Inside Secrets: How Top Companies Manage Marketing Across Hundreds

of Locations

Sponsored by

WELCOME TO

Presented by Ian Michiels, Principal Analyst and CEO, Gleanster Research

Simplifying marketing workflow

DocuStar Capabilities

PRINT •  Producing quality print and

promotional materials

•  Digital printing

•  Variable printing

•  Kitting & fulfillment

•  Direct mail and EDDM

•  Many others

DocuStar | docustar.com

SYSTEMS •  Automation, asset

management & customization software

•  Marketing resource management

•  Local marketing budget management systems

•  Email systems

•  Many others

SOLUTIONS •  Marketing operations &

campaign management

•  Promotional campaign execution

•  Landing page development

•  Cross-sell and up-sell execution

•  Many others

Download the full corresponding Gleanster research report,

"The Marketing Operations Technology Roadmap for Local Marketing Success."

http://info.docustar.com/marketing_operations_roadmap

Welcome, Ian Michiels

www.gleanster.com

IT Market Research & Vendor Selection

Ian Michiels Principal & CEO Gleanster Research

Inside Secrets: How Top Companies Manage Marketing across Hundreds of Locations

Agenda

� What does successful brand marketing look like for national or global brands?

� How do you mitigate your top challenges in marketing?

� Top 10 Tactics & Recommendations for Localized Brands

TODAY’S STATS

PERFORMANCE BASED ALGORITHM

All Survey Respondents

2014 Local Marketing

Automation

Top Performers: Top Quartile performance in key KPI’s

Everyone Else

Gleanster Benchmark Stats

2014 Omni-Channel

Marketing

2014 Brand Marketing

Total survey responses: 2,350

2014 Marketing Resource

Management

How do we benchmark Top Performers?

TOP PERFORMERS

Revenue Growth

Asset Utilization

Response Rates

Brand Consistency

EVERYONE ELSE

Companies that achieve highest performance in:

Marketing vs. Localized Marketing

What do we mean by local marketing?

NATIONAL OR GLOBAL BRAND

CORPORATE MARKETING

TARGET AUDIENCE / CUSTOMERS

Challenges: •  Multiple Channels •  Multiple Technologies •  Multiple Suppliers

Marketing vs. Localized Marketing

What do we mean by local marketing?

CORPORATE MARKETING 100s OF LOCAL AFFILIATES

NATIONAL OR GLOBAL BRAND

Challenges: •  Multiple Channels •  Multiple Technologies •  Multiple Suppliers •  Brand Consistency

•  Local Relationship •  Local Technologies •  Need for Autonomy

X

TARGET AUDIENCE / CUSTOMERS

Top 3 Challenges for Brand Marketers

62%

76%

87%

Visibility into Marketing Performance

Embracing Digital Channels

Operational Efficiency / Cost Savings

CMOs + Large Enterprise (n = 53)

What are your top 2 challenges / priorities for 2015 with respect to brand marketing?

* Q4 2014 Brand Marketing Survey, n=240

Challenges for Local Marketers

36%

43%

51%

65%

94%

Orchestration multi-channel campaigns

Consistent metrics

Getting comfortable with emerging tactics and technologies

Lack of local expertise

Visibility into campaign performance

Barriers to Success for Local Marketers

Top Performers * Localized Marketing Automation, Survey, Q2 2014, n=240

We’re Talking About an Operational Challenge

� Efficiency � Cost Savings � Visibility � Orchestration � Metrics � Brand Consistency � Templates & Automation

A Simple Definition of Marketing Operations

People and processes that transform budget and ideas into customer facing communications…

…to re-enforce the brand and drive top line growth.

PEOPLE PROCESSES TRANSFORM COMMUNICATIONS GOAL

The Evolving Concept of Marketing Operations

How do we define marketing operations?

Marketing operations is a discipline that embodies all the components of change:

People

•  Defined Role •  What are we

doing? •  Why are we

doing it? •  Did we do it?

Process

•  Value Chain •  Efficiency •  Productivity •  Collaboration •  Managing

Complex Environments

Technology

•  Structure around repetitive tasks

•  Centralization •  Visibility •  MRM •  MOM •  EMM •  LMA •  DAM •  Etc.

GOAL: Improve marketing efficiency and effectiveness.

The Marketing Value Chain

Planning Creative Execution Measurement

Ramifications on: •  Collaboration with other departments (Finance & IT)

•  External collaboration with suppliers (agencies, vendors, etc.)

•  Visibility and accountability

•  Continuous optimization

•  A litany of technologies (not just one)

•  The creative process

Framing the Marketing Operations Challenge

Planning Creative Execution Measurement

AWARENESS ACQUISITION RETENTION EXPANSION

Marketing Management • Project centric • Manual Tasks • Reviews & Approvals • Connections with Finance • Connections with IT • Connections with Suppliers • Asset Management • Alignment with strategy

Customer Engagement • Engaging customers across

one or more channels • Email • Search • Web (Content & Analytics) • Etc.

2 Forces at Work – Hit Fast and Hard •  Empowered customer

•  Explosion of channels •  Relevance Rules •  Offline + Online Key

•  Technology offerings explode •  Data is fragmented •  Better links between marketing

& sales •  Lack of visibility

Marketing is scrutinized like never before; it’s not just an art, it’s a science.

New Technologies Skewing Legacy Concept of Marketing Operations

20%

34%

35%

37%

42%

42%

45%

49%

49%

50%

50%

50%

51%

52%

53%

57%

61%

61%

All of the Above Regulatory Compliance

Governance Media buying

Digital Asset Management Landing pages/forms/surveys

Workflows & Approvals Multi-channel Campaign Execution

Web content management Content Management Strategy

Project Management Collaboration

Marketing Calendar Email Marketing

Marketing procurement Social Media Monitoring

Planning & Budgeting Web Analytics

All Respondents (n=366)

When you think about “marketing operations technologies” which of the following features and capabilities come to mind?

* Q4 2014 MRM Survey, n=366

Next Generation Technologies C

orpo

rate

R

equi

rem

ents

All Industries (Centralized Marketing) All Industries (Distributed Brand)

Financial Services, Insurance, Retail, Franchises, Manufacturing, CPG, Restaurants, Pharma, etc.

Legacy MRM – For Centralized Marketing Next Gen MRM – For Distributed Marketing

Budgeting & Planning

Loca

l Affi

liate

R

equi

rem

ents

Reporting

Workflows & Approval

Calendar

Role-Based Security

Project Management

Digital Asset Management

Addressed with High Degree of Customization

Multi-Channel – Email, Print, Social, Mobile

Holistic Brand Reporting

Regulatory Compliance for Auditing

Dedicated Simple UI for Local Marketers

Dynamic Templates – Branded & Customizable

MDF and Co-Op Fund Management

Brand Asset Management

What’s the difference?

•  Make personalization scalable •  Ease of use

•  Replicate best practices on emerging channels

•  Facilitate Multi-Channel Messaging

•  Automate repetitive tasks

•  Fund Management

•  Hybrid execution of campaigns

Tactics and Recommendations for Localized Brands

Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success." http://info.docustar.com/marketing_operations_roadmap

Addressing Corporate and Local Needs Can be Challenging CORPORATE LOCAL

•  Brand Consistency •  Visibility •  Compliance / Governance •  Support and Shared $

•  Autonomy •  Flexibility •  Intimacy •  Help from Corporate

People

Process Technology

Anatomy of Top Performing Brands

Brand Consistency

Revenue Growth

Market Share

Customer Satisfaction

Multi-Channel Customer Experiences

Critical Skills for Corporate Marketers

Essential Marketing Operations

Skills

Inquisitive

Metric Minded

Collaborative

Accountable

Champion for Change

Technology Savvy

EFFICIENCY

EFFECTIVENESS

Time Cost Employee Satisfaction

Brand Consistency Revenue Customer Satisfaction

1

Understand how to identify and prioritize opportunities for improvement

�  Document current state & identify bottlenecks �  Don’t frame as “this is what’s wrong” �  Frame as “this is our opportunity and my recommendation”

�  Account for People, Process, and Technologies Involved

2

Make Strategic Technology Investments

� What’s getting funded? �  Visibility for the CMO �  Improved Personalization (Response & Revenue) �  Operationalize digital channels (Engagement) �  Co-op and MDF management (Cost savings & Enablement) �  Managed service offerings (Rapid time to value)

�  Corporate Control & Local Autonomy �  Ease of use became critical to success �  Solve high priority low hanging fruit �  Eliminate redundant technology spend

1 2 3

FROM TO

3

How is funding justified?

60%

66%

72%

Optimize marketing spend across channels

Streamline workflow with internal stakeholders

Standardize repetitive marketing processes

B2C Brands: >$250M in Revenue (n = 105)

What are your top reasons to implement new technologies for marketing operations?

* Q4 2014 MRM Survey, n=366

3

Top 5 Challenges in Marketing Operations

43%

49%

55%

67%

73%

91%

Cross functional alignment

Dependence on legacy systems

Prioritizing against other initiatives

Lack of funding

Employee training

Organizational culture

Top Performers * Q4 2014 MRM Survey, n=366

3

Getting the most out of Local Marketing Automation Systems

43%

45%

62%

69%

77%

79%

82%

85%

Process re-engineering

Executive level champion

Cross-departmental roll-out

MO center of excellence

Data integration

Ongoing training

Integration with other systems

System ease of use

Top Performers * Q4 2014 MRM Survey, n=366

3

Develop a Roadmap with Milestones

�  Challenge legacy processes – don’t just move them to a new system.

�  Minimize customizations unless there’s a real business justification or need

�  82% of Top Performers invest in a phased rollout & a roadmap:

Current State Evaluation +

Requirements Gathering

Develop Vision & Future State

Document Current State Processes

Phase 1

Document Your Marketing Operations Roadmap

Business Req.

Investment Priorities

Process Re-engineering

Define Success Metrics

Phased Timeline & Communication Plan

Stakeholder Committee

Change Mgmt. Plan

Justify Investments with Phase 1 & 2

Functional Req.

Phase 2 Phase 3

4

Download the full corresponding Gleanster research report, "The Marketing Operations Technology Roadmap for Local Marketing Success." http://info.docustar.com/marketing_operations_roadmap

“Templatize” Operational Execution + On-Behalf of Local Marketing

* Q4 2014 MRM Survey, n=366

5

MOBILE VIDEO

CORPORATE

Corporate Managed Brand Approved Templates

Customized by Local Marketers

Local Marketing Automation Tool

79% of Top Performers deploy brand compliant templates (managed by corporate) for local customization.

Prioritize investments by highest potential return on investment

Automate and optimize repetitive tasks

Improve collaboration and communication across the value

chain

Centralize reporting and visibility into processes

Financial Accountability

Attribution & Performance

Mar

ketin

g O

pera

tions

Effectiveness

Efficiency 6

Tips on hiring and retaining brand marketing talent in corporate

ANALYTICAL SKILLS S

OC

IAL

SK

ILLS

Lo

w

Hig

h Low High

Proactive Resources •  Wield Influence •  Challenge Status Quo •  Understand the Art •  Tech Savvy / Informed

Reactive Resources •  Execute Consistently •  Process Oriented •  Tactical engagement •  Not comfortable with

change

Analytical Resources •  Jazzed by the numbers •  Inquisitive •  Risk averse •  Detail Oriented •  Relentless at Follow-up

Leadership •  Value data driven decisions •  Value accountability •  Strategic •  Incentivized to champion

change

Knowledge of Internal Processes

7

Understand change management – people are the brands #1 asset, and biggest barrier to change

1.  Constant communication at all levels and departments 2.  Capture feedback from all levels 3.  No surprises in decision making 4.  Brand initiatives – make them fun

The challenge is the same: minimize the negative impact of change in duration (A) and depth (B), accelerate time to competence/new levels of productivity (C), and sustain ongoing performance (D).

“valley  of  despair”

Structured  Change  Assurance  –  Posi<ve  outcomes  maximized  and  measured

Without  Change  Assurance  -­‐    Outcomes  unpredictable  

"me  

performance  

C D

B

A

Build  Founda<on Deploy Sustain

View  Change  as  a  process,  and  measure  its  progress

8

Willingness to be a champion for change How do you get funding for initiatives?

�  Align the outcome and the metrics to current externally committed targets for the business:

�  Link process efficiency and improvement to those outcomes

�  Aggregate current state inefficiencies over a period of years

�  Plan to divest of legacy systems – and the license fees that come with them

�  Understand it’s about risk – the more educated you are and the more prepared, the less risky it is for decision making individuals to allocate budget

�  Don’t try to sell a big bang approach; provide milestones and ask for smaller amounts of budget to solve high priority issues first.

9

Simplicity is the Ultimate Sophistication

� Standardizing and centralizing brand execution helps with:

� Measuring Asset Utilization

� Measuring Channel Engagement

� Optimizing Messaging

�  Customer Satisfaction

� 1:1 Personalization is not a requirement – focus on better segmentation

� Fund small initiatives first – plan to expand

� Cut redundant spending: technology & agencies

10

Final Thought

�  There is a massive shortage of marketing talent that understands how to champion operational change in brand marketing

�  Change is inevitable for every brand – not if, when

�  You are more valuable and will advance farther in your marketing career if you have these skills

Ian Michiels Principal & Founder @InsightFanatic ian.michiels@gleanster.com

Download the full corresponding Gleanster research report,

"The Marketing Operations Technology Roadmap for Local Marketing Success."

http://info.docustar.com/marketing_operations_roadmap