gyro Webinar

10.29.14

THE PATH OF THE GROWTH CMO:

FROM INSIGHTS TO TANGIBLE RESULTS

MARKETING WORKSHOPS

YOUR SPEAKERS TODAY

Michael Agnello Business Development

Carolyn Ladd VP of Account Planning

Aldy Keene President & CEO

DISCOVER WHO IS A GROWTH CMO

SEE HOW GROWTH-CENTRIC CMOS ARE FOCUSING ON OUTCOMES TO DRIVE SUCCESS

GAIN INSIGHT INTO A NEW CUSTOMER VALUATION MODEL TIED TO OUTCOMES

LEARN THAT OUTCOMES CAN DRIVE OMNICHANNEL MARKETING PROGRAMS

IN THIS WEBINAR, YOU WILL …

THE GROWTH CMO

WHO IS THE GROWTH CMO?

gyro, SAP and Forbes sought to answer that question.

Instead of focusing on what most marketers aren’t doing, we are examining what the 25% of above-average marketers are doing right.

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GROWTH CMOS ARE MAKING THINGS HAPPEN

A growth CMO is defined as:

A new breed of people-centric marketers driving change in the industry by building the right cultural foundation, revamping the capability toolbox, and driving outcomes for their marketing organizations.

CMO  insights  are  from  interviews  and  panels  facilitated  by  gyro  with  leading  CMOs  and  from  SAP’s  “The  DNA  of  a  Growth  CMO”  

POLL

GROWTH CMOS: ATTRIBUTES THAT DRIVE SUCCESS

Growth marketers draw upon similar attributes to drive success, such as fostering a data-driven culture and delivering an omnichannel customer experience.

SUCCESS ATTRIBUTES:

MODERN MARKETING OUTCOMES

Customer Engagement I Data-Driven Insights

ADAPTIVE MARKETING CAPABILITIES

Technology I Talent I Omnichannel I Social Connectedness I Measurement

ORGANIZATIONAL CULTURE

Market Centricity I Trust I Risk Intelligence I Data-Driven I Learning

GROWTH CMOS: ATTRIBUTES THAT DRIVE SUCCESS

QUESTION 1: What are the top three activities that are driving marketing’s success in your organization today?

Integrating online and offline customer experience

Accessing marketing information in real time and optimizing plans

Serving as the steward of the customer experience

Adopter and promoter of data insights

Driver of business outcomes

Creating omnichannel experiences for customers

None of the above

1

2

3

4

5

6

7

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THE FINANCIAL DISCONNECT

CMOs consider themselves to be orchestrators of the customer experience

50% Only one in five CMOs pursues or is able to tie customer experience initiatives with specific financial outcomes

POLL

MAKING THE SHIFT

Marketers are shifting emphasis from

content to commerce.

Growth CMOs see the need to:

•  Make decisions using financial impact

•  Demonstrate financial results of

initiatives

Increased customer loyalty

CO

NTE

NT

Increased customer satisfaction

Increased word of mouth

79%

68%

63%

Increased profitability

CO

MM

ER

CE

Increased revenue

Increased customer lifetime revenue

19%

18%

15%

Figure 7:

Top Outcomes Pursued from Improved Customer Experience

MAKING THE SHIFT

Increased customer loyalty

CO

NTE

NT

Increased customer satisfaction

Increased word of mouth

79%

68%

63%

Increased profitability

CO

MM

ER

CE

Increased revenue

Increased customer lifetime revenue

19%

18%

15%

Figure 7:

Top Outcomes Pursued from Improved Customer Experience

QUESTION 1: What are the top three outcomes you are measuring to improve customer experience?

Increased customer loyalty

Increased customer satisfaction

Increased profitability

Increased revenue

Increased word of mouth

Increased customer lifetime revenue

None of the above

1

2

3

4

5

6

7

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CONNECTING THE DOTS

Finding ways to link customer experience initiatives with specific outcomes is critical for marketers.

In this next section, you will how this is possible.

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MAKING THE LINK

TO OUTCOMES

POLL

CONNECTING THE DOTS

Show results here

Show results on slide 13

Do you link your marketing initiatives to financial outcomes?

1=Always

2=Often

3=Sometimes

4=Never

5=Linkage is not important to us

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1,000 CEOs were asked:

Question: What is most critical to you in your job as CEO? Answer: Customer information. An understanding of customer relationships.  

WHAT CEOS CONSIDER CRITICAL FOR THEIR JOB

Question: Which information that you currently get do you trust the least? Answer: Customer information.  

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COMPLEXITY CONFOUNDS THE LINKAGE

Marketing Initiatives

Financial Outcomes

Impact

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Other Factors Competition Execution Segments

LOYALTY DISTRIBUTION AND LINKAGE TO FINANCIALS

Loyalty Profile 26% 41% 33%

Wallet Share 57% 41% 26%

Margin 18% 16% 15%

Retention 91% 82% 63%

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THE CUSTOMER RELATIONSHIP MODEL & METRIC CAN TAME COMPLEXITY

CUSTOMER BEHAVIOR

LOYALTY METRIC

RELATIVE PRICE PERCEPTION

PERCEIVED BRAND IMAGE

PRODUCTS CUSTOMER

SERVICE LOGISTICS TECH SUPPORT

ACCOUNT MANAGEMENT

PROBLEM EXPERIENCE & RESOLUTION

MARKETING

EXPECTATIONS, REQUIREMENTS

CASE STUDY

CASE STUDY CONT.

•  Sales and marketing initiatives centered on conveying information and building stronger relationships •  Communication Focus: Convey the superiority of the application using case studies and white papers

•  Technical Support Communication Focus: Correctly specifying the formulation

•  Also more sales and technical support interaction with these customers

•  Executive interaction

•  Significant emphasis

•  Result? Little change. Measure revealed that 23% of customers fell into Vulnerable segment.

•  Customer segments had different problems •  The stronger customers considered these product solutions part of their overall business strategy to compete for their own customers more

effectively.

•  Other customers wanted a solution to a different problem – lower price and faster order cycle time.

•  Different design, not poor execution

•  Different behavioral triggers

•  Weak customers were a bad fit – what to do?

CASE STUDY

-60

-40

-20

0

20

40

60

Profit

High Fit with the Business Model

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LOYALTY PROFILE AND FINANCIAL LINKAGE

46%

5,747

$51,837

$161,991

32%

36%

91%

$80,866

$464,717,502

Percentage

Number of firms

Average spend

Average total spend

Average share

Margin

Expected retention

Average CLV

Total Segment Value

32%

3,998

$52,740

$277,579

19%

29%

82%

$41,805

$167,127,316

22%

2,748

$89,206

$165,196

54%

44%

98%

$274,754

$755,151,698

LOYAL NEUTRAL VULNERABLE

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COMMUNICATION IS CRITICAL

Over time, 38% of all potential compelling initiatives uncovered from this type of analysis are communications oriented:

•  “Didn’t know you did that or offered it!”

•  “We don’t hear from you enough.”

•  Providing information about the strategic direction of the enterprise.

•  Communicating about any improvements is a key part of the change management process

38% Strengths: Communicate the strength of position with current customers to the market.

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OMNICHANNEL

MARKETING

CHALLENGE

In the competitive warehouse automation and consulting field, sales cycles can be measured in years, not months. Capital investments are high, and projects are infrequent and lengthy. This company needed a way to stay top of mind with its customers and prospects so that when the time was right for new construction, facility expansion or operations optimization, other companies would turn to this company for help.

STRATEGY

The strategy was to leverage advanced sales and marketing automation technologies and develop an integrated content strategy to deliver the right content at the right time to the right audiences via the right channels. In addition, the company wanted to nurture relationships and position itself as an industry thought leader.

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AUDIENCE EMPATHY MAPPING

DIRECTOR OF DISTRIBUTION

THINKING

SAYING &

DOING

SEEING HEARING PAIN POINTS

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PRIORITY AUDIENCE PERSONAS

VP SUPPY CHAIN

VP and ABOVE •  VP Supply Chain •  VP Logistics DIR and BELOW •  Director Supply Chain •  Manager Supply Chain •  Director of Logistics

VP and ABOVE •  VP Warehouse •  VP Distribution

DIR and BELOW •  Director of Distribution •  Director Operations •  Manager Distribution •  Manager Operations

C-LEVEL EXECUTIVES •  CEO •  President •  CFO

VP and ABOVE •  VP IT

DIR and BELOW •  Director IT

MANAGES THE ENTIRE SUPPLY CHAIN

DIRECTOR OF DISTRIBUTION

CIO CEO

INFORMATION TECHNOLOGY C-LEVEL EXECUTIVES

MANAGES WITHIN THE FOUR WALLS

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AUDIENCE DECISION-MAKING MAP

BUYER EXPERIENCE FRAMEWORK

AWARENESS CONSIDERATION

CFO VP of Finance

CIO VP IT

DECISION

VP of Supply Chain VP of Operations

Initiators Director of Supply Chain

Manager Operations Distribution Chain Manager

CEO President

Procurement

Champions

Ratifiers

Bottleneck / Ratifiers

Consultants Gatekeepers

Ratifiers

Ratifiers 31

PHASED AUTOMATION APPROACH

ENHANCE SEGMENT   AUTOMATE  

•  Enhance the company data to set the foundation for advanced segmentation.

•  Leverage amplified content to immediately fuel email campaigns.

•  Execute dynamically tailored email programs.

•  Deploy advanced lead scoring.

•  Auto-trigger new MQLs to sales.

•  Launch engagement programs around conversational content campaigns.

•  Create best-in-class cross-channel lead-gen experiences.

•  Use revenue performance analytics.

Q2

Q3–Q4

2015

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ADVANCED DEMOGRAPHIC AND BEHAVIORAL LEAD SCORING

New  

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AREAS OF FOCUS FOR 2015 IMC PLANNING

Marketo – ongoing campaigns targeting specific operations, IT and financial audiences based on demographic, firmographic and behavioral lead scoring

Advertising – for new campaign with more product/service executions, consider highlighting real results achieved for clients, alignment with content program

Media – less print, more proven digital opportunities such as webinars, dedicated e-blasts and e-newsletters to generate new leads

Content – increase use of videos, continue long-form white papers, post blogs more frequently to include video content, develop library of content to use during slower periods, content calendar and more frequent brainstorming

Trade shows – identify good fit for 2015 where the company can exhibit as a WES provider

Search – continue SEO and expand PPC to support lead-generation efforts

Social – where appropriate, merchandise new content across channels and listen/selectively participate in industry conversations in communities and forums

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WHAT WE COVERED

•  Described the growth CMO

•  Showed you how growth-centric CMOs are focusing on outcomes to drive success

•  Gained insight into a new customer valuation model tied to outcomes

•  Learned that outcomes can drive omnichannel marketing programs

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Q&A

THANK YOU!