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The Global Marketing Strategy Handbook Uniting Brand, Technology & Customer Experience
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Jun 17, 2018

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Page 1: The Global Marketing Strategy Handbook v2 - …read.prclt.com/percolate-global-marketing-strategy-handbook.pdfThe Global Marketing Strategy Handbook ... As more companies embrace e-commerce

The Global Marketing Strategy Handbook Uniting Brand, Technology & Customer Experience

Page 2: The Global Marketing Strategy Handbook v2 - …read.prclt.com/percolate-global-marketing-strategy-handbook.pdfThe Global Marketing Strategy Handbook ... As more companies embrace e-commerce

Marketing has never been noisier—or more brimming with opportunity. Today, marketing leaders can access a wealth of resources and expertise that lets them reach global and local audiences with personalized, compelling and consistent messages. Thanks to the explosion of mobile, the rise of social media and refinement in digital analytics, marketing teams have the tools they need to not only pique prospects’ interests, but drive conversions, customer satisfaction and long-term loyalty.

The challenge, however, is that the recent proliferation in new channels (Pinterest, Instagram, YouTube, digital TV, mobile messaging apps) and new technologies (marketing automation, retargeting, custom audiences) has made it more challenging than ever to deliver a consistent and inspired customer experience. Data silos, organizational mis-alignment, cross-team dissonance and enterprise technology integration needs are the new challenges for marketing leaders looking to successfully navigate and succeed in this transitioning media landscape.

It all begins with a vision…

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This handbook is a reference tool designed to give modern marketing executives inspiration and guidance for how to build the marketing organization of tomorrow.

Divided into three sections, (1) Objectives and Measurement, (2) Organization and Culture and (3) Orchestration, this book is your roadmap to innovate, manage change and transform your organization in the age of mobile, social and digital.

Table of Contents Section 1 Objectives and Measurement

Section 2 Organization and Culture

Section 3 Orchestration

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Section 1: Objectives and measurement

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“Effective marketers know the difference between a customer data point and a customer insight.”

Robert Candelino, GM and VP of Marketing, Haircare at Unilever

As a marketing leader, you have a lot of priorities. And, as social and mobile communication increasingly become operationalized in other business areas—HR, customer care, social selling—your power to influence and shape how your brand is communicated and experienced will continue to grow. That means even more demands on you as a strategist, relationship-builder, architect and implementer.

Ultimately, this convergence of business units and technology all centers around a need to better understand someone who has always mattered to your business: your customer. Social, mobile, online helpdesks and other forms of digital content are important complements to in-store and e-commerce, and provide your customers with a greater number of places to interact with your brand. As a marketing leader this can be a double-edged sword: more opportunities to delight customers with great experiences and compelling stories, but also a more complex customer lifecycle that is harder to track, manage and report on.

While your specific goals will likely depend on your company’s size, industry, marketing maturity, channel presence, operational processes, customer lifecycle and other needs, at a high level it’s likely you share or can identify with some of the top collective priorities of senior marketing leaders around the world:

1. Grow revenue and company profitability. 2. Improve customer understanding and build deeper customer

relationships. 3. Develop the right message and differentiated value proposition,

striking a balance between brand consistency and personalization to the recipient.

4. Deliver a consistent, unified customer experience across all channels and touch points.

5. Operationalize data-driven and technology-enabled decision-making and processes to increase efficiency, improve knowledge transfer and support continuous improvement.

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If any of these sound like familiar challenges, don’t worry—many of the world’s largest marketing organizations and agencies are working through ways to better align themselves to meet these objectives. Only 29% of enterprise marketing executives rate themselves as very effective or effective at creating a cohesive customer journey, highlighting the difficulty of putting together all the pieces.

With the lines between digital and traditional marketing continuing to blur around a newfound understanding of customer experience, marketing budgets—on average 10.2% of revenue in the enterprise —will become more directly profit and loss oriented. Software and innovation budgets will also need to grow in line with marketing’s greater responsibility and influence over customer lifecycle technology, despite the fact that the speed of industry change has made finding lasting technology solutions an even greater challenge.

Only 29% of enterprise marketing executives rate themselves as very effective or effective at creating a cohesive customer journey.

3 Critical Questions for Marketing Leaders As a marketing leader, your success—and potentially tenure—will increasingly be dictated by your ability to answer three questions:

1. How do we integrate digital throughout the entire customer lifecycle?

2. What are the right ways to measure marketing’s effect on sales and business growth?

3. How do we organize and train teams to successfully gather and understand the data necessary for effective measurement and reporting?

For the first two questions, effectively integrating digital across your customer buying cycle and measuring the effectiveness of your strategy, map out your path to purchase (or sales funnel) and connect it to a set of important key metrics at each step.

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Customer lifecycle measurement

Channel Content Measurement metrics

Awareness TV, digital video, social, search engine, media, mobile

Social campaign and sustain, editorial, lifestyle content

Campaign ratings, gross rating points (GRPs), Share of voice,

mentions, clicks-throughs

Consideration TV, digital video, social, search engine, blog, mobile

Social conversation, media and influencer positioning, brand

experiences

Email subscribers, mentions, click-throughs, attention metrics

Preference/intent Email, search engine, website Reviews, social conversation, media and influencer positioning

Email subscribers, leads, website behavior

Purchase Retail, e-commerce, mobile Promotions, discount offers,

mobile apps

Sales, shopping cart conversion rate, average order value, sales growth, discount redemptions

Post-purchase Email, retargeting, connected experiences

Loyalty programs, lifestyle content, mobile apps

Customer satisfaction, repeat purchases, LTV

Source: Percolate, 2015

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Answering the third question—how do you build and train the right teams to execute and measure effectiveness?—will be addressed in the next section of this report.

Remember also that the sample metrics and KPIs presented on the previous page may not be the best way to measure marketing performance for your business. No metric — with the possible exception of sales — is one-size-fits-all, particularly when comparing B2B and B2C marketing organizations. B2B marketing leaders will gravitate to lead-related metrics like inbound lead volume, pipeline directly attributed to marketing activities, quality of leads generated,

Tami Erwin, President, National Operations at Verizon Wireless

“I’m excited about the incredible change and innovation that is happening around the globe today,and the role that mobile plays in that space. The ability to connect anytime, anywhere is changing people's lives.

The piece I worry about the most is, everybody wants to be in that space. So how do you maintain relevancy with your customer? How do you maintain your relationship with your customer? How do you make sure that you continue to matter?”

and the number of marketing or sales qualified leads. By comparison, B2C marketing leaders place a heavier emphasis on customer-related metrics, like customer satisfaction, customer retention rates, and lifetime customer value (LTV). Nonetheless, both sides of the equation have converged in recent years, particularly at software and technology companies that sell to other businesses but are also careful to track and optimize customer happiness and churn.

Lastly, never forget: customer journey ownership is about measuring and acting on data about people, not just revenue.

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Section 2: Organization and Culture

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A challenge many CMOs and marketing leads face is the ability to source the right talent and build a culture that helps inspire and execute their vision. For one, CMOs are leading organizations through a key point of transition; marketing is now a data-driven, revenue-generating function that needs to collaborate more closely with business stakeholders in sales, IT, customer service and product. A second challenge for CMOs and their management teams is hitting performance numbers while simultaneously evaluating, learning and deploying new systems and technologies. 40% of CMOs currently say they don’t have the right people, tools and resources to meet their marketing objectives, according to Accenture. Third, culture has increasingly become both an internal and external representation of brand. Today, everything from a company’s mission and values, design patterns, office furniture and even employees’ social media activity reflects brand and culture.

In Percolate’s own conversations and work with marketing executives across the Fortune 500, we’ve seen the greatest elevation of brand—and revenue—when leaders operate around three strategic pillars:

1. Recruit, train and structure for integrated specialization 2. Build collaborative agility and “startup thinking” 3. Establish a hub-and-spoke decision-making system

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4% of enterprise CMOs feel their current business is well-staffed for omni-channel marketing 37% of enterprise CMOs feel

they are under-staffed for data and analytics

1. Recruit, train and structure for integrated specialization The evolving speed and complexity in modern marketing is making it harder or CMOs to staff teams of generalists, or rely on one or two agencies to provide solutions for all their marketing needs. Both internally and with external resources, marketing leaders need to organize for expertise around a new set of key competencies, including:

– Data science, analytics and cross-channel attribution – User experience design and development – Mobile – Content marketing and brand storytelling – Connected experiences and devices – Marketing technology evaluation and integration

With agencies, CMOs should leverage talent and technical expertise across the major holding companies’—WPP, Omnicom, Publicis, et al.—agency portfolios at a global level, while connecting local agency specialists to a global, closed-loop system for planning, execution and reporting across teams and geographies.

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This closed loop system is particularly important. For example, if a customer has a particularly positive or negative experience product, then talks about it on Twitter, that conversation should be saved in your customer relationship management (CRM) system to inform future customer service, sales and marketing communications with that individual. If social interactions aren’t being connected to sales, or the analytics team’s findings aren’t used by the website team, customer experience will likely suffer.

As more companies embrace e-commerce as a strategic sales channel, more marketing departments are organizing in ways that align merchandising, creative, customer acquisition and branding. In addition, brands are increasingly building out their customer

acquisition operations internally, while relying on a mix of internal and external creative.

Another trend in modern marketing departments is the integration of content and commerce by building out dedicated editorial and content marketing teams to support search engine discovery and e-commerce functions. These areas are then supported by one or more customer analytics teams that work across marketing, rather than being confined to a specific brand or category.

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CMO

REGION

GLOBAL

GM/VP of Marketing

Head of Content & CreativePR/Brand Manager Head of AcquisitionsHead of Analytics

Social Email Creative

EditorialMedia & Paid

Website

Events

Design

Glo

bal a

genc

yLo

cal/

spec

ialis

tag

ency

Illustrative B2C E-Commerce Org Chart

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Illustrative B2B Marketing Org ChartG

loba

l age

ncy

Loca

l/sp

ecia

list

agen

cy

CMO

REGION

GLOBAL

GM/VP of Marketing

Head of AcquisitionCorporate Communications Head of Product MarketingHead of Analytics

Social Website

Field Marketing

Collateral

Events

Lifecycle Management

Content Marketing

Email

Media & Paid

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On the technology side, IT is no longer a service provider: it is an integral part of business strategy and brand management. At a recent conference Larry Light, the former CMO of McDonalds and current Chief Business Officer at Intercontinental Hotels, captured this idea particularly well, saying, “When the entire organization shares responsibility for building a strong brand, not just the marketing department, the brand ambition is the same throughout the world.” Today, all of the channels that allow marketing messages to move the fastest and the farthest — Digital TV, Facebook, YouTube, WhatsApp, WeChat, SMS, etc. operate on top of layers of enterprise technology, making IT a key stakeholder in “brand infrastructure.”

To achieve better marketing-technology alignment, a growing number of companies have supplemented the CIO and CMO role with a dedicated Head of Global Media Innovation or Head of Marketing Technology. Some brands like Virgin and Starbucks have also created cross-department immersion experiences for senior staff to enable expertise sharing between marketing and technology teams. The idea is that Marketing and IT establish that they are marching in the same direction.

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The Marketing Technology OrgM

arke

ting

te

chno

logy

st

ack

CMO

GLOBAL

Head of Marketing Technology

Business LinesPlanning and Resource Management

Core Systems SaaS

Integrators

Ad Networks

Middleware

Brand or Segment

Brand or Segment

Brand or Segment

Brand or Segment

Internal Systems Vendors and Technology Partners

CIO

CRM

DAM / CMS

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2. Build collaborative agility and “startup thinking” Today, some of the world’s largest and most iconic brands are actively working to turn themselves back into startups. For Pete Blackshaw, Nestle’s Global Head of Digital and Social Media, that means embracing digital as an operating principle, not just a way to communicate. To do this, Blackshaw and his management team helped set up a Nestle innovation lab that sits above the senior executive level in a Silicon Valley outpost. The lab’s goal is to influence how the entire enterprise learns, thinks through problems, and acts as nimble, entrepreneurial teams. Nestle’s lab operates much differently than the traditional brand “center of excellence” team, and is focused on actively developing products, strategies and disruptive approaches that can be operationalized at Nestle, like a digital product labeling system that communicates the nutritional value, sustainability and social impact of Nestle’s food.

At 3M’s global headquarters in Saint Paul, MN, the company’s marketing and brand leadership gutted the entire office, then redesigned it top-to-bottom with clean, modern red and white furniture in order to resemble a startup co-working space. The move, designed to encourage more employee collaboration and improve recruiting success with younger candidates, was heralded by the design community and publications like Architecture Daily.

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This imperative also has important implications for accountability and risk-taking. While decisions should never be made that could pose a true “risk” to the brand, encouraging managers, country-heads and agencies to take calculated, pre-defined risks is important for fostering a culture of innovation. As a starting point, we recommend a 90:10 approach in digital -- spend 90% of time and budget on channels and tactics that are stable and producing results. Then spend the other 10% running controlled, manageable marketing experiments that test specific hypotheses or product variations for pre-defined amount of time. Encouraging managers to fail small and fast in the search for big growth opportunities is an approach that has unlocked billions of dollars in value for companies like Amazon, Google and Apple.

3. Establish a hub-and-spoke decision-making system Structure needs to follow strategy, and as marketing evolves, departments, teams and responsibilities need to as well. As core brand pillars -- your “big idea(s)” -- become globalized faster by international, borderless channels like Facebook, Twitter and YouTube, top performing marketing organizations are moving to more of a global-to-region model, where regional teams translate global ideas into regional -- then ultimately local -- action plans, media and campaign positioning. At Johnson & Johnson, consumer CMO Alison Lewis breaks this process down into six layers:

Structure needs to follow strategy, and as marketing evolves, departments, teams and responsibilities need to as well.

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The six layers of marketing strategy

Brand pillars (Brand architecture or

foundation)The brand’s promise, purpose and positioning

Brand growth plan The strategy to build sales and market share

Big idea / story The single global story connected to the growth plan

Global connections plan The key points where consumers are converted or influenced to buy the brand.

Local connections plan Where global connections are mapped to local channels and media

Operating architecture How ideas and content are shared across teams and geographies

Source: Johnson & Johnson, 2015

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For Unilever, adopting hub-and-spoke decision-making at the megabrand and the portfolio brand level, then combining it with a single, interconnected global technology system for asset management and creative approval helped the company capture major efficiencies and economies of scale in its marketing operations. In less than 18 months, Unilever reduced its average cost per item of marketing creative by an estimated 20%.

In addition to geographic hub-and-spoke decision-making, today’s marketing leaders also need to promote decentralized decision-making around strategy and tactics within other parts of their org structure. In the past, CMOs and marketing VPs signed off on everything. Today however, the person who best understands the value of a new digital channel might be the community manager, or a media buyer. Today’s marketing executives need to build the guard rails, brand guidelines and approval workflows, then leave it up to their dedicated specialists to be creative, say the right things, and act in the moment.

More than ever, CMOs need to look at how individual talent profiles, teams and regions come together to form the big picture.

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Section 3: Orchestration

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Before marketing orchestration and change management can commence, it’s important to have the right playbook to work from. At a high level, we divide the digital transformation cycle into four key steps:

1. Discover 2. Plan 3. Act 4. Improve

1. Discover Your first step is to build a business case and operating baseline. Where is your industry going over the next 3-5 years? What’s your vision and what does the “finish line” look like? What are your digital strengths and weaknesses? Is the right leadership and talent already in place to execute your vision? Are other executive stakeholders bought in to your program? Can the CIO contribute budget so markets don’t have to fund the technology build-out?

Convene an internal task force or trusted external advisor to answer these questions, help build the business case and benchmark your current digital capabilities. This assessment should address at least eight key strategic building blocks:

DISCOVER

Vision What are your transformational goals? What are they based on?

Industry Where is your market going vs.

your current capabilities?

Business case What’s the framework for value

creation, growth and ROI?

PLAN

Benchmarks What’s your starting point?

Strategic plan What’s going to drive top-line growth and shareholder value?

Action plan What are the implementation steps? What is the timeline?

Who’s responsible?

ACTAudience

Who are the external customers you need to reach? Who are the

internal stakeholders and audiences you need to engage?

Channel / market How does your global vision get

translated to local implementation?

Trigger What are the key events,

decision-points and milestones informing your roadmap?

IMPROVE

Analytics / Data science How do you translate data collection into organized,

actionable insights?

Reporting What metrics will guide your performance management?

Optimization How will you drive continuous

improvement?

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Marketing strategy building blocks

Brand pillars (Brand architecture or

foundation)The brand’s promise, purpose and positioning

Customer personas Who buys your product, where and why?

Channels Your point(s) of purchase - retail, wholesale, distributors, e-commerce, etc.

Data Customer data, web analytics, compliance and security responsibilities

Team capabilities What are your organizational strengths and weaknesses, and what gaps need to be filled?

Platform Partners, vendors, suppliers and service providers

Process and technology The operational layer of your marketing

Reporting Core metrics, business intelligence and reporting requirements

Source: Percolate, 2015

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Reactive

Stock

Flow

Query routing

Crisis communications

Customer service

Ambassador programs

Content discovery

Breaking news

UGC

Tailored content

Influencer monitoringContent sourcing

Asset creationCampaign planning

Asset management

Event marketing

ProactiveAUDIENCE

RESPONSE MARKETING BRAND CAMPAIGN

BRAND SUSTAINRESPONSE MANAGEMENT

Monitoring Analytics Paid

Source: Percolate, 2015

Plan for different marketing scenariosand capabilities

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2. Plan Once you understand your starting point, it’s time to decide on your destination, as well as the timeline to get there and key milestones along the way. What’s going to drive top-line growth? What content and channel mix will put your products in front of the right customer demographic(s)? Changing a company's structure and operating model won't happen overnight. Just as importantly, your industry—or technology in general—isn’t going to stand still, so make sure your transformation plan is both forward-looking and flexible.

Developing a strategic global marketing and brand growth plan requires structured thinking across all of your strategic building blocks, particularly around your most important leading and emerging markets. In addition, marketing leaders need to consider different types of marketing scenarios against their current team and technology capabilities.

“Why would a kid come to [us] today? They’re used to shopping everywhere. Social media, Zappos, Amazon. We can’t necessarily compete on price, delivery. What we can compete on is exclusives, brand message, access to exclusive offers.”

3. Act Once you have your plan and big idea in place — sourced either internally or from your creative agency or digital consultancy — focus next on linking your global connection plan to local implementation. Identify and implement the processes and architecture for your global teams to transfer key assets to your local teams. For example, at Unilever, “brand calibration” sessions are organized monthly or quarterly for each market to ensure teams are producing and distributing content that’s locally relevant, on-brand, and in line with global standards for image quality.. Internal Unilever and local agency teams also complete integrated training curriculums on critical marketing processes, then the results are measured with tests, surveys and quarterly check-in meetings.

Similarly, on the retail side, forward-thinking marketing leaders are actively looking to operationalize big ideas and key campaign arcs in store.

Remi Carlioz, Global Head of Consumer Marketing and Digital, PUMA

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One recent example of this type of end-to-end is Tesco. One of the world’s largest retailers, Tesco has spent decades extracting insights from customer buying trends and incorporating those insights into upstream operations. In one initiative, Tesco’s 50 person Analytics division used the brand’s customer loyalty card program to extract customer purchasing insights that can be applied to redesigns of key processes, from supply chain investment to product storytelling. Instead of looking at sales alone, Tesco incorporates decades of sales, demographic, even weather data to model scenarios, pilot and test new ideas, and ultimately make quick decisions on strategies to lowerthe risk of stock outages at stores. These insights also helped Tesco launch its transformative digital channel Tesco Direct, which sells home products, eBooks and digital entertainment

Overall, Tesco’s data-driven approach to better understanding their customers has generated an estimated $100 million GBP in cost savings, in addition to revenue and margin gains from better customer segmentation. But to accomplish this type of transformation, marketing leaders have to create accountability for the direction, funding, prioritization and governance of omnichannel marketing.

Ultimately, delivering better customer experiences across digital and physical touch points requires breaking down data silos to see the customer as an individual, not a fragmented set of interactions spread across different channels. Consolidating social, email, media and other channel insights, data and use cases into a “single system story” beneath a common strategic vision will help your teams connect ideas, communications and customer experience data so each informs the other.

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4. Improve Once you’ve built out your analytics capabilities, the next step is translating your data collection into organized, actionable insights to improve performance. For example, Uber, a transportation technology company founded in 2009 that already operates in more than 53 countries and 200 cities, employes a central team of over 40 data scientists in its San Francisco, CA headquarters. Their insights, findings and research not only feed back into the design of Uber’s web and mobile products, but are also distributed to Uber’s decentralized local market operations teams to benchmark their in-country performance vs. other cities and inspire new creative approaches to customer acquisition and happiness initiatives. But to realize this potential marketing executives need to work with their technology counterparts to build processes and systems for effective data governance, data science and operationalizing new learnings.

Conclusion Visionary marketers lead with brands and bold ideas. But linking today’s complex customer journey to a unified brand narrative is a true challenge, even for CMOs at the world’s largest companies. Only with the right mix of leadership, talent, teamwork and technology will tomorrow’ marketing leaders be able to build lasting systems for inspired global orchestration. By systematizing a flexible portfolio of global frameworks, truths, guidelines and tools, then creating a common marketing vocabulary between their global and local teams, marketing leaders can craft global messages that make customers feel at home — no matter what language they’re delivered in.

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brands improve their ROI at every step of the marketing

process.

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Contact [email protected] for more information

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