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VALUE-DRIVEN INTEGRATED MARKETINGA Best-in-Class, Integrated Go-to-Market Approach For B2B Product And Service Providers Focused On New Customer Acquisition And Loyalty-based Retention/Expansion.
Joseph Schwartz914-414-9935 | [email protected]/in/josephschwartz
Value-Driven Marketing: A Best-in-Class Approach
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Scalability
Operational consistency & repeatability
Accountability
SMART governance
Role clarity
Goals, objectives, KPIs
Measurement at every level
A Market-Driven Approach
Value aligned
Segment focused
Voice of the customer-driven marketing
Efficient Execution
Maximized velocity & yield
Cross-functional execution & alignment
BEST-IN-CLASS MARKETERS KNOW THAT EFFICIENT
GROWTH REQUIRES:
Value-driven marketing “DNA.”
Value-Driven Marketing: A Best-in-Class Approach
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Overarching Goal: Customer Buying Cycle Alignment
Value-Driven Marketing: A Best-in-Class Approach
UnknownProspects
Visitors
KnownContact
Qualified Lead
Opportunity Closed
Value Realization
Support
Sales Process
First impressions:• Simple• Intuitive• Transparent
Guide to the right solution. Build excitement about what we offer.
Showcase the value our solutions can deliver. Drive selection of solution.
Deliver the promised value. Reinforce selection of solution. Expand our presence.
Value-Driven Marketing: A Best-in-Class Approach 4
Common ChallengesAlign Sales, Product, Marketing and Services
Maximize Win Rates, Sales Velocity and Yield
Mitigate Challenges of an Inexperienced Team
to a common set of corp. & LOB business goals & KPIs
shorten sales cycles while extracting the highest possible value
get the most out of every person, asset, or program
Optimize Go-To-Marketto ensure that our offers are targeted to the right customers
Demonstrate Transparency to track performance, cost and activities
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Negative Business Consequences
Value-Driven Marketing: A Best-in-Class Approach
Product• Over-committed, priorities not aligned to
customer value paths
Sales• Inconsistent process, lack of proper training and
tools, resources not allocated to maximize yield
Marketing• Lacking basic infrastructure, assets, skills and
capabilities to support GTM
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Elements of the Approach
Value-Driven Marketing: A Best-in-Class Approach
• Go-to-Market Readiness Assessment1
• Integrated Planning and Operating Model2
• Value Framework3
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Starting Point: The Go-to-Market Readiness Assessment
Value-Driven Marketing: A Best-in-Class Approach
Need: Build Foundation Capabilities
Need: Change the Way We Function
SAMPLE
ASSESSMENT
Identify gaps in foundational go-to-market capabilities and maturity.
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Integrated Demand Gen Performance Analysis
Value-Driven Marketing: A Best-in-Class Approach
Stage
90 Day Conversion %
Inquiry
36%
MQL 10%
SQL 58%
Oppty.
57 %
2013 Q1 Numbers
Lead Source Targets Created Inquiry % MQL % SQL %Oppty. Closed
Opps Created / Lead Source Program Cost CPL
Events 1230 444 36% 57 13% 2 4% 1 $82,920.00 $178,277.24 $3,127.67 LDR Inbound 92 218 237% 29 13% 12 41% 8 $213,600.00 $51,946.65 $1,791.26 LDR Outbound 3857 632 16% 34 5% 6 18% 3 $264,000.00 $51,946.65 $1,527.84 Website 314 660 210% 52 8% 6 12% 3 $394,200.00 $87,071.61 $1,674.45
Webinar 305 174 57% 45 26% 0% $79,571.61 $1,768.26 Totals 5798 2128 37% 217 10% 26 12% 15 0 $954,720.00 $448,813.77 $2,068.27
LDRs acting as BDRs, comp not aligned to volume or quality, just revenue
CPL of $2k is unsustainable, 85% of 2013 budget already committed to current model
Lead management system, lead database, business rules and lead flows
Substantial cleanup and realignment needed, est. TTF 3-4 quarters at current investment levels
SAMPLE
ASSESSMENT
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Elements of the Approach
Value-Driven Marketing: A Best-in-Class Approach
• Go-to-Market Readiness Assessment1
• Integrated Planning and Operating Model2
• Value Framework3
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An Integrated GTM Operating Model Addresses Key Challenges
Value-Driven Marketing: A Best-in-Class Approach
Collaboration Platform
Planning GTM Goals &
Plan
Execution
Integrated Marketing Plan
ReportingResults
Dashboard & Balanced Scorecard
Leadership & Accountability :Line of Business Owners and
Marketing Leaders
Focused & Fast Execution:Integrated Marketing Team
Initiative Based ModelProcess and Task Orientation/Mgt.:Process Manager
WW Marketing Representatives
Named individual for: AR/PR, Field Mktg, Online Marketing
LoB Marketing Representatives
Named individual for: Product, Solutions, Technical
Weekly cadence, monthly status
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Integrated Planning ModelCollaborative effort with distinct goals in four key phases
Value-Driven Marketing: A Best-in-Class Approach
Planning Integrated Strategy
Definition & Alignment
Execution Development and Implementation of Functional Plans
Reporting Record and
Analyze Results
Optimization Refine and Update
Marketing Plans
INPUTS•Business goals•Audience Segment•Market Opportunity Assessment•Selling Strategy•Competitive Landscape•GTM Execution Matrix•Key Messages•Asset Inventory•Key Industry Events•Business Goals, KPIs•SLAs•Proposed Budgets
OUTPUTS•Go-to-Market Summary Document•Key Marketing Strategies and Projects•Marketing Goals and KPIs•SLA Definitions Matrix•Approved Budget
INPUTS•Integrated Marketing Plan
OUTPUTS•Plan updates based on changes in business requirements•Plan optimization & refinement based on performance
INPUTS•Go-to-Market Summary Document•Key Marketing Strategies and Projects•Approved Budget
OUTPUTS•Functional Plans -Key Marketing Activities -Operational Metrics -Metric Targets
INPUTS•Key Marketing Activities•Operational Metrics•Metric Targets•Issues, resolutions•Actions•Budget Asks•Budget % spend by category and Product Line (Actual vs. Forecast)•Functional metrics•Highlights
OUTPUTS•Integrated Marketing Plan•ELT Deck• Marketing Balanced Scorecard•QBR
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Planning Milestone Summary
Value-Driven Marketing: A Best-in-Class Approach
Activity/DeliverableLOB Services
Draft Business Plan sent to WW MarketingX X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Final GTM inputs of the Business Plan X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Draft IDG, Global Comm, Field Marketing PlansX X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Working Draft Integrated Marketing Plan (IMP) X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Working Draft of Results Dashboard X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
FINAL Integrated Marketing Plan X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
KPI Maps X X X X X X X X
Executive Summary Briefings X X X X X X X X
100% 100% 100% 100% 100% 100% 100% 100%
Comments
1. LOB2. Services
2 31 4 5 6 7 8
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Elements of the Approach
Value-Driven Marketing: A Best-in-Class Approach
• Go-to-Market Readiness Assessment1
• Integrated Planning and Operating Model2
• Value Framework3
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Value Framework
Value-Driven Marketing: A Best-in-Class Approach
Key value drivers
Before and After Scenarios• Key threats and opportunities• Develop the need• Elevate the urgencyEnablers• Product and service offerings• Metrics• Proof points
Clearly defensibleUnique, comparative & holistic differentiation
Value Menu
Value Cards
Defensible Differentiators
OUTCOMES
Basis for customer conversation
Understanding of needs and priority
Vision and guidanceProduct and service
Proof and confidence
Why your solution?
Value Paths, Business Scenarios, Business & Technical Use Cases
DELIVERABLES
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Customer Value Flow
Value-Driven Marketing: A Best-in-Class Approach
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Solution Value Chain AlignmentAligning Sales & Marketing With The Product Development Process
Value-Driven Marketing: A Best-in-Class Approach
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Measurable Results
Value-Driven Marketing: A Best-in-Class Approach
Align Sales, Product, Marketing and ServicesAlignment between metrics-driven LOB portfolio plans and global integrated go-to-market plan, supported by product plan and capabilities, aligned to corp. growth targets and initiatives.
Demonstrate Transparency All functions aligned to planned targets with annual, quarterly and monthly planning and execution cadence using balanced score cards and operational dashboards.
Optimize Go-To-MarketAccount segmentation to align GTM resources to focus on where the largest spend exists for our solutions. Low touch and online marketing drive transactional model for mid-market and emerging accounts.
Maximize Win Rates, Sales Velocity and YieldNamed account marketing and selling, delivery of solutions through buyer-focused value paths as delivered by product use cases; value selling and deal making based on defensible ROI identified during discovery. Measured by pipeline yield and win-rate growth.
Mitigate Challenges of an Inexperienced TeamCross-functional initiative-based operating model, value based sales training and ongoing education, specialists integrated with go-to-market teams. Team score carding for ongoing measurement and continuous improvement.
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WORK SAMPLESExamples from Foundation Capabilities Development Plannin / Execution
Marketing Operations Dashboard Example
Value-Driven Marketing: A Best-in-Class Approach
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Sample Foundation Initiative Work StreamsValue-Driven Marketing: A Best-in-Class Approach
WorkstreamQ2 Q3 Q4
Apr May Jun Jul Aug Sep Oct Nov Dec
1 Account Segmentation
2 Customer Profiling
3 Messaging and Content
4 Value Framework
5 Content Universe Refresh
6 Global Communications Framework
7 Marketing Planning / Execution Framework
8 Integrated Demand Gen Framework
9 Cust. Sat. Measurement
6/30/13
TBD
6/1/13
6/15/13
5/30/13
TBD
TBD
TBD
6/30/13
SAMPLE
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Sample Work Stream Tracker: Value Framework
Value-Driven Marketing: A Best-in-Class Approach
Project Manager Workstream Lead Overall Status Start Date End Date
xxxxxxxx SVP, Marketing 5/13/13 6/15/13
Inputs:
Mission:
Crate value-oriented messaging framework for Operative corp.-level and LOB level. Define value drivers, value menus, defensible differentiators, customer initiatives, value paths and use cases. Align to segmentation model and buyer landscape.
Outputs:• Value models/value path definitions• Buyer landscapes• Value aligned business use cases• Account segmentation model• High level account segmentation alignment
with solution maps
• Value drivers• Value menus• Defensible differentiators• Customer initiatives• Value paths and use cases
Key Dependencies:
• Account segmentation model• Buyer landscapes• High level customer profiles• LOB GTM business plans
SAMPLE
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Sample Work Stream Tracker: Content Universe
Value-Driven Marketing: A Best-in-Class Approach
Project Manager Workstream Lead Overall Status Start Date End Date
xxxxxxxx Global Comm Manager 4/17/13 6/30/13
Inputs:
Mission:Create inventory of all marketing content across all channels, e.g.., Web, Social, customer facing, sales enablement, etc. Align to buyer landscape, customer initiatives and value paths, buyer cycle, sales cycle, OMI messenger, etc. and manage to freshness and completeness. Include RACI to ensure ownership, accountability, etc.
Outputs:
• Inventory audit• Buyer landscape• Customer initiatives and value paths• Buyer cycle• Sales cycle
• Content development plan aligned to the business
• Revised strategic content framework aligned to customer lifecycle and value paths
Key Dependencies:
• Prioritization of input from content universe stakeholders• Value Path Definitions• High level customer profiles
SAMPLE
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Sample Marketing Results DashboardValue-Driven Marketing: A Best-in-Class Approach
FY12(Baseline)
FY13 (Goal)
Q1 Target
Q1 Actual
Q2 Target
Q2 Actual
Q3 Target
Q3 Actual
Q4 Target
Q4 Actual
Integrated Demand Gen
Web: # Visitors by page 0 0 0 0 0 0 0 0 0 0
Web: % of visitors who viewed an offer 0 0 0 0 0 0 0 0 0 0
SEO: % Visibility Score 0 0 0 0 0 0 0 0 0 0
Social: traffic back to BMC.com from social
0 0 0 0 0 0 0 0 0 0
Social conversation (mentions) 0 0 0 0 0 0 0 0 0 0
Social Click Engagement ( Clicks to URLs)
0 0 0 0 0 0 0 0 0 0
Social: Share of Voice 0 0 0 0 0 0 0 0 0 0
Contact Engagement: % overall DB response to offer
0 0 0 0 0 0 0 0 0 0
Social: Community Visitors 0 0 0 0 0 0 0 0 0 0
Social: New Content on Blog 0 0 0 0 0 0 0 0 0 0
Customer References
References influenced w/ Customer Connect 0 0 0 0 0 0 0 0 0 0
Unique customer quotes in Press Releases 0 0 0 0 0 0 0 0 0 0
Customers participating in webinars 0 0 0 0 0 0 0 0 0 0
Market Awareness
Positive position from Tier 1 analyst reports
0 0 0 0 0 0 0 0 0 0
# Forrester published customer case studies
0 0 0 0 0 0 0 0 0 0
% of coverage (16% to 19%) penetration within Tier 1 analyst reports
0 0 0 0 0 0 0 0 0 0
Promotion of client wins & successes w/analysts
0 0 0 0 0 0 0 0 0 0
Proactive customer references to analysts 0 0 0 0 0 0 0 0 0 0