Eloqua Users Group – October 2014

r1Very useful discussion, as usually.  Relationship One is an App Cloud partner of the Month!  Congratulation!!  🙂

Upcoming system updates:

  • Signature rules upload from CSV – great!
  • Edit of the uploaded HTML from the split screen (finally!)
  • Some additional landing page analysis (need to check)

Customer spotlight featured a company  new to Eloqua, that has knowledgeable people and  has made significant progress from January 2014. One of the campaigns discussed – a subscription campaign for Canadian prospects before summer legal changes.

The company offered its prospect a downloadable gift in exchange for a subscription.  The list was unknown; the results were about 20% of open rate and 1% of CTR.  The interesting part – the gift was a choice of downloading a song or picture printing.  Picture printing was more popular than song download.  Over half of people that came to the landing page filled out the form – what was good.

The discussion in the group touched on an interesting point – misunderstanding of resources needed to use the system – both skill set and number of people.

In many cases, Eloqua is purchased because it does not require HTML skills…  but, it is not completely true – HTML/Photoshop is vital for email marketing.  Interesting – Eloqua editor is similar to PPT; though the best PPTs are done by designers – or people who are somewhat good in this area.   Eloqua is probably similar – yes, you can do something without the skills needed, but it would be as attractive as a PPT made by a person devoid of design sense and minimal writing ability.

Many people are struggling with staffing – and a general industry problems are strategy and staffing.  Marketing automation will thrive only when it is not supported by strategy and knowledgeable resources.  Maybe soon…  maybe later.   As the tenure and importance of CMOs is gradually increasing, so should our hopes for wonderful future of marketing automation 🙂

MN Search – Going Beyond the What with Google Analytics

jeffJeff Sauer (https://knowledge.land/ ) always has a valuable insight to share – it was a very informative event.

The tools tells us “what” but not “why” – at the same time, going beyond “what” is the key for adoption of the tools themselves.

What is important:

  • Get buy-in
  • Understand the tools
  • Sharing the results

How to get buy-in?  Use the approach: is what I am saying “boardroom worthy?”analytics-impact

  1. What are the objectives of the company?
  2. What benefits will they receive?
  3. Will they understand the terms?
  4. Point out the facts and share case studies
  5. Predict the value you will bring to the table (increase profit by x%…)
  6. CFO will want numbers to support your arguments

Return on Analytics (Avinash)

Use Frameworks (people love them!)

Goal > KPI > Give each KPI meaning

Targets > Tactics > Teams (Marketing IT, Vendors, etc.) > Tools (the last thing!)

Understanding your toolssnowplow

Strategy first > tools last

Old principle: spend 10% of budget on tools and 90% on people

The only constant is change…

Jeff is a champion of GTM (as many people in the field).  “If something interesting will come out next year, it will be possible to track with GTM…”

What developers hate doing:

  • front-end development
  • tagging marketing campaigns

New tool to check – Snow Plow analytics  (the tool allows to aggregate data in a data warehouse to perform any needed analysis with additional data sources.

The dream of the tool to do everything… is just a dream…

Share the results

  • What you say is important
  • What you don’t say is even more important

story

Use visuals

  • Do not share your work – share the insight
  • Find champions in your organization (you personally may not be as respected in the organization as necessary to see the value of your work)
  • Assume others will see your work (is it your best work?)
  • Remove ambiguity
  • Smart people act dumb (if you are the smartest person in the room, look like an idiot – people do not want to be threatened)
  • Every slide of your presentation should have an insight
  • You do not need to show people the details – do more by doing less

Modern Marketing Experience 2014 – London

modern-marketing-experience

Unexpected beginning of the event – marketers are asked to do more with exactly the same resources.  And evaluated faster based on the results produced… Tough.

marketer-resources

76% of marketers had to take on new responsibilities and feel management judges them faster on their ability to produce results.  At the same time, 89% of marketers do not see any change in budget or resources.

An interested point – this is probably the first evolutionary step of “Eloqua Experience” when the challenges of relationship between marketing and sales were not mentioned (even though I suspect this issue has not disappeared from the thoughts of majority of organizations 🙂 ).  The challenge of the relationship between marketing and IT took the center of attention.

Do marketers even know personally their colleagues in IT with whom they work?  Ah… not always…

marketing-IT

CEOs and CMOs do not see enough collaboration between marketing and IT (hm… it would be interesting to check how many of them blame the other party for the situation 😉  ).

divide

Why the divide exists?  Different priorities between the functions.  Motorola solution (IT reports to Marketing) have not been mentioned.  This probably will eventually happen, but  it may not happen soon enough.  I was also surprised to see IT interest in measurement and campaign optimization.  Usually, the only objective of IT is to keep the infrastructure running.

 PwC – Matthew Tod

pwc“Do not setup Digital Strategy – do not setup Digital Ghetto.  You need a business strategy for the new age.”

“If a company insists on a Digital Strategy, I ask if they also have an Electricity and Water strategy…”

“The “What” of business did not changed – only the “How” has changed.”

European parliament is working on possible legislation for the “right to eraser” – however, it will be difficult to do with many different and disconnected systems.  Chief Customer Officers are being introduced to the organizations to watch for the interest of the customers.

Multi-channel dilemmas…   In retail, multi-channel was unprofitable.  It increased the costs but the revenue stayed flat.

Juniper

Juniper took 4 years to come to its current level of Eloqua implementation. “People” part was last – looking back, it should be first”. After 4 years the company was able to execute its first fully coordinated international campaign in 7 languages and 11 countries.

Juniper-adoption

Juniper-team

The company uses a variety of vendors and internal resources to achieve its marketing objectives.

Juniper-process

Juniper-journey

Juniper-componentsy

Juniper eventually decreased the number of licenses for sales as sales were “not in CRM.”

Global standardization is very important – the processes need to be consistent, repeatable, and scalable.   Customization is possible on the country level, but all processes are global.

Lead Scoring – implemented only one part of the scoring system (activity); could not implement the other part as the company did not know the customer.

World areas that tale and execute the global campaign should believe in it.  It is not clear what it “ideal” approach of balance between execution in world areas and central office.

Engage challenges: inside sales looked at it and want to do more  – want to use their own templates (think they are marketers).  Company’s marketing would love to provide more templates for sales, however, there is a resource constraint.  If Engage is used, the Engage templates also need to be part of the campaign.

After 4 years Juniper is “doing all this things, but not doing it perfectly…”

LookBook

Content marketing is becoming more and more vital, but is it used correctly?  Content is consumed in short bursts of engagement…

Engagement could be more valuable than BANT – in some cases, people who filled out the form without engagement are less likely to close.

content

 

Panel

Company specializing in hospital staffing

Social did not work…  however, research documentation worked – the company became the source of knowledge for its clients.

National Instruments

Started with hundred of people using Eloqua as an email platform – nothing else.  Why?  The primary reason to purchase Eloqua is to have a tool to send emails and do not depend on IT.  Now IT is engaged… and trying not to put too many gates.

“We needed to put foundational pieces in place, before doing other fun things…”  Developing the process together with sales showed them what we can bring to the table…

“No custom things…  using the system out of the box – otherwise, there are too many custom things.

Plan to do eComm for less expensive products as a “no touch” channel – did not quite work as the web site is not ready.  Currently overhauling the web site.

Dow

After three years with Eloqua had one lead scoring program that nobody was using.

Internal promotions of marketing automation: “I knew it would be difficult…  I did not know it would be THAT difficult…”   One of difficult parts of promotion – hard to convince the company that marketing automation is not “only for b-to-c..”

One advice: do not give up…

Explaining marketing concepts to engineers is difficult – trying to “translate” terminology.

Main challenge – 95% change management, and 5% technology.

Important – find tactical projects that solve major problem in the company.

 

study

Main obstacles for modern marketers: less technology, more process.  Technology is abundant…  it is more important to put this technology together.  CEOs need to be involved – invest their own time and talk with CMOs.  CEOs will have to be personally involved in helping their CMOs. 

Larry Allison believes that Oracle is not a great marketing company… rather successful sales company and also has a room for improvement in marketing.

The power of CMOs will only grow…  the role of CMO will gain more respect.  Many CEOs see the degree of disruption and it makes them nervous.  What makes board room click?  Possibility to be laggards in the industry.

chart-1

chart-2

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The research suggests, that the hiring practice will “catch up” with “modern marketing,” though considering different presentation that “What” of business did not change, only “How” did, the hiring seem to be reasonable…  and also hiring more specialists who actually understand nuances of modern marketing technology.

 Content Marketing

Measurement content effectiveness by query string capturing in the form (done and figured out at the office 🙂 )

But, the next step is to aggregate all this data in the Content Response Custom Object, what would allow to see the history of the activity on the individual person’s level.  Awesome.  Checking.

Also, check Lucid Chart  https://www.lucidchart.com

(Below is yet another example of planning content based on the stage of sales cycle – quite interesting)

chart

Allocadia

Very interesting approach that is helping marketers to keep track of marketing budget… and integrates with marketing automation systems and financial systems.  The tool can help marketing departments to show their contribution to the business.

allocadia-testimonial

(Juniper networks is 4.6 billion organization)

Another interesting point I see is a relatively easy way to highlight non-marketing expenses that somehow “grew” into marketing budget, such as technical product documentation production.  With the proper tracking, marketing budgets can be associated with leads, etc. and non-related expenses won’t be possible to associate with…  marketing.  It would be a very important expense, but not within a marketing org.

My guess, even travel and educational budget can be tracked via the tool in a separate section…  and avoid the ubiquitous spreadsheet…

BlueKai

January 2014 Forbs named BlueKai as #31 of America’s most promising companies.  BlueKai is a DMP (Data Management Platform) – a very new development in the industry.  The main premise of the company is “Data in – Data out” – aggregating and segmenting the data for the benefit of the business.

data-out

Examples of the advantage: purchasing high cost PPC to be displayed for high potential prospects only, or removing current customers from a remarketing program. These activities generate quick return, easily reducing costs of already successful programs.  Google, etc. are perfectly happy with the activity as typically the company’s spend does not decrease, just effectiveness of company’s advertisement improves.

blue

What data is involved:

  • 1st  – your data (customer list)
  • 2nd – partner data (data generated by recent advertisement)
  • 3rd – purchased data assets (data purchased from
  • BlueKai does not store PII (Personally Identifiable Information)
  • Data collection is based on third-party cookies (data is refreshed by the cookie activity)

Best customers are marketers who already tried a few channels, and now want to be more efficient.

Though most of case studies are b-to-c, HP case study is more relevant to b-to-b.

BlueKai has many partnerships with data providers, what assures close and very fast integration.  BlueKai has over 400 interrogations.

data-to-ads

Data management (real time) also allows not to buy the same contacts several times from different sources.

How the data selection usually managed: BlueKai provides a platform that can be used by company’s in-house resources.

BlueKai customers include Dell, HP, Toyota, BestBuy, Hilton, Microsoft and others.

Interesting – Twitter has a cookie opt-in message I have not seen before…  maybe I won’t see it again after I leave London and return to US?

UK-Twitter

Book – Playing to Win: How Strategy Really Works

bookWonderful book – beside major strategy advice, the book has many seemingly little recommendations that can be very useful.

The biggest advice is simple and seemingly very hard for many organizations: there are many good strategies for a specific company and market  – there is no “perfect strategy.”  However, one needs to be chosen.  Strategy is a choice… This choice need to be made – and communicated to the organization.  That is it.

  1. What is our winning aspiration? (purpose of the business)
  2. Where will we play?  (Industries, regions, intermediaries)
  3. How will we win?  (Connected with “Where will we play” – how the aspiration in the chosen “where” can be achieved?
  4. What capabilities must be in place?
  5. What management systems are required?

Interesting: The “strategy” can also be applied to an individual department of the organization, which can create its own strategy serving internal customers.  For example: P&G considered understanding of the customer as an essential strength and a competitive advantage.  The research department had its own strategy based on the company’s approach.  It outsourced all “standard” research and developed expertise in unique and industry-specific research.

Understanding of the consumer was the main strength and competitive advantage of P&G.  Razor product developer did not understand why would he need to go to India for two weeks to study shaving habits of Indian men, when so many Indian men could be found relatively close to the research facility.   After spending some time in India, the product developer changed his mind – and designed the razor specific for Indian environment on a napkin while flying back from India.  the most significant insight came from the realization that shaving environment is different – while Western men shave with the availability of the running warm water, Indian men often had only a cup of cold water available for the task.  The new razor was designed to work better without easy availability of running water.

Arguments about different approaches:  useful not to discuss approaches in general, but state “what needs to be true for this approach to be viable” – in this case the discussion is switched into a more productive route.

Communication of the company’s strategy to the organization – the clearer the better.  The strategy needs to be clear and simple for all of the company’s employees (considering that English is a second language for many people in international companies).  The strategy also need to be easy to remember for employees.

Interesting – I did not find any fear that communicating the strategy to employees can alert the competition… 😉

Eloqua Users Group – Reports

chart

Ah – as Erin correctly pointed out…  most of us are truly intimidated by Insights…  and we are having a hard time getting insights our of Eloqua Insights.  I think, I am starting to understand why…  Insights are built on the BI premise, rather than a specific tool with the sole purpose of a very narrow goal.  Though the idea makes sense, BI platforms are too complex for the typical user of email marketing and automation reports…  and the time is yet to come when most of the audience have Close Loop reporting setup. Ah – in many cases, we are still struggling with basic  integration issues.

If metric won’t change how you behave – it is not a metric worth reporting

BI origin probably explains the complexity of the Prompt…  it looks much closer to Crystal reports and Google Analytics 🙂

dashboards

Data visualization best practices were also mentioned.  Data visualization topics have been present on three events presented by three different professional associations during last three months – the topic seem to be raising in popularity.

Interesting:  Insights uses “Attributes” instead of “Dimensions” used by Google Analytics.

metrics-attributes

Another interesting point was the full dethroning of the Open Rate – yes, I agree!  Maybe I can remove it from my reports also…  It was also removed from the testing reports – thanks to a smart member of my team.

metrics

Good source on the inter-workings of Insights is Topliners

resource-center

 

Though Eloqua Insights is the tool to extract metrics from Eloqua, I would still supplement it  with other data and use other display mechanism, as Insights do not seem to be sufficiently flexible.   Actually, it reminded me Omniture from a few years ago 🙂