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Welcome to our BPR Workshop

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Objective
The goal of this Business Process Review (BPR) is to follow
and document our current go-to-market and CRM processes
within our company so that we can handle the regular daily,
monthly, quarterly, periodic and ad-hoc activities of the
business.

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Introduction | Where are we now?
Single campaign,
simple data, little
customization
Multi-tactic,
No integration,
and limited campaign
automation
Content
optimization, multi-
touch multi-channel
campaigns,
integrated,
measurement
platform
Customer centric
optimization
fully integrated
programs &
campaigns across
all channels and
mediums
BUSINESS VALUE
PERFORMANCE
Customer
Centric
Campaign
Centric
We are here
Stage 3Stage 2Stage 1 Stage 4
Stages of Maturity | Our Trajectory

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Factors for Success
Our success is directly tied to how we manage the different stages of customer
engagement and how quickly we adapt to the changing needs of the market
Developing a 360º view of
the customer
FormerNon-buyer
ProspectSuspect
UserBuyer
Likely attrition
customer
Sales and
Marketing must
evolve.
Developing advanced
insight, targeting and
measurement capabilities
Social networks as a
purchase advisor
Changing consumer
buying process
Shift in media
consumption patterns
Engaging consumers in more
effective and productive ways
Putting the customer at the
center of business strategy
The
digitization of
media and
channels
Socially
enabled mass
engagement
Challenging
competitive
environment
Macro-level trends are
constantly changing
Evolving consumer
expectations
Customer Experience
and Demand is
constantly changing
Buyer

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People | Process | Technology
We will improve each stage of customer engagement while enhancing
the overall customer experience through highly effective sales and
marketing programs
5
Analytics, Data, Applications, Tools, Infrastructure, TALENT
Ex-
customer
Non-
buyer
ProspectSuspect User
Buyer
Shopper
Retain
Renew
Up-Sell
Deselect
Cross-Sell
Activate
Entangle
Stimulate
Qualify
Win Back
Acquire
Qualify
Strategy & Direction Create & Customize Manage & Perform
• Business strategy
• Brand strategy
• Customer strategy
• Segment strategy
• Offer/treatment strategy
• Media strategy
• Multi-channel strategy
• Customer experience strategy
• Insight management
• Campaign management
• MRM
• CRM/media mix mgmt
• Segment management
• Lead management
• Content management
• Experimentation management
• Performance management
• Program development
• Offer creation
• Content creation
• Message development
• Treatment
• Personalization
• Customization
CRM Management Systems
• Establish metrics, SLAs and
business rules
• Organizational structure
• Roles and responsibilities
• Decision authority
• Governance
Buyer

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BPR Workshop

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Overview
The four reasons we are conducting a Business Process Review (BPR):
1. Identify and manage risks: Identifying project risks at the outset will allow us to
proactively manage, and ultimately mitigate, them.
2. Estimate resource requirements: The BPR, by nature of its thoroughness and detail, will
lead to a much more precise estimate of the final implementation costs. (For precisely this
reason, some of our larger clients will hire us to conduct the BPR before the actual project
is kicked off).
3. Define scope of business process redesign: By breaking down the various transactions
and processes, the statement of work that follows can be very detailed as to what IS and
what IS NOT in scope for this project.
4. Set realistic expectations: By working closely with key team members and stakeholders
during the BPR, realistic expectations about the scope of the project plan, and the
capabilities of the integrated social crm system (Eloqua and Oracle CRM OnDemand) that
will be deployed, can be set and maintained.

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Methodology
Key cross-functional team members that possess control and knowledge of certain
areas of our crm environment will provide a fuller and more detailed picture of how
our company uses technology and our crm program to go to market.
All participants are encouraged to participate and document the specific processes being
investigated. Documentation examples include:
• Taking notes
• Saving screenshots and samples of the various objects, campaigns, forms, reports and so on that are
being used throughout our sales and marketing business process
• Raise questions and share feedback: Provide the team and key stakeholders with comments and/or
key feedback (examples)
• What, why, how, where, when are certain processes running?
• Do we need others’ input and/or approval to take that step or make a decision?
• During the documentation stages, it is vital for us to conduct a multi-phased documentation approach
• Business Process Review top to bottom – follow the processes vertically
• Business Process Review side to side – follow processes that span boundaries
• Business Process Review from outside to inside – follow all processes from start to finish, including internal
and external (customers and vendors) resources

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Goals of Our BPR
A detailed BPR will reduce certain risks, help manage budget, and produce a successful plan
to reconfigure our sales and marketing automation system. A thorough BPR will help us
achieve three goals:
1. Reduce Risks - The BPR should clearly lay out the path to creating a successful crm
environment.
2. Smoother Implementation - The BPR should broaden the base of support and enthusiasm
for our CRM system, by engaging key stakeholders early in the project.
3. Increase Customer/End-User Satisfaction - Creating a realistic end-user expectation for
the new system will lead to higher satisfaction and greater adoption by the end-users.

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BPR Part 1: Business Definitions | Business
Requirements
• Segmentation buyer type and persona definitions
• Universal lead definition
• Universal sales stages definition
• Systems / processes impacting crm environment
• Lead lifecycle management
• Marketing alignment
• Sales alignment
• Sales and marketing alignment
• Marketing and sales adoption
• Internal technology resources / requirements
• 3rd party consultant resources / requirements

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BPR Part 2: Business Process Review | Items
• Marketing target audience / list development
• Analyzer
• Databases (internal / external)
• Accelerate closed loop process (CLP)
• Trigger alerts to sales
• Profiler
• Engage
• Lead management
• Lead nurturing
• Lead scoring
• Opportunity qualification, validation, conversion, closure
• Sales – booking business
• Content production
• Content map
• Data model
• Campaign management / planning, design, testing, execution
• Reporting and analytics

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BPR Part 3: Sales and Marketing GTM Operations
• Data cleansing and enrichment
• Campaign types
• Events (Bricks and Clicks)
• Renewal
• Formers
• Demand Generation
• Cross-Sell / Upsell / Open Opportunities
• Business prioritization
• Training

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Worksheets & Tools

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Fit/Gap Analysis Introduction
Provide a paragraph or two describing the project and a bit of background
information, if relevant. (Use the worksheet tool provided within this deck)
Scope
Provide a description of the project’s scope. This will define boundaries and set expectations
for the requirements and fit/gap analysis listed in this document.
Fit/Gap Analysis
This section contains the fit/gap analysis for the identified project requirements. This section
can be broken down by activity or business process if it makes sense to categorize the
requirements that way. In each section, it’s advisable to include a brief statement of what is
covered with the implementation for that business process or activity.

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Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
Analyzer
Engage
Profiler

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Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
ActivePrime
D&B

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Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation

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Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation

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Team Roles & Responsibilities

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Marketing Roles & Responsibilities (example)
Role Responsibilities
Marketing
Enablement |
Demand
Generation Lead
• Collaborates with Sales, Technology and other team leaders to set program strategy, develop sales
and marketing assets, and build programs that raise awareness, generate demand and win
business.
• Serves as the SPOC for all activities within the marketing enabled demand gen sphere.
Content Manager • Creative asset development and management
Business Analyst
• Oversees the demand generation team’s data warehouse which will include marketable information
stored in disparate databases at Dodge.
• Collaborates closely with technology to establish SLA’s and business rules.
• Reinforces teaming and maintains strong relationship with Technology and teams involved within the
domain.
• Delivers business information to any stakeholder involved in building go-to-market programs or
activities.
• Serves as the SPOC for BI, data, reports.

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Sales Roles & Responsibilities (example)
Role Responsibilities
Sales
Enablement
Lead
• Collaborates with Sales, Technology and other team leaders to set program strategy, develop sales and
marketing assets and build programs that raise awareness, generate demand and win business.
• Serves as the SPOC for all activities within the marketing enabled demand gen sphere.
Oracle CRM
OnDemand
Lead
• Oversees all campaigns, leads, opportunities and contacts managed through our go-to-market initiatives in
Oracle CRM On Demand.
• Responsible for closing the loop with the Eloqua lead.
• Works closely with the Eloqua lead to ensure program synergies are in order. Responsible for funnel
management.
• Supports reporting and analytics as needed.
• Develops and maintains business process documentation, manages SLAs, sets and resets business rules,
communicates with Sales teams, executes against the strategies set by the Marketing team lead.
• Serves as the SPOC for Oracle CRM On Demand
Eloqua Lead
• Oversees all marketing automation campaigns, asset development, program management, lead lifecycle
management, lead scoring, third party program integration, database integration and ensures best practices are
followed.
• Works closely with the Oracle CRM lead to ensure synergies are in order.
• Supports reporting and analytics as needed.
• Develops and maintains business process documentation, manages SLAs, sets and resets business rules,
communicates with sales and marketing teams, executes programs against the strategies set by the Marketing
team lead
• Serves as the SPOC for Oracle Eloqua

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Roles & Responsibilities
Role Responsibilities

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Roles & Responsibilities
Role Responsibilities

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Roles & Responsibilities
Role Responsibilities

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Roles & Responsibilities
Role Responsibilities

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Customer Engagement Management (CEM) Methodology

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SFDC | CP | Data Integration - Campaign Methodology
TARGET
MARKET
DODGE
AWARENESS
(BRAND)
AWARENESS
(MARKET)
CONDITIONING
CONSIDERATION
Customer
Intimacy
DEMAND GEN
DECISION
TIME
Points where we will drive engagement
with our target market/audience

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SFDC | CP | Data Integration Campaign
The activities that will accelerate engagement
Awareness (Brand)
• Inbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Conditioning
• Inbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Demand Generation
• Inbound | Outbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Awareness (Market)
• Needs and pains
• Priority Shift
• Research
• Budget availability
Consideration
• Market assessment
• Budget availability
Decision
• Supplier assessment
• Budget allocation
• Procurement | Finance
approval
• Supplier selection
CONTENT CONSUMPTIONCONTENT SYNTHESIS
TIME
We will deliver relevant content
and messages based on our
clients and prospective clients’
level of awareness and readiness
to buy.

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Awareness Conditioning Demand Generation
SFDC | CP | Data Integration Campaign
Relevant, frequent, timely communication will drive higher levels
of engagement
Message 1
(BT 1, 2, 3)
Message 2
(BT 1, 2, 3)
Decision
Message 3
(BT 1, 2, 3)
Message 1
(BT 1, 2, 3)
Message 2
(BT 1, 2, 3)
Decision
Message 3
(BT 1, 2, 3)
Message 1
(BT 1, 2, 3)
Message 2
(BT 1, 2, 3)
Decision
Message 3
(BT 1, 2, 3)
Marketing Automation
Known Engaged MQL SQL Opportunity
Sales Stages

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Reporting

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Roles & Responsibilities

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Stages Count CR
Universe
Prospects
Leads
MQL Pipeline Value Prospects
SAL
SQL
Opportunity
Sold
$ Sales
Campaign
Eloqua
Known
Closed/Lost
Engaged
Leads
Qualification
OPP
SQL
SAL
Budget
Total:
Campaign Start Date:
Campaign End Date:
Current 2a/2b Suspects/Prospects