Moblizing Marketing Ops: Interactive Web 2.0 World
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The document discusses the evolution of marketing operations (MO) in the context of Web 2.0, highlighting its role as an essential infrastructure that enhances organizational agility, transparency, and alignment with marketing strategies. It emphasizes the importance of converting insights into value, accelerating sales processes, optimizing customer profitability, and demonstrating measurable ROI on marketing efforts. The author argues for a holistic approach to MO that positions marketing as a strategic partner rather than a service function, ultimately benefiting both executives and marketers.
Moblizing Marketing Ops: Interactive Web 2.0 World
- 1. Marketing Operations 2.0: MObilizing Marketing for a Web 2.0 World By Gary M. Katz Web 2.0 has transformed how most organizations do marketing from the outside in. It provides us with: • New channels and tools to more efficiently reach our audience • A collaborative platform to engage and dialogue with customers and other stakeholders • A greater focus on organizational integrity and transparency (often due to external scrutiny) Marketing Operations (MO) is the yin to Web 2.0ʼs yang. It provides: • New initiatives and tools to strengthen operational muscle and agility • A holistic framework to mobilize cross-functional alignment and accountability behind Marketing strategy • A greater emphasis on organizational integrity and transparency (ideally due to a proactive desire to align external messaging with performance, before the organization is scrutinized) While Web 2.0 provides the state-of-the-art external transportation system (the latest version of the Information Superhighway), MO provides the internal transportation system and supporting infrastructure. This includes: • The entire vehicle – including the engine and other subsystems (the means of transportation) • The highways, roadways and bridges (the integration elements) • The traffic controls, signals, rules of the road, law enforcement (marketing/brand governance) • Mechanics equipped with testing, calibration and alignment tools to maximize the vehicleʼs performance (optimization) • Driverʼs education and training (competency development) • The roadmaps and navigation resources to get from here to there (strategic direction/shared vision) You get the picture. No surprisingly, savvy executives are embracing MO because they see how it can help them (the navigators) and their program managers (the drivers) to plot the optimal course to reach their destinations in the new world of Web 2.0.
- 2. Defining Marketing Operations As a relatively new discipline, itʼs important to have a common understanding of what we mean by Marketing Operations. Hereʼs my companyʼs definition: Marketing Operations is a comprehensive, end-to-end operational discipline that leverages processes, technology, guidance and metrics to run the Marketing function as a profit/value center, growth driver, change catalyst and fully-accountable business. MO reinforces Marketing strategy and execution with a scalable and sustainable enabling infrastructure. In addition, MO seeks to nurture a collaborative, well-aligned ecosystem, both within and outside the Marketing department, to drive achievement of enterprise strategic objectives. A key vision for Marketing Operations is to help transform the Marketing function from a service organization (think marcom shop or tactical vehicle) to a vital strategic partner to the CEO and the rest of the executive team. To accomplish this lofty objective, MO needs to help Marketing substantially raise its game. Hereʼs how: • Convert insight to value • Accelerate the Sales and Buying process • Scale the Marketing function for growth • Deliver the enterprise strategic agenda • Maximize customer profitability • Demonstrate measurable Return on Marketing
- 3. Convert Insight to Value Many companies are guilty of under-investing in their marketing intelligence. Even those organizations that invest heavily may lack confidence in the integrity of the data or data source. Knowledge gaps are prevalent, as insight tends to stay in the field. Disagreement over how to interpret a “fact” is the norm. Often, because executives donʼt hold one another accountable to explain the assumptions underlying their thinking processes, the modus operandi is “gut feel” and seat-of-the pants decision-making. Power and authority tends to rule the day, not necessarily the best business case. MO uses tools such as gap analysis, win-loss analysis, SWOT analysis, competitive and industry benchmarking, surveys and customer advisory boards to document key lessons, anticipate market/customer shifts, benchmark against best practices, better understand where customers are in the buying cycle and create innovative, customer-driven products and services. We need to be more than a data aggregator. We need to be a key center of business intelligence for our enterprises – an integral resource to empower them to make the best decisions possible, to become learning organizations. Accelerate the Sales and Buying Process Marketing is typically vested with generating sales leads, but often is seen as guilty of providing Sales with unqualified leads. The result, according to Sirius Decisions, is that only 20% of the ”leads” from lead generation programs are followed-up by Sales, 70% of which are disqualified. Shockingly, 80% of those “disqualified” leads buy anyway, within 24 months – from the company, or worse, a competitor. A key role of MO is to ensure that the campaigns and sales tools Marketing develops are geared toward enabling Sales to help its customers to buy. We must actively work to align the prospecting, selling and buying processes. We need to take ownership of lead nurturing – proactively identifying and addressing the “low touch” prospects that are not ready to buy today and need to be nurtured through the sales funnel. Tools such as lead scoring methodologies and automated permission-based lead nurturing systems and processes enable Sales to focus on “high-touch,” ready-to-buy qualified leads. We can also apply this same nurturing strategy to the customer reference challenge. We can build a pipeline of qualified customer references that support both Sales and Marketing requirements and ensure that our customer reference assets are a renewable resource. By providing this type of value, MO can help the Marketing-Sales brotherhood become a true partnership, rather than an antagonistic relationship.
- 4. Scale the Marketing Function for Growth As companies grow, they tend to become increasingly complex, and, correspondingly, inefficient. This tends to lead to poor resource utilization, siloed thinking, duplication of efforts, ineffective knowledge transfer and a variety of other ills. MO must tackle this challenge by conducting regular ʻhealth checks” to determine investment leverage areas, uncover inefficiencies and define a prescriptive or “shared vision” (depending on the need) roadmap for change. It is incumbent on us to take responsibility to manage what seems like “unmanageable complexity,” using all the tools at our disposal as appropriate: charter definition, roles and responsibilities clarification, rules of engagement, process mapping and design, business cases, best practices documentation, knowledge management, centers of excellence and, of course, marketing automation. Iʼve listed marketing automation last on purpose. Most companies lead their Marketing Operations efforts with marketing automation (CRM, campaign management, Marketing Resource Management, dashboards). The tough lesson learned is that technology is a means, not an end in itself, and that the most successful marketing automation deployments are holistic in nature. They are specified and built from a comprehensive understanding of the enterpriseʼs knowledge, its cross-functional processes, its culture and its business objectives. Itʼs our job to ensure that marketing automation investments are embraced and utilized – through executive-level sponsorship, education, socialization and enlisting stakeholder champions and data stewards. Delivering the Enterprise Strategic Agenda: Marketing has a significant opportunity to play a more influential role at the enterprise strategy table. In order to do so, we need to align our priorities with the enterprise strategic agenda. Through methodologies such as messaging alignment, building shared purpose and vision, and marketing governance aimed at helping the organization “live the brand,” we can play a vital role in linking strategy to execution. Perhaps most importantly, through education and socialization to achieve buy-in for new Marketing initiatives, we can catalyze change both in- and outside Marketing to overcome employee ambivalence, confusion, resistance and passive-aggressive behavior that can be unintentionally or consciously transferred to customers, partners, press, analysts and other target audiences. In short, MO can raise the stature of Marketing from a perceived cost center and a resource drain to a valued strategic partner.
- 5. Maximizing Customer Profitability Thanks to the level playing field the new Internet provides, customers are becoming more sophisticated than ever. As a result, itʼs continually more expensive to entice new customers in the midst of exponential fragmentation of advertising technologies and venues. Companies that can retain high-value customers have great advantages in cost reduction, market share, price premium and profitability compared to those companies that focus on customer acquisition alone. Some of the approaches used in MO to optimize customer profitability include Customer Lifetime Value and Customer Franchise Value calculation; capturing Voice of the Customer through advisory boards, user groups, blogs, surveys, complaints and other forums; mobilizing customer-facing resources to meet customer expectations; and refocusing resources to win back at-risk customers. A key part of our value proposition is linked to how well we contribute towards helping our enterprises to retain its best customers and give them the best customer experience possible. Demonstrating Measurable Return on Marketing Most executives view the ability to demonstrate Marketingʼs value, the return on Marketing, as the Holy Grail for MO. Over the past decade in particular, company executives have demanded, with growing intensity, clarity in the return on investment related to marketing expenditure. In many companies, this has put Marketing in a defensive position to prove its value to the organization, to quantitatively select marketing projects with the highest expected return, and to prove the necessity of funding its marketing strategies and staffing levels through compelling business cases – often with a short-term orientation. MO is vested with overcoming this challenge through strategies such as metrics definition; linking CEO-level goals and to activity-level goals via a cascading methodology; identifying and tracking leading and lagging indicators through dashboards and balanced scorecards; tracking and managing individual and team performance; and fine-tuning forecasting with predictive modeling. By putting operational focus on the measurement process, MO enables Marketing to be more accountable and in better control of its charter, its resources – and ultimately – its destiny.
- 6. The Potential Impact of Marketing Operations in Organizations Since it is still in its relative infancy, Marketing Operations is often viewed in a limited way – as a service organization or an efficiency vehicle or “the process police.” This narrow view of Marketing Operations reinforces and perpetuates the status quo of Marketing. What we need is a new modus operandi for Marketing, and a holistic, strategic approach to Marketing Operations can be the vehicle to change that MO. Itʼs hard work and weʼll be challenged to unlearn some of our old ways of thinking, but a new MO for Marketing in organizations holds great promise for executives and marketers alike. If youʼre a marketing professional: • Youʼll be in a stronger, less vulnerable position when budgets are scrutinized • Youʼll be part of a learning-oriented environment where youʼll develop the fundamental skills and enabling infrastructure to operate effectively, stay accountable, and benefit from Marketing Operations-driven improvement programs, such as new competency development • Youʼll be happier, better utilized for your unique talents and more motivated to stay with your organization If youʼre a CMO, youʼll be blessed with: • An injection of left-brain thinking into the typically right-brained Marketing function • The means to shift your enterpriseʼs priorities from short-term fixes to long- term strategic initiatives, increasing your likely tenure. • An operational partner – a Chief of Staff – that is solely focused on optimizing your scarce resources, making course corrections, measuring results, and winning enterprise-wide support If youʼre a CEO: • Your cross-functional teams – Marketing, Sales, IT, etc. – will work in greater collaboration and alignment, mobilizing your resources • Your employee turnover and, consequently, your customer churn, will decrease • Your Marketing function will contribute more substantially toward your top- and bottom-line growth, achieving your enterprise strategic agenda and helping you win in the market
- 7. Resistance is futile. Itʼs in your best interests to fully embrace a holistic, strategic view of Marketing Operations today. No matter what role you play in your organization, MO is the best means to navigate toward your personal, team and enterprise goals in the new world of Web 2.0. ###