新的营销运作方式（英文）.docx

《新的营销运作方式（英文）.docx》由会员分享，可在线阅读，更多相关《新的营销运作方式（英文）.docx（29页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Marketings New M.C1HWhy marketing leaders need to juggle strategic, business and operational goals better than ever beforeReturn on investmentThe sizeand scale ofthe challenges that come with effective, data-driven marketing are reflected in budgets, as 23 percent of large enterprise organizations p

2、lan to allocate more than 40 percent of their overall marketing budget to analytics and data management over the next 12 months; 70 percent will allocate at least a fifth.The sizeand scale ofthe challenges that come with effective, data-driven marketing are reflected in budgets, as 23 percent of lar

3、ge enterprise organizations plan to allocate more than 40 percent of their overall marketing budget to analytics and data management over the next 12 months; 70 percent will allocate at least a fifth.Data, it seems, is a much greater priority for large firms. Only 2 percent say they will allocate no

4、 budget, compared to 11 percent of firms with less than 1,000 employees.23%of large enterprise organizations plan to allocate more than 40 percent of their overall marketing budget to analytics and data management over the next 12 monthsarrow-circle-right Fig. 1.7: Breakdown of senior marketing lead

5、ers showing the percentage of their overall marketing budget they plan to allocate to data manaaement over the next 12 months 1,000 employees 1,000 employees 1,000 employeesMarketing in the middle Can balanced skills and greater collaboration make Marketing a central force for growth?IVs clear that

6、the way forward for theAmarketing organization isnt more of the same. Complexity is increasing and leaders are being asked to do more with existing or sometimesfewerresources. The budgets and the intentions are there, but to succeed in the modern enterprise, marketing needs to be much more integrate

7、d with other functions to help it achieve its objectives. Where should you make changes to adjust to this new normal, and what needs to be preserved?Marketing across the enterpriseUnilever argues that effective marketing today means seeing one consumer, one budget and therefore needs one measurement

8、 system.5, Or reading between the lines, it needs collaboration, something a lot of marketers feel they lack. 18 percent say a lack of systems that collate data and offer transparency across the team is the greatest barrierto effectively communicating marketing performance with the wider business.Th

9、e solution? 23 percent say a more open and collaborative team structure would provide the biggest improvement, while 22 percent want real-time data and performance figures, available to everyone and 21 percent, like Unilever, need one central reporting and measurement solution.Shared analytics would

10、 go a long way to creating greater collaboration and strategic vision across teams, but theres also the question of how those teams should be structured, and what the modern marketing skill set should look like.Data vs creativity: is one more important in modern marketing?arrow-circle-right Fig. 2.1

11、: Breakdown of senior marketing leaders showing the balance of skills thev think are most important for then modern marketing departmentMarketing has historically been built around a creative heart. It is the function of brand narrative, emotional appeal and customer communications. Those are still

12、important but theyre now joined by data, analytics and a greater rational understanding of the customers whole experience and touch points with other departments.The debate about which should dominate marketing - left brained, rational data or right brained, emotive creativity - is a false choice. T

13、he answer lies in a balanced central brainedapproachnditistheCMOs opportunity to create this balance.But theres still work to be done. 64 percent of senior marketers in large enterprise organizations believe that data and analytics skills alone are most important in the modern marketing department.

14、Just 31 percent say there should be an even balance between data and creative, but creative skills on their own take a back seat.For businesses with fewerthan 1,000 employees, parity is more important with 46 percent answering that there should be a balance of both data and creative skills. The over

15、arching trend remains clear though, and 1,000 employees 1,000 employeesIn the hiring lineOn recruitment, the picture is different. The three skills large enterprise organizations target when hiring marketers are creative (45 percent), security and compliance (45 percent) and data science and analyti

16、cs (42 percent).Data skills remain a clear focus, but in an age of democratized and shared analytics, those skills are arguably easier for candidates to learn, and for the enterprise to find, than creative talent. As consultant and lecturerAnna Powersexplained to Forbes, knowledge and data is no lon

17、ger asymmetric, as it was in the past when only certain people had access. Now everyone has access -it is just a matter of what we do with it. Her conclusion: uWe must embrace and develop our creativity, and then use technology to creatively solve problems.n A strong endorsement for the idea of a ne

18、w marketing M.O.川州drde咖 Fig. 2.2: Breakdown of senior marketing leaders by company size, showing whether they believe there is currently a digital skills gap in the marketing industryAnother key question is: what constitutes creativity? Ifs always beensubjective.Linkedln Learning, the online trainin

19、g platform, argued that creativity doesnt mean artistry. Yes, an artist could be creative, but so could a software engineer, a mathematician, a salesperson or a CEO. Creativity is really just solving problems in original ways/5The reality is that the lines are blurred, and that data and creativity a

20、re intrinsically linked. That in turn has created a tension for the modern marketing department, which has historically split the two apart. The message is clear though: 92 percent of senior marketers surveyed at large enterprise organizations believe that data and analytics could be more effectivel

21、y used to boost creativity in campaigns.Data-driven creativity can help to resolve the tension. As Issue 22 of the Deloitte Review identified, Umuch has been said about the increasing need for strong data-analytics capabilities in marketing, and rightly so. Yetthis should not tempt CMOs to undervalu

22、e the creative, right- brain skills that marketers have more traditionally valued. Only by marrying the two can CMOs bring insight and actionable guidance to organizations, and it requires a forward-thinking, strategic mind-set.,arrow circle right Fig. 2.3: Breakdown of senior marketing leaders show

23、ing whether data and analytics could be more effectivelv used to boost creativity in campaiansTackling the tensionThe positive outcome is that change is coming. More than one-third (35 percent) of large enterprise organizations say their investment priority over the next five years is to build a rou

24、nded team with a balance of data and creative skills. The only thing considered a higher priority is securityandcompliance(39 percent).As expected, leadership will play a critical role in any progress. Speaking on the issue in 2018, the General Marketing Alliance explained that marketing success dep

25、ends on an ability to achieve a symbiotic relationship between two apparently opposing concepts, by combining a variety of skills to see campaigns through from start to finish55.That relationship needs to start and be managed from the top. The CMO ormarketing lead must stand up to the task by being

26、a strategic and operational marketer, adept at developing, protecting, and using effectively the firms key marketing resources, including both data and personnel.arrow-cirde-rightFig. 2.4: Breakdown of senior marketing leaders showing what they think will be most important for their business to inve

27、st in over the next five years31.6%30.2%Building arounded teamwith a balanceof data andcreative sk川sBuilding arounded teamwith a balanceof data andcreative sk川sCyber securityand complianceDigital skillstraining forexistingemployeesSystems to helpmanage thewealth of dataand analyticsRecruiting newemp

28、loyees witha strong digitalskill setDemand creationIt is impossible to mention the short-and long-term balanceand benefits of being data-driven, without also considering the bigger shift that is happening within marketing. Thanks to data, demand creation has become the new brand promotion. With the

29、wealth of analytics now readily available to teams, it is no longer just about drivingawareness and relying on sparse campaign reporting.A fifth of all marketers believe the biggest benefit of increased data is the ability to make key marketing decisions faster, and in real-time.New measurements and

30、 metrics demonstrate the value of marketing, and help challenge the organizational mindset that its purely an expense by proving its value as a revenue contributor.The cost of marketing is often hotly debated in large enterprise organizations, but truly data-driven marketing teams can offer detailed

31、 attribution.The benefits of being data-driven are apparent - a fifth of all marketers believe the biggest benefit of increased data is the ability to make key marketing decisions faster, and in real-time; one infourmarketers say itenablesthemtobuild better- informed strategies. The net result is be

32、tter briefs, quality work, and stronger outcomes that benefit both the customer, and the wider business.A data-driven culture ensures marketing data is used at the beginning, middle, and end of any ongoing campaign or individual project, to make marketing more effective and responsive in real-time.I

33、t also provides real-time feedback to shape execution and actions, and ties marketing more closely to the purchase funnel. That agility is vital, as is the transparency it offers across the wider C-suite. The cost of marketing is often hotly debated in large enterprise organizations, but truly data-

34、driven marketing teams can offer detailed attribution.1/4marketers say increased data enables them to build better- informed strategiesThe new M.O. for marketingDriving commercial growth, delivering customer experience and demonstrating value to the wider business.The research shows that marketing l

35、eaders are quite clear on what the organization needs and wants from them, and that they want to deliver it. But a big barrier to success is that operational and strategic complexity is getting in the way. Its a catch-22 that theres too much to do, and not enough resources available, so they often s

36、truggle to spend time on the strategic activities which could generate the additional resources required.The new M.O. formarketingGuided by this research, a new M.O. for marketing will help the modern marketing leader to juggle the demands of their role and department in a post-digital market. It is

37、 a model for future success, based on what is important from the old models and enhanced with modern practices which may not be intuitive for a marketing organization.The three focus areas forthis new approach are:1. Customer experience: Aligning the wider organization behind serving the consumer be

38、tterDemand creation: Taking marketing to the finance department, creating greater transparency around results2. Operational excellence: Freeing the organization from managing complex tactical executions to instead be optimized and automated, with greater resource to focus on the strategic and creati

39、ve endeavoursIfs a marked shift from the old way of thinking.Old M.O. Investing heavily in digital marketingMeasurement is tactical Agencies and pubishers own islands of activity and not treatedlike partnersOperational excellenceDemand creationOld M.O. ROI is a click or the marketing contribution to

40、 revenueAccountability islargerly outside of the CMO ROI is in a year as a focusMarketers are execution focussedNew M.O. Agency, publisher and internal teams are seamlessly collaboratingData is a core business asset and always within the organisationCustomer experienceNew M.O. ROI is end to end P&L

41、viewAttribution is cross business Goals are short and long termMarketers are outcome focussedOld M.O. Brand is a marcoms exerciseCX is the digital touch points Strategy is a campaignNew M.O. Product, brand and company purpose are oneCX is every touch point across a business Strategy is where you wan

42、t to take the customerFORTHE GOODOF THE COMPANYdomo 16Steps to adopt the new marketing M.O.The new M.O. will require you to make changes to the way that you operate, your marketing organization and your relationships across the C-suite. To get you started, here are five moves to make. You may be str

43、onger in some areas than others, so pick the ones which you feel are achievable soonest:Create an ecosystem and network forthe customer age of marketingMarketing systems, agencies and publishers are a complex ecosystem. Agencies can become commoditized by their clients, while publishers hold too muc

44、h customer data. But when the power of both is pulled together, they can be a force to be reckoned with.First step: Start an operational audit of all data sources, systems, people, processes.Map out the ownership and SWAT of each.Reinvent the way your organization thinks about real-time.ThereJs a lo

45、t of focus on real-time marketing, but its notjust a question ofjust being faster. Thafs tactical and atthe media level. The organization needs to reinvent itself to take full power, and the cadence - the barriers to good decision making - need to break down so marketers can change their plan at the

46、 speed of the customerFirst step: Shift the management cadence to daily. Run a daily stand up with each functional leader. 5 minutes maximum, looking at data only, and no PowerPoints or planned presentations.FOR THE GOODOF THECOMPANYdomo 17Steps to adopt the new marketing M.O.contd.3 Optimize the wa

47、y people, data and systems are connected, across all levelsMarketing optimization is often done at the tactical level. Whether its the click, the A/B test orthe widget. They are immediate actions, yet the cadence of decisions a CMO needs to make are most often atthe monthly governance level. By unifying the business through better connection of people, data and systems, decisions can now be made at a much faster rate.First step: Perform a top/bottom analysis of campaigns and run a weekly investment review to shift performance. C