RoMT - Part 2 Marketing Technology Webinar

© 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

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Understand your Data Readiness Posture

Implement a Data Layer

Use a Tag Management System

Audit tags monthly

Benchmark

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Marketers are drowning in data

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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


Growth of the marketing technology landscape

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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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https://youtu.be/oBaiKsYUdvg


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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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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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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INFORMS Summary for Kemin (As-Is)

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DIMENSIONS:OrganizationAnalytics CapabilityData & Infrastructure

Sample INFORMS Summary from LCG


Computing Power

Man Power

Where Computing Power ends, Man Power begins

Diagnostic Descriptive Predictive Prescriptive Cognitive

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Data Readiness Posture

Da

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Ga

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People

Conducted by

Computers

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Data to Information to Decision to Action across the Curve of Automation


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Data Collection

Dat

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The Curve of Automation

Information Gathering

Decision

Decision Making

Action

Data Processing

Launch

Computing Power

Man Power

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Web Analytics, VOC, Online Survey and Customer Analytics Data

First Party Enterprise Data

2nd and 3rd Party Data

LCG Digital Marketing Maturity Roadmap


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Dat

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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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Decision Making Maturation over time…

➢Rank beats Opinion

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Audit tags monthly

Benchmark

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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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Audit tags monthly

Benchmark

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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"/>


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.


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”


The power of a Tag Management Solution in action





Audit tags monthly

Benchmark

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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:


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 @[email protected]

Or download our industry whitepapers @www.limaconsulting.com/Our-Thinking

https://www.linkedin.com/in/paullima/

mailto:[email protected]

http://www.limaconsulting.com/Our-Thinking

https://www.linkedin.com/in/paullima/






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

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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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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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Proposed Central HUB

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Audit tags monthly

Benchmark






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Let 1,000 flowers bloom

5/31/44 44

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Don’t do the time. Avoid the crime.

Analyzing data in aggregate is a crime.

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Segment, then analyze

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Gain insights with segments to reach business objectives





Audit tags monthly

Benchmark






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Machine Intelligence = Machine Learning + AI - circa 2015

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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


https://youtu.be/bwkKXHo6kUM






Audit tags monthly

Benchmark






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Beer Belly Protocol vs Pregnancy Belly Protocol

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Audit tags monthly

Benchmark






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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

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Info

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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


Co

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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


Ag

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Co

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Acti

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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


Adobe Media Optimizer

Adobe Social

Adobe Creative Cloud

Adobe Document Cloud

Proposed Digital Engagement Stack

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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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