Marketing Operations Agility - Business Marketing Association

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Next Wave Marketing OperationsStrategically Enabling Enterprise-wide Agility

Gary M. Katz

NorCal BMA Marketing Strategy Roundtable

October 23, 2012

Agenda

Marketing Agility Exercise Organizational Agility Agility – Importance, Priorities, Attributes, Technology, Obstacles Defining Marketing Agility Removing Marketing Agility Roadblocks

Business Intelligence Customer Profitability

Marketing Automation and Marketing Agility Next Wave Marketing Operations Keys to Leveraging Marketing Automation for Agility Marketing Agility in Action Q & A

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Assess Your Marketing Agility

Organizational Agility

Agility Defined: Nimble, able to respond quickly & decisively to market & customer opportunities

Firms with a higher degree of process and technological standardization are more agile (MIT Study)

Effective balance of fact-base decision-making & decisiveness, despite ambiguity

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Somewhat important – it contributes to our business success

Extremely important – it is a core differentiator for us

48%

40%

25%

Neutral – many factors shape our business success

Somewhat unimportant – other factors play a more significant role

Not at all important – agility is not a relevant business criteria for our business

How important is agility to your organization’s overall business success?

10%

2%

0

Agility Importance

Improving process efficiency (e.g. change management, outsourcing, automation, standardization)

Improving knowledge management and information sharing processes

38%

33%

30%

28%

25%

24%

Encouraging (and extending) collaboration across the business and beyond

Scenario planning and preparing for market changes

Increasing overall employee productivity

Creating cross-functional teams

What do you believe are your organization’s priorities in improving agility?

Agility Priorities

Rapid decision-making and execution

A high performance culture

61%

44%

34%

34%

31%

The ability to access the right information at the right time

Accountability and credibility

Flexible management of teams and human resources

What are the critical traits of an agile business? (Select up to 3)

Agility Attributes

Customer Relationship Management (CRM)

Content analytics and mining software to identify, manage and leverage knowledge assets

22%

18%

15%

11%

10%24%

Content management systems

IP-based communication systems

Web 2.0 for easier communications and collaboration

Which technologies will be most helpful in making your organization more agile in the next three years?

Technology and Agility

Decision-making can take too long

Conflicting goals/priorities of different departments

29%

28%

28%

26%

24%

20%

Necessary information resides in silos

Culture is risk-adverse and slow to adopt innovation

IT infrastructure is inflexible and inconsistent across the company

Lack of understanding of intellectual capital and knowledge assets

What are the main obstacles to increasing agility in your organization?

Business processes are not aligned with business objectives

20%

Agility Obstacles

Defining Marketing Agility

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Marketing agility and enterprise agility are practically synonymous; they can’t be viewed in silos

Marketing agility is like having your radar set on opportunities and threats – Forbes, 1/26/2012

Removing Marketing Agility Roadblocks

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Business Intelligence

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Timely action on business intelligence gives first-to-market advantages in the evolving market landscape

Examples: Develop master view of customer & data integration protocol Benchmark marketing processes & critical corporate capabilities Stream relevant data with holistic customer view to stakeholders Establish stakeholder shared vision for market intelligence usage Harness field data from sales, service, surveys, customer touchpoints Anticipate business scenarios leveraging predictive analytics Build a culture of assumptions-testing and fact-based decision-making Capture lessons learned & promote adoption of best known methods

Customer Profitability

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Maximize return on customer feedback investments, prevent non-value add and wasted costs by involving everyone in customer experience

Examples: Quantify lost customers, revenue & profit contribution Calculate customer lifetime value & customer equity Improve customer touch-point enablers company-wide Identify drivers of defection, retention & customer profitability Formalize closed-loop complaint management & prevention Measure success via customers’ desired outcomes & innate metrics Encourage living brand promise enterprise-wide Drive decision-making per customer experience personae Integrate voice of customer sources Use voice of customer to guide strategies, processes, policies

Introducing Next Wave Marketing Ops

Continuous Marketing Effectiveness

Next Wave Marketing

Operations

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ImpactfulPredictable Demonstrable

Repeatability SustainabilityConsistency

Workflow Measurability Efficiency

Marketing Operations

2.0

Marketing Operations

1.0

Alignment AccountabilityAgility

Marketing Ops Drives Agility & More

CUSTOMER PROFITABILITY

BUSINESS INTELLIGENCE

RETURN ON MARKETING

STRATEGY EXECUTION

MARKETING SCALABILITY

BUYING PROCESS ACCELERATION

MARKETING EFFICIENCY & EFFECTIVENESS

PipelineAccountability

Knowledge & ProcessFlexibility & Discipline

GoalsAlignment

PredictivePersuasion

Attribution of ContributionKeep CustomersDrive Company

ALIGNMENT & ACCOUNTABILITY

AGILITY

© 2012 Marketing Operations Partners. All Rights Reserved. PROPRIETARY & CONFIDENTIAL

6 MARKETING OPERATIONSCENTERS OF EXCELLENCE

PERPETUAL CHALLENGES

Alignment AccountabilityAgility

Keys to Leveraging Marketing Automation for Enterprise Agility

Articulate a strategy to apply MA and communicate the consequences of failure to successfully deploy and adopt it

Establish defined processes, business rules and common terminology

Optimize data quality to produce to dashboards and reports with maximum credibility

Integrate existing disparate with the new MA Develop the necessary skills, i.e., analytics in marketing to leverage

the system Build internal competency to develop decision-making models that

reflect integrated marketing realities Provide users with the training and skills to get the most out of

existing applications

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A Marketing Operations Model to

Strategically Enable Enterprise-Wide Agility

Marketing Operations Best Practice Framework

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Marketing Agility in Action

Building a customer & marketing intelligence discipline

Developing the capacity to build capacity

Optimizing marketing planning & production process

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For More Information, Contact:

Gary Katz, 408-243-7881 (w), 408-421-2421 (m), [email protected]

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