20161115 Minds&More_Preparing a succesfull marketing automation project

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Transcript of 20161115 Minds&More_Preparing a succesfull marketing automation project

  • 5th Marketing and SalesPerformance summit

    16 november 2016

    event partners Business partners

  • DEVELOPING A COMMON PLAYFIELD BETWEEN SALES AND MARKETING TO PREPARE A SUCCESSFUL MARKETING AUTOMATION PROJECT

    Break out 1Marketing track 14:00 14:45

    Kris Van Den Steen, CMO at Federale Verzekering

    Thomas Donck, Partner at Minds&More

  • Creating a common playfield for a successfulmarketing automation implementation

    3

  • Before we start

    4

  • Before we start

    5

    How many of you are using email marketing?How many who use it are satisfied about the results?

  • Before we start

    6

    How many of you are already using marketing automation?

    How many who use marketing automation are satisfied about the results?

  • When do you benefit the most

    Not using marketing automation but looking for a way how you can introduce and initiate it

    Basic conditions; project steps

    7

    Using already marketing automation but things are not running as expected (poor results)

    Project remediation

  • Questions to begin with

    8

    What isyour

    startingpoint?

    With whomshould you

    engage?

    How do youdefine the

    scope?Which toolshould you

    choose?

    How muchtime does it

    take?

  • Case: Roadmap to MA @ Federale Insurance

    Brief Introduction

    Company profile

    Strategic goals

    Marketing Challenges

    9

  • Company Profile

    Founded in 1911 as a mutual InsuranceCompany by 13 construction companies.

    10

    Head Office, Brussels + 5 Regional HQs(Charleroi, Kortrijk, Luik, Gent, Hasselt)

    640 FTE

  • 11

    340 mioPREMIUM INCOME

    205 mio Non-life

    135 mio Life

    PI VS. TYPE OF CUSTOMERS

    64 % SME (mainly Construction Companies)

    36 % Private customers

  • 7254Handled claims

    in workerscompensation

    (2015)

    4XDECAVI-Award for Workers

    Compensation (Non-Life)

    Direct distribution

    About 100Sales

    touchpoints

    100 % Independent

    100 %Belgian

    154 000 Customers of

    whom

    28 000companies Since 1911

    > 100years

    3xDECAVI-award for

    F-Manager VIP (Life)

    About 19 mioPolicy holder

    dividend payoutTotal

    340 mioGWP

  • 5 Regional HQs33 branches

    13

    60 consultants

    Direct Distribution Channel

  • Company strategic goals

    Plan for growth: Str@teGo! 2020

    Premium income+50% whileincreasing costwith max +15%

    14

    Increase marketshare in Small Enterprises & Self EmployedBusinesses

    Develop a multi-niche & multi channelstrategy

  • Marketing Objectives & Challenges

    Objectives for marketing

    15

    Accelerate growth in strategic customer segments

    Improve & speed up sales cycle & process

    Increase number & quality of generated leads

    Develop content marketing & lead generation skills

  • Marketing Objectives & Challenges

    16

    Challenges

    Integrate MA in sales process & customer interaction

    Clarify the role of marketing

    Alignment between Sales/Marketing/Operations

  • Phased approach

    17

    PHASE

    1

    Create common vision and cultural

    fit

    Screening & selection

    PHASE

    1PHASE

    2

  • Create common vision and cultural fit

    1. Senior management involvement

    2. MA project to support company results

    3. Let figures talk baseline

    4. Document current End to End process

    5. Impact on current marketing KPIs

    6. What's in it for each function

    7. Fit with function and company culture

    18

    PHASE

    1

  • Create common vision and cultural fit

    19

    PHASE

    1

    CEO involvement during steerco

    Interviews and work sessions

    From presentations discussions

    Top down bottom up

    1. Senior management involvement

  • Create common vision and cultural fit

    20

    PHASE

    12. MA project to support company results

    Which levers will it influence?

    Ensure buy in by different functions

    Marketing taking key role in achieving results (with Sales)

    Communicate expected impact:

    - More leads +50% to + 150% over 6 months

    - Revenue growth : +10% over 6 to 9 months

    - Conversion ratio: increase with 50%

    - Increase # of visits website: +50 to +150% over 6 months

  • Create common vision and cultural fit

    21

    PHASE

    13. Let figures talk baseline

    Measure data / impact of campaign

    Analyse CRM pipeline: Lead Offer Contract

    What is Marketing generate and what did Sales convert

    ...

  • Create common vision and cultural fit

    22

    PHASE

    14. Document current End to End process

    Campaigns not segmented

    Role marketing : Focus on lead management

    Many leads but no nurturing

    No recycling of lost leads

    No concept of MQL and SQL

    Limited marketing activities during sales process & customer lifecycle

  • Create common vision and cultural fit

    23

    PHASE

    15. Impact on current marketing KPIs

    Improved Marketing KPIs

    KPIs in line to support overall company objectives and results

    Worked on 4 dimensions:

    1. Campaigns:

    - Number an type of campaigns

    - New New versus New Existing Campaigns

    - Number of campaigns initiated by sales

    2. Leads: # of leads and # of SQL and SQL conversion

    3. Prospects / Contracts: conversion ratios

    4. Cost: Cost / lead + overall marketing spend

  • If you cant measure it, you can improve it.

    24

  • Create common vision and cultural fit

    25

    PHASE

    16. What's in it for each function

    Linked to point 1 ensure we work on each of the functions challenges.

  • Create common vision and cultural fit

    26

    PHASE

    17. Fit with function and company culture

  • Screening & Selection

    1. Clarity in the To Be process and scope of MA

    2. Clarity on selection / decision criteria to be using

    3. RFP including project context and use cases

    4. Standard grid / framework to compare responses

    5. Project ROI calculation

    6. Future Marketing organization and governance

    7. Be ready to accelerate when decision is taken

    27

    PHASE

    2

  • 28

    PHASE

    21. Clarity in the To Be process and scope of MA

    Screening & Selection

  • 29

    PHASE

    22. Clarity on selection / decision criteria to be using

    Screening & Selection

    MARKETING AUTOMATION SCATTERED LANDSCAPE 2016

    GARTNER QUADRANT MARKETING AUTOM.- JAN. 2016

    # CRITERIA WEIGHT (1-5)

    1 Multichannel Campaign Mngmt

    2 Lead Management process

    3 Digital Marketing

    4 Marketing Resource Management

    5 Web Content Management

    6 Analytics

    7 Social Media

  • Screening & Selection

    30

    PHASE

    23. RFP including project context and use cases

  • 31

    PHASE

    24. Standard grid / framework to compare responses

    Screening & Selection

    BUDGET COMPANY 1 COMPANY 2 COMPANY 3

    Budget type (fixed / T&M)

    Avg Day rate

    Estimated # of Man-days

    Cost / Records (300K)

    License cost

    Support / Maintenance

    Total Implem. Cost

    Yearly. Operat. Cost

    Budget definition approach

  • 32

    PHASE

    25. Project ROI calculation

    Screening & Selection

    Telesales As Is Min

    Scenario %

    Max

    scenario %

    Min

    Scenario

    Max

    Scenario

    Adviseurs

    As Is

    Min

    Scenario %

    Max

    scenario %

    Impact op As Is

    (Min)

    Impact op As Is

    (Max

    Call pogingen 39000

    Effectief contact 24000

    Afspraak gemaakt 3500

    Offerte / Prospect 347

    Nieuwe klant 193

    0 0

    Gem. Incas Segm 3 0 0 0 0 0

    Incasso 0 0 0 0 0

    Marge 0 0 0 0 0

    Delta (pos impact) 0 0 0 0

    0 0 Total pos impact (Telesales + Advis) - Marge

    Total pos impact (Telesales + Advis) - Klanten

    TeleSales Afspraken door adviseurs rechtstreeks

  • Screening & Selection

    Impact on Marketing Organization:

    Digital Marketing Coordinator

    Campaign manager

    Marketing Communication Manager & Team

    Segment Coordinator

    33

    PHASE

    26. Future Marketing organization and governance

  • Screening & Selection

    Dependencies with other projects

    (eg. CRM, Website, Data quality)

    Availability of business and IT resources

    Move quickly to POC with selected campaign

    34

    PHASE

    27. Be ready to accelerate when decision is taken

  • Lessons learned

    35

    Keep it simple,

    start small (POC)

    and gradually

    expand

    Ensure resources

    / skills are there

    to keep it running

    once live

    External support

    to facilitate

    discussion,

    challenge us and

    bring external point

    of view / expertise

    Project ROI key to

    ensure buy in

    + whats in it for

    each function

    Ensure project

    can quickly

    integrate in other

    initiatives when

    we decide

    to start

    Do not

    underestimate

    company /

    functional

    cultural impact

  • Marketing Sales TransformationMar