B2B Marketing Awards Winner - Intelligent Operations Programme by Genpact

23 Best lead generation or nurturing campaign:

Intelligent Operations Programme for Genpact by The Marketing Practice

An integrated demand-generation engine delivering 277x marketing investment and 27% of the total pipeline requirement (up from 5%)

02Entry category 23: Best lead generation or nurturing campaign

Summary

How could business operations specialist Genpact meet ambitious growth targets and compete with heavyweight rivals including IBM and Accenture? What’s more, with previous demand generation limited to sponsored events, how could it transform marketing’s contribution to pipeline generation from just 5% to over 20%?

The strategy was to build an integrated demand-generation engine and develop a message and position based on audience insight – all underpinned by bespoke thought leadership content, a central data hub and an Inside Sales team working in collaboration with Genpact’s Account Managers. The communications were delivered using marketing automation and a full range of targeted direct marketing techniques.

Six months in and the programme had exceeded target, delivering over 277 times the marketing investment and 27% of the total pipeline requirement, from over 30 qualified opportunities with C-level decision-makers in major global businesses. Not only has it delivered great commercial results, it has also provided a sustainable platform that will allow Genpact to compete effectively and meet ambitious growth targets for years to come.


About the client

Genpact (standing for “generating business impact”) designs, transforms and runs intelligent business operations including those that are complex and specific to a set of chosen industries. Founded as a division of GE, the business serves hundreds of long-term clients, including more than a quarter of the Fortune Global 500. Genpact employs 68,000 employees in 25 countries and has an annual turnover of $2.28bn.

in 5yrs

Doublerevenue


Strategy

Since becoming an independent company in 2005, Genpact has grown rapidly (from 19,000 to 68,000 employees) by bringing its Smart Enterprise Processes methodology to clients beyond GE. The business has a declared aim to double its revenue in five years, which means winning in the market against the likes of IBM and Accenture, who have more established brands and much bigger budgets.

A major factor limiting Genpact in the market was the company’s relative lack of profile. Its growth to date has come largely from referral and reputation, a strategy it could not rely on alone to meet its highly ambitious growth targets.


Objectives of the campaign

To punch above its weight and support its growth strategy, Genpact’s objective was to develop and deploy an integrated demand-generation engine from the ground up that would:

• Leverage high-quality thought leadership content to grab the attention of a very senior-level audience;

• Increase awareness of the Genpact brand in a way that would resonate with these time-poor individuals; and

• Generate a high-calibre marketing-sourced sales pipeline.

The specific targets for the programme included:• Generate £100 of pipeline for every £1 of marketing investment

• Increase marketing’s contribution to the required sales pipeline from 5% to 20%

• Improve brand awareness in chosen geographies by 20%

1. Organisational Model Mature FP&A organisational leverage global or regional shared services and outsourcing more often than their less-mature peers – allowing them to realise economies of scale, improve service levels, and share best practices while building capabilities for supporting enterprise-wide strategic roles.

2. TechnologyMature FP&A organisations expect high business impact from improved use of advanced technology and are more aggressive at deploying it.

3. Data Accuracy61% of organisations state that variations in progress and data quality significantly impact FP&A performance.

Mature organisations are more acutely aware of the importance of data standards and quality and its impact on FP&A performance

Finance Executives see FP&A as a crucial lever to mange the most material organisational challenges.1

* Percentages are the number of respondents selecting these top challenges

An independent survey of FP&A leaders shows that mature organisations should focus their attention on organisational models, technology and data accuracy.

FP&A’s increasingly strategic role in today’s environment

Advanced operating models can strengthen FP&A in 3 ways

FP&A helps meet these top challenges:

What technology implementation is a priority

�

Enable agility and adaptability

Manage risk

Increase growth and scalability

Reduce costs

87% 64% 62% 53%

Mature FP&A organisations are two times less likely to use de-centralised, organisational models.

Who expects high impact?

Master Data Management and Governance

Immature FP&A

Planning and Forecasting

Moderately Mature FP&A

Global Data Warehouses

Mature FP&A

Where is big data a priority for FP&A?

53% of immature FP&A orgainsations


25% of immature FP&A

organisations


organisations


organisations

27% of immature FP&A organisations

22% of mature FP&A organistaions


48% of mature FP&A organisations



54% of mature FP&A organistations

Two-thirds of FP&A organisations have target models that include global and regional SSCs for:

Decision Analysis & Management Reporting

Performace Management

Planning & Budgeting

�

�

Research insights More robust Financial Planning and Analysis can help CFOs to meet their strategic business partner role.

CFO + advanced FP&A = data driven strategies

�

High Impact High Impact High Impact

Very High Impact Very High Impact Very High Impact

29% 41% 46%17% 6% 27%

Advanced organisational model and related practices are an untapped lever. They help evolve the CFO’s role into a data driven strategist with the ability to turn insights into enterprise action.

Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and operations, through an unbiased combination of smarter processes, analytics and technology delivered by 64,000+ employees in 24 countries, with key management based in New York City.

For more information:Visit www.genpact.com or www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis

1 Survey conducted by Zenesys of 150 Finance and Accounting executives from large enterprises in mature markets.

103384-001_GEN_FY14_infographic_A5 5pp concertina.indd 1 7/17/2014 4:12:47 PM


The target audience

The Intelligent Operations campaign was designed to target:• A carefully selected account list of large global organisations across key industry

verticals, including Manufacturing, Media, Financial Services, Oil & Gas, Construction, Consumer Goods and Retail

• Very senior decision-makers, including Group CFOs, Finance Directors, Global Technical Officers and Group COOs in some of the biggest businesses in Europe

• 5,000 contacts in total across EMEA

Given the need to engage and build genuine dialogue with this calibre of audience, we needed something tangible to capture their interest. The key insight that underpinned the campaign was that companies with agile operating models are more likely to succeed commercially.

This insight was verified by research:• Genpact’s research team created a ‘volatility index’ to demonstrate the link between

an organisation’s ability to adapt to changing market/business conditions and its commercial performance.

• We synthesised these findings with primary research conducted with LinkedIn, with 900 leaders globally across Finance, Procurement, Risk and Operations, which looked at the most effective levers for transforming to smarter, more agile operating models.

Together, these assets provided the basis for valuable thought leadership that we could share with the target audience to help them understand where they could gain most from better operating models. This provided our conversation opener and the backbone to the campaign.


Media, channels or techniques used

Intelligent Operations was a multi-channel programme that was designed to take Genpact’s highly distinctive thought leadership content and use it to open doors and nurture opportunities.

• We created a fully integrated demand-generation platform to reach the target audience as illustrated in the programme timeline (see image 1: timeline), which combined:

• High-impact direct mail and personalised eDM

• Marketo-driven nurture streams

• Paid and organic social activity

• Hyper-targeted digital advertising

• Hosted discussion events

• The creative treatment supported delivery across these multiple channels

• An Inside Sales team was set up to work closely with Sales to nurture and qualify opportunities and support progression through the pipeline.

• The Inside Sales team was aligned to vertical sales leads, working closely with them and their teams to develop the target list, share intelligence and agree priorities.

• Lead handover included detailed information sheets, a handover call and regular follow-up to ensure the opportunity was progressing.

• Salesforce.com was used as a central data hub, integrated with Marketo and Genpact’s CRM systems to provide closed-loop reporting and track pipeline progression.


Timescales of the campaignIntelligent Operations is an ongoing, rolling programme, launched in August 2014

Sales enablementDemandResearch / profiling

• Open rates: 19%• Marketo email• Nurture stream

Awareness

1. Organisational Model Mature FP&A organisational leverage global or regional shared services and outsourcing more often than their less-mature peers – allowing them to realise economies of scale, improve service levels, and share best practices while building capabilities for supporting enterprise-wide strategic roles.

2. TechnologyMature FP&A organisations expect high business impact from improved use of advanced technology and are more aggressive at deploying it.

3. Data Accuracy61% of organisations state that variations in progress and data quality significantly impact FP&A performance.

Mature organisations are more acutely aware of the importance of data standards and quality and its impact on FP&A performance

Finance Executives see FP&A as a crucial lever to mange the most material organisational challenges.1

* Percentages are the number of respondents selecting these top challenges

An independent survey of FP&A leaders shows that mature organisations should focus their attention on organisational models, technology and data accuracy.

FP&A’s increasingly strategic role in today’s environment

Advanced operating models can strengthen FP&A in 3 ways

FP&A helps meet these top challenges:

What technology implementation is a priority

�

Enable agility and adaptability

Manage risk

Increase growth and scalability

Reduce costs

87% 64% 62% 53%

Mature FP&A organisations are two times less likely to use de-centralised, organisational models.

Who expects high impact?

Master Data Management and Governance

Immature FP&A

Planning and Forecasting

Moderately Mature FP&A

Global Data Warehouses

Mature FP&A

Where is big data a priority for FP&A?




organisations


organisations


organisations

27% of immature FP&A organisations






54% of mature FP&A organistations

Two-thirds of FP&A organisations have target models that include global and regional SSCs for:

Decision Analysis & Management Reporting

Performace Management

Planning & Budgeting

�

�

Research insights More robust Financial Planning and Analysis can help CFOs to meet their strategic business partner role.

CFO + advanced FP&A = data driven strategies

�

High Impact High Impact High Impact

Very High Impact Very High Impact Very High Impact

29% 41% 46%17% 6% 27%

Advanced organisational model and related practices are an untapped lever. They help evolve the CFO’s role into a data driven strategist with the ability to turn insights into enterprise action.

Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and operations, through an unbiased combination of smarter processes, analytics and technology delivered by 64,000+ employees in 24 countries, with key management based in New York City.

For more information:Visit www.genpact.com or www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis

1 Survey conducted by Zenesys of 150 Finance and Accounting executives from large enterprises in mature markets.

103384-001_GEN_FY14_infographic_A5 5pp concertina.indd 1 7/17/2014 4:12:47 PM

underpinned by marketing automation

pipeline value

277xinvestment

27%marketing contribution to pipeline (up from 5%)

Inside Sales follow-up calling

eDM2Digital advertising• Web ads • Banners

eDM1 eDM3Asset creationBespoke to job roles: • CFO,• CPO• COO• Account-specific insight

High-impact DM

Sponsored updates

Social listening to identify influencersLanding page

• Gated content

Webinars Search-optimised content promotion• SlideShare• Social selling from Genpact companies• Social ambassadors

Thought leadership research

Social media promotion (ongoing)

Aug 2014 Sep Oct Nov Dec April 2015Jan 2015 Feb Mar


Results

Six months into this lead generation campaign, Genpact has a proven, integrated demand-generation platform which is increasingly recognised as best-in-class for Genpact worldwide.

And the Intelligent Operations programme has specifically delivered:

• Pipeline value of 277 times marketing investment

• 30+ qualified sales meetings with C-level contacts

• A marketing-sourced pipeline for Genpact of 27% of total pipeline requirement (up from 5% before the programme began)

• A full brand tracking survey has yet to be completed however an initial survey in the UK showed that awareness of the Genpact brand has doubled since the start of the programme

Now that the Intelligent Operations infrastructure is in place, the intention is to expand the programme to further geographical regions and double its scope by the end of 2015.

pipeline value

277xmarketing investment

27%marketing contribution to pipeline (up from 5%)


Client testimonials

“From a standing start, the Intelligent Operations programme has enabled Genpact to engage our market, with a programmatic model of relevant, targeted thought leadership. This has developed to be a recognised model for best practice for Genpact worldwide. Not only has the programme delivered great commercial results but it has also provided a sustainable platform that will allow us to compete effectively and meet our ambitious growth targets for years to come.” Neil Dowling, Marketing Leader, Europe, Australia & Japan, Genpact

B2B Marketing Awards Winner - Intelligent Operations Programme by Genpact

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