the marketing assessment

The Marke)ng Assessment: How to Use Marke-ng Score to Build Campaigns,

Allocate Resources & Drive Performance

Jan. 10, 2012#Marke-ngScore

The Origins

@PaulRoetzer#Marke-ngScore

PR 20/20 Marke-ng Survey

175+ audits completed

challenges with the current process

‣ Time intensive to turn responses into ac-onable intelligence.

‣ Requires high-‐level personnel to analyze, therefore it’s not scalable.‣ Results lack scoring system and visualiza)ons that establish benchmarks.

‣Not a true assessment of success poten)al.

‣ Fails to properly set expecta)ons.

‣ Assess business and marke-ng strengths.

‣ Forecast poten)al for success.‣ Build integrated marke-ng strategies.

‣ Connect ac-ons with KPIs and audiences.‣ Determine talent needs and team structure.

‣ Forecast agency services costs.‣ Allocate resources—-me and money.

A More Intelligent Process & PlaGorm

subjec)ve analysis. assessment scoring. automated recommenda)ons.

Marke)ng Score (@MKTScore) is a free online tool that assesses the strength of business and marke-ng founda)ons,

forecasts poten)al and aligns expecta)ons.

1) Build Your Profile

‣ Contact informa-on

‣ Business & marke-ng basics

‣ Financial‣Marke-ng goals

‣Marke-ng plans

2) Rate Your Marke)ng

‣ Subjec-ve analysis‣ Internal stakeholders‣ 10 sec-ons‣ 132 factors‣ 0-‐5 = escalators‣ 6-‐7 = neutrals‣ 8-‐10 = assets

Marke-ng Score

Every element of an organiza-on, as it relates to marke-ng, can be divided into: assets, neutrals and escalators.

core principle

By evalua-ng and scoring these elements, an organiza-on can devise marke)ng strategies; allocate )me, money and talent; and adapt resources

and priori)es based on performance.

assets vs. escalators

‣ Assets = Strengths that can accelerate marke*ng success.

‣ Escalators = Weaknesses that require addi*onal resources to build up and improve.

Every organiza-on should be focused on building assets that can be leveraged to accelerate success (brand, website traffic, social reach and influence, owned databases, persona-‐based

content, rela-onships, partnerships, goodwill, etc.).

3) Review Your Report

‣ Founda)on: What is the strength of the exis-ng website, brand, infrastructure, internal marke-ng capabili-es and capacity?

‣ PlaGorm: How extensive is the reach and influence among target audiences, specifically as it relates to online marke-ng?

‣ Expecta)ons: What are priority needs and goals, and how do they align with talent, technology and resources?

‣ Poten)al: What is the poten-al for a marke-ng agency to have an immediate and sustained impact on the brand?

‣ Strategy: What strategies and tac-cs will have the greatest impact on performance?

Marke-ng Scoreforecas)ng poten)al & aligning expecta)ons

‣ Builders are founda)onal projects (website, brand posi-oning, collateral) and recurring campaigns (social engagement, blogging media rela-ons) designed to create and expand assets.

‣ Drivers are campaigns that capitalize on exis)ng assets to accelerate success—leads, sales and loyalty.

builders vs. drivers

4) Improve Your Performance

<marke)ng intelligence engine>

‣ Ra-ngs are used to generate automated recommenda)ons.

‣ Profiles and responses are benchmarked by industry, size, budgets, growth, performance, etc.

‣ Recommenda-ons become more intelligent, in-‐depth and customized.

‣ Analy-cs integrated to connect ra)ngs to results, and adapt resources and priority ac-vi-es.

<marke)ng intelligence engine>

what’s the roadmap?

‣Online educa-on and resources‣ Automated recommenda-ons

‣ Company profiles

‣Notes and to-‐dos‣ Agency partner program

Perform a Marke-ng Score Assessment


Meet Social Business Unlimited (SBU) — A Hypothe-cal B2B Company

‣With weak customer (4) and lead databases (4), and low brand awareness (4), SBU doesn’t have much to leverage. There is a lot of building to be done.

‣ Lead volume is OK (6), but SBU is not ranking quality, and conversion rates (3) need help. Opportuni-es exist to nurture leads through social, email marke)ng and content.

‣ Audiences were mainly ranked as escalators or neutrals, meaning they likely need a PR and communica)ons program. The internal marke-ng team is not strong in these areas, so they may need to hire, or outsource to a marke-ng agency/PR firm.

Key Findings

Key Findings

‣ SBU is heavily reliant on outbound sales. This presents a lot of opportuni-es; however, priori-za-on and focus becomes essen-al.

‣ Sales/marke-ng integra)on (2) is a weakness, and may present challenges.

‣ SBU has a CRM solu-on, but u-liza-on is weak (3), which will impact your ability to deliver results.

‣ SBU will need an email marke)ng solu)on, along with lead nurturing capabili-es.

Key Findings

‣ Immediate opportuni-es to improve brand awareness through integrated content, social, PR and search strategies. However, it’s a crowded market, so SBU must focus on quality and value to stand out.

‣ Lead genera)on will require a commitment to inbound marke-ng strategies and sales/marke-ng integra-on.

Key Findings

‣ Suppor-ng/improving conversion rates and sales efficiency is possible in the short term, if all leads are migrated into SBU’s CRM system and this system is integrated with a marke-ng automa-on tool.

‣ Immediate opportuni-es to affect customer loyalty (reten-on, referrals and life-me value) through content, integra-on of CRM and marke-ng automa-on.

Marke-ng Scoregain perspec)ve from mul)ple sourcesCMO sec*on score (le7) = 62% vs. CEO sec*on score (right) = 38%

Conduct Discovery Research


Highly Competitive MarketThe Discovery Process

‣ Gain further insight through a custom audit.

‣ Run a Marke)ng Grader report.

‣ Perform preliminary market research.

‣ Analyst reports, industry ar-cles, Google Insights, keyword volume

‣ Analyze compe)tors.

‣Messaging, marke-ng strategies, market share

‣ Analyze social opportuni)es and chaner.‣ Ac-ve channels, noteworthy communi-es, popular discussion topics

‣What are the top 3-‐5 key performance indicators (KPIs) that maner most to your marke-ng program?

‣ How do you currently monitor and report marke-ng performance metrics? Is there an organiza-onal marke-ng performance dashboard?

‣What do you see as your organiza-on’s top-‐priority marke)ng needs? And, how will you measure your marke-ng team’s value and success?

‣ Briefly describe what you see as your greatest opportuni)es for growth?

sample follow-‐up ques)ons

‣ There were numerous escalators when reviewing your marke)ng team’s capabili)es. Which areas do you envision outsourcing to an agency partner? Which will you internalize?

‣ You rated your team’s competencies in social media high (8), but don’t seem to have a sound strategy in place or dedicated resources (6/11 escalators). Do you see this as a cri-cal piece of the marke-ng program? If so, will planning, monitoring and management be outsourced to an agency?

‣ Content marke-ng was the lowest rated sec-on at 15%. Is the organiza-on commined to ac-va-ng a content marke)ng strategy as a means to increase leads and drive conversions? If yes, will it be internalized, or outsourced?

sample follow-‐up ques)ons

Build a Marke-ng Performance Dashboard


Iden-fy Top KPIs

. . . and know your sales funnel

‣Website traffic (specifically organic and social)

‣ Leads‣ Free trials signups‣ Customer conversions

‣ Customer reten)on (churn rate)

Key Metrics Snapshot

Ini-ate the Marke-ng GamePlan


Profile and Segment Audiences

‣ Label as owned, borrowed or bought. ‣ Use this as a star)ng point for the GamePlan.

‣ Cri-cal to iden-fy driver campaign opportuni-es.

Establish Accelerators

‣What assets exist that can accelerate success?

‣ Accelerators may include: lead/prospect/customer lists, partnerships, media buys, sponsorships, high-‐profile speaking engagements, industry reports, social reach, social engagement, original content, top website pages and more.

Define Founda-on Projects

‣ Sales/marke-ng integra-on

‣Marke-ng performance dashboard

‣ Site op-miza-on (CTAs, landing pages, lead forms)

‣ Social community building

‣ Internal marke-ng team training

‣ Evaluate and integrate tech solu-ons (CRM, marke-ng automa-on, social media management, email)

Outline Campaign Concepts

‣ Builder campaigns

‣ Awareness and thought leadership‣ Social engagement

‣ Technology integra-on‣ Driver campaigns

‣ Customer loyalty — referral

‣ Lead gen — ver-cal markets

‣ Agency partner program

Connect Ac-ons to Audiences and Metrics

Map Marke-ng Team Strengths

‣ Understand your team’s competencies.

‣ Determine if partners need to be brought on for niche capabili-es.

‣ Decide who will be responsible for what — agency, client or partner.

www.TheMarke)ngScore.com

Paul [email protected]@PaulRoetzer

www.TheMarke-ngScore.com www.PR2020.com

Thank You

the marketing assessment

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