Drive Growth with the Right Marketing Technology Stack
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Drive Growth with the Right Marketing Technology Stack
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Drive Growth with the Right Marketing Technology Stack
- 1. Drive Growth with the Right Marketing Technology Stack Isaac Wyatt Dir, Marketing Operations New Relic Lou Pelosi Sr Dir, LaunchPoint Marketo
- 2. Lou Pelosi Sr Dir, LaunchPoint Marketo
- 3. MarTech Growth 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2012 2014 2016 # Companies Source: ChiefMarTech
- 4. Page 4 Source: ChiefMarTech
- 5. Page 5 Source: Marketingland MarTech Deployment
- 6. Page 6 Where to Begin?
- 7. Page 7 Where to Begin?
- 8. Page 8 Where to Begin?
- 10. Isaac Wyatt Director, Marketing Strategy & Ops New Relic @IsaacWyatt
- 11. Isaac Wyatt Director, Marketing Strategy & Ops New Relic @IsaacWyatt Marketing Analytics Marketing Technology Marketing Alignment Marketing Strategy Marketing Enablement
- 12. New Relic’s #MarTech Strategy 1) Define The Role of #MarTech at New Relic 2) Use a Tech Evaluation Framework 3) Build Implementation & Enablement Plan 4) Conduct Internal #MarTech Audit Regularly
- 13. Define The Role of #MarTech at New Relic
- 14. @IsaacWyatt How do we… 1) get more out of our existing technologies? 2) choose the right technologies to add to the stack? 3) Partner with the rest of the business to leverage each others tech… … in a secure, legal, fiscally responsible way… …that also fosters positive vendor relationships?
- 15. Marketing Analytics Marketing Technology Marketing Alignment Marketing Strategy Marketing Enablement @IsaacWyatt Goals -> Process -> People - > Tech
- 17. Marketing Analytics Marketing Technology Marketing Alignment Marketing Strategy Marketing Enablement Tools Procedures People Marketing Capabilities Platform Marketing Channels Marketing Tactics Marketing Messaging Marketing Effectiveness Marketing Activities @IsaacWyatt
- 18. Use a Tech Evaluation Framework
- 19. Developing an evaluation framework
- 20. Evaluation Flow
- 21. Evaluation Flow
- 22. Evaluation Flow
- 23. Evaluation Flow
- 24. Evaluation Flow
- 25. Evaluation Flow
- 26. Build Implementation & Enablement Plan
- 27. Implementation & Enablement of New Tech • Consider other parties required for successful rollout: › Other technology integrations and their admins › Engineer/Developer to integrate those technologies if necessary › IT to provision licenses or set up SSO › Infosec to whitelist third party sites or APIs • Define a roll out plan: › Training › Documentation › Periodic re-Trainings › Establish Timeline and communicate to key stakeholders • Include tech in periodic audit
- 28. Conduct Internal #MarTech Audit Regularly
- 29. Audit Confidential ©2008-15 New Relic, Inc. All rights reserved. Criticality Importance of technology to business operations and goals Engagement Recognition and maximization of the value of technology Risk ! Probability of loss or uncertainty applied to technology or data it stores Fit Degree to which technology meets user needs Scalability Capacity of technology to meet current and future business needs Data Creation, consumption and governance of data within a technology Integration Sharing of data and business processes among technologies or data sources Conduct stakeholder interviews and surveys
- 30. Audit Survey 1. Defined Categories of tools (ie ”Analytics”) 2. For each Category of tools, asked two questions: How would you rate the value for solving business challenges? How often do you use them to solve your business challenges? 3. Concluded by asking: How soon are you thinking of evaluating new Marketing Technologies? If < 6 months then ask… Which technologies or types?
- 31. Survey Results Combining average use rate and average value score TotalValueScore Technology
- 32. On a scale of 0-10, how would you rate the value for each technology in solving your business problems? 1 = Poor 10 = Excellent 1 1 1 1 1 1 11 1 12 1 3 1 1 1 1 1 2 6 1 1 1 4 3 13 2 6 5 1 1 1 1 1 2 1 16 4 1 1 #ofResponses Technology 10 9 8 7 6 5 4 3 2 1 0 Vendor A Vendor B Vendor C Vendor D Vendor E Vendor F Vendor G Vendor H Vendor I
- 33. How soon do you plan on evaluating a new marketing technology? Currently evaluating In 3 months In 6 months In 9 months In 12+ months Don't Know/Not Sure #ofResponses Time Frame
- 34. 34 Evaluate, Enable, Extend, and Enhance! Confidential ©2008-15 New Relic, Inc. All rights reserved. Upgrade, consolidate, integrate Increased deployment, improved governance Minimize investment, decommission, replace Additional training, improved service and support
- 35. Engagement Functionality Advertising & Promotion Commerce & Sales Empower ExtendEnhance Evaluate
- 36. Confidential ©2008-15 New Relic, Inc. All rights reserved. Conclusion The New Relic MarTech strat is tied to creating leverage of resources to achieving business goals by enabling people to execute processes with the right tool. Doing so requires Marketing Technologist to: • Develop a technology selection, procurement, and implementation process • Audit current landscape to Evaluate, Empower, Extend, or Enhance existing Techs • Other considerations: • NR has centralized MarTech budget, functional areas can/need to use for tech purchases • Plan for an experimentation budget and renewal/growth each Q or FY • Use survey to proactively identify budget needs
- 37. @IsaacWyatt
- 38. Isaac Wyatt Dir, Marketing Operations New Relic Lou Pelosi Sr Dir, LaunchPoint Marketo Thank You
Hinweis der Redaktion
- CMOs are buying — roughly $23 billion in 2015, according to IDC, and likely growing to $32.4 billion in 2018
- Data – clean, validate, normalize, augment; whether result of inbound or outbound marketing; whether lead records, account records, behavior, firmographic, demographic, etc.; good data management process & tools or platform Content – create, manage, publish, track & analyze…insource, outsource, license, curate…core, thought leading position Analytics – funnel or journey, what is working and what needs to be scaled back, single or MT attribution, TOFU/MOFU/BOFU, scoring models and predictive Solutions – framework for success; vertical and industry focus and the right MarTech stack to support
- Data – clean, validate, normalize, augment; whether result of inbound or outbound marketing; whether lead records, account records, behavior, firmographic, demographic, etc.; good data management process & tools or platform Content – create, manage, publish, track & analyze…insource, outsource, license, curate…core, thought leading position Analytics – funnel or journey, what is working and what needs to be scaled back, single or MT attribution, TOFU/MOFU/BOFU, scoring models and predictive Solutions – framework for success; vertical and industry focus and the right MarTech stack to support
- Data – clean, validate, normalize, augment; whether result of inbound or outbound marketing; whether lead records, account records, behavior, firmographic, demographic, etc.; good data management process & tools or platform Content – create, manage, publish, track & analyze…insource, outsource, license, curate…core, thought leading position Analytics – funnel or journey, what is working and what needs to be scaled back, single or MT attribution, TOFU/MOFU/BOFU, scoring models and predictive Solutions – framework for success; vertical and industry focus and the right MarTech stack to support
- New Relic is the first best place to understand your digital business. The New Relic Analytics Cloud delivers real time insight so that business leaders can make critical decisions about their software, their customers, and ultimately their business.
- New Relic is the first best place to understand your digital business. The New Relic Analytics Cloud delivers real time insight so that business owners can make critical decisions about their software, their customers, and ultimately their business. I want to share with you what I’ve learned by analyzing highly competitive companies, and looking closely at the DNA of the 150 or so “Unicorn” companies, and specifically the technology they use, the process by which I believe it should be used, and the type of people who define those elements.
- Business Leaders define goals, Strategy defines how, and people execute using tools as described by process and procedures.
- Business Leaders define goals, Strategy defines how, and people execute using tools as described by process and procedures.
- We start by thinking about linking functional roles to business goals. Goals -> Process -> People - > Tech
- Each function enhances one more primary element: Technology and Tools, Process and Procedures, and the People who use those.
- Technology allows us to: Create / Enhance New communication channels Create leverage to underutilized resources Streamline/Automate inefficient processes Free up labor to work on higher value tasks In turn, it is these three elements that define the “Marketing Capabilities Platform”. Marketing Capabilities – define how you can compete, where you can compete, and when you can compete. The platform all other marketing activities take place.
- Business Leaders define goals, Strategy defines how, and people execute using tools as described by process and procedures.
- It primarily includes thinking about all the people involved, the goals they need to achieve, and how the tool fits in with other tools. Maybe be a similar screwdriver, but one is in inches and the other is metric. Evaluation framework to assure solution meets needs, integrations, security, and budget Checklist for key technology features (APIs, SSO, etc) Identify and Buy-in from other organizational stakeholders (Information Security, Legal, & Finance) Look for potential technology redundancies
- 1) Sometimes people ask for process // need transparency We try to make a process as transparent and easy to understand for internal constituents as possible. We track progress and status in task management platform.
- First step is to provide a mechanism to request new technology. It is pretty informal at New Relic right now, and as our process matures and we grow, we are adding a formal process like a google form.
- If we have an existing technology that fits the needs of the person requesting the tech, we enable them to use it. It may be just giving them access to a tool they are already familiar with using. Maybe it is google analytics. Or you connect the person with the admin who should have documentation and trainings available.
- If there isn’t an existing solution, begin selection/evaluation process in conjunction with identified champion/stakeholder. Vendor evaluation questions in order to inform: -- necessary internal resources -- proactively identify infosec, legal, IT concerns -- establish alignment between business value and price of tool -- determine possible synergies with other tools by sharing data -- determine metric for measuring successful usage of technology -- Determine potential for strategic partnership Evaluation Vendor Questions: 1) Do we currently have a technology that can do this? 2) What functional group is the appropriate champion and beneficiary of such a technology? 3) What are the business metrics that this technology influences (revenue, labor efficiency, velocity, cost efficiency, etc)? 4) What is the list price? 5) Is a free trial available? 6) Are they one of our customers a customer of a competitor? 7) Does the tool need access to sensitive data (revenue, spend)? 8) Does the tool generate data useful for marketing/demandGen/analytics, consume such data, or both? 9) Does the tool have a comprehensive set of APIs to access/retrieve that data? What other tools does this need to integrate with? Is out of the box integration available? 10) What would a successful pilot/trial/account look like? Is there a usage metric we can track, and compare to benchmarks of peer groups?
- Work w/ IT, Infosec, Legal, Finance to address concerns, collect forms, etc. Sometimes we need to set up timelines for the vendor to address a key security concern. Example: SSO
- Finalize paperwork, track budget, and define and begin rollout process.
- Business Leaders define goals, Strategy defines how, and people execute using tools as described by process and procedures.
- Consider other parties required for successful rollout: Other technology integrations and their admins Engineer/Developer to integrate those technologies if necessary IT to provision licenses or set up SSO Infosec to whitelist third party sites or APIs Define a roll out plan: Training Documentation Periodic re-Trainings Establish Timeline and communicate to key stakeholders Include tech in periodic audit
- Business Leaders define goals, Strategy defines how, and people execute using tools as described by process and procedures.
- + 1 more item (optionally): Service Providers in MarTech stack. May inflate total $ for martech, but are also key part of maretch integration Have conversations Full out survey [Jacq Bejin may have survey] Who is primary owner? Who are admins? How much spent on this? What service providers using? What is it integrated with? When was it adopted?
- I created the overall value score by multiplying each technologies average value score by its average use rate.
- Establish spending threshold that goes through steering team’s desk – allows for experimenting when under For any technology being trialed, should have project charter (owners, spend, business objective, criteria for judging success of trial, here is systems connected with) [Jay to send over]