transforming the marketing/it...

TRANSFORMing the

Marketing/IT Relationship

November 17, 2015

TRANSFORMing the

Marketing/IT Relationship

Moderator

Anne Farro Head of Business Management, Institutional North America

Allianz Global Investors

Panelists

Henry Detering, CFA Managing Director, Global Marketing

Lazard Asset Management

Ray Lewis Global Marketing Communications Manager

Brandes Investment Partners

Chrystal Williams, CSPO Head of Digital & Print Marketing

Invesco

TWO HEADS ARE BETTER THAN ONE


The Marketing/IT Relationship


The Marketing/IT Relationship Ray Lewis Global Marketing Communications Manager

November 17, 2015

AGENDA

• Brandes Overview

• Shared Responsibilities

• Case Study: Brandes Website

• 5 Questions Every Marketer Should Ask IT

BRANDES OVERVIEW

As of September 30, 2015. *Assets include institutional accounts, pooled investment vehicles and high-net-worth accounts outside of SMA (“wrap-fee”) programs. **The SMA Division

encompasses the firm’s “Separately Managed Account” business (subadvisory “wrap-fee” business with brokerage firms). Also includes UMA (“unified managed account”) assets.

Year Firm Founded: 1974

Total Assets Under Management: $26.1 billion

Total Institutional/Private Client Assets*: $20.7 billion

Total SMA Division Assets**: $5.4 billion

Investment Style: Graham & Dodd, bottom-up value

Headquarters Located: San Diego, California

Total Employees Worldwide: 333

Investment Professionals: 54, including 26 security analysts

Ownership: 100% employee owned

Strategies

Global International (Non-U.S.) United States Fixed Income

Global Balanced Asia Pacific (ex-Japan) Equity U.S. Small-Mid Cap Value Equity Core Plus Fixed Income

Global Equity Canadian Equity U.S. Small Cap Value Equity Corporate Focus Fixed Income

Global Equity Income Emerging Markets Equity U.S. Value Equity Enhanced Income

Global Small-Mid Cap Equity Emerging Markets Opportunities

Global Opportunities Value Emerging Markets Value Equity

Global Small Cap Equity European Equity

International Equity

International Small-Mid Cap Equity

International Small Cap Equity

Japan Equity

Management – content, product, channel, production

Marketing Materials

Marketing Resources (RFP)

Graphic Design

Digital Marketing

UI Design

Brand Style Guidelines

Photography

Website Content

Videos

Public Relations

Advertising

Social Media

Change Management

Risk Management

Systems Analysis

UX Design

Usability

Development

QA Testing

Configuration Management

Database Admin

Business Continuity

Operations Management

IT Architecture

Network Admin

IT Security

Analytics—website, email, materials

Daily Scrums

Technology Research

Marketing Automation

Backlog Management

Testing

Project Management

SEO

Training

MARKETING COMMUNICATIONS/

DIGITAL TEAM

Global Marketing

Communications Group

Creative

Services

Production

Management

Digital

Marketing

Sr. Production

Coordinator

Lead

Designer

Production

Coordinator

Sr.

Financial Writer

Financial Writer

Copywriters

Graphics &

Digital Designer

Lead

Designer

Graphic

Designer

Global Marketing

Communications Manager

How Marketing and IT Collaborated

CASE STUDY:

NEW BRANDES WEBSITE

CASE STUDY:

NEW BRANDES WEBSITE (cont’d)

PHASE 1: DECISION POINT (2011)

• Written project rationale for approval

PHASE 2: PLAN & BUILD (2012)

• Business requirements document

• CMS vendors: interviews & selection

• Compliance: log-in registration, country-specific planning, etc.

• Site architecture

• Website design: style sheets/templates (Marketing)

• Website programming (IT)

• Weekly (or more frequent) meetings

LAUNCH (August 2013)

CASE STUDY:

NEW BRANDES WEBSITE (cont’d)

POST LAUNCH (2013 to present)

• Enhancements

• Issues Management

• Project Log Maintenance

• Regular Meetings—daily and bi-weekly

BUILDING A WEBSITE

5 Questions

Every Marketer Should Ask IT

Are there any meetings held by IT

that Marketing should attend?

How best can we manage our joint project list?

What more can we be doing to improve our SEO?

What role can IT play in contributing to

SEO efforts for the site?

BUILDING A WEBSITE

5 Questions

Every Marketer Should Ask IT (cont’d)

How (& to what extent) can the site be integrated

with existing tools (e.g., CRM system, analytics,

email newsletter, etc.)?

How can IT and marketing work together to

properly utilize/merchandise big data (storing

of user interests, behaviors, personas, etc.)?

Does one take the lead and the other supports

or is it a joint effort?

SHARED GOAL: CLIENT SERVICE

IT/Marketing Partnership Case Study: Marketing Automation

Henry F. Detering, CFA

17 Lazard Asset Management

Lazard Asset Management

1 As of 30 September 2015. Includes those of Lazard Asset Management LLC (New York) and its affiliates, but do not include those of Lazard Frères Gestion (Paris) or other asset management businesses of Lazard Ltd.

NORTH AMERICA

Boston

Chicago

Montreal

New York

Radnor

San Francisco

Toronto

EUROPE

Dublin

Frankfurt

Hamburg

London

Milan

Zurich

Hong Kong

Seoul

Singapore

Sydney

Tokyo

ASIA PACIFIC

Dubai

Manama

MIDDLE EAST

1848 750+ 300+ 14 $164.8 Lazard Founded Employees1 Investment Personnel Countries Billion AUM1


Assets Under Management

1 As of 30 September 2015. Assets under management include those of Lazard Asset Management LLC (New York) and its affiliates, but do not include those of Lazard Frères Gestion (Paris)

or other asset management businesses of Lazard Ltd.

2 Other represents clients invested in hedge funds, mutual funds, and other investment vehicles for which client type is not reported.

By Client Type By Investment Mandate

Global Equity 16.6%

International Equity 22.3% Emerging

Markets Equity 21.9%

European Equity 2.9%

Asia-Pacific Equity 4.7%

US Equity 9.9%

Fixed Income 14.9%

Multi Asset 2.5%

Balanced/ GTAA 2.3%

Alternatives 2.0%

Corporate 37.9%

Insurance 3.8%

Public/ Governmen

t 24.4%

Labor/Taft-Hartley 4.6%

Endowments &

Foundations

3.7%

Individual 7.0%

Other² 18.6%

Total Firm Assets Under Management1: US$164.8 billion


Native email capabilities in CRM allowed for bulk emails with limited formatting or templating

capabilities

Sales and Marketing were unable to effectively segment target lists due to integration issues with

the native email program

Ownership and control of campaigns were left to the individual sales teams, making metrics and

reporting inconsistent

No link between web and CRM

Reliance on 3rd party vendor for support, no Lazard IT involvement at all

The process was not scalable and we were unable evolve the campaign processes of the Firm

Sales didn‟t trust the system

2013: We Need Marketing Automation!


You Need IT Help to Do This!

Campaign Email

LazardNet.com (product/platform microsite)

Ongoing Monthly Updates

Blind leads cycled

through campaigns to

determine product of

interest

Recipients

who opened

part 1 or 2

via email or

web receive

part 3

Sales Rep Notified

Anyone

opening part

3 sales rep

get notified

Sales rep

subscribes

prospect to

monthly

updates

Client/ Prospect

subscribes to monthly

updates

Anyone clicking on 3 pieces of

target content on website/email

combined sales rep get notified Users subscribed to the

series will not receive

pieces from the series they

open on the website

Sales Aid 1

Existing prospects/clients

assigned to series by sales to

expand product interest and

discover cross-selling

opportunities

Leads automatically assigned to series to

determine product of interest

Explore

on web

Explore

on web

Explore

on web

Campaign Email

Campaign Email

Sales Aid 2

Sales Aid3

Leads Database

CRM

All recipients

who haven’t

accessed part

2


CRM contact and product interest data now drive campaign programming in Marketo

Filters are in place to manage data and ensure that only „clean contacts‟ are targeted for mailings

Bi-directional data flow allows for CRM to display digital activities captured via Marketo and

associate them with Contacts, Leads and Relationships

Leads captured via Marketo can be synced to CRM and converted to contacts when applicable

Marketing Scores are calculated by Marketo and sent to CRM to be integrated with contact details

and other information

2014: We Have Marketing Automation


2015: Full Integration for Sales

Consolidated view for Fund Wholesalers

CRM and Marketo only represent a piece of the information Salespeople use to manage their clients

Incorporating this data with actual sales, as well as market information from 3rd party sources provides a full

picture of a territory or channel


Lazard IT provided support during these projects for data integration

• Infrastructure and hardware installation and management

• Data field mappings and security

3rd Party vendors were chosen for application development

• Requirements gathering with Sales and Marketing

• Application design and development

• Database architecture and data integration processing

Marketing “owns” the project, but IT part of all key discussions and decisions

Ongoing support has been a combination of both vendor and Lazard IT teams

Our Technology Partnership

TRANSFORMing the Marketing/IT Relationship – Invesco Case Study

24

Chrystal Williams

Head of Digital & Print Marketing

Agenda

25

Invesco – Who We Are

Team Structure

Digital Proposition

Governance Model

Future State - Marketing & IT responsibilities

We have specialized investment teams with local knowledge of key markets across the globe

26

Source: Invesco. Invesco Ltd. Client-related data, investment professional, employee data and AUM are as of Sept. 30, 2015, and include all assets under advisement, distributed and overseen by Invesco. Invesco PowerShares Capital Management LLC is the sponsor for the PowerShares QQQ and BLDRS products. ALPS Distributors, Inc. is the distributor of PowerShares QQQ, BLDRS Funds and the PowerShares DB Funds. Invesco PowerShares Capital Management LLC and Invesco Distributors, Inc. are indirect, wholly owned subsidiaries of Invesco Ltd. Invesco Distributors, Inc. is the US distributor for Invesco Ltd.’s retail products. Invesco Ltd. is not affiliated with ALPS Distributors, Inc. or Deutsche Bank. The entities listed are each indirect, wholly owned subsidiaries of Invesco Ltd., except ALPS Distributors Inc., Deutsche Bank and Invesco Great Wall in Shenzhen, which is a joint venture between Invesco and Great Wall Securities, and the Huaneng Invesco WLR Investment Consulting Company Ltd. in Beijing, which is a joint venture between Huaneng Capital Services and Invesco WLR Limited. Please consult your Invesco representative for more information.

Invesco Ltd. is a truly global firm with:

US$755.8 billion assets under management

More than 750 investment professionals

On the ground presence in more than 20 countries, including:

Australia Austria Belgium Canada China Czech Republic France Germany Hong Kong India Ireland

Italy Japan Luxembourg Netherlands Poland Singapore South Korea Spain Taiwan (ROC) United Arab Emirates United Kingdom United States

US Digital & Print Marketing Org Chart

27

Scrum Master

(1)

UX Design

(2)

Business Analyst

(4)

UX Analyst

(2)

UX Developer

(6)

Operations Lead

(1)

E-Support

(2)

Chrystal Williams (36)

(Digital and Print Marketing)

Manager (5)

(Financial Print)

Director (2)

(Fulfillment)

Manager (6)

(Commercial Print)

Regulatory Print

(3)

Fulfillment

(2)

Marketing Print

(6)

Director (9)

(UX Analysis & Design)

Director (9)

(UX Dev. & Support)

Mailings

(2)

Integrated client experience across all digital properties and channels

28

Financial Professionals

Individual Investors

Institutional Investors

DC Plan Sponsors

Registered Investment Advisors

WEB

MOBILE

DIGITAL MEDIA / ADVERTISE

SEARCH

SOCIAL

Our Clients Digital Channels

Unified Web and Mobile Experience

29

Desktop - Web Tablet Smart Phone

Device Detection

Digital Vision

30

To continuously innovate our digital technologies and data platform to strengthen client, employee and other key audience engagement and deliver a Superior Investment Experience.

Superior investment experience

Continuous Innovation

Speed-to- market

Agile processes

Linked systems/

data

Digital Governance (DAC) – U.S.

31

Committee Charter

─ Serves as the governing body and trustee of Invesco’s digital presence (Web/mobile/social)

─ Oversees digital strategic planning, business prioritization (quarterly releases) and budget approvals (new/off-cycle project funding)

─ Ensures digital resources are allocated to digital projects based on business opportunity/bottom line impact (cost savings, product distribution and competitive advantage)

─ Meets monthly to review progress, plan, vet new projects and resolve outstanding execution decisions/actions

─ Final escalation point for any unresolved issues

Chair – Head of Digital Marketing/ Meeting Frequency: Monthly

Committee Members

─ Executive Sponsors: Head of US Marketing, Chief Technology Officer (CTO)

■ Brand Marketing

■ Channel Marketing – Retail

■ Channel Marketing – Institutional & DC

■ Marketing – PowerShares

■ Product Marketing

■ Sales – Institutional

■ Sales – Retail, Field

■ Sales – Retail, Internal

■ Sales – PowerShares

■ Sales Business Intelligence

■ Marketing Analytics

■ Compliance

■ Legal

■ Corporate Communications

■ IT - Digital Applications

■ Digital Marketing (Committee Chair)

■ Data Management

■ Transfer Agency

Agile Methodology & Digital Scrum Teams

Product Owner (analyst) Defines the features of the product; decides

release date and content Responsible for the ROI of the product Constantly prioritizes the product backlog Can change features and priority every sprint Accepts or rejects work Represents the stakeholder and is the voice of

the customer Scrum Master Ensures team is functional and productive Ensures processes are followed Shields the team from external interruptions Help resolves impediments and remove barriers Facilitates scrum ceremonies

Stakeholders/Subject Matter Experts (marketers, other clients) Work closely with product owner to ensure

needs are understood and goals met Are the content owners and key contributors to

business requirements and deliverables ranking/prioritization

Participate in product demos and user acceptance testing

32

Scrum Team Cross-functional, 7 ± 2 members Organizes itself and its work Estimates stories on the product backlog and

tells product owner how difficult they are Negotiates the iteration goal and specifies

tasks Has the right to do everything within the

boundaries of the project guidelines to reach the iteration goal

Demos work results to the product owner and other stakeholders

4 dedicated scrum teams

New feature / functionality

UX enhancements

Campaign / Digital Advertising

Digital platform upgrade / back-end enhancements

Regulatory (FINRA)


UX enhancements



Regulatory (FINRA)


UX enhancements



Regulatory (FINRA)


UX enhancements



Regulatory (FINRA)

The dates included are tentative dates for planning purposes and will be confirmed as comfort level with development is achieved. Key features (by release) are subject to change based on business priority.

Invesco US Web – 2015 Release Plan

33

Release 1 Release 2 Release 3 Release 4

Q1 2015 Q2 2015 Q3 2015 Q4 2015

Key F

eatu

res

Tim

efr

am

e

Digital development framework – Future Global Architecture and Business Release Trains*

34

* 2 dedicated release trains. Business fully resourced scrum team managed within each region. IT fully resourced scrum team managed within global IT. Both work together to plan,

prioritize and align global architecture and business roadmaps/release trains. New model offers more strategic alignment, concurrent development (across internal ops; client-facing);

and a holistic approach to distribution governance, business planning and project funding.

Architecture By fully understanding the strategy and vision of the business, Global IT develops the

architectural plan/roadmap and support for:

Data

IT Infrastructure

Back-office updates

IT Systems

Peer to peer IT projects

And advice about future technologies in partnership with Digital leadership and other

key stakeholders across Distribution

Manages global enterprise development resources/scrum team

Moving ahead of the Business to construct the

Architectural tracks

Business Distribution develops the digital strategy and vision for client &

employee-facing Digital/CRM Capabilities across:

Web (Intranet /Internet)

Mobile

Social

Manages regional development resources/scrum team

GLOBAL IT:

Business:

Thank You – Q&A

Invesco Distributors, Inc.

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