RoMT - Part 2 Marketing Technology Webinar
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Digital Transformation is about Strategy. Not Technology
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SERVING DIGITAL MARKETING VISIONARIES
Our Mission
LCG’s mission is to help our clients
transform their digital futuresby developing, deploying and optimizing
sustainable, competitive advantages.
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Best Practices for Improving your return on MarTech
1. Understand your Data Readiness Posture
2. Implement a Data Layer
3. Use a Tag Management System
4. Audit tags monthly
5. Benchmark
6. Establish an owner for your data (Steering Committee, CDO, etc…)
7. Develop Personas, Segments and Customer Journeys
8. Understand what is normal
9. Establish reports, dashboards and alerts by stakeholder group
10. Develop and Maintain a 3-year MarTech Roadmap
3
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
4
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Marketers are drowning in data
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
5 V’s of Big Data
Volume
Velocity
Value
Veracity
Variety
• Statistical• Predictive• Prescriptive• Cognitive• Integrated
• Trustworthiness• Authenticity• Reputation• Accountability• Availability
• Forms and Sources• Structured vs Unstructured• Probabilistic and Interpolated
• Streaming data collection• Batch vs real-time• Data Collection• Data Processing
• Still naming big numbers• Data Layer• Governance• Accepted Nomenclature w/i Enterprise
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Ensighten Agility 2014© All rights reserved. 7
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Growth of the marketing technology landscape
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Digital Maturity Defined
Data Readiness Posture Action-ability and Agility Posture
▪ Technical and Data Operations▪ Defining “Normal” (band of excellence)▪ Segmentation (psycho, demo, firm, behavioral, geo,
techno, etc…)▪ Video, Social, Mobile, Apps, iBeacons + innovations▪ Real-time monitoring of operations▪ Reports, Dashboards and Alerts▪ Enhanced Data (from 3rd parties and Networks)▪ 360 view of the customer▪ Advanced Analytics (math & algo’s)▪ Data Warehousing▪ Data Visualizations▪ Data Science▪ Data Management Platform▪ Data Layer
▪ Marketing, Sales and Operations▪ Transformation Management▪ Vision▪ Governance▪ Strategy▪ Culture▪ Digital Platforms▪ IT-Business Relationships▪ Human Resources and Org Design▪ Financial Readiness▪ Portfolio & Program Management▪ Customer Journey Mapping▪ Customer Engagement▪ i-Beacon, in-store▪ Preparing other form-factors, infrastructure
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Six common questions every organization should be answering
Past Present Future
Consumer Insights
What happened?(Reporting)
What is happening now?(Alerts)
What will happen?(Extrapolation)
Actionable Intelligence
How and why did it happen?(Modeling, experimentaldesign and cluster analysis)
What’s the next best action?(Recommendation)
What’s the best/worst that can happen? (Min/Max)(Prediction, optimization, simulation)
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Analytics Maturity Lifecycle
I knew that would happen. What
Will Happen?
A 360 view of Segments and Person
to Person interactions. Innovations in
customer experiences on a 1:1 level.
Descriptive Analytics Diagnostic Predictive Prescriptive Cognitive
What happened (within a silo)?
Data Gathering, Focus on verifying and
validating data and generation of reports from
individual data sources. Datawarehousing and
data visualization tools begin.
Why did it happen?
Information turned into learning &
Insights w/ focus on causality &
segments. Profile enhancement using
3rd party solutions begins.
What’s happening for my customer?!
Reporting, Analysis, Current and near real-
time. Multi-channel analytics begins. Focus on
intelligence, and determining “what’s a good
#?” Alerts and exceptions based processing
begins.
What is the next best action? What to do?
Improvement focused, a bias towards action.
Automation and decision engines/sciences begin to
shift engagement and profile enhancements from
segments to individually created experiences across
all channels & content types.
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© 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Digital Analytics Maturity
Descriptive Diagnostic Predictive Prescriptive Cognitive
Typically an InvestmentConsumer Insights gained and an improved understanding of the business
Typically Cash Neutral investment Manual Deployment of learnings
+ ROI – Some projects can have 10,000% ROI and break even points as early as 14 days
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Institute for Operations Research & Management Sciences
➢The Institute for Operations Research and the Management Sciences (INFORMS) is the largest society in the world for professionals in the field of operations research (O.R.), management science, and analytics.
➢Founded in 1952
➢Free Tool found at: analyticsmaturity.informs.org
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The LCG Analytics Maturity Roadmap
➢The roadmap provides the connection between strategy and action
➢Practical plan of action to accomplish business objectives
Organizational Analytics Capability Data & Infrastructure
People Analytics Framework Health
Leadership Roles & Skills Access
Measures Analytics Services Traceability
Processes Analytics Processes Analytics Architecture
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
INFORMS Summary for Kemin (As-Is)
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DIMENSIONS:OrganizationAnalytics CapabilityData & Infrastructure
Sample INFORMS Summary from LCG
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Computing Power
Man Power
Where Computing Power ends, Man Power begins
Diagnostic Descriptive Predictive Prescriptive Cognitive
Co
gn
itiv
e
An
aly
sis
Ma
rke
tin
g
Acti
on
Agilit
y &
Acti
on
-ab
ilit
y P
ostu
re
Data Readiness Posture
Da
ta &
In
form
ati
on
Ga
the
rin
g Conducted by
People
Conducted by
Computers
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Data to Information to Decision to Action across the Curve of Automation
Diagnostic Descriptive Predictive Prescriptive Cognitive
Co
gnit
ive
An
alys
is
Mar
keti
ng
Act
ion
Agi
lity
& A
ctio
n-a
bili
ty P
ost
ure
Data Readiness Posture
Data Collection
Dat
a &
In
form
atio
n
Gat
her
ing
The Curve of Automation
Information Gathering
Decision
Decision Making
Action
Data Processing
Launch
Computing Power
Man Power
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Web Analytics, VOC, Online Survey and Customer Analytics Data
First Party Enterprise Data
2nd and 3rd Party Data
LCG Digital Marketing Maturity Roadmap
Diagnostic Descriptive Predictive Prescriptive Cognitive
Co
gnit
ive
An
alys
is
Mar
keti
ng
Act
ion
Agi
lity
& A
ctio
n-a
bili
ty P
ost
ure
Data Readiness Posture
Dat
a &
In
form
atio
n
Gat
her
ing
Benchmarking, Reporting, Cleansing, QA & Preparation
The Curve of Automation
Opinion Driven Decision Making
over Months
Decision
Action
Data Processing
Launch
Data Collection
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Decision Making Maturation over time…
➢Rank beats Opinion
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
20
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
A solid digital foundation consist of data and governance
Establish a Data Layer
Tennis Match Soccer Team 3-5-2A Military Platoon Blue Angels Missing Man Formation
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What is a data layer?
Source: https://tealium.com/what-is-a-data-layer/
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
What is a tag?
a TAG is a piece of code that collects and fires data about the
user experience
<img width="1" height="1" border="0“ src=”http://vendyvendor.com/action?adv=445566& page=browse&seg=9999&cat=luggage"/>
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
What is a Tag Management System
A Tag Management System (TMS) is similar to a content management system (CMS) in that once implemented, it enables marketers to maintain tags the way a CMS maintains pages.
Benefits:
▪ Marketers are less reliant on their IT departments.
▪ TMS have features for users rights administration and enterprise level workflows.
▪ Enables marketers to improve quality, site load times, and personalized experiences.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Marketing Manager: “Can you add this new re-targeting pixel to the site for me? It’s just one line of code and should be easy”
Developer: “Sure, just send me the code”
Marketing manager: “Great! Oh I need to make sure that this tag is only served to our users that are on our secure pages, in the products folder, have been on the site for at least 2 minutes, it is at least their 3rd visit to our site, and I need to apply that to only 3 of our 7 domains.”
(long pause)
Marketing Manager: “And for only 25% of the traffic. And for this Friday!”
Developer: “I hate you”
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
The power of a Tag Management Solution in action
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
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Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
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State of the Industry
Our Assessments detected 220 unique marketing technologies throughout all sectors. LCG and ObservePoint maintain a list of approximately 220 MarTechs.
Analytics and TMS Adoption
Most common tags & Sites with the most tags
Characteristics of each Quadrant
Journeymen:
Little MarTech deployed
sporadically, irregularly without
an architecture.
Craftsmen:
Few MarTech solutions deployed
by technically disciplined team.
Scouts:
Experimenting with a lot of MarTech but
without governance or
technical discipline
Expeditionaries:
Visionaries backed by technical discipline,
governance & architecture.
# of MarTech Solutions
Tag
Dep
loym
ent S
core
Definitions of categories:
Journeymen: What few tags these organizations have attempted to deploy, they deployed sporadically.
Craftsmen: What few tags these organizations have deployed, they've deployed adequately.
Scouts: These organizations have deployed many tags relative to their industry and have deployed them sporadically.
Expeditionaries: This group is realizing the best Return on their Marketing Technologies (RoMT) in the category.
Audit Score vs. Number of Tags Craftsmen:
Journeyman:
Expeditionaries:
Scouts:
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Adobe Media Optimizer
Adobe Social
Adobe Creative Cloud
Adobe Document Cloud
Request your free Tag Deployment Assessment
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Request your Tag Deployment Assessment by emailing me directly @plima@limaconsulting.com
Or download our industry whitepapers @www.limaconsulting.com/Our-Thinking
https://www.linkedin.com/in/paullima/
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
39
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Team Structure Models: definitions, advantages, and disadvantages
TeamStructureModels Model Definitions Advantages Disadvantages
Decisions made by midandlower-level managers acrosstheir respective area with extensive delegation throughout.
• More connectedto eachaligned BU •• Provides deeper insights at business unit level,
as focus is channel specific / specialized• More autonomy and flexibility inchannel• Faster moving inchannel
No shared standards or coordination betweenchannels
• No training or shared bestpractices between marketing teams
• No enterprise perspective inchannel• Limits coordination across a shared strategicvision
Decisions made from the top. Roles and capabilities are centralized into a single area or team.
• Highest level of standardization• Focus on training, policies, andbest
practice application• Evangelizes initiatives across organization• Enterprise, strategic perspective
• Slow and bureaucratic (bottleneck)• Disconnected from thebusiness• More reportingfocused• Less effective for businessunits• Requires mature cross channel execution processes
to beeffective
Decisions made together. Centralizesspecialized skills and functionsunder a cohesive strategy (vision& SMEs), while allowing execution to thrive in respective areas withflexibility.
• Standardization yet localized per BU• Promotes collaboration and bestpractices• Enterprise perspective achieved whilst
remaining connected to the businessunits• Faster moving at the“spokes”• More growthopportunities
• Needs strong executive sponsor to empowervirtual teams
• Requires 100% cooperation across organizational areas
• Fails without adherence to centralized governing entity (processes, actions,etc.)
• More communication andcoordination needed to manage andalign
Decentralized
Centralized
CoE
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Additional Models
Team Structure Models Model Definitions Advantages Disadvantages
• Consistent brand messaging• Localized and agile in the field• More autonomy and flexibility inchannel• Faster moving inchannel• Expertise closest to the field• Allows for anomalies to be managed in-market
• Highest Cost of all models• Requires executive alignment across hubs• Coordination across a shared strategicvision
Anyone in the organization can create content in accordance with SOPs
• Focus on training, policies, andbest practice application
• Evangelizes initiatives acrossorganization• Speed towards producing content• Best for social policies and e-care
• Everyone owns it, no one does it• Requires standardization and reporting• Difficult to keep content on message• Less effective for businessunits• Requires policing and high degree of training• Cultural shift towards engaging with customer base
Dandelion
Honeycomb
Hub & Spoke teams within companies act autonomously under a common brand. Commonly used in Multi-Nationals with established digital hub & spoke teams and evolves into the Multiple H&S model (Dandelion)
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Proposed Central HUB
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Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
43
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Let 1,000 flowers bloom
5/31/44 44
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Don’t do the time. Avoid the crime.
Analyzing data in aggregate is a crime.
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Segment, then analyze
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Gain insights with segments to reach business objectives
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
48
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Machine Intelligence = Machine Learning + AI - circa 2015
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Machine Learning companies 2017
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Exception Based Processing Requires the Definition of normal
Source: US Army Field Manual FM 7-0 Training the Force
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Exception Based Processing Improves Results
• What is normal?
• Knowing when actions must be triggered means we have the “bands of excellence” defined
• What is the next best action?
For call centers, customer service centers, regional operational centers, these insights can mean significant savings
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
54
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Beer Belly Protocol vs Pregnancy Belly Protocol
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Best Practices for Improving your return on MarTech
Understand your Data Readiness Posture
Implement a Data Layer
Use a Tag Management System
Audit tags monthly
Benchmark
Establish an owner for your data (Steering Committee, CDO, etc…)
Develop Personas, Segments and Customer Journeys
Understand what is normal
Establish reports, dashboards and alerts by stakeholder group
Develop and Maintain a 3-year MarTech Roadmap
56
Agility Readiness Posture Summary
As-Is State Future State
Assessment Dimension As-Is Year 1 Year 2 Year 3
STRATEGY 1 2 2 2MARKETING OPERATIONS 0 2 2 2GOVERNANCE, ADOPTION, ENFORCEMENT 0 3 3 4DATA READINESS 0 1 2 2PEOPLE, PLACES, EMPOWERMENT 2 3 4 4PROCESSES 0 2 3 3TECHNOLOGY 1 2 3 3
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.58
Exponential Growth of Computing
Dat
a &
Info
rmat
ion
G
ath
erin
g
Web Content Management Capability Begins
LCG Digital Transformation Maturity Model Roadmap
MarTech, Gap Analysis
Biz Requirement Definition
Tag Management Capability Begins
Technical Requirements Digital Analytics & Data
Layer Architecture
Tag Audit
Data Warehouse Capability Begins
Automate Distribution of KPIs
to Stakeholders
Data Management Platform CapabilityIntegrations of Enterprise
Customer Data
Pre-Click Post-Click Closed-Loop Integration
End-to-End Closed Loop Conversion Attribution
Data Visualizations Capability Begins
Attribution Modeling Capability Begins
Portfolio Based MVT Testing Begins
Conversion Rate Optimization (CRO)
Capability Begins
Programmatic Ad Buying
Marketing Automation Optimization Begins
Cognitive UIs Accessible to all User
Groups
Chief Data Responsibility, Data Governance Policies & MarTech Implementation Team
Advanced Analytics Practice Begins (Data Science Team)
Call Center Conversions data Tracking Capability
SEO Platform Capability
SSO/Audience Profiling 3rd Party Profile Capability
Customer Analytics & Heat Maps & UX Capability Begins
Voice of the Customer / Chat / Survey Feedback Integrated
with Respondent's Engagements
Lead Scoring & Sales
AutomationSocial Listening &
Publishing
Community Building Capability
Diagnostic Descriptive Predictive Prescriptive Cognitive
Co
gnit
ive
An
alys
is
Mar
keti
ng
Act
ion
Agi
lity
& A
ctio
n-a
bili
ty P
ost
ure
Data Readiness Posture
Establish Program Management Office
Digital Marketing Platforms
Responsibility
Integrated Translation Mgmt
Platform
Develop Customer Journeys
Establish Digital Transformation Steering Committee
Develop Personas
Implement Single Digital Asset Mgmt
Solution
Deploy Computational
Creative Capability
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Ag
ilit
y &
Acti
on
-ab
ilit
y P
ostu
re
Da
ta &
In
form
ati
on
Ga
the
rin
g
Co
gn
itiv
e
An
aly
sis
Ma
rke
tin
g
Acti
on
DiagnosticData Readiness Posture
Data Quality
Practice
Begins (Tag
Audits)
Biz Requirements
Definition
MarTech Capabilities
Assessment, Gap
Analysis, Roadmap,
Vendor Selection
Technical
Requirements &
Architecture for
Digital Analytics &
Data Layer Design
People
Technology
Process
Establish a Digital
Transformation
Steering Committee
Develop Personas
LCG Digital Transformation Maturity Model Roadmap
Develop Customer
Journeys
Chief Data
Responsibility
Assigned & Formation
of Data Governance
Policies & MarTech
Implementation Team
Tag
Management
Capability Begins
Voice of the Customer /
Chat / Survey Feedback
Integrated with
Respondent’s
Engagements
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Adobe Media Optimizer
Adobe Social
Adobe Creative Cloud
Adobe Document Cloud
Proposed Digital Engagement Stack
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© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
LCG Digital Transformation follows the Agile Methodology
Strategy, Vision &
KPIs
Priorities &
Investments
Competitive
Landscape
Governance, Adoption
& Enforcement
Regular Reviews &
Adjustments
Prototype Strategy
Rapidly Test & Refine Products, Platforms, Campaigns, Tactics, and approaches
Develop
customer
journey maps
Develop
Solutions and
Value
Proposition
Prototype
Minimum
viable product
Outline
business plan,
operating
model and
roadmap
Business Model
Products
Processes
Scale up Successes
Iterative
Deployment
Develop new capabilities
People, Places
and Culture
Business
transformationData Readiness
Systems &
Infrastructure
Financial
Readiness
Marketing
Operations
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