value-driven integrated marketing

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VALUE-DRIVEN INTEGRATED MARKETINGA Best-in-Class, Integrated Go-to-Market Approach For B2B Product And Service Providers Focused On New Customer Acquisition And Loyalty-based Retention/Expansion.

Joseph Schwartz914-414-9935 | [email protected]/in/josephschwartz

Value-Driven Marketing: A Best-in-Class Approach

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Scalability

Operational consistency & repeatability

Accountability

SMART governance

Role clarity

Goals, objectives, KPIs

Measurement at every level

A Market-Driven Approach

Value aligned

Segment focused

Voice of the customer-driven marketing

Efficient Execution

Maximized velocity & yield

Cross-functional execution & alignment

BEST-IN-CLASS MARKETERS KNOW THAT EFFICIENT

GROWTH REQUIRES:

Value-driven marketing “DNA.”


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Overarching Goal: Customer Buying Cycle Alignment


UnknownProspects

Visitors

KnownContact

Qualified Lead

Opportunity Closed

Value Realization

Support

Sales Process

First impressions:• Simple• Intuitive• Transparent

Guide to the right solution. Build excitement about what we offer.

Showcase the value our solutions can deliver. Drive selection of solution.

Deliver the promised value. Reinforce selection of solution. Expand our presence.

Value-Driven Marketing: A Best-in-Class Approach 4

Common ChallengesAlign Sales, Product, Marketing and Services

Maximize Win Rates, Sales Velocity and Yield

Mitigate Challenges of an Inexperienced Team

to a common set of corp. & LOB business goals & KPIs

shorten sales cycles while extracting the highest possible value

get the most out of every person, asset, or program

Optimize Go-To-Marketto ensure that our offers are targeted to the right customers

Demonstrate Transparency to track performance, cost and activities

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Negative Business Consequences


Product• Over-committed, priorities not aligned to

customer value paths

Sales• Inconsistent process, lack of proper training and

tools, resources not allocated to maximize yield

Marketing• Lacking basic infrastructure, assets, skills and

capabilities to support GTM

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Elements of the Approach


• Go-to-Market Readiness Assessment1

• Integrated Planning and Operating Model2

• Value Framework3

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Starting Point: The Go-to-Market Readiness Assessment


Need: Build Foundation Capabilities

Need: Change the Way We Function

SAMPLE

ASSESSMENT

Identify gaps in foundational go-to-market capabilities and maturity.

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Integrated Demand Gen Performance Analysis


Stage

90 Day Conversion %

Inquiry

36%

MQL 10%

SQL 58%

Oppty.

57 %

2013 Q1 Numbers

Lead Source Targets Created Inquiry % MQL % SQL %Oppty. Closed

Opps Created / Lead Source Program Cost CPL

Events 1230 444 36% 57 13% 2 4% 1 $82,920.00 $178,277.24 $3,127.67 LDR Inbound 92 218 237% 29 13% 12 41% 8 $213,600.00 $51,946.65 $1,791.26 LDR Outbound 3857 632 16% 34 5% 6 18% 3 $264,000.00 $51,946.65 $1,527.84 Website 314 660 210% 52 8% 6 12% 3 $394,200.00 $87,071.61 $1,674.45

Webinar 305 174 57% 45 26% 0% $79,571.61 $1,768.26 Totals 5798 2128 37% 217 10% 26 12% 15 0 $954,720.00 $448,813.77 $2,068.27

LDRs acting as BDRs, comp not aligned to volume or quality, just revenue

CPL of $2k is unsustainable, 85% of 2013 budget already committed to current model

Lead management system, lead database, business rules and lead flows

Substantial cleanup and realignment needed, est. TTF 3-4 quarters at current investment levels

SAMPLE

ASSESSMENT

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An Integrated GTM Operating Model Addresses Key Challenges


Collaboration Platform

Planning GTM Goals &

Plan

Execution

Integrated Marketing Plan

ReportingResults

Dashboard & Balanced Scorecard

Leadership & Accountability :Line of Business Owners and

Marketing Leaders

Focused & Fast Execution:Integrated Marketing Team

Initiative Based ModelProcess and Task Orientation/Mgt.:Process Manager

WW Marketing Representatives

Named individual for: AR/PR, Field Mktg, Online Marketing

LoB Marketing Representatives

Named individual for: Product, Solutions, Technical

Weekly cadence, monthly status

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Integrated Planning ModelCollaborative effort with distinct goals in four key phases


Planning Integrated Strategy

Definition & Alignment

Execution Development and Implementation of Functional Plans

Reporting Record and

Analyze Results

Optimization Refine and Update

Marketing Plans

INPUTS•Business goals•Audience Segment•Market Opportunity Assessment•Selling Strategy•Competitive Landscape•GTM Execution Matrix•Key Messages•Asset Inventory•Key Industry Events•Business Goals, KPIs•SLAs•Proposed Budgets

OUTPUTS•Go-to-Market Summary Document•Key Marketing Strategies and Projects•Marketing Goals and KPIs•SLA Definitions Matrix•Approved Budget

INPUTS•Integrated Marketing Plan

OUTPUTS•Plan updates based on changes in business requirements•Plan optimization & refinement based on performance

INPUTS•Go-to-Market Summary Document•Key Marketing Strategies and Projects•Approved Budget

OUTPUTS•Functional Plans -Key Marketing Activities -Operational Metrics -Metric Targets

INPUTS•Key Marketing Activities•Operational Metrics•Metric Targets•Issues, resolutions•Actions•Budget Asks•Budget % spend by category and Product Line (Actual vs. Forecast)•Functional metrics•Highlights

OUTPUTS•Integrated Marketing Plan•ELT Deck• Marketing Balanced Scorecard•QBR

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Planning Milestone Summary


Activity/DeliverableLOB Services

Draft Business Plan sent to WW MarketingX X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Final GTM inputs of the Business Plan X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Draft IDG, Global Comm, Field Marketing PlansX X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Working Draft Integrated Marketing Plan (IMP) X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Working Draft of Results Dashboard X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

FINAL Integrated Marketing Plan X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

KPI Maps X X X X X X X X

Executive Summary Briefings X X X X X X X X

100% 100% 100% 100% 100% 100% 100% 100%

Comments

1. LOB2. Services

2 31 4 5 6 7 8

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Value Framework


Key value drivers

Before and After Scenarios• Key threats and opportunities• Develop the need• Elevate the urgencyEnablers• Product and service offerings• Metrics• Proof points

Clearly defensibleUnique, comparative & holistic differentiation

Value Menu

Value Cards

Defensible Differentiators

OUTCOMES

Basis for customer conversation

Understanding of needs and priority

Vision and guidanceProduct and service

Proof and confidence

Why your solution?

Value Paths, Business Scenarios, Business & Technical Use Cases

DELIVERABLES

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Customer Value Flow


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Solution Value Chain AlignmentAligning Sales & Marketing With The Product Development Process


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Measurable Results


Align Sales, Product, Marketing and ServicesAlignment between metrics-driven LOB portfolio plans and global integrated go-to-market plan, supported by product plan and capabilities, aligned to corp. growth targets and initiatives.

Demonstrate Transparency All functions aligned to planned targets with annual, quarterly and monthly planning and execution cadence using balanced score cards and operational dashboards.

Optimize Go-To-MarketAccount segmentation to align GTM resources to focus on where the largest spend exists for our solutions. Low touch and online marketing drive transactional model for mid-market and emerging accounts.

Maximize Win Rates, Sales Velocity and YieldNamed account marketing and selling, delivery of solutions through buyer-focused value paths as delivered by product use cases; value selling and deal making based on defensible ROI identified during discovery. Measured by pipeline yield and win-rate growth.

Mitigate Challenges of an Inexperienced TeamCross-functional initiative-based operating model, value based sales training and ongoing education, specialists integrated with go-to-market teams. Team score carding for ongoing measurement and continuous improvement.

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WORK SAMPLESExamples from Foundation Capabilities Development Plannin / Execution

Marketing Operations Dashboard Example


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Sample Foundation Initiative Work StreamsValue-Driven Marketing: A Best-in-Class Approach

WorkstreamQ2 Q3 Q4

Apr May Jun Jul Aug Sep Oct Nov Dec

1 Account Segmentation

2 Customer Profiling

3 Messaging and Content

4 Value Framework

5 Content Universe Refresh

6 Global Communications Framework

7 Marketing Planning / Execution Framework

8 Integrated Demand Gen Framework

9 Cust. Sat. Measurement

6/30/13

TBD

6/1/13

6/15/13

5/30/13

TBD

TBD

TBD

6/30/13

SAMPLE

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Sample Work Stream Tracker: Value Framework


Project Manager Workstream Lead Overall Status Start Date End Date

xxxxxxxx SVP, Marketing 5/13/13 6/15/13

Inputs:

Mission:

Crate value-oriented messaging framework for Operative corp.-level and LOB level. Define value drivers, value menus, defensible differentiators, customer initiatives, value paths and use cases. Align to segmentation model and buyer landscape.

Outputs:• Value models/value path definitions• Buyer landscapes• Value aligned business use cases• Account segmentation model• High level account segmentation alignment

with solution maps

• Value drivers• Value menus• Defensible differentiators• Customer initiatives• Value paths and use cases

Key Dependencies:

• Account segmentation model• Buyer landscapes• High level customer profiles• LOB GTM business plans

SAMPLE

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Sample Work Stream Tracker: Content Universe


Project Manager Workstream Lead Overall Status Start Date End Date

xxxxxxxx Global Comm Manager 4/17/13 6/30/13

Inputs:

Mission:Create inventory of all marketing content across all channels, e.g.., Web, Social, customer facing, sales enablement, etc. Align to buyer landscape, customer initiatives and value paths, buyer cycle, sales cycle, OMI messenger, etc. and manage to freshness and completeness. Include RACI to ensure ownership, accountability, etc.

Outputs:

• Inventory audit• Buyer landscape• Customer initiatives and value paths• Buyer cycle• Sales cycle

• Content development plan aligned to the business

• Revised strategic content framework aligned to customer lifecycle and value paths

Key Dependencies:

• Prioritization of input from content universe stakeholders• Value Path Definitions• High level customer profiles

SAMPLE

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Sample Marketing Results DashboardValue-Driven Marketing: A Best-in-Class Approach

FY12(Baseline)

FY13 (Goal)

Q1 Target

Q1 Actual

Q2 Target

Q2 Actual

Q3 Target

Q3 Actual

Q4 Target

Q4 Actual

Integrated Demand Gen

Web: # Visitors by page 0 0 0 0 0 0 0 0 0 0

Web: % of visitors who viewed an offer 0 0 0 0 0 0 0 0 0 0

SEO: % Visibility Score 0 0 0 0 0 0 0 0 0 0

Social: traffic back to BMC.com from social

0 0 0 0 0 0 0 0 0 0

Social conversation (mentions) 0 0 0 0 0 0 0 0 0 0

Social Click Engagement ( Clicks to URLs)

0 0 0 0 0 0 0 0 0 0

Social: Share of Voice 0 0 0 0 0 0 0 0 0 0

Contact Engagement: % overall DB response to offer

0 0 0 0 0 0 0 0 0 0

Social: Community Visitors 0 0 0 0 0 0 0 0 0 0

Social: New Content on Blog 0 0 0 0 0 0 0 0 0 0

Customer References

References influenced w/ Customer Connect 0 0 0 0 0 0 0 0 0 0

Unique customer quotes in Press Releases 0 0 0 0 0 0 0 0 0 0

Customers participating in webinars 0 0 0 0 0 0 0 0 0 0

Market Awareness

Positive position from Tier 1 analyst reports

0 0 0 0 0 0 0 0 0 0

# Forrester published customer case studies

0 0 0 0 0 0 0 0 0 0

% of coverage (16% to 19%) penetration within Tier 1 analyst reports

0 0 0 0 0 0 0 0 0 0

Promotion of client wins & successes w/analysts

0 0 0 0 0 0 0 0 0 0

Proactive customer references to analysts 0 0 0 0 0 0 0 0 0 0