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Delivering on the Promise of Marketing Automation

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In this article, you'll learn...

  • How to select and evaluate a marketing automation platform (MAP)
  • How to plan for and encourage MAP adoption
  • Seven pitfalls to avoid when implementing a MAP

Two trends are forcing organizations to approach sales and marketing differently.

1. Today, customers sit in the driver seat in the discovery and buying stages, and they have more channels available to them as entry points. As a result, identifying and managing qualified opportunities can be more confusing and complex for marketers, and the pipeline bottleneck has shifted further upstream. With buyers driving the purchasing process, it's critical that Sales and Marketing be aligned and that processes be integrated to effectively manage the customer buying process.

2. Organizations are trying to take a more scientific, data-centric approach to marketing, especially in segmentation, customer engagement, lead nurturing, and lead scoring. Companies are focused on improving targeting and profiling, response rates, cross-channel coordination, and campaign effectiveness and efficiency.

Those two trends are motivating many firms to invest in marketing automation platforms (MAPs). Why? Because companies count on MAPs to help address Sales and Marketing alignment and integration. Also, MAPs enable organizations to effectively address the new buyer behaviors. Marketing organizations rely on those platforms to automate repetitive tasks, optimize the marketing-sales opportunity pipeline, increase efficiency, and reduce human error. At a minimum, organizations expect MAPs to be able to quickly and efficiently capture, score, and route leads appropriately.

The selection and implementation of a MAP is often viewed as software technology purchase and deployment, but that view can create problems. When the purchase is perceived from a technology perspective, the entire marketing workflow may not be taken into consideration. Overlooking those aspects could result in slow, and sometimes painful, adoption and usage. You can alleviate or avoid that problem if you establish selection criteria, map the marketing and sales workflow, and focus on some pre-implementation and post-implementation processes.


MAP Selection and Evaluation

The number of MAP solutions has mushroomed in the past few years. Nearly every MAP supplier delivers on the basic category promise. Therefore, you need to drill down to what you specifically want to improve and do differently—in campaign and lead management, cost reduction, process efficiencies, etc.—by implementing a MAP solution.

If you don't establish your requirements beyond the basic batch-and-blast campaign management before exploring all your options, you may find yourself like a kid in a candy store: overwhelmed by myriad choices and options.

Therefore, start with your functionality criteria. Establish what you need in the following five key functional areas:

  1. Planning and management (plan management, resource management, budget management, and project management)
  2. Campaign management (tracking costs and managing the process of campaign planning; design and implementation; multi-step campaign, rules-based campaign, or event-driven campaign capabilities)
  3. Lead generation and management (capabilities related to customer segmentation/clustering, campaign offer development, management and treatment, lead scoring and analysis)
  4. Channel management (delivering content from multiple communication channels, such as online, offline, and mobile)
  5. Performance measurement, management, and reporting (setting performance targets, tracking campaign results and costs, tracking performance over time, and configuring a dashboard)

Once you have clarity about your functionality requirements, create a cross-functional evaluation team that comprises Marketing, Sales, IT, and Finance to help with the evaluation process. Consider evaluating each prospective supplier by assessing the viability, capabilities, and responsiveness of the company; the breadth and depth of the platform's functionality; and the strength of the underlying technology and its compatibility with your processes and systems. Companies should at least examine the platform's ease-of-use, data-management, analytics, and workflow capabilities.

Evaluating a platform would be easier if the supplier were to use your data in its demonstration. In your RFP, ask for information related to implementation, integration, support, maintenance, and training costs. In addition, learn what kind of professional services are available (either directly or via partners) to support process mapping, system configuration, and metrics development and reporting.

Prior to selection, make sure you have your own house in order. At a minimum, aim to achieve clarity regarding the following five critical areas:

  1. Your marketing and sales processes, especially opportunity-pipeline management processes
  2. Your customer segments and their buying processes—preferably behavior-based, to support stage configuration
  3. Your definition of a qualified lead
  4. Your lead-scoring schema
  5. Your lead-nurturing processes

Plan for MAP Adoption

Marketers understand that when they launch a new product into the market, they need a plan to support product introduction, launch, engagement, adoption, and ongoing communication. Surprisingly, though, few marketing organizations drink their own champagne. It's important to develop and execute such a plan for your MAP.

MAP adoption requires user involvement, communication, and satisfaction of individual and group concerns and needs prior to and during implementation. To gain user support, users need to understand and agree that change is needed.

The following eight steps will make all the difference in gaining MAP adoption:

  1. Gain agreement. Change itself is often a scary proposition. Many people are willing to continue doing something that doesn't work to avoid the uncertainty and ambiguity of change. As a result, it's imperative that stakeholders understand the rationale behind the change, support it, and most important, feel some sense of ownership. If people feel that the change is for change's sake, or that the system was thrust upon them, they will be reluctant to adopt and they may possibly even undermine adoption.
  2. Communicate how things will be better and different once the system is implemented and adopted. Be upfront about the process and what, if anything, will be difficult.
  3. Establish and share the rollout, onboarding, and training aspects of the plan. Develop those aspects of the plan collaboratively with users.
  4. Determine and communicate (in advance) measurable milestones of success for adoption.
  5. Provide an incentive to be a pilot group.
  6. Publicly acknowledge and reward early adopters.
  7. Identify and secure champions who can help engage users and encourage adoption.
  8. Share the project plan, and communicate your progress regularly.

Common Pitfalls to Avoid

OK, you've established your selection criteria, evaluation team, and implementation and adoption plans. Murphy's Law nearly guarantees something will go awry. Watch out for the following "gotchas":

  • Recognize the MAP is merely a tool, not the Holy Grail. You still need to have the marketing strategy, skills, processes, and capabilities.
  • Be prepared for deployment to take longer than expected, and manage expectations accordingly.
  • Double- and triple-check your costs. Be sure to factor in costs beyond the system itself, such as training, third-party consulting, etc.
  • Allocate the people resources needed to support the effort. (This isn't one of those initiatives that will require a strong project manager.)
  • Understand how the MAP fits into the large technology systems, overall marketing infrastructure, and business strategy.
  • Start with clean, quality data.
  • Include the time to inventory, and reengineer processes if necessary.

* * *

Finally, note that this type of work falls under the auspices of your marketing operations person or team, who should have the skills and capabilities to successfully shepherd such an initiative.

(Image courtesy of Bigstock, Pinky Swear.)


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Laura Patterson is president and founder of VisionEdge Marketing. For 20+ years, she has been helping CEOs and marketing executives at companies such as Cisco, Elsevier, ING, Intel, Kennametal, and Southwest Airlines prove and improve the value of marketing. Her most recent book is Metrics in Action: Creating a Performance-Driven Marketing Organization.

Twitter: @LauraVEM

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  • by Peter Johnston Wed Nov 16, 2011 via web

    If you can deliver on the promise of Marketing Automation, you will do better than every company which has shown results so far.

    According to Sirius, it results in 0.25% conversion - way below even traditional methods.

    Why - because Marketing Makes Leads for Sales is fundamentally flawed, Lead scoring produces more false positives than real ones and because it deepens the Sales/Marketing divide.

    Marketing Automation has been discredited. Time to move on.

  • by Laura Patterson Wed Nov 16, 2011 via web

    Peter, I agree people are struggling- the problem however isn't the platform or system, that's like saying the washing machine doesn't clean the clothes, we should go back to washing by hand. The problem may not be the machine. With MAPs the same thing, most of hte issues are related to process, configuration, and usage- all people related issues. See our Six C's article to help understand that we need to completely rework how Marketing and Sales configure the pipeline. Thanks for the comment.

  • by Peter Johnston Thu Nov 17, 2011 via web

    No the problems are more fundamental - marketers don't understand the sales process.
    Sales people do a lot in the early stages of a sale - they look past the person who called them in to the real seat of power, they identify the real reasons people will buy and they work out what roadblocks people will put in the way. That sets up the sale. But it isn't replicated by Marketing Automation so the leads created aren't truly researched or set up, just arbitrarily scored.

    Secondly things have changed. Appointments are no longer the start of the sales process. So a system which works towards providing leads for appointment, instead of leads for engagement will fail for most buyers. What is happening is that buyers are building online relationships, only to find they are then tossed back to the beginning again when the "lead" is passed to the sale team.

  • by Nora Foster Tue Nov 22, 2011 via web

    I would add Social Media Management to your list of functional criteria -- these are capabilities available within standalone solutions, but are beginning to be included within the MA platform. If social media is a strong focus for your company (as it should) you should consider a solution that is integrating social media:

    Share to Social: Add “share to Twitter/Facebook/LinkedIn/etc.” buttons to emails and landing pages. More advanced capabilities provide tracking of who shared your information, and whether it brings additional visitors to your website.

    Social Media ROI: Track Social Media as a lead source, all the way to revenue. This is either done by analyzing the HTTP referrer or by posting a tracking link on the Social Networks. Tracking and ROI mechanism, already built into most Marketing Automation systems, is extended to Social Media.

    Lead Intelligence: Find a prospect’s Twitter, LinkedIn and Facebook profile, and pull relevant information into the MA system and sync with CRM. Information can be used for lead scoring.

    Social Media Monitoring: Web crawling technologies collect and synthesize news on a prospect’s firm, their marketplaces, a deeper array of stakeholders, etc.

    Social Network Analysis: SNA technologies are abundant, and a natural addition to MA capabilities. Facilitates quantitative or qualitative analysis of social networks for a contact, by describing features of a network, either through numerical or visual representation. Networks can consist of memberships on networking websites like Twitter or Facebook, and other connections found on the Internet.

  • by Lisa deSouza Wed Feb 15, 2012 via web

    What is extremely troubling to me is that while everyone is rushing to implement a marketing automation solution most do not realize that it is only a tool in the much bigger picture that is Demand Generation Strategy. And if organizations do not have a solid foundation in place: all their processes clearly defined, their marketing and sales teams aligned, a thorough content library mapped against their buyers' journey, their data segmented, and their CRM or ERP correctly set up, they are in for nothing but frustration and pain. I have built a very successful consulting practice just by working with clients who bought the system and then realized that none of the basic architecture was in place in order to be successful.

    Marketing automation is just a platform that lives in a much bigger environment. Without the fundamentals (and the right people managing it) it will not be used to its maximum potential and end up in the "junkyard" of defunct software initiatives.

  • by Laura Patterson Thu Feb 16, 2012 via web

    Lisa, you are absolutely right on. Marketing automation is just a platform. Success definitely depends on strategy, processes, etc.

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