Upload
isaac-payne
View
20
Download
0
Embed Size (px)
Citation preview
Steve Schultz, Head of Marketing Technology @ESRIRobert Yocum, Team Lead Marketing Automation and Systems @ESRIIsaac Payne, Senior Marketing Analyst @Salesforce Pardot
Got Analytics?Building a Data Framework to Drive Revenue
Steve Schultz
Head of Marketing Technology, ESRI
Robert Yocum
Team Lead, Marketing Automation and Systems
Isaac Payne
Senior Marketing Analyst, Salesforce Pardot
Forward-Looking StatementsStatement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
What’s our Agenda?
Setting the StageBrief intro into the current context of B2B marketing analytics
Process, Technology and Business Goals Getting alignment across stakeholders, technology and marketing processes
KPIsWhat are we producing structured data for? What are we measuring?
Let’s consult the trail map!
1
2
3
1. Setting the StageAnalytics in the world of B2B marketing
Setting and Surpassing Goals
The Purpose of Marketing Analytics Drive informed business decisions
76% of companies who are advanced in their integration of technology, business goals and analytics report being “more likely to enjoy a favorable market position” to their competitors• Harvard Business Review,
Pardot study
1
2
3 Understanding and Enhancing Marketing Impact on Revenue
Improving and Planning Marketing Programs
Tidal Wave of Data
Forrester found that many companies are plagued by a “hodgepodge of disconnected tools”
Lack of cohesion around the role of marketing and the critical business metrics that should be tracked
Messy Technology Stack KPIs Alignment
According to a recent Forrester study, marketers on average deploy 9.4 unique channels
The Marketing Analytics Engine
Work across the company to align on goals
Build the schema for the right technology and processes
Track KPIs, Distribute Data and Iterate
The framework in action
1
2
3
2. The Data FrameworkDefining business outcomes and aligning technology
Capabilities Assessment
Marketing Management and Organizational Changes
• Evaluate Systems, Processes, and People• Discovered 87 point solutions• Disconnected, not well understood, and
underleveraged• Business Process Review and Modernization
Effort
2015
Capabilities Assessment
Capabilities 2015 2016 2017 2018Marketing AutomationLead ManagementList & Data ManagementCustomer InsightAnalyticsAsset ManagementWorkflow ManagementWeb CMSMarketing EnablementEvent ManagementPredictive & Social
Deliverable: technology stack and skillset
Get Management Alignment
From Assessment to Action
• Define Terms and Service Level Agreements• Define Reporting Goals – Understand Lead Funnel• Document Business Processes (Marketing Focused)
Technology doesn’t solve process1
Terms Service Level Agreements
Marketing Qualified Lead Contacted within 8 HoursSales Accepted Lead Follow up within 2 Days
Get Management Alignment
Update Processes
From Assessment to Action
• Confirm if processes collect data necessary for reporting• Is Industry captured across the data points?• Are we properly recording Lead Source?
• Define necessary system updates to support data collection• Automate collection wherever possible
Technology doesn’t solve process1
2
From Assessment to Action
• Develop solutions to ensure reportable data• Joint Object in Salesforce• Pardot Campaigns• Channel Definition mapped to Lead Source and Campaign
Types
Technology doesn’t solve processGet Management Alignment
Update Processes
Validate the Tech Stack
1
2
3
Lead
Contact
Joint Objec
t
From Assessment to Action
• Change Management helps ensure User Adoption• Hired dedicated team member focused on change
management • Demo features in development to increase
understanding• Train users prior to, during, and after launch• Tie features and updates to job performance
measurements
Technology doesn’t solve processGet Management Alignment
Update Processes
Validate the Tech Stack
Change Management
1
2
3
4
From Assessment to Action
• Reporting generates answers, but also more questions• Be ready to iterate and repeat this process
• Create accountability between Marketing and Sales• Hold teams to SLAs, but be supportive so everyone wins
• Better reporting will reveal more gaps that need to be closed• It’s a game of whack-a-mole
Technology doesn’t solve processGet Management Alignment
Update Processes
Validate the Tech Stack
Change Management
Monitor and Adjust
1
2
3
4
5
Building out a strategyThe Origins
Initially, no well-defined analytics strategyNo dedicated analyst or system architect
Aligning Business Objectives
Set the Business Goals Based on historical data (segments, close
rates, deal cycle times, regions, deal sizes, etc.) each team given goals for these 2 key metrics
Collaboration
Quality PipelineMarketing and inbound sales generates, qualifies and advances prospects through the sales cycle to create pipeline
RevenueMarketing works with three other units to drive this revenue
Revamp alignment across time periodsBusiness Planning Cycles
Year Reviews
Quarter Review
s
This is a fluid, responsive process and framework
Teams Involved Group Identity
Sales Strategy Analysts reporting to sales leadership, responsible for quota targets, pipe targets, revenue forecasting, etc.
Marketing Analytics
Analysts responsible for marketing budget planning, forecasting, database segmentation, etc.
Sales Leadership
Front-line sales managers, regional/vertical directors, and SVP of Sales
Marketing Leadership
Marketing managers, directors, and SVP of Marketing
The Technology Ecosystem Map pivotal questions to the technology
Lead and
Campaign
SourcesSEO/SEMWebsiteSocialBlogs
Events
MarketingCampai
gn
Qualified leads to
sales
NurtureScore Grade
Which campaigns are the most effective?Which channels are the most effective?How impactful are our automation programs?
3. KPIsWhat we’re tracking
KPIs
Adobe Analytics• Channel - Social• Medium - External• Source - Facebook
Pardot• Lead Source - Social• Source Campaign• SF Campaign Attribution
Salesforce• Lead Source - Social• Campaign Type - Social• Campaign History
Aligning various systems1 2 3
Traffic by Source
Goals Understand the Impact of Marketing
Traffic by Industry
Goals Understand the Impact of Marketing
Lead Funnel
Goals Understand the Impact of Marketing
Stage and Channel
Goals Understand the Impact of Marketing
KPIs
Business Intelligence• Cross-system data warehousing• Live reporting on metrics• Ability to explore data and create new
models
Future state
KPIs
Targeted Marketing• Recommendation engine• Dynamic, individualized web content• Finely-targeted ad buys backed by metrics
Future state
Performance Measurement Two primary varieties and an underlying principle
The Key Principle
Always tie tactical analytics back to strategic KPIs
Strategic Analytics Tactical Analytics
Definition Strategic analytics is about tracking your key performance indicators (KPIs).
Tactical analytics are data points and insight regarding your program level results.
Examples • Revenue• Pipeline• Marketing-Qualified Leads
• Email open rates, CTR• SEM impressions,
conversions.• Webinar registrations by
content, speakers, etc.• Funnel conversion metrics
• % leads to MQLs• % MQLs to SALs
KPIs Strategic analytics
Responses
Leads Created
MQL
SAL
Opportunity
De-duplicated form completes
Raw lead records created
Leads qualified by marketing and ready for sales
Lead records that have been accepted and worked by sales
A net new selling opportunity converted from a leadNew Business
A new customer acquired from the opportunity
%
Tactical Data
Used to gain insight into different channel performance
Knowledge of these data enables team members to improve their output
Tactical funnel metrics are applied to target setting and forecasting
Slice, Dice, and Improve
Analytics in Action Forecasting Scenario
The Scenario
Halfway through the month, and your CMO asks you: Will we hit our revenue goal this month?
All budget is already allocated, so simply spending more is not possible
Examine your current dataEvaluate the KPIs
Evaluation Stage
How much revenue has already closed?
What’s in the pipeline?
How many leads are currently being worked?
What are the planned marketing programs?
Diagnosing Combining analytics
Responses
Leads
MQL
SAL
Opportunity
New Business
50%
10k
5k
2k40%
80%
1.6k80%
1.3k
65050%
Current analysis shows we need 100 more deals than forecasted
More Leads
Increase % of leads becoming MQLs
Increase % of MQLs becoming SALs
Analytics in Action Prognosis
Shifts in paid programs?
A/B Testing
Optimize landing pages?
Shift Keyword Investments Replicate Effective Nurtures
Increase Nurtures?
AlignmentTechnology and
Process KPIs and Iteration
Thank Y u