markets across EMEA. Generating sales of €284 of incremental order entry for every €1 invested (and pipeline that built over 1800x investment in the programme).
  6. 6. 06Entry category 27: B2B marketing communications agency of the year A multi-proposition, multi-county demand centre drawing on 23 campaigns across the year. The Lead Generation Factory Programme 23Campaigns 8Countries 5Languages 5Verticals pipeline built over investment in the programme 1800x Safe Net NHS Factory of the Future Enterprise sustainability JIS JIT Hardware/ Software Comms Simplified Magic Quadrant Now Banking Helix Nebula Canopy Event EPCE MES JIT Big Data SAP HCM Yuanio Financial services Apps management Enhanced alliance Manufacturing Country specific campaigns Centralised campaigns Jan 2014 Dec 2014 284xinvestment Incremental order entry Sales engagement
  7. 7. 07Entry category 27: B2B marketing communications agency of the year Contribution to clients’ businesses Helping Microsoft increase Lumia’s business market share from Reinvigorating Microsoft Lumia’s position in the business market A: Q: How can we transform both the reputation and the revenue outlook for a strategically critical line of business in tough market conditions? Use a creative mix of channels and techniques designed to drive consideration, build pipeline and improve Sales’ ability to convert opportunities. Helping Microsoft increase Lumia’s business market share from 12%1 to 26%2 and consideration by 21%. 12% to 26% 1 Source: http://www.mobilenewscwp.co.uk/2015/03/20/microsoft-ready-for-major-consumer-war/ 2 Source: http://wmpoweruser.com/nokia-announces-lumia-business-trial-campaign-for-uk-businesses/
  8. 8. Lumia Business Transformation programme umbrella initiative to uplift Lumia fortunes in the Business market. Jan 2014 Jun 2014 Oct 2014 Dec 2014 26%market share* 12%* market share 44:1 PIPELINE ROI 18%* market share 192%* content read target 21%* market share Source: 12% http://wmpoweruser.com/nokia- announces-lumia-business-trial-campaign- for-uk-businesses/ 18% http://www.phonearena.com/news/ Microsoft-wants-its-Windows-Phone-to-be- the-king-of-the-enterprise-market-by-the- middle-of-2015_id57259 21% https://news.microsoft.com/en- gb/2015/03/10/a-growing-appetite-for- flexible-working/ 26% http://www.mobilenewscwp. co.uk/2015/03/20/microsoft-ready-for- major-consumer-war/ 21%increase in Lumia consideration 185%pipeline target LumiaBiz trial The Pitch content programme Accelerate lead generation programme Ongoing sales enablement development Ongoing social media activity #OfficeLove brand building 08Entry category 27: B2B marketing communications agency of the year The Lumia Business Transformation Programme
  9. 9. 09Entry category 27: B2B marketing communications agency of the year Contribution to clients’ businesses Establishing an engine room for growth with Genpact A: Q: How can marketing play a central role in a business with a voracious appetite for growth, but limited brand recognition? Leverage cutting-edge thought-leadership and marketing technology to build a programme to systematically nurture opportunities with senior contacts. Increasing marketing contribution to pipeline from 5% to 27% over the course of nine months, with a pipeline value of 277 x marketing investment. 5%to27% Increasing marketing contribution to pipeline from over the course of nine months
  10. 10. The Intelligent Operations Programme Sales enablementDemandResearch / profiling • Open rates: 19% • Marketo email • Nurture stream Awareness 1. Organisational Model Mature FP&A organisational leverage global or regional shared services and outsourcing more often than their less-mature peers – allowing them to realise economies of scale, improve service levels, and share best practices while building capabilities for supporting enterprise-wide strategic roles. 2. Technology Mature FP&A organisations expect high business impact from improved use of advanced technology and are more aggressive at deploying it. 3. Data Accuracy 61% of organisations state that variations in progress and data quality significantly impact FP&A performance. Mature organisations are more acutely aware of the importance of data standards and quality and its impact on FP&A performance Finance Executives see FP&A as a crucial lever to mange the most material organisational challenges.1 * Percentages are the number of respondents selecting these top challenges An independent survey of FP&A leaders shows that mature organisations should focus their attention on organisational models, technology and data accuracy. FP&A’s increasingly strategic role in today’s environment Advanced operating models can strengthen FP&A in 3 ways FP&A helps meet these top challenges: What technology implementation is a priority Enable agility and adaptability Manage risk Increase growth and scalability Reduce costs 87% 64% 62% 53% Mature FP&A organisations are two times less likely to use de-centralised, organisational models. Who expects high impact? Master Data Management and Governance Immature FP&A Planning and Forecasting Moderately Mature FP&A Global Data Warehouses Mature FP&A Where is big data a priority for FP&A? 53% of immature FP&A orgainsations 27% of immature FP&A orgainsations 25% of immature FP&A organisations 19% of immature FP&A organisations 33% of immature FP&A organisations 27% of immature FP&A organisations 22% of mature FP&A organistaions 44% of mature FP&A organistaions 48% of mature FP&A organisations 43% of mature FP&A organisations 48% of mature FP&A organisations 54% of mature FP&A organistations Two-thirds of FP&A organisations have target models that include global and regional SSCs for: Decision Analysis & Management Reporting Performace Management Planning & Budgeting Research insights More robust Financial Planning and Analysis can help CFOs to meet their strategic business partner role. CFO + advanced FP&A = data driven strategies High Impact High Impact High Impact Very High Impact Very High Impact Very High Impact 29% 41% 46% 17% 6% 27% Advanced organisational model and related practices are an untapped lever. They help evolve the CFO’s role into a data driven strategist with the ability to turn insights into enterprise action. Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and operations, through an unbiased combination of smarter processes, analytics and technology delivered by 64,000+ employees in 24 countries, with key management based in New York City. For more information: Visit www.genpact.com or www.genpact.com/home/solutions/finance-accounting/ financial-planning-analysis 1 Survey conducted by Zenesys of 150 Finance and Accounting executives from large enterprises in mature markets. 103384-001_GEN_FY14_infographic_A5 5pp concertina.indd 1 7/17/2014 4:12:47 PM Entry category 27: B2B marketing communications agency of the year underpinned by marketing automation pipeline value 277xmarketing investment 27%marketing contribution to pipeline (up from 5%) Inside Sales follow-up calling eDM2 Digital advertising • Web ads • Banners eDM1 eDM3 Asset creation Bespoke to job roles: • CFO, • CPO • COO • Account-specific insight High- impact DM Sponsored updates Social listening to identify influencersLanding page • Gated content on landing page Webinars Search-optimised content promotion • SlideShare • Social selling from Genpact companies • Social ambassadors Thought leadership research Social media promotion (ongoing) Aug 2014 Sep Oct Nov Dec April 2015Jan 2015 Feb Mar
  11. 11. Entry category 27: B2B marketing communications agency of the year Creative thinking More than crayons Our model is tried and tested. But that doesn’t mean we sit still. Over the past year, we’ve invested heavily in advancing our capabilities to meet growing demand, and the changing nature of marketing. • Strengthening our Digitally Enhanced Demand Centre model by integrating highly-targeted digital advertising and a suite of pipeline modelling tools. • Creating a dedicated content team. Made up of writers and strategists focusing on innovative ways to communicate. Such as introducing personalised video as a way to support traditional demand generation with clients like SAS and Google. • Developing our Marketing Innovation and Planning team to offer a broader range of services – like account profiling to support the generation of targeted content, and the roll-out of a social selling training course to multiple clients’ sales teams. DATA & INSIGHT WEBSITE MARKETIN G AUTOMATION CRM ANALYTICS LEAD MANAGEMENT PRESS PAID SOCIAL IP-BASED RETARGETING DISPLAY NETWORKS CONTENT PROMOTION SOCIAL AMPLIFICATION ADVOCACY ANALYST PPC NATIVE MEDIA BRAND PLACEMENT PAID OWNED MEDIA EARNED EVENTS CAMPAIGNS SALES ENABLEMENT ABM NURTURE STREAM INSIDE SALES REACH, ENGAGE, ATTRACT DATA & PIPELINE MANAGEMENT NURTURE TO CLOSE SEO CONTENT THE DIGITAL DEMAND CENTRE ECOSYSTEM
  12. 12. Entry category 27: B2B marketing communications agency of the year Financial performance and stability Banking on itOur financial performance directly reflects the strength of our reputation and revenue proposition and robust delivery model. In 2014 we generated turnover of £8.5m - an increase of 26.5% on 2013 - at a profit margin of 16% compared to 10% the previous year. And we’ve strengthened our base of clients with SAS, Standard Life and Hewlett Packard joining our family.
  13. 13. Entry category 27: B2B marketing communications agency of the year Staff and community engagement The collective Our most important ingredient. We’ve got a great balance of experience and fresh talent. 23% of our staff were recruited as graduates – with two of them progressing to board positions, and one heading up our new Content team. Yet 7 employees have been with us for more than 10 of our 13 years. Sharing and caring: inside and out This year we’ve invested in the ‘TMP Academy’ to strengthen our skills. We launched Frontier Sessions – where experts in an emerging topic run workshops to share their knowledge across the agency. To celebrate excellent work we launched the TMP Hall Of Fame – where our greatest projects of the year are showcased. It’s all part of how we keep our marketers engaged. And as a result, this year we were rated as “Outstanding” in the Best Companies To Work For survey. In addition to being founder members of the Business Marketing Collective, our regular S&M Forum acts as a best practice sharing session where industry peers network and learn from examples of the latest in reputation and revenue driven marketing. And it’s seen more attendees over the past year than ever before. The TMP Foundation exists to raise funds for well-deserving charities. Last year we raised over £22,000 with some stand-out events. And by involving our clients in every event, we strengthen relationships based on common principles. SALES & MARKETING FORUM 13 NOVEMBER 2014 #TMPForum CONFESSIONS OF A B2B MARKETER: SECRETS FOR SUCCESS IN 2015
  14. 14. Entry category 27: B2B marketing communications agency of the year Key initiatives and achievements Driving our reputation Our most important measure of success is the Marketing Monitor. Each month our clients score us from red (0) to purple (15). The past year we’ve averaged 11.1 compared with 10.7 the previous year, and overall we received 32% purple scores from clients. To top it all off, we were the most-awarded agency at the B2B Marketing Awards 2014. And individuals are a key part of that - one of our Associate Directors, Gemma Davies, won the CIM Women In Marketing ‘Fast Track Marketer of the Year’ award.
  15. 15. Entry category 27: B2B marketing communications agency of the year The Marketing Practice 2014 – 2015 May 2014 Aug 2014 April 2015 Launch of executive thought leadership programme Genpact Intelligent Operations programme launched – increased marketing contribution to pipeline from 5% to 27% Atos LGF programme ended the year with a pipeline of 1800x investment in the programme Comprehensive programme to transform B2B Marketing including development of new brand identity Paul Baker ex creative director at McCann Erickson, Interfocus and SMI/Publicis returns to pick up the creative reins Andie Johnson-Mitchell joined to head up Client Services with experience working for Serco, Steria and IBM Seasoned technology marketer Andreas Bernhard joined to support TMP clients in the German market Launch of new personalised video platform Year ends with TMP turnover up 26.5% on previous year TMP named “outstanding” in the best companies to work for survey TMP Hall of Fame programme launched to recognise outstanding marketing delivered each year Our most purple month ever? 42% purple (most favourable response) responses received in our Marketing Monitor client sat survey New Content team launched New employee breakout programme launched ABM programme targeting senior oil industry executives O2 #makeitwow social media programme boosted awareness of O2 Connect around the Internet of Things event S&M Forum on Social Selling and the role of marketing with Andy Eustace from LinkedIn and Timothy Hughes from Oracle S&M Forum on finding the creative spark with Fiona Pearl from O2 Enterprise, and Susie Logan from Standard Life S&M Forum on the secrets of marketing success with Joanna Moss from Atos and Angela Munroe from Microsoft Devices Most awarded agency at B2B Awards for the second year running (carrying off seven trophies) Paul Everett presents at B2B Marketing Conference on customer experience Gemma Davies Winner: Women in marketing – Fast Track Marketer of the year Robert Ainger delivers case study presentation at B2B Marketing In-Tech Conference 24 hour table football marathon in aid of Parkinsons launched by the legendary Cheeky Girls and ended with the whole company attending the B2B Awards … and raised £10,000 Series of three “Project Eyston” Marketing Director sessions discussing topics including the evolution of content and measuring marketing effectiveness Social selling workshop programme launched and subsequently delivered across our client base Mad Hatters tea party in aid of Naomi House and Jack’s Place raised £12,000 Launched Microsoft #OfficeLove campaign which increased consideration of Lumia in business by 21% Launch of scalable ABM programme using personalised multi channel content SALES & MARKETING FORUM 13 NOVEMBER 2014 #TMPForum CONFESSIONS OF A B2B MARKETER: SECRETS FOR SUCCESS IN 2015 Dec 2014
  16. 16. Entry category 27: B2B marketing communications agency of the year Client testimonials “We needed a partner with a similar vision to support our drive into the UK market. TMP have helped marketing take responsibility for pipeline generation in Salesforce – everyone that has worked with them raves about the accountability and quality of the results.” Louise Clark, Senior Marketing manager, Salesforce “TMP’s vision for how marketing should build reputation and revenue resonated with me from the start. Almost 12 months on, our marketing has already started to fulfil that vision and change long-established perceptions in our business.” Susie Logan, Head of Business Marketing and Communications, Standard Life “The past year has seen marketing play a critical role in carrying Lumia forward as a business brand. TMP have been at the heart of strengthening our pipeline and building the reputation of Lumia for business. I’m really excited by the work we continue to do together.” Angela Munroe, B2B Marketing Lead, UK, Microsoft Devices

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  • diaby

    Feb. 6, 2016

An overview of the excellent work TMP did in 2015. Our submission to the B2B Marketing Awards won us runner-up in the B2B Marketing Agency of the Year category.

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