A Brave New Digital World

Transcription

1 Issue 2 A Brave New Digital World Media, Advertising and Interactive Marketing: 2013 and Beyond Featuring research from

2 A Brave New Digital World 2 A Brave New Digital World 3 Cybage Recommendations 12 From the Gartner Files: Consider Automating These Top 12 Marketing Processes in About Cybage Over the last two years, content consumption platforms and multichannel media distribution has given more power and myriad options to the consumer. There is a paradigm shift in the way technology influences our choices. The perpetually online consumers and the information overload it causes, has opened new opportunities as well as interesting challenges for brands and marketers alike. This, coupled with changing revenue scenarios, has led to more dependence on interactive marketing and advertising avenues. Further, this has underlined the need to better understand audience engagement and targeting. With digital featuring strongly in almost every business marketing mix strategy, the need of the hour is to ensure effective and optimal means to leverage consumer mindshare for content or advertising. Our focus spans the media, advertising and interactive marketing industries and provides insight on how marketing service providers can effectively leverage technology solutions and services to generate more revenue, better engagement with audiences and gain competitive advantage. This newsletter highlights the key developments in the Advertising industry and provides a point of view on how to make the best of this dynamic and buzzing ecosystem. This newsletter is targeted to Media and Digital Ad agencies as well as technology enablers (ad platforms, exchanges, networks, data providers) in the Interactive Advertising ecosystem. This point of view covers some key aspects to help make the best of your digital marketing strategies. Source: Cybage A Brave New Digital World is published by Cybage. Editorial supplied by Cybage is independent of Gartner analysis. All Gartner research is 2013 by Gartner, Inc. All rights reserved. All Gartner materials are used with Gartner s permission. The use or publication of Gartner research does not indicate Gartner s endorsement of Cybage s products and/or strategies. Reproduction or distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see Guiding Principles on Independence and Objectivity on its website, 2

3 Cybage Recommendations With a growing impetus to make all marketing centric activities performance driven, here are some recommendations made by Gartner and associated Cybage recommendations of implementation roadmap that can help optimize your marketing processes. Integrated Online and Offline Campaigns With the evolution of advertising channels and social media, the convergence between online and offline media is inevitable. Engaging with consumers now entails creating seamless experiences across both sets of media channels. This can help brands reinforce marketing messages and improve the overall effectiveness of media campaigns. Lead Management Lead management remains an important business process that focuses on managing potential customers and leads generated by your marketing campaigns. With increased dynamism in consumer/ customer interactions, systems that help manage, engage and nurture leads are critical. By using such systems, brands can arrive at quick and actionable information to optimize turnaround times on prospect conversions. Marketing In spite of the advent of social media, marketing remains one of the most direct forms of direct marketing. Popular because of its traceability and effectiveness, as a channel allows advertisers to directly engage with their target audience and calculate a precise return on investment. By holistically integrating marketing with triggers and interactions with other media channels, brands can engage and positively impact consumer interests and needs. Micro segmentation and Targeting using Big Data With the onus on agencies and marketers to demonstrate returns and performance on ad spend, it is critical to actively measure and monitor relevant KPIs. Institutionalizing centralized systems that help aggregate performance related data (first party or otherwise) helps derive timely and actionable information. By using such decision enabling systems, marketers can better their media plans, target audiences and optimize the cost and returns on media spend. Agency workflow management & IT Needs With wider choice of media channels, and given the increasing complications in media buying, planning and reporting processes; ad agencies now need to leverage technology to optimize and enhance the entire agency workflow process. By incorporating such technology driven solutions, agencies can positively impact their efficiency and bottom lines. Marketing Asset Management The average marketing campaign now spans a multitude of channels, geographies and contexts to ensure optimal reach and reception. Using marketing asset management systems, agencies can now effectively centralize, re-purpose, track and optimize creative assets and production. Voice of the Customer With consumers adopting newer channels of content, brand discovery and information consumption, marketers are now required to move away from traditionally established mechanisms of market research and reputation management. By incorporating social channels in the mix, marketing teams can now tap into consumer sentiments and behavior in real time. 3

4 Integrated Online and Offline Campaigns With the evolution in advertising channels and social media, the convergence between online and offline media is inevitable. Engaging with consumers now entails creating seamless experiences across both sets of media channels. However, many businesses miss out on the benefits of their marketing campaigns by not integrating their offline marketing with the online presence to create such experiences. Consumers are better engaged if the message is reinforced between online and offline campaigns. Integrating online and offline campaigns help building the awareness of your brand and provide additional opportunities that can improve the effectiveness of existing online campaigns. FIGURE 1 Integrating campaigns - offline and online The effective integrated marketing effort leads to: Delivering consistent message to consumers Reinforcing marketing message across multiple channels and strengthening your brand awareness More opportunities to reach the prospects and convert them into customers Help validate consumer choices Given that each media channel has different weightage, recall value and cohesiveness to conversion, an optimum mix of traditional An appropriate technology strategy should include investing in multichannel media planning and marketing solutions to integrate online and offline campaigns. The primary objectives of such solutions is to provide visibility across all marketing investments and resulting business performance and bridging the gap between paid (digital and traditional), owned and earned media investments. and digital channels can help optimize and synergize the various marketing initiatives. For instance, a robust alerting and recommendation engine could be built to optimize bids and performance of online campaign taking into consideration third party data or external influencing factors like television schedules, weather data and the like. For Additional Reading Refer: Integrated Online and Offline Campaigns, Consider Automating These Top 12 Marketing Processes in 2013, Gartner Source: Cybage 4

5 5 Lead Management Lead management remains an important business process that focuses on managing potential customers and leads generated by your marketing campaigns. With increased dynamism in consumer/customer interactions, systems that help manage, engage and nurture leads are critical. Typically, businesses fail in effectively qualifying, distributing and converting leads because of the absence of an efficient, repeatable strategy through which leads are managed. Effective lead management is achieved through a combination of tools and lead nourishment and engagement techniques. CRM and Social: The main aim of Customer Relationship Management (CRM) solutions, such as Microsoft Dynamics, Salesforce and Sugar is to reinforce customer loyalty thereby decreasing costs and increasing profits. True CRM comprises having a single, consummate view of every customer in real time. For this, it is essential to merge information pertaining to a given customer from all internal data sources of an organization and if appropriate, from external sources. This view facilitates customer-facing employees to arrive at quick, informed decisions relating to sales, marketing, and customer support, such as competitive positioning tactics, target marketing strategies, upselling opportunities, and cross-selling. The natural progression of CRM systems now includes social media and digital lead generation and capturing and maintaining real-time conversation tracking and history. The dispersed nature of online marketing and advertising has meant stronger reliance on lead capturing for advertisers. Marketers and business have seen strong ROI in integrating lead management and CRM systems with their social initiatives to engage with consumers and influencers, thereby making them the brand representatives. For Additional Reading Refer: Lead Management, Consider Automating These Top 12 Marketing Processes in 2013, Gartner FIGURE 2 Nurturing and managing leads Source: Cybage 5

6 Marketing In spite of the advent of social media, marketing remains one of the most direct forms of interactive advertising. Popular because of its traceability and effectiveness, as a channel provides advertisers to directly engage with their target audience and calculate a precise return on investment. FIGURE 3 Optimizing the marketing process The future of marketing rests on further developments in the existing permissionbased standards (Opt-in) with an increased expectation of valuable ROI generation for marketers. The trend is emerging towards how marketing can be optimized to work together with Social Media. The successful marketing campaigns provide timely content based on the current needs of the consumer. Developing marketing campaigns taking into account the social media actions allows brands to more effectively engage consumers. This helps position the brand as responsive to the consumer interests and needs. For Additional Reading Refer: Lead Management, Consider Automating These Top 12 Marketing Processes in 2013, Gartner Source: Cybage A right technology partner can help with developing marketing platforms and capacity planning services to further this important marketing vehicle. The focus should be on aggregating, enriching and managing subscriber and consumer data, qualified by audience attributes for contextual campaigns. This can be achieved by integrating marketing with lead management and social media initiatives. 6

7 7 Micro segmentation and Targeting using Big Data With the onus on marketing teams to demonstrate returns and performance on spend, it is critical for marketing-led organizations to actively measure, monitor and address deviations. Institutionalizing centralized systems that help aggregate performance related data helps derive timely and actionable data and information. FIGURE 4 Deriving actionable insights and data management The technology solution should provide a single, coherent data in-point for any marketing platform for client-generated data and third-party data, and the system should encompass the areas like data collection, data storage, data parsing, and data output. However, creating an available, scalable, durable, and flexible system for collecting and processing any event or interaction data related to digital marketing and advertising is challenging. The technology solution should provide a single, coherent data in-point for any marketing platform for client-generated data and third-party data, and the system should encompass the areas like data collection, data storage, data parsing, and data output. The highly distributed architecture provides high fault tolerance, availability, and scalability. The parallel processing infrastructure enables extreme data processing rates. The big data architecture, visualization, and data management tools help meeting objectives on evolving analytics and real-time reporting needs. Source: Cybage An appropriate technology solution should focus on deriving data insights using customizable and context relevant dashboards focused on data collection. Big data implementations can help with high volume data analytics when bringing in 3rd party audience data together with the brand s own consumer and marketing data sets. For Additional Reading Refer: Microsegmentation and Targeting Using Big Data, Consider Automating These Top 12 Marketing Processes in 2013, Gartner 7

8 Agency workflow management & IT Needs As more consumers adopt newer media channels, advertisers and agencies need to leverage stronger means of identifying, establishing and addressing their target audience. With the focus on performance, agencies and advertisers seek stronger returns on their media spend. The complex fragmentation of online users and the emergence of data driven media buying strategies pose challenges for media buying and creative ad agencies. With wider choice of media channels, and given the increasing complications in the media buying, planning and reporting process, ad agencies are also leveraging technology to enhance the entire process of media buying, audience segments, and optimizing buys with appropriate pricing. Media houses and ad agencies thrive for solutions to centrally manage, track, and optimize advertising across digital as well as traditional media channels and evaluate performance of ad campaigns from within a single environment. The right technology partner will help augment your service offerings for brands by leveraging the breadth of skills of the service provider. And offer these services at a more competitive price-point, helping you secure more business. On the internal business process front, a right mix of technology and workflow can help with optimized efficiencies for media management processes. Such solutions also include analytics and reporting of several enterprise-class applications within the Advertising realm both digital and traditional with a worldwide user base. In addition, successful agencies forge and leverage partnerships with technology service providers to bid for a larger variety of end-customer implementations focused on Web development, Content Management Systems (CMS), Mobile Applications, and Social Media Brand Presence. Bringing the offshore dynamics into the mix of such partnerships makes the agency offerings more competitive. For Additional Reading Refer: CIOs Must Keep Working With CMOs on Familiar Marketing Process Automation Areas, Consider Automating These Top 12 Marketing Processes in 2013, Gartner 8

9 9 Marketing Asset Management The average marketing campaigns now span a multitude of channels, geographies and messaging to ensure optimal reach and reception. In this context, agencies and advertisers need to consider implementing measures to optimize their marketing assets for unified messaging in an efficient and cost beneficial manner. As the pressure to turnaround campaigns increases, marketers now have to contend with rising costs and possibly duplication of efforts for creative production. As more intricate campaigns develop, marketers also need to ensure greater reuse and repurposing of assets, reducing creative production lifecycles and overall optimization of agency spend outlay. However, marketing asset management is not only about creating a repository for assets, it also entails a holistic approach to undertaking marketing campaigns and messaging. Asset Mapping As marketers are driven by the need to address a diverse range of channels with increasingly intricate campaigns, marketing asset management has evolved from creating repository to enabling creative production and creative serving and fulfillment. As part of the asset mapping process, marketing team now need to ensure: Creative ideas are aligned at low level logical components in line with marketing plans and campaigns Ensure storage of assets for posterity and make archives readily available to teams and third parties (agencies) For Additional Reading Refer: Marketing Financial Management, Consider Automating These Top 12 Marketing Processes in 2013, Gartner A successful Social Media Reputation management program will have the right mix of investment in building compelling social experiences and presence. And then the right tactics to nurture your audiences and monitor online reputation to effectively address brand perceptions. An enterprise should consider investing in platforms and solutions that leverage unified marketing asset management solutions that enable automated collaboration workflows between brands and agencies. Such solutions also enable content re-purposing for different media channels as well as automated publishing. FIGURE 5 Re-purposing creative content Source: Cybage 9

10 Voice of the Customer With consumers adopting newer channels of content and information consumption, marketers are now required to move away from traditionally established mechanisms of market research and reputation management. Addressing and accounting for the customers voice in a highly social world is critical. FIGURE 6 Monitoring brand reputation and consumer behavior The growing influence of social media and mobile on consumer decisions and behavior has prompted the need to undertake listening to consumers across these channels. Undertaking this can help marketing teams better understand consumer perception and garner valuable feedback. Further, doing so can help create stronger branding, product development inputs and customer satisfaction and loyalty. For marketing teams undertaking such listening activities, Gartner anticipates a 10% increase in customer satisfaction. However, given the nature of social channels and the overall white noise of the Internet, undertaking such listening activities remains a challenge. The impact of listening activities is in the actionable insights that marketing teams can gather and finding such insights remains a tedious, time-consuming process. Being a Good Listener To create effective voice of the customer programs, marketing stakeholders need to ensure a ready mix of technology and Source: Cybage processes that help make sense of the data so aggregated. Typically, implementing such programs will require: Social media monitoring tools Feedback management systems Customer information management systems such as CRM Data management, integration and analytics and Manual Business rules and processes to sift through customer data Using a combination of technology systems and processes, listening activities can help identify and provide comprehensive insights into consumers and their preferences. For Additional Reading Refer: Voice of the Customer, Consider Automating These Top 12 Marketing Processes in 2013, Gartner 10

11 11 Marketing Performance Management Traditionally, marketing teams were driven by performance metrics that were driven by perceived reach and impact. However, marketing functions now are driven by the need the not only positively impact the organization s branding and marketing goals but also demonstrate commensurate contribution to sales and the bottom line. What legacy models of measurement once drove soon has evolved to more transactional and performance oriented tangibles. The need for stronger financial management of marketing activities and spend could result in up to 75% reduction in overspending. Further, Gartner anticipates marketing functions that undertake performance oriented marketing to having an additional 15% increase in revenues. Investing in systems to manage media planning, campaign management and budgeting can help with automating your programmatic media buying and audience targeting. By measuring the ROI on ad spend across various channels and showcasing reports to brands, you can help cross-sell services to brands otherwise wary of newer means of media channels. This also helps with better ROI for brands across channels and build more effective media plans. FIGURE 7 Defining and managing marketing performance While the returns for instilling stringent checks and processes on marketing spend and performance is lucrative, doing so remains a challenge. Performance associated with creative advertising and traditional media have not been well measured and ensuring the right financial checks requires higher turnarounds and agile systems. As a process, both facets of managing marketing spend needs to be institutionalized. More Bang for the Buck While transitioning to performance-oriented marketing, it is critical that stakeholders ensure: Appropriate performance indicators and metrics are defined for each channel Each marketing activity needs to have an associated KPI or mechanism to gauge performance Source: Cybage Rely on statistical and mathematical models to merge reporting data and KPI across channels Analyze data and derive potent marketing mixes 11

12 From the Gartner Files: Consider Automating These Top 12 Marketing Processes in 2013 We describe 12 marketing processes CIOs must work on with CMOs and other marketing leaders to enable marketing to drive revenue, cut costs, measure marketing performance and boost the return on marketing investment. Key Challenges CIOs have difficulty supporting chief marketing officers (CMOs) and marketing leaders via technology and applications, because of the disconnect between the CIO agenda for standards and the marketing agenda for competitive differentiation and innovation. CIOs and CMOs also have trouble identifying and defining processes for automation, which is critical to selecting appropriate applications and vendors for marketing and helps bridge the CIO and CMO technology gap. Recommendations CIOs must work with marketing leaders on four new marketing process areas: integrated online and offline campaigns, microsegmentation and targeting, agency management and people (human) resource management. CIOs must keep working with CMOs on inbound/event-triggered marketing, lead management, local marketing enablement, marketing asset management, marketing financial management, marketing performance management and voice of the customer. CIOs and CMOs together should determine the relative participation of IT versus marketing in each process area, and should assign project leads. Strategic Planning Assumptions By 2016, marketing organizations that integrate online and offline campaigns will reduce customer contacts by 60%. By 2016, marketing organizations that leverage big data for microsegmentation and targeting will achieve response rates of 70% or higher. By 2016, marketing organizations that automate processes for managing agencies will reduce agency spending by at least 10%. By 2016, marketing organizations that improve the management of HR and leverage skills effectively will increase project capacity by 30%. Introduction CIOs often are challenged to effectively support CMOs and marketing leaders via technology and applications. There s frequently a disconnect between the CIO agenda for standards and the marketing agenda for competitive differentiation and innovation. With increasing technology investments occurring in marketing, IT and marketing must be better aligned. By working with CMOs and marketing leaders to identify, prioritize and define key marketing processes, CIOs can better collaborate with marketing, and can better help select applications and vendors that will best support marketing s business objectives while maintaining IT standards for architecture and security. We identify the top 12 marketing processes CIOs should work with marketing on in 2013 to drive revenue, cut costs, measure marketing performance and boost the return on marketing investment (ROMI). Analysis CIOs Must Work With Marketing Leaders on Four New Marketing Process Areas The four new marketing process areas where CIOs must work with marketing leaders are: Integrated online and offline campaigns Microsegmentation and targeting using big data Agency management People (HR) management Integrated Online and Offline Campaigns Over the past few years, many companies have adopted digital (Web and ) and social marketing solutions to drive online marketing campaigns. These solutions have not replaced and often have not been integrated with traditional campaign management applications that leverage offline channels, such as direct mail and the contact center. This has led to an increased number of marketing campaigns to customers and diluted marketing messages. To improve relevancy and make sure the marketing messages are heard, online and offline campaigns must be better aligned and integrated across all channels and types of campaigns. Using multiple channels (offline and online) in a marketing campaign creates more dialogue with customers, improving the customer experience. Campaign process workflows should be used to orchestrate multistep, multichannel campaigns across online and offline channels, creating a dialogue with the customer that can run in a lights-out environment. Campaign optimization should be used to determine the optimal channels for any campaign. Campaign measurement and attribution analyses should be used to measure channel effectiveness, and to close the loop on campaign performance. Process steps include: Plan and optimize channels and sequencing. Establish campaign workflows. Execute campaigns. Track and measure campaigns. Feed the results back into campaign planning and optimization. By 2016, marketing organizations that integrate online and offline campaigns will reduce customer contacts by 60%. 12

13 13 Invest in multichannel campaign management that supports offline and online channels, campaign optimization, campaign tracking and measurement, and attribution analysis. Although some vendors provide all capabilities, marketing requirements may dictate a best-of-breed approach. IT should work with marketing to inventory the current online and offline campaign tools. If multiple tools are used, consider migrating to one tool that supports online and offline channels, or integrate solutions using a pace-layered approach if having one solution is not feasible. Optimize channels, measure and attribute results, and feed the results back into campaign optimization. Microsegmentation and Targeting Using Big Data Digital channels, including social and mobile, are not only channels for campaign execution, but have also become sources of data and information regarding customers, including contextual information, such as location. As a result, the volume, velocity and variety of data are increasing at a rapid rate. Customer information also is attained through other channels, transactional systems and third-party data suppliers. Ample big data is available for marketers to gather customer insight for finer levels of segmentation and targeting than ever before, enabling a customer experience that is closer to oneto-one marketing. Marketing organizations should consider how they leverage big data to support microsegmentation and targeting. The process steps include: Identify the types of data required for microsegmentation/targeting. Identify the best sources of that information and the frequency with which it changes. Apply analytics to develop deeper insights. Define campaign strategies around the microsegments. Create campaign workflows using the appropriate channel(s). Execute the campaign. Track and measure the results. By 2016, marketing organizations that leverage big data for microsegmentation and targeting will achieve response rates of 70% or higher. Invest in data mining and integration capabilities, big data analytics for specific marketing segmentation and targeting, and campaign management. IT should work with marketing to determine what types of microsegmentation or targeting make sense for the company based on its customers and on the types of products and services that are promoted and sold, or based on the customers decision journey or path to purchase. Identify the relevant data and data sources. Evaluate solutions that support big data analysis, and integrate these with campaign management and digital marketing applications for execution. Agency Management Most large marketing organizations still spend a large percentage of their budget with creative and interactive agencies. These agency relationships often are managed in isolation by different functions in the marketing organization, with little ability to hold the agencies accountable for their marketing deliverables. Managing agencies more holistically can help reduce overall agency spending, improve accountability, ensure that money is spent effectively and improve agency contract negotiations. Process steps include: Identify strategic versus tactical vendors. Negotiate SLAs with primary agencies. Establish internal guidelines for agency use and selection. Identify creative or interactive marketing projects. Send a request for quotation (RFQ) to bid on the projects. Select and procure agency projects. Establish agency and deliverable metrics. Negotiate pricing. Collaborate with the agency on the project. Track spending with the agency. Measure and share the results. By 2016, marketing organizations that automate processes for managing agencies will reduce agency spending by at least 10%. Invest in agency management applications, and in marketing resource management (MRM) applications for planning, budgeting and project management. IT should work with marketing to document and define agency management processes. Map out the current solutions, and see what areas MRM solutions can replace. 13

14 Evaluate MRM applications, and consider specialty solutions for agency management. Include agencies in the discussion, seeking input on how to best automate processes between the agency and marketing. People (HR) Management MRM applications increase marketing productivity, but many tools still lack a strong HR planning component. Marketing must better manage its people resources and allocate work effectively across marketing functions and skills. Marketing organizations are increasingly considering this aspect as part of their MRM solutions. Process steps for managing people resources in marketing include: Establish a skills database that includes primary and secondary skills for all marketing employees. Identify and define tasks for the projects, including the amount of time required to complete the task. Use project management to identify available resources. Assign people to projects based on skills, competencies and availability. Manage the project. Use analytics to identify resource issues (overcommitment or undercommitment). Measure performance and feedback into skills and tasks definitions. By 2016, marketing organizations that improve the management of HR and leverage skills effectively will increase project capacity by 30%. Invest in MRM and project management solutions with a strong focus on managing, people, teams, projects and tasks with dashboards for resource planning. MRM solutions may not have all the capabilities to effectively manage HR. IT should work with marketing to identify the MRM gaps. Push MRM vendors to add more people resource planning capabilities. Meanwhile, expect that some customization in this area may be needed for MRM solutions. CIOs Must Keep Working With CMOs on Familiar Marketing Process Automation Areas CIOs must keep working with CMOs on: Inbound/event-triggered marketing Lead management Mobile marketing Local marketing enablement Marketing asset management Marketing financial management Marketing performance management Voice of the customer Inbound/Event-Triggered Marketing Inbound and event-triggered marketing generates timelier and more relevant messages, compared with traditional outbound campaigns. Inbound marketing provides offers to the customer when the customer chooses to interact with the company, typically via a contact center or website, but increasingly via social and mobile channels as well. Event-triggered marketing identifies opportunities by monitoring incoming customer data streams for early indicators of cross-selling opportunities or churn risk so that the company can make a timely offer. For inbound marketing: Analyze data offline or in real time to determine offers, and build predictive models, if required. Determine the customer s potential receptivity to offers. Decide whether to make the offer when the customer initiates the interaction via the contact center or the Web. For event-triggered marketing: Determine the objectives (e.g., crossselling or churn reduction). Identify early indicators (e.g., declining/ increasing account balances). Monitor data streams for early indicators. Determine the appropriate action and channel for communication when an early indicator is recognized. Execute triggered campaigns. Through 2015, marketing organizations that execute inbound or event-triggered techniques will see response rates that are five times higher than for outbound campaigns. Invest in advanced campaign management capabilities for next-best-action and eventtriggered marketing. Determine whether inbound and/or eventtriggered marketing makes sense for marketing. IT should work with marketing to determine the data analysis required to support and develop workflows for the appropriate execution plans across distribution channels. 14

15 15 Lead Management Lead management is a process that aligns marketing and sales, from lead generation to lead execution. By expanding the marketing team s role in the sales process, companies can improve lead quality, and can ensure higher conversion rates by sales. Process steps for marketing to handle leads include: Generate leads. Collect them. Qualify and score them. Nurture them. Prioritize the leads. Augment them. Distribute them. Conduct closed-loop measurement via sales integration. By 2015, 30% of Global 2000 companies that focus on improving lead management processes will increase their revenue by 5%, to 10%. Consider investing in process-oriented lead management solutions with robust business rules and workflow engines, as well as robust lead scoring. Integrate these with opportunity management systems for closed-loop feedback from sales. IT should work with marketing and sales to define the lead management process. Identify the insights from marketing that will improve lead qualification and support advanced lead scoring. Identify marketing data and content that will augment leads sent to sales. Automate workflows based on the defined process. Integrate marketing applications with sales applications, such as opportunity management, to close the loop. Mobile Marketing Mobile marketing remains a fast-growing interest area for marketers. Mobile can be used to support internal marketing processes to enable marketers to collaborate with each other, as well as sales, partners, merchandisers and agencies/suppliers in: Reviews and approvals Access to marketing content, and to collateral and digital assets CMO dashboards Displays and promotion planning Mobile can be a great way to promote products, engage customers and provide opportunities for a rich customer experience based on context. External mobile marketing processes include: SMS Couponing Contextual marketing (e.g., in-store and while traveling) Local marketing or promotions Sales support for client interaction By 2015, 80% of companies will use mobile marketing in Western Europe and North America. Invest in solutions that support internal and/ or external mobile marketing. Consider campaign management vendors that support external mobile processes, and MRM vendors that offer mobile access for internal marketing processes. IT should work with marketing to identify and prioritize two internal mobile marketing initiatives, and one to two external mobile marketing processes based on business value and potential ROI. Reject processes that customers deem invasive. Monitor and measure performance, making adjustments as necessary. Integrate external mobile marketing with other marketing techniques. Local Marketing Enablement Many B2B and B2B-to-consumer (B2B2C)/ B2B2B companies have invested in point solutions for lead or distributed campaign management. A growing number are investing in marketing fulfillment for the distribution of content to the field. Ideally, these will come together in one strategic solution to support local marketing enablement. Local marketing enablement provides a centralized portal solution to support field marketing, sales and distribution partners with the following capabilities: Distribution of leads Distribution of campaigns Distribution of content, collateral and digital assets Multichannel/multimedia support Partner branding Localization templates Customer information and insights Partner measurement and reporting 15

16 By 2015, companies that focus on integrated processes for local marketing enablement will increase their revenue by 15%, to 20%. Invest in integrated solutions for local marketing enablement that support multiple channels and media formats. Recommendation: IT should work with marketing to provide an integrated solution from central marketing to support the field, rather than a set of multiple point solutions that sales and partners must access separately. Marketing Asset Management Marketing is under pressure to achieve greater reuse of marketing assets, reduce creative cycles, decrease agency costs and improve brand management in local markets. Marketing asset management is more than just a repository for marketing assets. It also involves managing the creative process upstream for production, as well as downstream for fulfillment. Process steps include: Align creative ideas with marketing objectives. Approve the ideas. Approve the budget. Review and approve the creative work. Store and manage assets and content. Ensure field access to content and collateral, including templates and guidelines (e.g., procurement and print on demand). Ensure nonproportional reformatting of content based on channel and device. By 2015, marketing organizations that invest in marketing asset management will reduce agency costs by 25%, decrease time to market by 75% and improve content usage by 50%. Consider MRM solutions that provide creative production management, asset/content management and marketing fulfillment capabilities. IT should work with marketing to document and define the process prior to vendor selection and implementation. Ask marketing to include creative agencies, regulatory compliance teams, field marketing and sales/distribution partners in the process. Marketing Financial Management Once finance allocates the marketing budget, marketing typically creates budgets from the top down, then manages them in individual spreadsheets that make it difficult to reconcile and aggregate costs. Analysis can take months to perform, with results typically providing insight into what was spent, but no ability for marketing to manage the budget as its being spent. The process for marketing financial management involves: Ensure budget planning and optimization within marketing. Review and approve marketing budgets. Track spending (committed versus actual). Set up alerts and notifications for overspending. Reallocate funds based on preset conditions, on campaign performance or in response to competitive threats. Report on finances and the effectiveness of spending. Through 2015, marketing organizations investing in financial management capabilities will reduce overspending by 75%. Invest in MRM modules for budgeting and financial management. IT should work with marketing to create a standard set of planning, budgeting and financial management processes for the marketing organization. Engage the finance department for the selection and implementation of an appropriate MRM module. Integrate the MRM solution with the finance solution. Marketing Performance Management CMOs and marketing leaders are under pressure to measure the results of marketing campaigns and demonstrate ROMI. Targeted marketing campaigns, particularly digital campaigns, have been highly measured, but areas of marketing around creative advertising and traditional media have not been well-measured, if at all. CMOs must apply measurement discipline across the entire marketing mix. Process steps include: Identify and prioritize leading key performance indicators (KPIs) for marketing based on corporate objectives. Develop metrics for different marketing activities, programs and campaigns that can be tied to the KPIs and objectives. Identify data and sources for relevant information and analysis. Conduct a multidimensional analysis of campaigns, segments and channels. Provide insights via a CMO dashboard and alerts/notifications. 16

17 17 Apply optimization algorithms to determine the optimal marketing mix. Through 2015, CMOs who invest in marketing performance management will drive at least a 15% increase in revenue for the company. Invest in solutions for marketing performance analysis, visualization and dashboards, and marketing mix optimization. IT should work with marketing to identify three to five top KPIs. Determine the relevant analysis dimensions (e.g., campaign, channel, segment, geography and product/brand). Understand that no single marketing vendor or technology will enable access to all insights. Expect to spend money on services for a complete solution. Voice of the Customer Many marketing organizations are moving away from traditional market research to a broader cross-channel, voice-of-thecustomer strategy. Social media is raising the importance of listening to customers, and of actively seeking their input and opinions. The maturation of speech analytics provides yet another voice channel that can be used to distill important marketing feedback. Listening to customers is important for branding, product and service development, customer satisfaction and loyalty, and the development of appropriate marketing campaigns/ messages. Process steps for a voice-of-the-customer program include: Identify listening objectives (e.g., branding, product development or concept/offer testing). Identify the sources and channels for listening. Determine access (e.g., authorization) and procurement (where missing) requirements for the channels. Determine how to align the different channels to obtain a single view. Monitor the sources/channels. Develop automated alerts/workflows for negative (and positive) feedback. Develop action plans based on customer inputs and objectives. Execute action plans across multiple channels. Through 2015, marketing organizations that invest in voice-of-the-customer programs will increase customer satisfaction by 10%. Invest in enterprise feedback management and survey tools, social media monitoring tools, Web analytics, and customer data integration and analysis. IT should work with marketing to prioritize how voice-of-the-customer programs can help further marketing s objectives. Develop action plans. Integrate voice-of-the-customer solutions with other CRM systems for execution. CIOs and CMOs Should Work Together to Determine the Participation of IT Versus Marketing CIOs and CMOs should work together to determine the relative participation of IT versus marketing in each process area, and should assign project leads for each area. CIOs and IT should help CMOs and marketing leaders who haven t implemented the 12 CRM marketing processes described in this research to automate them in These processes enable marketing organizations to drive company growth, reduce operational costs, better align spending with marketing objectives and optimize the marketing mix. CIOs should work with marketing leaders to prioritize marketing processes for automation, and working together should identify and select vendors and applications. Source: Gartner Research Note, G , Kimberly Collins, 22 February

18 About Cybage Founded in 1995, Cybage Software is a leading offshore software services company offering solutions that accelerate, simplify, and enrich business processes to give its clients an edge over competition. We are an SEI CMMI Level 5 version 1.3 and ISO Certified company based in Pune, India. Our success is built on a pool of 4300 software professionals. Based on a remarkable record of quality, consistency, and outstanding technological prowess, we have partnered with over 200 global software houses of fine repute. Our array of services includes Product Engineering (OPD), Enterprise Business Solutions, and Value Added Services. Cybage specializes in the implementation of the Offshore Development model. Cybage s domain expertise spans across several business verticals such as Media and Entertainment, Travel and Hospitality, Healthcare and Life Sciences, Retail and Distribution and Hi-Tech. Cybage has eight technology focused Centers of Excellence (CoEs) Ecommerce, Enterprise Mobility, Customer Relationship Management, Business Intelligence, Enterprise Content Management, Cloud Computing, Education & Learning, and Supply Chain Management. Our unique model of operational efficiency, ExcelShore, helps ensure de-risk our approach and provide the best value per unit cost. To know more about us, visit us at or write to us at media@cybage.com. Cybage, with its deep understanding of the Media and Advertising industry, offers effective technology solutions and services to help organisations with their technology and platform engineering needs, generate more revenue, better engage their audiences, automate & execute business processes and help with data, analytics and reporting solutions to gain a competitive advantage. Cybage is the technology partner to some of the world leaders in the Advertising ecosystem including Ad Platforms, Exchanges, Media Agencies as well as Marketing Services providers. Headquarters: Cybage Software Pvt. Ltd. Cybage Towers, Survey No. 13A/1+2+3/1 Vadgaon Sheri Pune India Phone: media@cybage.com Additional Development Centers: India, Pune, Hyderabad, Gandhi Nagar The United States, Redmond, Washington International Sales and Engagement Offices: Edison, NJ Atlanta, GA Austin, TX Fremont, CA London, United Kingdom Frankfurt am Main, Germany Sydney, Australia Twitter Linkedin Facebook Slideshare 18