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It’s clear that marketers need to make an effort to better understand what happens after the lead has been passed:
- Process and organization trump technology – Once a lead is accepted by sales, a whole new set of qualification actions take place, often based on concerns of territory and account planning not visible to marketing.
- Compensation, configuration and contracts correlate to closing: Sellers, and Sales Operations, use a different lens to determine the quality of an opportunity, driven by considerations of how the seller gets paid, what product configurations help drive compensation, and how contracts are negotiated.
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marketingIO’s MarTech Managed Services drives more leads faster.
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• Lead process change by organizing around the customer. Marketing ops often thinks of their “customer” as internal stakeholders. Yes, however, the fastest way to impact the top and bottom line is to discover, engage, create, serve and delight new and existing external customers.
Step back and look at your current marketing plan, processes, technology and resources — are they aligned with and focused on winning and making advocates out of your customers? If not, lead this effort by re-imagining and re-prioritizing the focus and resources.
• Drive decisions based on governed data. With customer and prospect data — a company’s most valuable asset and the lifeblood of today’s revenue-driven marketing mission — this means apply data governance to improve quality and moving beyond data management and reporting to analytics and insights.
While normalized data formats and developing dashboards aren’t exciting, they are essential to delivering higher-quality data so all marketers can gain insights, take action, and achieve better results.
• Shape the marketing technology infrastructure. Another growing area of responsibility for marketing ops lies in identifying tech providers and implementing the right systems.
MarTech requires constant optimization to continually squeeze ever improving performance. No time for continual CRO? Contact us.
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This should be the outline for your Marketing Ops bible. Excellent approach. I'd probably add one more: 5. Building bridges, especially with IT. Marketing Ops and IT have to be in lockstep: appreciate each other's stresses and requirements, but work together to get the task done.
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Digest...
>> Alignment: Marketing ops facilitate the alignment process and oversee the development of a customer-centric marketing plan that ensures that the marketing investment portfolio supports measurable marketing objectives that will have a direct impact on the business. >> Accountability: Marketing ops drives the development of the framework and key performance indicators (KPIs). They manage the mechanics of measurement, perform the analysis, and publish the performance results. Marketing Ops translates marketing metrics into an actionable marketing dashboard that the leadership team and the marketing team can use to make strategic, tactical, and investment decisions. >> Analytics: Marketers need the analytical muscle to build and use models to make smart investments and strategic decisions. Marketing Ops constructs and maintains an environment that enables Marketing to better use data and analytics. >> Automation: Marketing Ops selects, deploys, and manages the automation and technology infrastructure to support the department. The deployment of a technology infrastructure, training, and change management falls under the auspices of Marketing Ops and serves as the big "I"—the infrastructure that Marketing needs to guide decisions, improve its capabilities, and prove its value. >> Alliances: Marketing Ops is the conduit between Marketing, Sales, Finance, and the executive team. It forms and manages these alliances so everyone on the team is "rowing in the same direction." As part of its work, Marketing Ops should craft the operating level agreement that serves as the "rules and roles of engagement" for each of these partnerships and ensures that the liaisons from each group are included in appropriate meetings and decisions. >> Assessment: While the marketing executive sets the direction and vision for the team, Marketing Ops conducts the benchmarking and assessments to determine what standards, best-practices, processes, and skills are needed to help the marketing team realize its aspiration. Marketing Ops enables marketing organizations to become, and serve as, a center of excellence. __________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Digest...
By thinking through and then implementing some of these following six steps, you can save time, reduce waste and improve operational marketing management.
>> Get everyone pulling in the same direction. Defining business and marketing objectives first is crucial, your most powerful leadership tool is clear and specific objectives. Define your battleground, understand where your efforts are likely to have the greatest impact to the goals you have set.
>> Identify the decision-making and operational structure. Defining individual roles within a framework will help prevent unnecessary overlapping and waste of resources. Once people have a clear suite of accountabilities and see how they fit within the team to help achieve the goals you will have an empowered and focused team. For marketing operations involving more than one team, decide if units will operate under a centralised decision-making structure, or whether local teams will have more tactical decision-making autonomy.
>> Design efficient, tailored processes. To run as smoothly as possible, each aspect of the marketing plan should be guided by a process which takes into account the decision-making structure, available resources, technology and internal and external policies. Designing efficient processes can require some trial and error, so be prepared to adapt them as necessary.
>> Use data to measure marketing performance. Data-driven marketing allows you to continually measure performance and adjust strategy so you’re always on course to reach goals it also removes the HIPPO effect and reduces time debating opinions. Work together with stakeholders to define performance indicators and ensure they are closely aligned with sales and business objectives. Make data-driven marketing efficient by automating report generation.
>> Utilise Technology. While I wouldn’t recommend chasing the next shiny new object, technology can be a great enabler. Tools such as the Adobe Creative Cloud, Basecamp, Google Docs and Dropbox have made traditional labour intensive and time-consuming tasks easy and accessible. __________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Digest...
1. Marketing Operations is the Liaison to Your Marketing Automation Partner If your focus is demand generation, acquiring new names for your database is your primary goal. This doesn’t leave you much time to invest in education. A marketing operations person is dedicated to learning the technical ins and outs for you. 2. Marketing Operations Helps You Justify Your Marketing Spend Today’s marketers face very different challenges than they did a mere five years ago, and we’re learning to earn our seats at the revenue table quantitative measurements. Because marketing operations doesn’t have a quota to hit, they can be 100% objective. They can then be responsible for the campaigns and programs that set lead scoring, lead source and your revenue model. It’s a great way to ensure the numbers are attributed fairly. 3. Marketing Operations Has Your Back As anti-spam legislation continues to evolve in complexity, it’s becoming more important than ever to control who has access to your database. __________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Intermediate/ Digest...
Marketing operations is maturing, and strong individuals are thriving, but what’s next for them? One way to chart the career path of an operations resource is to think about how he or she may be able grow into a more holistic and business-minded role: - Technical analyst/administrator. In this role, the person is largely responsible for “lights on” type activities on a particular system, such as the marketing automation platform.
- Product owner. As a product owner, the person now takes on full ownership for the system that he or she supports, rather than just executing tasks within the system.
- Process owner. The perspective of this role is not on the tool itself, but the business process it supports.
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Advanced/ Digest...
To meet the digital disruption head on, marketers must make fundamental changes in how they execute. These changes align to the following six new realities of modern marketing: 1. It’s closed loop—data must course from one channel to the next like liquid to inform personalized experiences that intersect audiences on a wandering path to purchase. 2. It’s two speed—marketers must balance discrete time-bound campaigns that shape demand and influence selling motions in specific and deliberate ways with continuous “always on” audience engagement that’s intelligently orchestrated and optimized over time. 3. It’s community oriented—if the two speeds propel marketing forward, the engine’s flywheel is sustained by community-driven conversations. 4. It’s performance driven—closing the loop allows marketers to optimize investments based on verifiable proof, not vague directionality. 5. It’s service oriented—Marketing assets themselves must evolve from monolithic and disconnected to an interconnected web that’s built for programmatic and human consumption at social and digital scale and instrumented to shine light on performance. 6. It’s whole-brained—Marketers need to develop a whole-brained way of thinking that balances capabilities across human and data-centric disciplines in both strategic and operational domains. The alternative is a sort of myopia where, for marketers, data represents a sort of fool’s gold that, for all its shiny and brightness, remains a currency of dubious value. __________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Advanced/ Excerpt...
[The author’s] new report introduces a marketing operating system (MOS) organization model as a framework to help reorient marketing from a hierarchical to a fluid structure that will better win, serve, and retain customers. Now is the time for you to reboot your marketing organization because: - Customers demand consistency. In our digitally connected world, empowered consumers expect to move seamlessly between marketing channels, devices, and experiences. And your organization must make sure these expectations are met with an agile and fluid experience.
- Marketing efficiency requires coordinated efforts. Silos and channel-based structures inhibit efficient and flexible interactions with customers. Marketing organization structures must prioritize customer relationships over marketing channel performance. A coordinated and agile organizational design will help enhance marketing effectiveness and customer engagement.
- Analytics offer a competitive edge. The connected world offers the potential for rich data analytics on every customer action. To keep pace with peers, you must be able to act on deep customer insight using marketing technology in a consistent way across the organization
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In b-to-b marketing, it is curious to note the interesting connotations that have developed around the term “marketing operations.” This is especially noteworthy given how recently the function was introduced as part of the marketing ecosystem. Some companies are comfortable using the name as is. Other organizations go to great (and sometimes highly creative) lengths to call the operations function something completely different. It is worth noting that marketing operations has grown so broad in many organizations that its underlying disciplines are emerging as distinct functional teams that displace the marketing operations parent function. This can be seen in the growth of separate data, reporting/analytics, marketing technology, and budgeting and planning teams in larger companies. Marketing operations teams are also proliferating as the function expands from its traditional home in corporate or global marketing to regions and business units. __________________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Intermediate/ Excerpt...
Of course, marketing ops is still in its infancy and its parameters are still very much in the process of being defined. Generally, marketing operations is responsible for managing various marketing technologies and related processes. Marketing automation platforms – such as Marketo, Eloqua, Pardot and HubSpot – are the most prominent of those technologies. These are the workhorses of the B2B marketing technology stack – we rely on them to architect our marketing programs, build our mailing lists and landing pages, and of course, send our emails. But the emerging marketing technology stack, now goes well beyond just marketing automation. As marketing eats more and more of the sales cycle, these technologies are at the center. And this means that marketing operations becomes an increasingly strategic role — slotting itself at the intersection of marketing analytics and decision-making and revenue generation tactics. In many ways, marketing operations has the potential to have a far bigger impact on revenue than sales operations. ____________________________________________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Basic/ Excerpt...
The greatest skill I have ever learned is how to quickly gather the info I need, in order to triage potential projects, and to recommend against the ones that don’t have a high probability of success. I base my triage criteria on three key success factors: -- > Are there enough resources available to plan, execute, deploy, and measure the project in an effective way? -- > Based on past results for this campaign type, can I project a likely outcome? -- > Is there a level of enthusiasm and momentum for making the project a success – right up to and including senior management? If you’ve set yourself up for effective triage, the data to answer these questions should be right at your fingertips. ____________________________________________________ ► FREE: AgileContent™ delivers more quality content to your market! Get your FREE 14 Day Trial NOW!: http://goo.gl/rzeg79. No credit card required! ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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___________________________________ ► FREE: AgileContent™ delivers more quality content to your market! Get your FREE 14 Day Trial NOW!: http://goo.gl/rzeg79. No credit card required! ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox: http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Marketing operations top trends and issues of 2014 according to the pros.
Advanced/ Digest...
-- > Alignment gets strategic. The topic of sales and marketing alignment never gets old. But the conversation has moved beyond tactical issues (such as marketing qualified lead and sales accepted lead conversion rates and handoffs) to more strategic concerns such as developing an integrated funnel management approach with sales. -- > Measurement moves beyond ROMI (return on marketing investment). The goal of the underlying marketing operations effort is to get a seamless flow of data across systems and determine how to best leverage market intelligence and data insights to drive the business, instead of being exclusively focused on measuring marketing ROI. -- > CMO and CIO roles blur. -- > Marketing operations evolves. Marketing operations pros are looking ahead, speculating as to how their roles may change. -- > Operations helps lead change. With the great changes sweeping marketing organizations –evolving buyer behaviors, revolutionary technologies, and new org structures – comes the opportunity for marketing operations to take a huge change management role. ___________________________________ ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Intermediate/ Digest...
Chief Content Officer (CCO) The Chief Content Officer sits atop your content marketing team, directing the organization’s overall story, overseeing content strategy, communicating with other marketing managers, and unifying the message of your brand across content initiatives. The person who fills this position is essentially the head honcho of the content marketing program and a major decision maker in the marketing department as a whole. Editorial Director Writing forms the basis for everything your content marketing team does. As more marketing departments start to resemble newsrooms, more organizations will start to hire editorial directors. Brand Story Coordinator The person who fills this role will help key content initiatives and campaigns stay consistent with the story of your brand. It’s a bit like the traditional ‘brand police’, although the brand story coordinator should be present for the planning stages of any major marketing campaign (rather than saying ‘this doesn’t meet brand standards’ after the fact). Blogger Liaison The changing face of the media has muddled the traditional role of public relations. PR agencies across the globe have gone to great lengths to redefine their purpose as companies start allocating more budget to social media and content creation. Content Strategy Engineer Content distribution is the yang to the content creation yin. Diverse platforms and channels make distribution an especially complex part of the content marketing process. Someone has to make sense of it all. This is the idea behind the content strategy engineer, or the person who works to ensure distribution channels and content pages work together cohesively, forming a path to conversion for your customers. __________________________________ ► NEW: iNeoMarketing makes content marketing easy with the new Q8 Content. Q8 fills your content pipeline daily with relevant articles that your audience wants to read. Learn more and sign up for the beta program: http://www.Q8content.com. ► Receive a FREE daily summary of The Marketing Technology Alert directly to your inbox. To subscribe, please go to http://ineomarketing.com/About_The_MAR_Sub.html (your privacy is protected).
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Excerpt...
Asked how they would like to see ownership of mobile web strategy changed, 51% of CMOs surveyed by NetBiscuits indicated that they should get more ownership, compared to just 9% who think the CIO should get more, according to a new report. While CIOs were a little more generous, 38% believed they should get more ownership, versus 18% feeling that CMOs are owed greater control. The CIO currently has more influence over strategy, though, respondents say.
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Accenture Interactive’s CMO-CIO survey reveals how a disconnect between the two groups is hindering digital marketing and the customer experience.
Key excerpts...
Dig deeper, though, and CIOs feel a greater need for alignment. Nearly eight out of 10 agree that alignment is needed, compared to just over half of CMOs. Worse, only one in 10 marketing and IT executives say collaboration is at the right level. Despite their growing understanding that they must be more closely aligned, CMOs and CIOs have a trust issue. Both functions focus on building other C-suite relationships before investing in the marketing-IT relationship. As a result, the two functions are disconnected in how technology should support and enable improved marketing performance. Notably, CMOs expect much quicker turnaround and higher quality from IT, with a greater degree of flexibility in responding to market requirements. CMOs view the CIO organization as an execution and delivery arm at a time when they should consider IT as a strategic partner and involve CIOs when planning new marketing investments. [F]ive imperatives emerge to build trust and improve alignment between the CMO and CIO functions: - Identify the CMO as the chief experience officer (CXO).
- Accept IT as a strategic partner with marketing, not just as a platform provider.
- Agree on key business levers for marketing and IT alignment, such as access to customer data vs. privacy and security.
- Change the skill mix to ensure that both organizations are more marketing- and tech-savvy.
- Develop trust by doing just that—trusting.
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Digest...
Too many marketing operations pros start down the road toward ROI, but then falter after a few steps because they start running low on proof of success. Data is the key to those proof points, but few have the data they need to prove they’re making the right choices. Insufficient data = Insufficient proof = no ROI. And if they’re not sure of choices now, there’s certainly no guarantee they’ll make the right choices when it comes to planning for the future. If you’re in marketing operations, and you’re ready to start demonstrating ROI, here’s my advice: Take one step back. Before you make the case for the ROI of your marketing efforts, make the case for data. Everyone from the IT department to the executive boardroom needs to understand two fundamental concepts: 1) the importance of data-driven marketing in driving revenue growth, and 2) how they can all work together to make better use of data within your organization.
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"General Management - A good way to think about your marketing operations function is that it could operate either as a pit crew or as a service station."
Digest...
Pit crews work offensively and defensively. And Marketing Ops, resembling a pit crew, would be proactively managing data, analytics, processes, planning, and tools that help identify customer wants and needs, decide on which markets and customers to pursue, what messages and channels to use and when these will occur, what service and adjustments are needed throughout program execution or how to modify the strategy due to unexpected changes in conditions. Just as the pit crew needs to be prepared and equipped to perform any service from the simple to complex on the car during the race, Marketing Ops needs to be prepared and equipped to perform any service or adjustment to support the marketing team and its internal stakeholders in Product, Sales, Service, and Delivery.
A service station typically has little visibility into which customers and cars they will service that day or what kind of services they will be asked to perform. Similarly, marketing ops organizations behaving as a service station work on-demand, supporting whatever requests come their way with little opportunity to strategize or plan.
As a result, ops organizations that operate similar to service stations are better served with skills and tools that provide basic turnkey services on demand. Successful service stations and like-minded marketing ops organizations need exceptional customer service, supply/inventory management, financial management, and general maintenance skills- very different skills from the pit crew's.
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Condensed...
While exploring the Social Ops Neighborhood and riding the track on the Digital Marketing Transit Map, consider three stops of high interest for the rest of 2013 and into 2014:
1. Content Marketing: Many social teams are studying the newsroom habits of publishing organizations and developing best practices based on the principles of media workflow. It requires a focused and funded effort that staffs and organizes resources appropriately. These capabilities and resources are something which many digital marketers still do possess.
2. Social Analytics: Clients are starting to move beyond keyword search and basic sentiment and they are increasing demand for Social Analytics, which builds on social monitoring and includes unstructured text (beyond keywords) analytics, predictive modeling and prescriptive recommendations about what to do with the social data they are gathering.
3. Connection to Marketing Ops: Marketing Ops is about the management and operation of marketing platforms and applications, including campaign, lead, loyalty, event, performance and marketing resource management systems and processes. Marketing operations span the gap between digital and traditional marketing channels. Social Marketing must be considered in these plans. Social Marketing at a basic level offers what multichannel marketing seeks to do: giving marketers engaged and targeted interaction particularly when the customer is reaching out themselves.
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Key excerpt...
But listening to Craig frame the rapid evolution of marketing operations, it struck me that marketing operations may be the right home for marketing technology leadership. Either the head of marketing operations is effectively the chief marketing technologist, or a chief marketing technologist reports to him or her.
This wasn’t a particularly brilliant leap of intuition on my part — Craig came right out and said it: “The marketing operations leader becomes the CIO of marketing. Dealing with the marketing systems and the way that marketers use them is a role for marketing operations.”
The difference between a marketing technology office and a marketing operations group, however, is that marketing operations encompasses a broader collection of interrelated operational responsibilities, covering ROI, accountability, process optimization, and marketing enablement: - Reporting and analytics
- Budget management
- Planning
- Process management
- Best practice syndication and training
- Marketing systems
- Data management and quality
- Market intelligence
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The Comp Plan: the ring in the nose.
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