Cummins: Building a Center of Excellence
- 1. Our journey to building a Marketing Automation Center of Excellence (COE)
- 2. Our Challenge ⢠Starting from a very decentralized place ⢠Marketing function was not centralized ⢠Redundant tools for across the company ⢠Often misaligned not only with Sales, but other internal Marketing teams ⢠Company re-org changed things dramatically ⢠Marketing was centralized through-out the company ⢠Our team was reassigned to lead marketing automation for the global enterprise 4 How do we do this?!
- 3. Our Approach and Plan 4 ⢠Assessed the situation and looked for similar challenges we solved ⢠Re-org removed redundancies, still not enough resources to centralize all execution ⢠Looked at previous work done to enable other groups ⢠Decided on an "enablement" strategy ⢠An "enablement" approach was really the only feasible solution ⢠We had to strike the right balance between enabling and executing ⢠We created a plan to lead this change
- 4. Our Approach and Plan 4 Our plan: ⢠Audit our Marketing Automation system for readiness ⢠Implementing over a dozen recommendations ⢠Define guidelines for enabling vs. service request model ⢠Enable with tools and training ⢠Establish a service request process ⢠Establish a governance plan ⢠Rebooted internal user meetings ⢠Implementing in phased approach (basic steps first)
- 5. Our Approach and Plan 4 ⢠Audited our Marketing Automation system for readiness ⢠Reviewed contact management, data management, fields and email groups: ⢠Inbound and outbound data and data priority ⢠Contact and account field data ⢠Subscription management and preference center approach ⢠Programs and cloud connector migration or update needs ⢠Recommendations included: ⢠Replacing all cloud connectors in existing programs ⢠Documenting key contact fields ⢠Rebuilding Program Builder flows using Program Canvas
- 6. Our Approach and Plan 4 Our plan: ⢠Audit our Marketing Automation system for readiness ⢠Implementing over a dozen recommendations ⢠Define guidelines for enabling vs. service request model ⢠Enable with tools and training ⢠Establish a service request process ⢠Establish a governance plan ⢠Rebooted internal user meetings ⢠Implementing in phased approach (basic steps first)
- 7. Our Approach and Plan 4 ⢠Defined guidelines for tool access vs. service request model ⢠Targeted communications must be part of your current role and work plan ⢠Required training must be completed for access to tools ⢠Migration plan from existing tools and onboarding Role Type: Frequency of messages: Functionality: Basic 5 - 10 per quarter Basic emails Intermediate 10 - 20 per quarter +Campaigns and landing pages Advanced 20+ per quarter +Forms Enabled access:Service request:
- 8. Our Approach and Plan 4 Our plan: ⢠Audit our Marketing Automation system for readiness ⢠Implementing over a dozen recommendations ⢠Define guidelines for enabling vs. service request model ⢠Enable with tools and training ⢠Establish a service request process ⢠Establish a governance plan ⢠Rebooted internal user meetings ⢠Implementing in phased approach (basic steps first)
- 9. Slide Title 10 Our Approach and Plan ⢠Established governance plan ⢠âRebootedâ our internal user meetings ⢠Distribute tasks among active users (by role type) ⢠Implement in multiple phases (start basic and establish a regular cadence) ⢠Begin with asset and user management processes ⢠Continue with data management and system processes / controls as needed ⢠Establish and create user training program
- 10. User Training Program Conceptual Tactical ⢠Oriented around capabilities â within the context of Digital Marketing. ⢠Oriented around tactics and tools Intro to Digital Marketing Demand Generation and Content Marketing 15 Delivered internally via on-demand video Internal Training Modules Oracle OMC Academy
- 11. Going Forward⌠4 ⢠Build maturity in all areas to develop a true Center of Excellence qTechnology qTraining qGovernance qSupport qBest Practices qChange Management qMeasurement
- 13. Slide Title 7