saepio webinar marketing asset mgmt m becker

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


Saepio Webinar – May 13 2008

Welcome!

Issues facing the CMO and Marketing

The new Marketing Operations function

Roadmap to Technology Adoption

Questions & Answers



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”



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


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


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


Marketing Operations Organization


Marketing Governance


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


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


Shared Services


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


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


Entit

yFu

nctio

nSy

stem

EMM Strategy


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


Used with permission of Saepio Technologies, Inc.

Example of an EMM technology map

Roadmap to Technology Adoption


Vision &Sponsorship

ProcessRefinement

VendorSelection

Implementation& Adoption

ContinuousImprovement

1 – Vision & Sponsorship


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


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


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


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


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


Next steps…


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.

http://www.mam101.com/

Putting It All Together:Successful marketing technology strategies for

distributed marketing networks.

Your Questions.

877‐468‐[email protected]

Contact Information

saepio webinar marketing asset mgmt m becker

Documents

marketsphere consulting

marketsphere consulting

marketsphere consulting