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Marketing Asset Management webinar sponsored by Saepio Technologies, presented by MarketSphere Consulting.
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MARKETING ASSET MANAGEMENT 101Saepio Webinar Series
Welcome to MAM 101
• Webinar Series Objective– Marketing Asset Management Primer that is
• Impartial.
• Informative.
• Valuable.
– Things you’ll learn about MAM• What is it?
• Why it’s important.
• How it should be implemented.
• How it works.
Putting It All Together:Successful Marketing Technology Strategies for
Distributed Marketing Networks.
Presenter – Mayer Becker
National Practice Director, MarketSphere Consulting
Henry Stewart – New York Report
• Show Summary
• Key Messages / Themes
• Implications for Corporate Marketers
Putting It All Together – Marketing Technology StrategiesA webinar sponsored by Saepio Technologies, Inc. – May 13, 2008
© 2008 MarketSphere Consulting LLC
About MarketSphere
© 2008 MarketSphere Consulting LLC 6 05-13-08
The MarketSphere Enterprise Marketing Management (EMM) Practice addresses the needs of the Chief Marketing Officer (CMO) and the marketing organization.
Our unique transformational approach combines process and organizational change with adoption of new marketing automation technologies that drive customer, financial and operational insights, more effective marketing programs and a higher return on Marketing Investment (ROMI).
MarketSphere services include vision and roadmap development together with software selection, marketing process improvement, software implementation and product training for the Aprimo®
and Unica® EMM product suites.
Agenda
© 2008 MarketSphere Consulting LLC 7 05-13-08
Saepio Webinar – May 13 2008
Welcome!
Issues facing the CMO and Marketing
The new Marketing Operations function
Roadmap to Technology Adoption
Questions & Answers
Issues facing the CMO and Marketing
© 2008 MarketSphere Consulting LLC 8 05-13-08
Internal issues
• CEO urges marketing to lead innovation and growth
• CFO wants visibility into marketing performance; asks for more accountability; Sarbanes‐Oxley compliance
• Disconnect between the languages of finance and marketing
• Turnover of chief marketing officer (CMO), CFO or CEO
• Flat or reduced budgets and headcount in marketing (and elsewhere)
• Staff turnover
• Lack of “corporate memory”
Issues facing the CMO and Marketing
© 2008 MarketSphere Consulting LLC 9 05-13-08
External issues
• Faster time‐to‐market
• 24x7 markets
• Traditional competitors have become more effective marketers
• Consumers have more choice
• New competitors from internet sites
• Manage and integrate proliferating communication channels
• Agencies as project resources versus long‐term AOR
• Agency staff turnover
• Short‐term, quarterly financial reporting for public companies
Marketing Industry Snapshot
© 2008 MarketSphere Consulting LLC 10 05-13-08
Since 2003 global companies have new imperatives:
• Identify more accurately and conclusively the return on marketing investment at all levels of detail, to demonstrate value
• Gather and analyze significant amounts of customer data, to enable greater insight into customers
• Gather and analyze operational and financial data, to improve the effectiveness of programs while driving down the cost of marketing
• Preserve and protect marketing intellectual property, to insure compliance, facilitate reusability and preserve corporate memory
• The result is a focus on operational efficiency and program effectiveness ‐through a combination of marketing governance policies, coordination through a departmental PMO, and adoption of Marketing Resource Management software.
The 5th Role of Marketing
© 2008 MarketSphere Consulting LLC 11 05-13-08
Brand
Revenue Voice of theCustomer
Product &Innovation
MarketingOperations
“Chief of Staff” for the Chief Marketing Officer
Marketing Governance to better manage return on investment (ROMI)
Project Management Office (PMO) and Marketing Resource Management software to better manage execution of marketing programs – “on time, on budget, highly effective”
Shared Services to more efficiently operate the department
Enterprise Marketing Management strategy to ensure alignment of people, process and technology with the goals and objectives of the marketing department
Marketing Operations
© 2008 MarketSphere Consulting LLC 12 05-13-08
Marketing Operations Organization
© 2008 MarketSphere Consulting LLC 13 05-13-08
Marketing Governance
© 2008 MarketSphere Consulting LLC 14 05-13-08
Manage and control the marketing budget
Monitor and report financial and operational metrics (KPI’s)
Translate “finance speak” into “marketing speak”
Ensure mapping (and reporting) of corporate objectives to marketing budgets and results
Recommend to CMO the optimal allocation of marketing dollars
Audit financial performance of key suppliers; ensure compliance with corporate purchasing guidelines
Provide Sarbanes‐Oxley oversight
Measurement: performance against plan(s), forecast accuracy, increased year‐over‐year ROMI
Marketing Project Management Office
© 2008 MarketSphere Consulting LLC 15 05-13-08
Create and monitor the annual Marketing Plan
Create and monitor the integrated Marketing Calendar
Work with Brand, Product/Innovation, Voice of the Customer and Life Cycle Marketing to translate corporate goals into action plans
Hold quarterly reviews in conjunction with the CMO
Operate a Marketing Resource Management application
Monitor and publish reports and dashboards that combine customer, operational and financial metrics and Key Performance Indicators
Measurement: On‐time and on‐budget performance of action plans in conjunction with assigned managers
Marketing Planning to Execution Model
© 2008 MarketSphere Consulting LLC 16 05-13-08
Shared Services
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Manage marketing servicesGraphic arts and writingWeb and email operationsMarketing research & analyticsTraffic and production management
Manage day‐to‐day relationship with Agencies of RecordManage or coordinate with other marketing‐related functions like Customer Service, Call Centers, or Fulfillment CentersMaintain labor standards and attain the optimal mix of staff, freelance and agency resourcesMaintain service level standards and enforce brand consistencyMeasurement: reduction of cost of marketing , brand stewardship score, “customer” satisfaction – service delivery level
EMM Strategy
© 2008 MarketSphere Consulting LLC 18 05-13-08
BACKGROUND
The Marketing function is the last major business function to be addressed by technology, beginning with CRM in the late 1990’s
MS‐Office has been the technology workhorse of marketing
Customer‐centricity has driven the need for CRM, campaign management and customer analytics
Customer adoption of Web 1.0/2.0 have driven the need for email and web management tools, analytics, digital asset management and self‐service
The need to prove ROI is driving the need for integrating all available customer, operational and financial data around a marketing system of record ‐ to drive insight, and demonstrate ROMI
Applications and data are often managed in silos
Marketing Automation Ecosystem
© 2008 MarketSphere Consulting LLC 19 05-13-08
Entit
yFu
nctio
nSy
stem
EMM Strategy
© 2008 MarketSphere Consulting LLC 20 05-13-08
IMPLEMENTATION
An Enterprise Marketing Management (EMM) strategy defines a roadmap:
Alignment of technology to corporate/marketing goals
Role‐based applications functionality
Collection of data for reporting and analysis; drive insights
Reusability of content
Compliance
Establish “Corporate memory” – marketing system of record
Process re‐engineering and organizational re‐alignment go hand in hand with implementation of technology
10‐year planning horizon for realization of an EMM strategy
Saepio MarketPort
© 2008 MarketSphere Consulting LLC 21 05-13-08
Used with permission of Saepio Technologies, Inc.
Example of an EMM technology map
Roadmap to Technology Adoption
© 2008 MarketSphere Consulting LLC 22 05-13-08
Vision &Sponsorship
ProcessRefinement
VendorSelection
Implementation& Adoption
ContinuousImprovement
1 – Vision & Sponsorship
© 2008 MarketSphere Consulting LLC 23 05-13-08
Goals: gain knowledge, define the project and its scope and impact on the organization, demonstrate business need, secure a project sponsor
Key deliverables:o Knowledge base of market offerings
o EMM Strategy: Vision & Roadmap
o Project charter
o List of stakeholders
o Executive sponsor(s) and project team
o Business Case with ROI analysis
Duration: Several years to a few months
Cost: Soft dollar cost of employee’s and executive’s time; costs to participate in industry educational events; cost for consultancy to aide in development of Vision and Roadmap
2 ‐ Process Improvement
© 2008 MarketSphere Consulting LLC 24 05-13-08
Goals: Understand how marketing processes work today, develop functional requirements and implementation roadmap
Key deliverables:o Stakeholder interviews
o High‐level workflows and process descriptions
o Baseline metrics
o Integration map with related systems
o Functional specification
Duration: 6 – 8 weeks
Cost: soft costs if done using internal resources, $75‐$125,000 using consultancy
3 – Vendor Selection
© 2008 MarketSphere Consulting LLC 25 05-13-08
Goals: understand how vendor applications/products meet defined requirements; select vendor (and services providers)
Participation of corporate purchasing
Key deliverables:o Vendor RFP and responses
o Demo scripts and vendor ‘demo days’
o Scoring matrix and results
o Vendor selection and negotiation
Duration: 4 – 6 weeks
Cost: Soft cost of employee’s and executive’s time, lunches for the vendors
4 – Implementation & Adoption
© 2008 MarketSphere Consulting LLC 26 05-13-08
Goal: successfully install the software and train users
Key deliverable(s):o Communication and user adoption plans
o Configuration and Implementation
o Acceptance testing
o User Training
o Go Live! (and celebration!)
Duration: determined by complexity of the software being installed; could be implemented in phases over 6 – 18 months
Cost: software license fees, implementation fees, hosting fees (if ASP), internal IT costs
5 – Continuous Improvement
© 2008 MarketSphere Consulting LLC 27 05-13-08
Goal: refine processes, maintain the software, data and related systems, keep up with industry trends
Key deliverable(s):o Continuing training of users
o Updates, upgrades and additional features to software
o Accommodation of organizational changes, new corporate initiatives
o Data cleaning and maintenance
Duration: On‐going throughout the life of the software (hardware); 3 – 5 years
Cost: software maintenance fees, hosting fees (if ASP), internal IT costs
Sample Roadmap to Technology Adoption
© 2008 MarketSphere Consulting LLC 28 05-13-08
Next steps…
© 2008 MarketSphere Consulting LLC 29 05-13-08
Make yourself and your organization aware of trends in Marketing Operationso Conferences and webinars
o Industry analysts (i.e., Gartner, Forrester, Aberdeen)
o Technology vendors – product knowledge
Find a sympathetic ear in both IT and Finance and enlist their help
Identify a corporate goal and explore how a streamlined marketing organization and technology would serve to accomplish it
Suggest a “marketing center of excellence” initiative to the CMO
Become a change‐agent in your company!
emm.marketsphere.com
Thanks for attending this Saepio webinar!
MAM 101 Future Webinars(www.MAM101.com)
• May 28– Sharon Kinkade, Cartridge World
• MAM in Action: Case study of Cartridge World’s success.
• Recorded Sessions– Available On Demand at www.MAM101.com
• Marketing Asset Management: Why distributed marketers need this technology featuring Lisa Bradner, Forrester Research.
• Thriving Amidst Change: Choosing the right technologies for engagement‐based marketing featuring Aimee Roberts, Frost & Sullivan.
Putting It All Together:Successful marketing technology strategies for
distributed marketing networks.
Your Questions.
877‐468‐[email protected]
Contact Information