eloqua and forrester on revenue performance management
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Meet the Speakers
Suresh VittalVP, Customer Intelligence Forrester Research@sureshvittal
Brian KardonCMOEloqua Corp.@bkardon
Data Data Everywhere: How To Create Customer Insight To Power RevenueSuresh Vittal, Vice President & Practice Leader
© 2010 Forrester Research, Inc. Reproduction Prohibited4 © 2009 Forrester Research, Inc. Reproduction Prohibited
Suresh Vittal, Vice President & Practice Leader
September 1, 2010
Mass customer data presents challenge for marketers
How Customer and Business Intelligence can help
Next steps for CEOs
Agenda
© 2010 Forrester Research, Inc. Reproduction Prohibited5
© 2010 Forrester Research, Inc. Reproduction Prohibited6
“Every two days we create as much information as we did from the dawn of civilization up until 2003.”
-Google CEO Eric Schmidt
Five stumbling blocks keep marketers from turning data into insightMeasurement skills
© 2010 Forrester Research, Inc. Reproduction Prohibited7
Measurement tops the list of marketing challenges
© 2010 Forrester Research, Inc. Reproduction Prohibited8
January 2009 “Marketing Technology Adoption 2009”
Popular metrics are not most effective
© 2010 Forrester Research, Inc. Reproduction Prohibited9August 2007 “Redefining B2B Marketing Measurement”
Five stumbling blocks keep marketers from turning data into insight
Organizational silos
Splinternet
Measurement skills
© 2010 Forrester Research, Inc. Reproduction Prohibited10
Data disparity
Technology gaps
As a result…
Multiple views of customer
Enterprisewide
© 2010 Forrester Research, Inc. Reproduction Prohibited11
Enterprisewidecustomer knowledge
remains elusive
Marketers struggle with analytics and measurement
How Customer and Business Intelligence can help
Next steps for CEOs
Agenda
© 2010 Forrester Research, Inc. Reproduction Prohibited12
Analytics provide a glimmer of hope
� Not all customers are created equal
� Customer Intelligence provides marketers with the analytics they need to value customer accurately, target the right audience, and improve the effectiveness of their marketing budgets
� Business Intelligence provides an additional set of methodologies,
© 2010 Forrester Research, Inc. Reproduction Prohibited13
� Business Intelligence provides an additional set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information.
Customer Intelligence drives results
© 2010 Forrester Research, Inc. Reproduction Prohibited14
October 2009 “The Intelligent Approach To Customer Intelligence”
BI is another key player
� Growing BI interest and adoption is driven by:
– Ever-growing data volumes
– Increased scope and complexity of global operations
– A web of regulatory reporting requirements
– Competitive differentiation based on improved or faster decisions
© 2010 Forrester Research, Inc. Reproduction Prohibited15
BI adoption continues to skyrocket
“What are your firm's plans to adopt the following i nformation and knowledge management software technologies?”
Business intelligence software (e.g., analytics, reporting, data mining, dashboard s, business performance management)
16%
24%
30%
Planning to implement in the next 12 months
Implemented, not expanding
Expanding/upgrading implementation 11% in 2008
20% in 2008
© 2010 Forrester Research, Inc. Reproduction Prohibited16
2%
6%
14%
9%
Don't know
Not interested
Interested but no plans
Planning to implement in a year or more
months
Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009 andEnterprise And SMB Software Survey, North America And Europe, Q4 2008
Base: 921 North American and European IT software decision-makers (2009) ; 1,015 North American and European IT decision-makers (2008)
30% in 2008
Business Intelligence (BI) provides support for marketing performance management
© 2010 Forrester Research, Inc. Reproduction Prohibited17
October 2009 “The Marketing And Customer Analytics Software Lands cape”
Marketers struggle with analytics and measurement
How Customer and Business Intelligence can help
Next steps for CEOs
Agenda
© 2010 Forrester Research, Inc. Reproduction Prohibited18
Prioritize marketing strategy and innovation
1. Realign sales and marketing
2. Invest in analytics to build customer insight
3. Focus on customer retention
© 2010 Forrester Research, Inc. Reproduction Prohibited19
1. Close the loop between sales activity and marketing results
� Integrate analytics tools with marketing management tools
� Inject measurement throughout the funnel
� Utilize dashboards to demonstrate marketing effectiveness and increase visibility
© 2010 Forrester Research, Inc. Reproduction Prohibited20
Marketing measurement must extend beyond the front of the pipeline
© 2010 Forrester Research, Inc. Reproduction Prohibited21
September 2007 “Best Practices: B2B Marketing Measurement”
Best practices aid marketers throughout the marketing funnel
© 2010 Forrester Research, Inc. Reproduction Prohibited22
September 2007 “Best Practices: B2B Marketing Measurement”
2. Invest in analytics
� Prioritize metrics
� Focus on attribution
� Consider media mix modeling
© 2010 Forrester Research, Inc. Reproduction Prohibited23
Competitive Advantage of Ideas
1910 199019701950
25
TQM
(Juran & Deming)
Supply Chain
Management
Stopwatch, clipboardStatistical Control
Systems
Barcodes,
Satellite tech, ERP
Scientific
Management (Taylor)
Vertical Integration &
Mass Production
Measurement &
Control Methods
JIT Inventory
Mgmt Concepts
Technology
Processes & Concepts
Example: Software Industry
Sales and Marketing Expense
Sales & Marketing is ~ 40% of Revenue in the software industry
Share of Net Revenue
Other industries report lower, but still significant sales and
Source: SIIA Benchmarking
but still significant sales and marketing spend
Revenue Performance Management (RPM)
A strategy for managing a company’s
interactions with buyers through the entire
purchase process that enables dramatically
30
purchase process that enables dramatically
more predictable, rapid and profitable
revenue growth.
CEO: How do we grow 20%?
Sales: “I need 20% more sales people.”
Marketing: “I need 20% more budget to
run campaigns.”
How do you shine a light on the true
drivers and impediments to growth?
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0%
200%
400%
600%
800%
1000%
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000 Campagin Cost Revenue Attribtution Q2 ROI
All Campaigns that influenced Q1 Wins
Top 10
-200%
0%
$0
$50,000
0%
200%
400%
600%
800%
1000%
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000 Campagin Cost Revenue Attribtution Q2 ROI
All Campaigns that influenced Q1 Wins
Bottom 10
-200%
0%
$0
$50,000
Customer example: 2 reps
Missing quota … about to be fired
37
Beating quota … packing for President’s Club
Customer example: 2 reps
Missing quota: at 60%Win rate: 40%Lead follow up: 85%
38
Beating quota: at 45% Win rate: 15%Lead follow up: 20%
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