siriusdecisions - citrix case study
DESCRIPTION
Stefan Nandzik, Senior Manager, Field Alignment | Demand Marketing at Citrix, is profiling Citrix’s global demand center blueprint for success.TRANSCRIPT
The Blueprint for Building Your Global Demand Center
Stefan NandzikSr Mgr, Field Alignment
Citrix Systems, Inc.
© 2014 Citrix. Confidential.2
About Citrix
• Founded in 1989• Revenue in 2013 of $2.9 billion• Over 5,000 employees worldwide• About 330,000 customers• 98% of Fortune 500
© 2014 Citrix. Confidential.3
My Journey…
• Developed Marketing Systems for Citrix Germany as a Vendor
• Joined Citrix EMEA Marketing Team in 2007• Joined “Global Marketing Operations” in 2011• Managing the “Field Alignment” team since 2012• Built & Managed the Demand Center since 2013
© 2014 Citrix. Confidential.4
“” 2012 Field Alignment Charter & Mission
“Design and enable the worldwide demand marketing processes and organization to achieve
operating efficiency and scale.”
© 2014 Citrix. Confidential.5
The Beginning of the Journey 2012…
Corporate Marketing
Product Marketing WW Demand Gen
Field Sales
Americas Marketing EMEA Marketing
CEO
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
© 2014 Citrix. Confidential.6
Field Marketing
EMEA
Field MktgEmployee
Japan
Americas
APAC
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Internal Service
Provider 1
eMarketing
External Service
Provider 1
External Service
Provider 2
External Service
Provider 3
External Service
Provider 4
Global Marketing Operations
WebMktgOpps
MktgData/Platform
Opps
First Stop: The Land of Services…
© 2014 Citrix. Confidential.7
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Field MktgEmployee
Internal Service
Provider 1
eMarketing
External Service
Provider 1
External Service
Provider 2
External Service
Provider 3
External Service
Provider 4
Global Marketing Operations
WebMktgOpps
MktgData/Platform
Opps
First Stop: The Land of Services & Governance
Field Marketing
EMEA
Japan
Americas
APAC
© 2014 Citrix. Confidential.8
Looking for the Map to the Enterprise Service Model
Service Strategy?
Global ServiceOfferings
No Global Services
© 2014 Citrix. Confidential.9
Asking Experts for Directions…
Corporate Marketing
Product Marketing WW Demand Gen
Field Sales
Americas Marketing EMEA Marketing
CEO
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
RunMarketing
Campaigns(System/Process/Resources)
© 2014 Citrix. Confidential.10
The Discovery of the “Demand Center”
Corporate Marketing
Product Marketing WW Demand Gen
Field Sales
Americas Marketing EMEA Marketing
CEO
Run or InfluenceAll MarketingCampaigns
(System/Process/Resources)
(Demand) Center of Excellence
Building the Business Case
© 2014 Citrix. Confidential.12
Actually, Three Cases…
Chief Financial Officer Chief Marketing Officer Senior Vice PresidentSales and Services
© 2014 Citrix. Confidential.13
Assessment of the Existing Models, Costs & ReturnsCFO Business Case
Internal Team Internal & Automation External Agency
+ Cost- Scalability
+ Cost- High Skillset Required
+ Scalability- Cost
Cost per Campaign: “$1”Return: “$18”
Cost per Campaign: “$0.5”Return: “$20”
Cost per Campaign: “$1.5”Return: “$19”
Numbers are shown normalized with the cost per campaign of the “Internal Team” as baseline $1
© 2014 Citrix. Confidential.14
Breakdown of Cost per Campaign & ImprovementsCFO Business Case
Marketing Automation
Online Col-laboration
Duplication
Remaining Campaign
Cost
CFO Business Case Summary
• Increase ROI per Campaign• Commit to at least double existing ROI• Combine with Marketing Automation Rollout• Combine with Online Collaboration Rollout
• Pssst: Build in some “slack” ROI gains…
© 2014 Citrix. Confidential.15
Define Service Level Agreements (Example: Email Blast Service)CMO Business Case
Components
Targeting / Segmentation
Email Validation Service
Production based on Templates
A/B Test Setup
Deliverability Management
Lead Capture Forms
Frequency Management
Capacity Planning
15-20 Email Blasts per Week
Defined due dates for requests
Defined due dates for assets
Monitoring
Open Rates > x %
Click Rates > x %
Registration Rate > x %
Lead Capture Rate > x %
Social Sharing > x %
Unsubscribe < x %
# of Engaged Contacts
© 2014 Citrix. Confidential.16
Create a Company-Wide Service Catalog with SLACMO Business Case
WWIM AMER EMEA Services Mktg
Email Blast X X X X
Lead Form X X X X
Nurture X X
Webinar Q3 X X Q4
Seminar Q4
…
…
© 2014 Citrix. Confidential.17
Enable Accelerated Execution of Marketing StrategyCMO Business Case
New: Auto Nurturing
New: 3rd Party List Support
New: Next?
Services for ‘Status Quo’
Needs
CMO Business Case Summary
• Define & Standardize SLAs per BU• Rollout Service based on ‘Status Quo’• Leverage efficiency gains to add new services• Add Services based on Marketing Strategy
(Nurturing? Content? Social? Personalization?)
© 2014 Citrix. Confidential.18
Enable Governance & Sustainable DemandSales Business Case
Sales Business Case Summary
• Central Monitoring = Governance- Corporate Design & Messaging- Campaign ROI Analysis- Demand Gen Follow-Up
• Shared Services allow Load Balancing- GEOs / Regions / Corporate / Other BU- Shared costs typically removed from field budgets
Choosing the Organization Model
© 2014 Citrix. Confidential.20
Organization Models for the Global Demand Center
Internal Team Hybrid Staff Model External Agency
+ Cost- Scalability
Neutral: Cost+ Scalability
+ Scalability- Cost
+ Governance+ Internal ‘Standing’+ Retain Expertise
+ Governance+ Internal ‘Standing’+ Retain Expertise+ External Knowhow
+ External Knowhow- Governance- Internal Standing
© 2014 Citrix. Confidential.21
The Hybrid Staff Model
Demand Center
Projects Segmentation Services
2 x Producers
2 x Campaign Managers
Internal Team(= Headcount)
Scalable Team(= Budget)
© 2014 Citrix. Confidential.22
New Service RolloutUse Case for the Hybrid Staff Model
Citrix
Develop blueprint for process & SLA
Collaborate on developing training material
Update knowledge base / Job aids
DemandGen
Collaborate on developing training material
Leverage updated knowledge base / Job aids
© 2014 Citrix. Confidential.23
Scaling UpUse Case for the Hybrid Staff Model
Citrix
Budget additional resources
Setup access for new employees
DemandGen
Recruit new candidates
Onboard / Train new employees
© 2014 Citrix. Confidential.24
Team Member LeavingUse Case for the Hybrid Staff Model
Citrix
Setup access for new employee
DemandGen
Recruit backfill candidate
Onboard / Train new employee
Compensate during potential downtime
Leveraging Technology & Tools
© 2014 Citrix. Confidential.26
Online Collaboration
© 2014 Citrix. Confidential.27
Online Collaboration
© 2014 Citrix. Confidential.28
Campaign Lifecycle: Extended Focus of the Demand Center
Planning Scheduling Reporting AnalysisExecution
© 2014 Citrix. Confidential.29
Campaign Lifecycle: Extended Focus of the Demand Center
Planning Scheduling Execution Reporting Analysis
© 2014 Citrix. Confidential.30
Key Takeaways
• Step 1 – Decide “Service Governance versus Full Execution Model”• Step 2 – Develop the “3 Business Cases”• Step 3 – Consider Demand Center as “Business” inside the company• Step 4 – Build the initial “Services Catalog” and align with internal clients• Step 5 – Assess “Internal, External or Hybrid Staff Model”
• Finally: Measure the Value / Impact, not the Activity Metrics!
© 2014 Citrix. Confidential.31
WORK BETTER. LIVE BETTER.