INC RESEARCH - Gladly Beyondgladlybeyond.ca/assets/Gladly-Beyond-INC-Agile... · Beta ‘Sales Enablement’ Roll Out (Eloqua Engage, Visitor Notifications) with plans to scale globally.

INC RESEARCHCustomer Success Planning: Shift to Agile Delivery

PROJECT BACKGROUNDEXECUTIVE SUMMARYCHALLENGESGLADLY SOLUTION + RESULTSSUMMARY + FINDING CLIENT FITABOUT GLADLY

PROJECT BACKGROUNDGladly was approached to assist with follow-up to a 2015 ‘Executive Reporting’ engagement with INC

C-Suite/VPs and KPI Partners leveraging Oracle Business Intelligence (OBIEE).

INC Research is a high-growth company with a fledgling Marketing Department looking to make a big

bet on Oracle Marketing Cloud to help the company continue to meet stretch sales targets.

Almost 12 months after their SmartStart, Eloqua was still being used primarily for Email Campaigns.

Minimal progress was made against their Oracle Customer Success Plan to-date, due to limited

resources, attention span and a lack of quality deliverables from Customer Plan engagement.

Internally, Eloqua was beginning to be perceived as an underperforming

application with attrition potential

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THE SERVICE We delivered prioritized (ie. business-ready) initiatives from the 12-Month

Customer Success Plan inside a six-week onsite window. This was done

in direct collaboration with the Oracle Marketing Specialists (Melissa

Mcconnell, Mili Patel) and their Guided Sessions embedded into

our Project Plan.

10/10 CLIENT SATPerfect 10/10 Client Sat

Scores on Oracle Surveys

following each of the Six

Guided Success Plan

Sessions.

+$40,000.00An additional $40K of

follow-up investment was

allocated to continue the

momentum from onsite

session and address Sprint 2

& 3 of Agile Backlog

delivered from engagement.

EXECUTIVE BUY-INExecutive Buy-In to have

Beta ‘Sales Enablement’ Roll

Out (Eloqua Engage, Visitor

Notifications) with plans to

scale globally.

THE RESULTSThe results represent a clear pivot; both in progress down the Marketing

Automation Maturity Model and in key internal perception around utility and

potential with Eloqua and related product investments.

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INCSTRATEGIC

CHALLENGES

CORPORATE CHALLENGE

INC has been experiencing rapid,

double-digit growth since 2013;

through IPO on Nov 2014 and

recently culminating in

surpassed revenue targets of

$1.6B in 2015. With the goal set

of a $2B revenue target in 2016,

INC needed continual

improvement of its Sales and

Marketing Processes.

MARKETING CHALLENGE

INC Marketing is currently

focused on building Brand

Awareness, is perceived as an

Internal Service/Fulfillment

Department and is

under-resourced with a

five-person department

supporting a company doing $2B

in annual revenue.

ORACLE/ELOQUA CHALLENGE

One year after SmartStart, Eloqua

was being heavily underutilized

and there was a strong need to

expedite INC’s progress down the

Marketing Automation Maturity

Model to show value of

application and support

Marketing and Sales objectives.

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MANAGED SERVICE OVERVIEW

The objective of “Agile Customer Plan Delivery”

was to evaluate the initiatives proposed in the

12-month Oracle Customer Success Plan and

prioritize based on:

(a) what would drive value to INC Marketing/Sales,

(b) overall business readiness (ie. what was realistic

for the business to support/deliver/adopt).

The following were key project tenants that

ultimately enabled overall success:

ORACLE COLLABORATION

Collaborative delivery with Oracle

Account Team: Best Practice “Guided

Sessions” immediately followed by

planning sessions and implementation

with all required decision

makers/stakeholders onsite/on

call to support

BRING ALL HANDS ON DECK

Accelerated, six-week timeframe with

onsite delivery and an “All Hands On

Deck and Onsite” approach.

DRIVE ENGAGEMENT

Leverage engagement as an

opportunity to establish a sense of

urgency and align other parts of the

organization around core objectives

(ie. Executive Buy-In + Participation,

Sales Alignment +

Participation).

6 WEEK AGILE ORACLE SUCCESS PLAN DELIVERYDeliver under a six-week timeline with a clear plan to deploy simple, foundational value immediately, and build agile,

iterative complexity over time.

12 MONTH STANDARD SUCCESS PLAN DELIVERY

FASTER TIME TO VALUE...“The challenge with the standard 12-Month Oracle Customer Success Plan is that it doesn’t necessarily stage Customers

for success. There is great content, but it tends to be generalist unless an expert shapes the conversation based on an

understanding of the concepts, Customer business model, key priorities and operational realities. Many Customers

don’t have the in-house resources required to translate Guided Sessions into outputs that drive business value.Spread

out over 12 months, the positive change momentum and related perception get eroded.”

-Ryan Abreo

JAN MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

1ST QUARTER 2ND QUARTER 3RD QUARTER 4TH QUARTER

Lead Nurturing

Eloqua Markie Submission Planning

Project Management

Change Management and Communication Plan

Lead Scoring Lead Management Sales Enablement

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6

ELQ Audit & Project Stand Up

Eloqua Markie Submission Planning

Project Management

Change Management and Communication Plan

Lead ManagementLead Nurturing

Lead Scoring

Sales Enablement

VS

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CUSTOM LEAD NURTURING5 DAY GO LIVEBased on new assets from upcoming website launch planned, built

and deployed a Lead Nurturing Program:

3 Main INC Forms

7 Sections of Customization that pivot on

15 Substitution Rules based on stated Therapeutic Interest

rolled out across

CUSTOM LEAD SCORING5 DAY GO LIVEDeep analysis of Historical Opportunity Data in Salesforce created

foundation of Lead Scoring Criteria.

Profile Fit based on fields have high accuracy and completeness

in SFDC that supported Sales Buy-In.

Behavioral Fit looked at Contacts associated with Closed/Won

Opps in last six months to define “High Value Behavior”

CUSTOM LEAD MANAGEMENT5 DAY GO LIVEA half-day white boarding session with Sales helped identify what was

currently broken in their integrated Sales and Marketing Pipeline.

These discussions drove Integration Enhancements that:

Reduced manual SFDC Admin efforts to triage and assign leads

Created a process for reassignment of Leads that were going stale

Improved Understanding of Lead Qualification Criteria.

A HIGHERQUALITY OF DELIVERABLEBy taking an onsite, “all hands

on deck” approach, discussions

and deliverables are specifically

aligned to INC’s business

model, language, sales process

and key reporting

metrics/targets. This means

assets are active/functional and

driving value by the end of the

engagement.

The standard process tends to

be more generalist and does

not deliver highly custom,

short-term, “production-ready”

assets.

SUMMARY OF RESULTS

Gladly enabled strong

turnaround in Client Sat on

perception of Eloqua and

value of working with Oracle

Account Team

A perfect 10/10 Survey

Score was assessed by INC

for all six of the Oracle

Guided Sessions included

as part of this engagement.

Gladly helped rationalize a

follow-up spend of $40K+ in

2016 on Eloqua Services

and Product to go deeper

within the application.

Detailed planning of July -

December 2016 Eloqua

Backlog expediting

progress down the

Marketing Automation

Maturity Model.

Gladly stages an Eloqua ‘Sales

Enablement’ initiative that was

flagged for Global Roll-Out

Executive buy-in for “Guiding

Coalition” of two ADM

(Account Development

Managers) and two-three BD

(Business Development

Reps) to beta test Eloqua

“Sales Enablement” for use

case refinement and

view to scale to entire

organization.

10/10 40K BUY IN

FINDING CLIENT FITClients you work with may be a good fit for this service including:

ONE TWO THREEEloqua deployed but under utilized

with client frustration and potential

attrition risk

Stalled with progress through Oracle

Customer Success Plan or struggling

with Internal buy-in

Budget and Motivation to be

“Best-in-Class” but need a Strategic

Expert to support elevating the

quality of Customer Success Plan

Deliverables

Gladly differentiates by filling a strategic gap in the

consulting market. Many agencies divide their most

strategic resources between supporting Sales and/or

sparsely across their highest revenue accounts. They

achieve their revenue goals by selling tactical resources

into an account, rather than always doing what is

strategically in their client’s best interest.

Gladly only supplies strategic resources with 8+ years

experience in Marketing Automation and CRM. We

work with existing client teams, external partner teams

or can supply tactical resources. Our value proposition

is to provide strategic resources that support Executive

Alignment and ultimately assure client success.

We work with front-line employees and senior

executives alike, however the strategic nature of our

value proposition requires Executive alignment as a

prerequisite to our engagement. We want to actually

move the needle, not just bloat retainers with billable

hours. Experience has taught us we need Executive

vision, collaboration and prioritization to stage us for

success.

RYAN ABREO Managing Director

[email protected]