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.
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…
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 😉 ).
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.
“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 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.
The company uses a variety of vendors and internal resources to achieve its marketing objectives.
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…”
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.
Company specializing in hospital staffing
Social did not work… however, research documentation worked – the company became the source of knowledge for its clients.
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.
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.
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.
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.
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)
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.
(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…
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.
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.
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 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?