marketing automation: organisational design & deployment
TRANSCRIPT
With Europe’s Leading Marketing Automation Consultancy
MARKETING AUTOMATION: ORGANISATIONAL DESIGN AND
DEPLOYMENT
19th April 2016
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 2
Thank you to our Sponsor….and congratulations to Andrew
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 3
Thank you to our Speakers too
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CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 4
Wrapping up…….
#MAorg
The trends happening around Marketing Automation right
nowAdam Sharp, MD & Co-Founder, CleverTouch Marketing
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 6
“The message is that there are known knowns. There are things we know that we know.
There are known unknowns. That is to say there are things that we now know we don't know.
But there are also unknown unknowns. There are things we don't know we don't know.”
Donald Rumsfeld
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 7
Bounded RationalityIncreasingly Organisations focussing on the Soft Skills of ongoing deployment
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CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 8
#1 Digital leaders will embed digital (MA)
capabilities into their wider
organization for a better customer experience, for
additional insight and for future
prosperity ‘
Copyright © CleverTouch Marketing 2016
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 9
Alfred Chandler
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 10
Culture = cool & hip(?)
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 11
Alfred Chandler
“Structure follows Strategy”
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 12
The ‘Connected’ Customer
1. Digital Body Language
2. Forrester’s Andy Hoar: By 2020 1m (of 4.5m) US sales jobs to be eliminated.
+44(0) 1962 677 [email protected]© copyright 2015
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LargestMarketing Automation Consultancy
Page 13
Marketing Opportunity = New ThinkingOLD WORLD ORDER NEW WORLD ORDER
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CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 14© Copyright 2015 CleverTouch MarketingCopyright © CleverTouch Marketing
2016
#2 The future is about self-service
and a seamless experience
The new customer experience will
change the Sales & Marketing
structure of organizations
radically
A strong Marketing Operations
capability will be key
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 15© Copyright 2015 CleverTouch Marketing
#3 New skills are driving Marketing Delivery
• A desire to drive new thinking beyond departments………– Connected Customer/
Customer Experience• Operational bias for scale• MA skills war for talent
– New providers & new supplier models
Brand
Creative &Content
MA ServicesPartner
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 16© Copyright 2015 CleverTouch Marketing
1. Technology & Info Intensive2. Publishing/Media/Events 3. Telcos & ISPs4. Financial Services5. Business & Professional Services6. Education7. Automotive
Over 300 of the smartest & most ambitious brandsPhased, B2B Leading the Way
#MAorg
The hidden sales cycle Andrew Burner, Application Sales Manager, Oracle
Marketing Cloud
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Are you taking advantage of the hidden sales cycle?Leading businesses track customers’ online movements to predict their buying behaviour. It’s easier than you think…
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
A little bit about me…
Andrew Burner
Digital Experience Management
Optimization& Insights
IntelligentOrchestration
ActionableAudience Profile
ConnectedData
@AndrewJBurner [email protected] uk.linkedin.com/in/andrewburner1
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
What is the hidden sales cycle?
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
BeforeCustomers had to talk to you.
TodayTalking to you is the last thing
they do.
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Customers are much better informed than they used to be
By 2020, Gartner predicts data
volumes will grow to
20 X what they are today
x20 Gartner
75% of digital information is generated
by individuals75% IDC
On average, B2B buyers are 57% through the
purchase decision before engaging a supplier sales rep.
57%Joint Google and CEB
research project
Joint Google and CEB research project Sources:http://panelpicker.sxsw.com/vote/20006
http://uk.emc.com/about/news/press/2011/20110628-01.htmhttp://www.executiveboard.com/exbd-resources/content/digital-evolution/index.html
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Your challenge is to ensure that prospects find your company during the online research stage.
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Reading ‘digital body language’ involves knowing where each prospect has been online.
Reading ‘digital body language’
1. What content have they read on your blog?
2. Which emails have they opened?
3. Where have they been on your website?
Source:http://trends.e-strategyblog.com/2012/09/07/how-social-consumers-see-it-vs-how-social-maketers-see-it-infographic/3609
e-Strategy Trends
While 76% of marketers believe
“They know what their consumers want” in terms of social media
content and interaction, only 34% have actually
asked those buyers.
76%
34%
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Four steps to taking advantage of the hidden sales cycle
Step 1 Know who they are
Step 2 Know where
they’re looking for information
Step 3 Develop the content that will attract their attention and send it
automatically
Step 4 Start thinking
real-time
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Know who they are.Step 1
• What is their job role?
• What business pains do they need to resolve?
• What does a day in their life look like?
• What do they want to achieve by investing in your products or services?
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Know where they’re looking for informationStep 2
• LinkedIn groups and forums
• Industry analyst websites
• Trade magazine and association websites
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Develop the content that will attract their attention and send it automatically.
Step 3
Katapult10%
Companies that automate lead management
and send new content automatically based on digital
body language signals typically see a 10% increase
in revenue in just 6-9 months.
Source: http://blog.katapult.co.uk/inbound/11-reasons-to-nurture-your-leads-with-marketing-automation/
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Start thinking real-time
Step 4
Source: http://www.convinceandconvert.com/the-social-habit/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/
“In general, how soon after you contact a brand, product or
company on social media do you expect to receive a response?”
Within 15 Minutes
11%
Within 30 Minutes
12%Within 5 Minutes
9%
Within one hour
10%
Within few days or so
33%
More than one hour, but later same day
25%
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
TakeawaysTo start making the most of the opportunities in the hidden sales cycle, you need to:
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
Get the sales and marketing departments to work together to identify exactly who they’re targeting. Everyone should know what their business pains are, what they want to achieve and how they plan to achieve it.
Get online and start developing relationships in forums and groups to grow your reputation as a value-adder and thought leader.
Get the sales and marketing teams to work together to develop the content that your prospects need and want using lead management solutions to deliver content and move prospects along the buying cycle until they are ready to talk to you.
Use the real-time reporting functionality of your lead management system to see how your prospects are interacting with your emails, website and web content so you can engage with them at the right time.
Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |
As you may have guessed, this is all much easier with
Oracle Eloqua Marketing Automation software!
Follow these steps and you will net more customers and convert more leads into sales.
#MAorg
Marketing Automation Strategy & Execution at VMware
Jane Delbridge, EMEA Marketing Operations Manager, VMware
© 2014 VMware Inc. All rights reserved.
VMware and Marketing Operations
Jane DelbridgeApril 19th 2016
The role of Marketing Operations
Marketing Operations
Marketing Automation
CRM
Reporting(BI)
DataWarehouse
CONFIDENTIAL 35
Integrating into the business
Sales
Field Marketing
Campaign & Brand
Web
CONFIDENTIAL 36
• Marketing Operations often “own” many of the foundational systems - be available to your business partners
• Sales & Marketing alignment
• Feeding the funnel through:• Data quality• Lead scoring• Nurture
Marketing Automation Strategy & Execution• Strategy
– Align to the business priorities but always be customer focused– Focus on the customer journey and making it meaningful– Involve your stakeholders – explain the strategy & the process
• Execution– Internal resource vs External resource
• Internal is often limited and/or thinly spread• Agency model as your extended team gives advantages
– Training & knowledge share– Always on cover
Working Globally
• Global instance with 3 Geos working within– Each Geo with have their own approach/challenges– Global team “owns” the platform – collaborate with them –
share what you are doing – share your best practise, your hopes and your dreams
• Centres of Excellence – what does this mean– Enable global strategy & vision– Streamline the process– Share the best practise– Share global metrics/benchmarks
CONFIDENTIAL 38
#MAorg
Driving fresh digital thinking inside an established global organisation
Nina Bennett, Marketing Director EMEA, Eaton
© 2016 Eaton. All Rights Reserved..
Marketing Automation at Eaton
Nina Bennett, Digital and Direct Marketing19 April 2016
© 2015 Eaton. All Rights Reserved.. 41
© 2015 Eaton. All Rights Reserved.. 42
© 2015 Eaton. All Rights Reserved.. 43
Our visionTo develop a world class digital marketing capability that enables seamless and consistent experiences across all digital channels
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We are living in an era of digital ubiquity,
where the pace of change will only
accelerate.
Vatican Square2003
44
Provided by Razorfish
2013
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Marketing automationa fundamental pillar of that strategy
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Realising the potential
Implementing a marketing automation platform (MAP) can lead to profound gains in marketing and sales efficiency and productivity. However, it is easy to fail to realize the potential of this investment.Evolving the marketing automation beyond initial deployment is often deprioritized which results in a lack of skill development and platform adoption, which in turn, prevents the business from realizing the true business potential.
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Common reasons for failure
• Lack of vision or clear plan• Lack of resource training and ownership• Lack of buy-in from wider group of
stakeholders including ‘casual users’• Lack of standardised processes • Culture change too hard• Skills difficult to build and source
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Setting clear goals for EMEA
Lead Management
Data
Skill developmentCRM Integration
Campaign Analytics
1
3
5
2015
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Set up Marketing Automation function
Recruit EMEA Automation Manager
On-board Clever-Touch
Governance of platform, rules and standards
Transition tactics
Retire other systems
Ad hoc reports
Academy briefs
H1 2015
Start CRM integration
Set up lead rules and processes
Powershot launch
Standardize reports
Training sessions
Create publishing model
Identify quick win applications: Zuant
Create sub-regional ‘digital’ leads
Subscription mgmt
Accreditation
Social listening & sign on
Predictive scoring
Integrate other applications
Governance review
eLearning modules
Data enhancement
H2 2015 2016 2017
Practical plans to reach our goals
PeopleProcessApps
Key:
Eloqua User Group
Eloqua Clinic sessions
Preference centre
Skill capability assessment & culture
Nurture programs
Lead scoring
Automated lead
Operationalise testing
Create reporting dashboards
Data taxonomy
50© 2015 Eaton. All Rights Reserved.
Democratizing marketing automationTask allocation criteria:Frequency: highly repeatable tasks that occupy excessive resources due to increasing frequencyRisk level: low risk tasks that present little or no risk to companySkill set: tasks that do not require a specialized skill set
Enablement resources:Culture: reset expectations and foster self-help , planning and content marketing philosophyTemplates: create templates for decentralized tasks Naming conventions: employ universal naming conventions and apply strict adherence rulesDocumentation: include instructions for using templates, standards for branding and configuration, checklists etc.Training: documentation with recorded modular e-learning sessions on ‘how to’Governance protocols: scheduling, list management, testing , QA and approvalsCertifications: set up a certification program and reward good work
51© 2015 Eaton. All Rights Reserved.
Developing our EMEA user community
Eloqua usage
Skill
s
Low High
Low
High
CH CSO
DK CSOIT CSO NL CSO
SE CSO
FR CSO
UK BU
NO CSOFI CSO
ES CSOPT CSOME CSOZA CSO
PO CSORU CSO
BAL CSO
FR BU
Eloqua Accreditation
Current state April ‘16
Key: Northern Western CEEMiddle East Africa
UK BU
52© 2015 Eaton. All Rights Reserved.
Evolving our publishing mix to match
Eloqua usage
Skill
s
Low High
Low
High
CH CSO
DK CSOIT CSO NL CSO
SE CSO
FR CSO
UK BU
NO CSOFI CSO
ES CSOPT CSOME CSOZA CSO
PO CSORU CSO
BAL CSO
FR BU
Eloqua Accreditation
Current state April ‘16
Key: Northern Western CEEMiddle East Africa
UK BU
Low cost publishing
Advanced programming
CleverTouch
Eaton in India
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Supporting our ‘season’ approach
Season communications strategy
content strategy
program planning
Cross-functional program management
Infrastructure, tools and processes
UX,design &
build
Testing &Optimization
Segment offer strategy
Mar
ketin
g E
ffect
iven
ess
Tact
ic
Effe
ctiv
enes
s
Mar
ketin
g Ta
ctic
s
Web
Social
Display
Syndi-
cation
Search
PR
Event
Rep
ortin
g &
Ana
lytic
s
54© 2015 Eaton. All Rights Reserved.
Investing in data
Without a deep understanding of data programs will not be effective. Pivotal to successful implementation is the mapping out the marketing function’s data capture, enhancement and normalization strategy, database structure and taxonomy, field formats and field-level integration with other relevant databases.
55© 2015 Eaton. All Rights Reserved.
Building a content strategy for buyers
Loosening of the status
quo
Committing to change
Exploring solutions
Committing to a solution
Justifying the decision
Making the selection
Education Solution Vendor selectionThought leadership:Virtual eventsSocial mediaTrade showsWhite papersBlogs
Solution category knowledge:Web site/SEOWebcastsSelf-guided demosProduct collateral
Value story:Sales presentationsWebcastsLive eventsCase studiesInternal blogs
Solution differentiation:TrialsProofs of concept Competitive toolsSME access
Financial justification:ROI toolsTCO toolsBusiness caseFinancial presentationLive events
Decision validation:Executive briefingsAnalyst reportsCustomer references
Source Sirius Decisions
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Formalizing the processes for delivery of that content
INSIGHT CREATION ACTIVATION OPTIMIZATION
Audience Architect Ideation Design Build Deliver Customize Curate Measure
Audience Framework
Content Strategy
Messaging Components
Content Brief Brand Guidelines
Content Blueprint
Localization Guidelines
Content Audit
Cost Calculation
Market Segments
Buyer Personas
Influencer Ecosystem
Seller Personas
Demand Type
Campaign Framework
Season topic inputs
Sales Process
Buyers Journey
Customer Lifecycle
Objective-setting
Season tactics
Local Requirements
Sales Requirements
3rd Party Sourcing
Creative Concept
Templates and Modules
Derivative Formats
Primary Format(s)
Agency Interlock
Creative Production
Workflow/ Approvals
Licensing
Testing/ Validation
Paid
Earned
Shared
Enabled
Transcreation
Adaptation
Inventory
Systems and Taxonomy
Productivity
Impact
KEY: Key Deliverable
Activity or Process
Owned3rd Party Curation
MaintenanceLocal Origination
Utilization
Mature processesSome processesNo or limited processes
Source Sirius Decisions
57© 2015 Eaton. All Rights Reserved.
Blogs SEO Web PR Social PPC Ads Events
© 2015 SiriusDecisions. All Rights Reserved Close
Sales Qualification
Marketing Qualification
Inquiry
OutboundInbound
Teleprospecting Qualified Leads (TQLs)
Teleprospecting Accepted Leads (TALs)
Sales Generated Leads (SGLs)
Sales AcceptedLeads (SALs)
Automation Qualified Leads (AQLs)
Teleprospecting Generated Leads (TGLs)
Sales Qualified Leads (SQLs)
Won Business
KEY:AQL = Automation Qualified LeadTQL = Telemarketing Qualified LeadMQL = Marketing Qualified LeadSQL = Sales Qualified Lead
Estimated B2B conversion averages:• INQ-AQL 18%• AQL-SAL 60%• SAL-SQL 45%• SQL-WON 25%
Demonstrating ROIMarketing and sales funnel model
Events Email Eaton.com
3rd party media
Eloqua forms
Meta data
Lead nurture
Automatic/Tele lead qualification
Leads
Meta data
Siebel C360
Meta data Meta data
Meta data Meta dataOrigin code
Origin code
How we capture data and measure
58© 2015 Eaton. All Rights Reserved.
Some imperatives for marketing
Goal alignment: MAP roadmap must align with business prioritiesExecutive advocacy: marketing automation touches multiple business processes and stakeholders. A senior marketing sponsor who supports the business value that marketing automation can provide, as well as the cultural and process changes that are required is fundamental to its successProject management: just because a MAP is installed doesn’t mean that all of its use cases have been realized. Over time, the prioritization and road-mapping of the programs and capabilities (e.g. progressive profiling, data normalization routines, marketing playbooks etc.) will change and must be managedCross functional liaison: strong requirement for alignment between multiple functions: sales operations, marketing operations, information technology, channel sales and customer support to create process standards Administration: marketing automation policies and procedures that govern work requests need to be established and reviewed
59© 2015 Eaton. All Rights Reserved.
Key functional enablersProgram strategy: a system is only as good as the programs it automates. The ability to determine and then outline how a MAP can and should be used to execute and extend marketing programs is pivotalMonitoring and analysis: measurement and reporting on the effectiveness of individual marketing programs and using this to improve subsequent programs. To ensure that best practices are identified and extended, centralized monitoring and analysis must be providedDocumentation: successful MAP programs need to be documented and maintained. Programs need to be described, workflows displayed and communications sequences and processes explainedTraining: many do not know how to effectively use a MAP within their role so training about the role of the system, planning, content and processes is vitalGovernance: just because marketers are exposed to best practices and techniques does not mean that they will adopt them. A control mechanism is required to review all marketing programs and confirm that they adhere to best practice
#MAorg
The Changing Face of Marketing
Caroline Hodson, MD Consulting, CleverTouch
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 61© Copyright 2015 CleverTouch Marketing
“We are no longer on the cusp of massive change in marketing.
We are right in the middle of it”
Association of National Advertisers 2014.
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 62© Copyright 2015 CleverTouch Marketing
How Can Marketing Automation Help?
The change from ‘Traditional’ to ‘Modern’ Marketing is fundamental.
MA deployment is a great catalyst for that change.
Will you ever get this opportunity again?
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 63© Copyright 2015 CleverTouch Marketing
How Can Marketing Automation Help?
• Later adoption of new technology• Initial focus on BAU migration to
gain mindshare• Integrated technology landscape –
using MA as catalyst for change• Change is seen as transformational
across the business– People– Process– Future technology
• Balance of ‘insource’ and ‘outsource’ model to support change
• Early adopter of technology• Change came more slowly with
performance unlocking additional investment
• Highly integrated technology landscape – Marketing Operations created foundations for success
• Outsourced delivery model has enabled internal strategic focus
• EMEA have ‘earned’ the right to be global thought leaders and MA centre of excellence
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 64© Copyright 2015 CleverTouch Marketing
Different Approach – Similar ChallengesHow do you define the role of Marketing in a Sales-led Organisation?
Its not just about changing the role of marketing……its about changing the
perception of marketing
FROM:TO:
Support Function Catalyst for ChangeReactorInitiatorTactical Delivery Designer and InnovatorCreative and ‘Gut Feel’ Scientific with creativity
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 65© Copyright 2015 CleverTouch Marketing
You have to get the foundations right
Marketing Foundations
Data
Analytics
Technology
Content
Data Acquisition, Governance and Curation- Clear priorities to avoid scope creep and complexity
Content strategy with integrated platform. Focus on performance drivers not channel choice
Integrated technology stack with supporting processes to enable ‘single view’
Near-real time analytics to provide customer perspective and clarify areas for investment
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 66© Copyright 2015 CleverTouch Marketing
Understanding Marketing’s points of Interaction
Finance
Sales
Customer Service
IT
HR
Operations
Marketing’s Key
Partnerships
If Marketing is to become an initiator and innovator, then it must become a core player in the ‘Networked Culture’.
Through key partnerships, Marketing can drive design of a seamless Customer Experience Framework that is owned by all parties
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 67© Copyright 2015 CleverTouch Marketing
Managing Change
•Understand the role of marketing today
Current Situation
•What do we want Marketing to deliver to tomorrow?
Marketing Vision •Define competencies
and OD roles•Understand
stakeholder / adjacent function impact
Blueprint for Change
•Development of Implementation Model
Roadmap to Vision
Defining a clear process and agree principals
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 68© Copyright 2015 CleverTouch Marketing
Reinforcing with formal
mechanisms“I see that our
structures, processes and systems support
the changes I am being asked to make”
Developing talent and skills“I have the skills and
opportunities to behave in a new way”
Fostering understanding and conviction
“I understand what is being asked of me and
it makes sense”
Role Modelling“I see my leaders,
colleagues and staff behaving differently”
Delivering that changeThe building blocks of change
“I will change if…”
McKinsey Consulting 2016
+44 (0)1962 677 [email protected]
CleverTouch MarketingThe Old Forge, The DeanAlresford. SO24 9BH
Europe’s LeadingMarketing Automation Consultancy
Page 69© Copyright 2015 CleverTouch Marketing
Making your Marketing Change successfulNo one said a successful transition from ‘old’ to ‘modern’ marketing would be easy!
Key to success are:• Executive sponsorship and ownership of the change• Transformation of talent and skill sets – not relying on legacy organisational structures
• Clear ‘ownership’ of the core foundations – integrated infrastructure of systems and processes
• Defined touchpoints to create a networked organisation able to deliver to a joined-up Customer Experience
#MAorg
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