Marketing Automation: A Process Perspective © 2011 Green Hat. All Rights Reserved. Andrew Haussegger, Green Hat June 2011

Slide 2 What I’ll be talking about...  Green Hat (short intro)  The B2B marketing landscape (and associated challenges)  How can automation help?  The Six 3C3P Process Steps for best-practice automation  Lessons from the trenches

Slide 3 A Short Intro to Green Hat

Slide 4 The Landscape

Slide 5 What do CEOs think of marketers? Source: 2011 Global Marketing Effectiveness Program Fournase Group UK (June-11) 77% little linkage to revenue & sales 74% too much focus on trends 67% too ‘arty’, not business-like

Slide 6 The new paradigm for marketers: Ambidextrous Thinking

Slide 7 What is Marketing Automation? Process and technology that help generate and nurture leads, grow customer loyalty, synchronise with the buyer’s journey and optimise alignment between marketing, sales and revenue.

Slide 8 Forrester: ‘B2B Marketers must better prepare for marketing automation’ Source: Forrester - B2B Marketers Must Better Prepare For Marketing Automation Report (Apr 2011)

Slide 9 Forrester: ‘B2B Marketers must better prepare for marketing automation’ Source: Forrester - B2B Marketers Must Better Prepare For Marketing Automation Report (Apr 2011) frustrate the sales team messages dont’ resonate marketing to wrong people, wrong time

Slide 10 Are B2B marketers equipped to achieve their 2011 key marketing objectives? Source: Green Hat/ADMA/AMI B2B Marketing Outlook Report (Feb 2011)

Slide 11 How can automating marketing help? > Move from mass to 1-to-1 marketing > Tracking the ‘Splinternet’ (digital age) > Right time, right message, right person > Systematic nurturing to MQL

Slide 12 What about the buying stages of customer’s lifecycle...

Slide 13 Plan your approach before executing your moves.

Contacts Content Platform Process Flow Performance Comm’ns 3C3P Framework for Marketing Automation Process

Slide 15 Step 1. Contacts Understand the B2B buyer & the buyer’s journey

Slide 16 Profile: IT Manager (Government) - example My Information Needs I’m usually ready for a chat A view of the future: business trends, innovations, meaningful ‘new things’ Professional development Vendor product material/technical details SLAs, commitment, reporting Integration/automation (eg between helpdesks and consumables, alerts) Open to outsourcing – reducing TCO Ideas for increasing productivity (users & ICT team) Help with developing a business case for IT investment Possibly, sustainability and Green ICT Challenges in Communicating with Me I network with other government IT Managers, so get to hear of any service issues (herd animal) I may be influenced by prior vendor relationships Can’t talk/hear from you during tender processes My KPIs Become more strategic/business focussed than technical Service delivery to users/public/greater good Making good decisions – technical/business My Environment & Responsibilities One of 1-5 reporting to the CIO or Assistant Secretary Old building, bureaucratic environment I’m generally unpopular because I can’t always deliver what users want Community spirited – want to contribute to greater good My Challenges Under pressure to deliver services/functionality to users Working within strict budget cycles Reducing IT operational costs Delivering return on IT capital investment Reliable IT infrastructure/service delivery Who am I? 40+, from a technical background, probably risen through the government ranks, career bureaucrat

Buyer's Journey: IT Manager (Government)

Slide 18 Step 2. Communications > nurture themes > thought leadership & solution streams > + phone + social > call-to-action offers

Slide 19 Interlocking nurture streams to give the customer what they need when they need it...

Slide 21 Step 3. Content Mapping > right asset, right time > your’s or other’s assets? > find the optimal media mix

Slide 22 Content Mapping - relevant assets required for different stages Buyer Role Growing Problem Awareness & Desire Exploring Solutions Justifying the Decision Financial management (CFO, Financial Controller…) Strategic management (CEO, MD, Business Owner …) Technology management (CIO, IT Manager …) Line-of-Business management (HR, Marketing, Supply Chain…)

Slide 23 What is content layering? 1. Free to public 2. Identified strangers 3. Profiled audience

Slide 24 Customers Aware- ness Tier 2 Sales qualification On going profiling based on information layering and trigger events Tier 3 Self Assessment Tool Tier 4Tier 1 DRW Print Country Profiles (web) International Business Index Alliance workshops Deal workshops Finance tool workshops Finance tool workshops Finance Assessment Index Chart Pack (web) Welcome – self signup process Trade Missions Ally / sponsor events Other ATL Content marketing for multiple sub-segments (client example) Awareness (GFC issues) Awareness (finance sol’ns) Identify Need Key Briefings/Events Nurture Assets 2 Global update Subscription Country alerts Australian updates subscriptions Nurture Assets 1 MTV

Slide 25 Content Marketing Best-Practice Tips  Recycle and re-purpose  Setup an editorial calendar & plan content a quarter ahead  Content-on-the-fly !  Use third party content in the problem awareness stage where possible  Build content for video and smart-phone consumption  Build profiles for your thought-leaders (social, conferences)

Slide 26 Step 4. Process flow and rule-set considerations Process ‘Levers’Issues CadenceHow often do you /call? When? Progressive ProfilingShould you profile explicitly and/or behaviourally? Lead ScoringWhat should you lead-score ? CRM record, web activity, profiling responses, campaign response? Should you score at all? Lead RoutingShould leads be routed immediately to sales, marketing or tele-marketing? Humanising the ‘Touch’Should s come from the company or individuals? Tele-NurturingWho do you call? Responders, non-responders? Database hygieneHow will you keep your contact data fresh? TrackingWhat should you track?

Step 5: Performance: KPIs, Metrics > Define KPI/metrics with stakeholders > Define targets against benchmarks > Define conversion rates b/w stages > Define revenue outcome and ROMI > Reportability ?

Slide 28 Step 6. Marketing Automation Platform Selection > Automating chaos results in chaos > Prototype to test & optimise > Cloud vs On-Premise options > CRM integration > Register for comparison

Slide 29 The Marketing Automation (MA) systems landscape > CRM sales force automation focus > 100+ MA software providers > confusing marketplace > growing VC funding (online & cloud)

Slide 30 Can we use our CRM for marketing automation?

Slide 31 Lessons from the trenches

Slide 32 Case Study: IBM Nurture Marketing Program (March 11)  Green Hat has been assisting IBM Australia with many lead nurture programs for over four years  Longest program (targeting IT mgt/solution architects) continues to deliver to the best results  Lead-to-Win results across five lead nurture programs deliver over double the conversion rate than non-nurtured contacts (per the graph)  Nurtured contacts delivers 4-6 times better response to campaigns than non-nurtured contacts

Slide 33 Case Study: Global Software Company - Nurture/Automation Program > Complex sale - ave lead time 18 months > Automated consistent ‘touch’ program > Process drives internal activities > ‘Its all about the buyer’ > Response encouraging, expanding program

Slide 34 In summary, some hot top tips... The DOsThe DON’Ts Interlock marketing with sales (no longer optional) Don’t run automated programs standalone Use the ‘Human Touch’ where you canDon’t over-communicate. Respect the permission given to you. Cleanse/optimise your list using your automated process Don’t talk about your solutions too early. A/B test and optimise (experiment) - frequently Don’t talk dirty (sell) to customers. Sales will sell. Automate colleague referralDon’t forget to seed in your offers. Collect bite-size chunks of profile dataDon’t wait – get started. Start small.

Slide 35 Andrew Haussegger For marketing automation & lead nurturing resources: Thank you.