the indispensable ad agency

image: Xurxo Mar.nez

the indispensable agency how marketing talent, technology and strategy gaps present invaluable opportunities for growth

paul roetzer, CEO, PR 20/20 (@paulroetzer)

Fuel Lines New Business Conference oct. 9, 2015

a PR 20/20 production

http://www.flickr.com/photos/73637077@N00/26908009/in/photolist-3nUPc-3t6Ce-5BDXU-5PC7G-7bzyV-7moKx-7rU2Y-7xx6R-7WRbY-9Bt34-aES22-aES2P-aES3U-aES5i-b3sdy-c1Nqu-cxL8g-d6aQ9-frqgX-gJaHD-hmAi3-k4LLr-nrkpz-pSmfo-pYgMi-tcCp3-tU3US-ugMD9-yUFZ4-zBEJt-A5YF1-AYTc7-DgKU7-EBgwP-GaSsD-JKPgd-KUAFN-LpJK8-LtwcP-LTYHz-N11wV-Rm4AZ-S2VLM-W9mpz-29edYK-2QhDYU-2TNT7K-338R2h-42ZssZ-46EY26-47DCzD

example scenario

A B2B SaaS company with $10M in funding and aggressive growth goals is struggling to meet lead-gen targets. The CMO fears marketing is

going to fall short of Q4 2015 goals . . .

brand

leads

sales

loyalty

@paulroetzer www.pr2020.com

example scenario

The marketing team is blogging 2x per week, regularly sharing content across their social networks, and

producing a high-quality ebook with an accompanying webinar each month.

brand

leads

sales

loyalty


example scenario

But, not enough people are organically finding the content.

brand

leads

sales

loyalty


example scenario

Do they need a paid media strategy?


example scenario

Are there opportunities to amplify the content via earned media with bloggers, journalists and analysts?


example scenario

Should they hire an agency or freelancers and double down on content production?


example scenario

Maybe.


example scenario

AND . . . Maybe.


the challenge

of marketers think marke6ng has changed more in the past two years than the past 50

source: Adobe Digital Distress

76%

http://blogs.adobe.com/conversations/2013/09/digital-distress-what-keeps-marketers-up-at-night.html

consumers are more connected and informed


90% of daily media interac3ons are screen basedsource: Google, The New Mul6-‐Screen World

http://www.thinkwithgoogle.com/research-studies/the-new-multi-screen-world-study.html

B2B buyers may be

up to 90% through their journey before contac6ng a vendor. source: Forrester

image: Jayneandd


http://blogs.forrester.com/lori_wizdo/12-10-04-buyer_behavior_helps_b2b_marketers_guide_the_buyers_journey

http://www.flickr.com/photos/jayneandd/4450623309/

companies must shift from predominately outbound sales to inbound centric with a more personalized and scientific approach to attracting, converting and delighting customers.


Source: Google

historical outbound approach focused here


http://www.google.com/think/tools/customer-journey-to-online-purchase.html

Source: Google

the new inbound-centric model concentrates here


http://www.google.com/think/tools/customer-journey-to-online-purchase.html

Source: Chiefmartec.com

the customer journey does not follow a linear path defined by marketers


http://chiefmartec.com/2013/09/fire-funnel-5-stages-real-buyers-journey/

Define Founda6on Projects

blog posts podcasts website video email

webinars mobile apps

tailored marke6ng through a deep understanding of buyer persona needs + the ability to deliver personalized messages

Image: HubSpot

we have entered the age content, context and the customer experience


Define Founda6on Projects

create more value, for more people, more o>en, so when it’s 6me to choose,

they choose you

new marketing imperative

what’s holding businesses back from achieving performance poten3al?

image: Xurxo Mar.nez

talent gap + tech gap + strategy gap = PERFORMANCE gap


http://www.flickr.com/photos/73637077@N00/26908009/in/photolist-3nUPc-3t6Ce-5BDXU-5PC7G-7bzyV-7moKx-7rU2Y-7xx6R-7WRbY-9Bt34-aES22-aES2P-aES3U-aES5i-b3sdy-c1Nqu-cxL8g-d6aQ9-frqgX-gJaHD-hmAi3-k4LLr-nrkpz-pSmfo-pYgMi-tcCp3-tU3US-ugMD9-yUFZ4-zBEJt-A5YF1-AYTc7-DgKU7-EBgwP-GaSsD-JKPgd-KUAFN-LpJK8-LtwcP-LTYHz-N11wV-Rm4AZ-S2VLM-W9mpz-29edYK-2QhDYU-2TNT7K-338R2h-42ZssZ-46EY26-47DCzD

the performance gap

data > intelligence > action > outcomes


marketing dashboards that report activities rather than business outcomes

are a major cause of the disconnect between marketers and the C-suite.

source: ITSMA, VisionEdge and Forrester

http://www.itsma.com/news/findings-from-the-2013-joint-forrester-itsma-and-visionedge-marketing-survey/

marketers must excel at bringing structure and meaning to numbers


94% of chief marketers believe analy3cs will play a big role in reaching their goals, yet only 18% said their

organiza6ons were in a posi6on to do so.

source: IBM


http://www.dmnews.com/ibm-teams-with-wharton-on-digital-course-for-cmos/article/375676/

0%10%20%30%40%50%60%70%80%90%

100%

short-term impact proven long-term impact proven

29%36%

just 36% of CMOs have quantitatively proven the short-term impact of marketing spend. that figure

drops to 29% when demonstrating long-term impact.

source: 2014 CMO Survey


ONLY 21%


on average, marketers depend on data for just 11% of customer-‐related decisions.

source: CEB


http://blogs.hbr.org/2012/08/marketers-flunk-the-big-data-test/

B2B marketers say just 9% of CEOs and 6% of CFOs use marke6ng data to help set corporate direc6on.

source: ITSMA, VisionEdge and Forrester


http://www.itsma.com/news/findings-from-the-2013-joint-forrester-itsma-and-visionedge-marketing-survey/

we create 2.5 quintillion bytes of data every day (that’s 18 zeros)

Source: IBM

http://www-01.ibm.com/software/data/bigdata/what-is-big-data.html

90% of all data in the world has been created in the last 2 years

Source: IBM

http://www-01.ibm.com/software/data/bigdata/what-is-big-data.html

Infographic: Domo

every minute . . .

Vine users share 8,333 videos.

Pinterest users pin 3,472 images.

Twitter users Tweet 277,000 times.

YouTube users upload 72 hours of video.

Instagram users post 216,000 new photos.

Facebook users share 2,460,000 pieces of content.

http://www.domo.com/blog/2014/04/data-never-sleeps-2-0/

marketers have access to data from dozens of sources: social monitoring, web analytics, email, call tracking,

sales, advertising, remarketing, ecommerce, mobile apps, accounting . . .


never more choices. never more noise. never more demand for performance.


and yet, there has never been a better time to be a marketer (or agency).


marke6ng talent

“I was a classically trained marketer who had cut my teeth at Procter & Gamble,

nego6ated mul6-‐million dollar deals with the NFL, and received an MBA at Harvard Business School.

“I was a fossil – a senior marke0ng execu0ve who was doomed to ex0nc0on.” — Anita Newton, VP of corporate marke6ng, Adknowledge

of marketers say their lack of skills is impac6ng revenue in some way

source: 2012 Marke6ng Skills Gap Report75%


http://blog.eloqua.com/marketing-skills-gap/

of companies lack necessary digital skills in key areas of social media, mobile, internal social networks, process automa6on, and performance monitoring and analysis.

source: Capgemini Consul6ng

90%

http://ebooks.capgemini-consulting.com/The-Digital-Talent-Gap/index.html

data analysis

identify top KPIs.turn data into actionable intelligence.uncover anomalies, trends and opportunities.adjust strategies based on data.tie activities to performance and bottom-line results.


a talent war has begun

for tech-‐savvy, hybrid marketers

capable of building, managing and execu0ng

fully integrated campaigns that produce results


how do we find the unicorns?

@paulroetzer

only 1 of the top 10 marke6ng programs in the U.S. has a required undergraduate

digital marke3ng course

source: U.S. News & World Reportimage: IUB Facebook

http://colleges.usnews.rankingsandreviews.com/best-colleges/rankings/business-marketing

https://www.facebook.com/IndianaUniversity/photos/a.10152613618624595.1073741852.54210104594/10152613618724595/?type=3&theater

businesses must take the ini3a3ve to mold their own modern marketers


construct an internal marke3ng academy

only 28% of large enterprises plan to introduce formal training programs to improve digital marke6ng skills.

source: Online Marke6ng Ins6tute

http://learnit.onlinemarketinginstitute.org/TalentGapReport.html

only 4% of companies ensured their training efforts were aligned with overall digital strategy.

source: Capgemini Consul6ng

http://ebooks.capgemini-consulting.com/The-Digital-Talent-Gap/index.html

the opportunity exists to create a competitive advantage

through talent

source: Accenture’s Turbulence for the CMO

the marke6ng industry is moving too fast to internalize everything

http://www.accenture.com/us-en/Pages/insight-turbulence-cmo-summary.aspx

Donovan Neale-‐May, Execu6ve Director, CMO Council

“There’s an underlying level of frustra3on among senior corporate marketers worldwide when it comes to agency contribu3ons to business value crea6on, strategic thinking, and digital marke6ng development.”

source: CMO Council (2012)


http://www.cmocouncil.org/press-detail.php?id=2943

of senior marketers believe tradi3onal ad agencies are doing a good job of evolving and extending their service capabili6es in the digital age.

source: The Chief Marke6ng (CMO) Council report More Gain, Less Strain.

9%

http://cmocouncil.org/

http://cmocouncil.org/press-detail.php?id=2943

where do the other 91% turn for help?

“work with agency partners that care as much about performance and success as you do.”


“Marketers are looking well beyond their traditional advertising agency base for domain experts to drive marketing performance and handle exploding data,

digital migration, channel fragmentation and a more diverse, multi-cultural consumer base.”

Source: CMO Council

http://www.cmocouncil.org/press-detail.php?id=5078


4 years old$1.5B in 2014 revenue

6,000 employeespay-for-performance billing

2,500+ agency partners in 90+ countriesgenerate more than 40% of new HubSpot revenue ($42.9M Q2 2015)

HubSpot estimates $5 - $10 in agency services for every $1 in software

marke6ng technology

“We expect technology spend by CMOs to increase 10x in 10 years, from $12 billion to $120 billion, unlocking a huge opportunity for marke6ng technology companies and opening

the door to the decade of the CMO.”

— Ashu Garg, general partner, Founda6on Capital

by 2017, the CMO will spend more on IT than the CIO.

source: Gartner

IT = CIO CMO


http://www.forbes.com/sites/lisaarthur/2012/02/08/five-years-from-now-cmos-will-spend-more-on-it-than-cios-do/

6 classes, 43 categories, 1,876 companies

every trackable interaction creates a data point, and every data point tells a piece of the customer’s story.


marke6ng strategy

source: Al6meter’s The Converged Media Impera6ve@paulroetzer www.pr2020.com

You have the control.

They have the control.

You can BUY the control.

http://www.slideshare.net/Altimeter/the-converged-media-imperative

http://www.slideshare.net/Altimeter/the-converged-media-imperative

image: Patrick Feller

Subscribers, fans, followers, leads, and customers choose when and where to interact with your brand. They do not

differen6ate between marke6ng departments and channels.


https://www.flickr.com/photos/nakrnsm/3898384586/

we have to plan faster, experiment more efficiently and adapt constantly to

accelerate success.


1. align marke6ng goals with business goals. 2. iden6fy key performance indicators (KPIs). 3. track and report at the campaign level.


1) align marke6ng goals with business goals.

what are your clients’ business goals?


Specific: Clearly establishes what is to be achieved.

SMART goals

Measurable: Quantifiable, and a strong indicator of progress.

Attainable: Realistic given your foundation, reach, resources and potential.

Relevant: Connect to achievement of overall business goals.

Timely: Has a target date.


increase monthly website sessions 20% in Q4. brand

leads

sales

loyalty

generate 50 sales qualified leads in Q4.

produce $250,000 in new MRR in Q4.

improve retention rates from 85% to 90% in Q4.

SMART goals


www.Be\erWorks.com

2) iden6fy key performance indicators (KPIs).

h\p://bit.ly/performance-‐pack

brand

leads

sales

loyalty

blogging social engagement events

premium content lead nurturing ver6cal markets

webinars email marke6ng case studies

onboarding resources customer engagement training/educa6on

KPIs ac3vi3es

website sessions blog subscribers social reach

SQLs demo requests free trials content downloads

new customers COCA conversion rates

MRR CLV rev run rate


measure the value of your agency at every stage of the funnel


performance reports


turn data into (ar3ficial) intelligence

www.automatedinsights.com

Image: Franck Calzada/YouTube

The AP “writes” 10x more earnings reports using Automated Insights technology


https://www.youtube.com/watch?v=5hqNi2S4rlM

3) track and report at the campaign level.

h\p://bit.ly/performance-‐pack

every campaign is a series of projects designed to achieve a goal

turn data into intelligence, intelligence into action, and

action into measurable outcomes


obstacles create opportunities

lack of education/trainingconsumer behavior

social networkstechnologies

channelsdata

a case study in performance-‐driven, integrated marke6ng

www.pr2020.com

The organiza6on sought to infuse its sales pipeline with new leads, segment and priori3ze its exis6ng lead database of 10,000+ contacts, drive short-‐term sales conversions through its web store, and iden6fy larger-‐scale enterprise sales opportuni3es.


• integrated strategy • database segmenta6on • lead-‐scoring system • survey • premium content assets • landing page • smart lead forms • a/b tes6ng (email and landing page) • social sharing • email workflows • sales integra6on • website CTAs • media pitches • analy6cs


• 1,980+ survey responses • 2,470+ ebook downloads • 1,720+ new contacts • 2,490+ web store leads • 1,170+ enterprise sale opportuni3es


paul roetzer, @paulroetzer

CEO | PR 20/20 author | The Marke6ng Performance Blueprint (Wiley, 2014) & The Marke6ng Agency Blueprint (Wiley, 2012) creator | Marke6ng Score & Marke6ng Agency Insider

www.pr2020.com

the indispensable ad agency

Marketing