Download Global-marketing-strategy

The Global Marketing
Strategy Handbook
Uniting Brand, Technology & Customer Experience
It all begins with a vision…
Marketing has never been noisier—or more brimming with opportunity.
Today, marketing leaders can access a wealth of resources and
expertise that lets them reach global and local audiences with
personalized, compelling and consistent messages. Thanks to the
explosion of mobile, the rise of social media and refinement in digital
analytics, marketing teams have the tools they need to not only pique
prospects’ interests, but drive conversions, customer satisfaction and
long-term loyalty.
The challenge, however, is that the recent proliferation in new channels
(Pinterest, Instagram, YouTube, digital TV, mobile messaging apps) and new technologies (marketing automation, retargeting, custom
audiences) has made it more challenging than ever to deliver a
consistent and inspired customer experience. Data silos, organizational mis-alignment, cross-team dissonance and enterprise
technology integration needs are the new challenges for marketing
leaders looking to successfully navigate and succeed in this
transitioning media landscape.
This handbook is a reference tool designed to give modern marketing
executives inspiration and guidance for how to build the marketing
organization of tomorrow.
Divided into three sections, (1) Objectives and Measurement, (2) Organization and Culture and (3) Orchestration, this book is your roadmap to innovate, manage change and transform your
organization in the age of mobile, social and digital.
Table of Contents
Section 1
Objectives and Measurement
Section 2
Organization and Culture
Section 3
Orchestration
Section 1: Objectives
and measurement
“Effective marketers know the difference between a customer data point and a customer insight.”
Robert Candelino, GM and VP of Marketing, Haircare at Unilever
As a marketing leader, you have a lot of priorities. And, as social While your specific goals will likely depend on your company’s and mobile communication increasingly become operationalized in
size, industry, marketing maturity, channel presence, operational
other business areas—HR, customer care, social selling—your power
processes, customer lifecycle and other needs, at a high level it’s
to influence and shape how your brand is communicated and
likely you share or can identify with some of the top collective
experienced will continue to grow. That means even more demands
priorities of senior marketing leaders around the world:
on you as a strategist, relationship-builder, architect and implementer.
1. Grow revenue and company profitability.
Ultimately, this convergence of business units and technology all
centers around a need to better understand someone who has always
mattered to your business: your customer. Social, mobile, online
2. Improve customer understanding and build deeper customer
relationships.
3. Develop the right message and differentiated value proposition,
helpdesks and other forms of digital content are important
striking a balance between brand consistency and personalization
complements to in-store and e-commerce, and provide your customers
to the recipient.
with a greater number of places to interact with your brand. As a
marketing leader this can be a double-edged sword: more
opportunities to delight customers with great experiences and
4. Deliver a consistent, unified customer experience across all
channels and touch points.
5. Operationalize data-driven and technology-enabled decision-
compelling stories, but also a more complex customer lifecycle that making and processes to increase efficiency, improve knowledge
is harder to track, manage and report on.
transfer and support continuous improvement.
Only 29% of enterprise marketing executives rate
themselves as very effective or effective at creating a cohesive customer journey.
If any of these sound like familiar challenges, don’t worry—many of
3 Critical Questions for Marketing Leaders
the world’s largest marketing organizations and agencies are working
As a marketing leader, your success—and potentially tenure—will
through ways to better align themselves to meet these objectives. increasingly be dictated by your ability to answer three questions:
Only 29% of enterprise marketing executives rate themselves as very
effective or effective at creating a cohesive customer journey,
highlighting the difficulty of putting together all the pieces.
1. How do we integrate digital throughout the entire customer
lifecycle?
2. What are the right ways to measure marketing’s effect on sales
With the lines between digital and traditional marketing continuing and business growth?
to blur around a newfound understanding of customer experience,
3. How do we organize and train teams to successfully gather and
marketing budgets—on average 10.2% of revenue in the enterprise
understand the data necessary for effective measurement and
—will become more directly profit and loss oriented. Software and
reporting?
innovation budgets will also need to grow in line with marketing’s
greater responsibility and influence over customer lifecycle
For the first two questions, effectively integrating digital across technology, despite the fact that the speed of industry change has
your customer buying cycle and measuring the effectiveness of made finding lasting technology solutions an even greater challenge.
your strategy, map out your path to purchase (or sales funnel) and connect it to a set of important key metrics at each step.
Customer lifecycle measurement
Awareness
Channel
Content
TV, digital video, social, search
engine, media, mobile
Social campaign and sustain,
editorial, lifestyle content
Social conversation, media and
Consideration
Preference/intent
TV, digital video, social, search
influencer positioning, brand
engine, blog, mobile
experiences
Email, search engine, website
Reviews, social conversation, media
and influencer positioning
Measurement metrics
Campaign ratings, gross rating
points (GRPs), Share of voice,
mentions, clicks-throughs
Email subscribers, mentions, clickthroughs, attention metrics
Email subscribers, leads, website
behavior
Sales, shopping cart conversion
Purchase
Post-purchase
Source: Percolate, 2015
Retail, e-commerce, mobile
Email, retargeting, connected
experiences
Promotions, discount offers,
mobile apps
Loyalty programs, lifestyle content,
mobile apps
rate, average order value, sales
growth, discount redemptions
Customer satisfaction, repeat
purchases, LTV
“I’m excited about the incredible change and innovation that is happening
around the globe today,and the role that mobile plays in that space. The ability to connect anytime, anywhere is changing people's lives.
The piece I worry about the most is, everybody wants to be in that space. So how do you maintain relevancy with your customer? How do you maintain your relationship with your customer? How do you make sure that you continue to matter?”
Tami Erwin, President, National Operations at Verizon Wireless
Answering the third question—how do you build and train the right
and the number of marketing or sales qualified leads. By comparison,
teams to execute and measure effectiveness?—will be addressed in
B2C marketing leaders place a heavier emphasis on customer-related the next section of this report.
metrics, like customer satisfaction, customer retention rates, and lifetime customer value (LTV). Nonetheless, both sides of the equation Remember also that the sample metrics and KPIs presented on the
have converged in recent years, particularly at software and previous page may not be the best way to measure marketing
technology companies that sell to other businesses but are also careful
performance for your business. No metric — with the possible
to track and optimize customer happiness and churn.
exception of sales — is one-size-fits-all, particularly when comparing
B2B and B2C marketing organizations. B2B marketing leaders will
Lastly, never forget: customer journey ownership is about measuring gravitate to lead-related metrics like inbound lead volume, pipeline
and acting on data about people, not just revenue.
directly attributed to marketing activities, quality of leads generated,
Section 2: Organization
and Culture
A challenge many CMOs and marketing leads face is the ability to
source the right talent and build a culture that helps inspire and
execute their vision. For one, CMOs are leading organizations
through a key point of transition; marketing is now a data-driven,
revenue-generating function that needs to collaborate more closely
with business stakeholders in sales, IT, customer service and product.
A second challenge for CMOs and their management teams is hitting
performance numbers while simultaneously evaluating, learning and
deploying new systems and technologies. 40% of CMOs currently
say they don’t have the right people, tools and resources to meet their
marketing objectives, according to Accenture. Third, culture has
increasingly become both an internal and external representation of
brand. Today, everything from a company’s mission and values,
design patterns, office furniture and even employees’ social media
activity reflects brand and culture.
In Percolate’s own conversations and work with marketing executives
across the Fortune 500, we’ve seen the greatest elevation of brand—
and revenue—when leaders operate around three strategic pillars:
1. Recruit, train and structure for integrated specialization
2. Build collaborative agility and “startup thinking”
3. Establish a hub-and-spoke decision-making system
4%
of enterprise CMOs feel
their current business is well-staffed for omnichannel marketing
1. Recruit, train and structure for integrated specialization
The evolving speed and complexity in modern marketing is making it harder or CMOs to staff teams of generalists, or rely on one or two agencies to provide solutions for all their marketing needs. Both
internally and with external resources, marketing leaders need to
organize for expertise around a new set of key competencies, including:
– Data science, analytics and cross-channel attribution
– User experience design and development
– Mobile
– Content marketing and brand storytelling
– Connected experiences and devices
– Marketing technology evaluation and integration
With agencies, CMOs should leverage talent and technical expertise
across the major holding companies’—WPP, Omnicom, Publicis, et al.
—agency portfolios at a global level, while connecting local agency
specialists to a global, closed-loop system for planning, execution and
reporting across teams and geographies.
37%
of enterprise CMOs feel
they are under-staffed for
data and analytics
This closed loop system is particularly important. For example, if a
acquisition operations internally, while relying on a mix of internal
customer has a particularly positive or negative experience product,
and external creative.
then talks about it on Twitter, that conversation should be saved in
your customer relationship management (CRM) system to inform future
Another trend in modern marketing departments is the integration of
customer service, sales and marketing communications with that
content and commerce by building out dedicated editorial and
individual. If social interactions aren’t being connected to sales, or the
content marketing teams to support search engine discovery and e-
analytics team’s findings aren’t used by the website team, customer
commerce functions. These areas are then supported by one or more
experience will likely suffer.
customer analytics teams that work across marketing, rather than
being confined to a specific brand or category.
As more companies embrace e-commerce as a strategic sales
channel, more marketing departments are organizing in ways that
align merchandising, creative, customer acquisition and branding. In
addition, brands are increasingly building out their customer
Illustrative B2C E-Commerce Org Chart
GLOBAL
Global agency
CMO
REGION
GM/VP of Marketing
Local/specialist
agency
Head of Analytics
PR/Brand Manager
Head of Acquisitions
Head of Content & Creative
Social
Email
Creative
Events
Media & Paid
Editorial
Website
Design
Illustrative B2B Marketing Org Chart
GLOBAL
Global agency
CMO
REGION
GM/VP of Marketing
Local/specialist
agency
Head of Analytics
Corporate Communications
Head of Product
Marketing
Head of Acquisition
Social
Website
Lifecycle Management
Events
Field Marketing
Content Marketing
Collateral
Email
Media & Paid
On the technology side, IT is no longer a service provider: it is an
integral part of business strategy and brand management. At a recent
conference Larry Light, the former CMO of McDonalds and current
Chief Business Officer at Intercontinental Hotels, captured this idea
particularly well, saying, “When the entire organization shares
responsibility for building a strong brand, not just the marketing
department, the brand ambition is the same throughout the world.”
Today, all of the channels that allow marketing messages to move the
fastest and the farthest — Digital TV, Facebook, YouTube, WhatsApp,
WeChat, SMS, etc. operate on top of layers of enterprise technology,
making IT a key stakeholder in “brand infrastructure.”
To achieve better marketing-technology alignment, a growing number
of companies have supplemented the CIO and CMO role with a
dedicated Head of Global Media Innovation or Head of Marketing
Technology. Some brands like Virgin and Starbucks have also created
cross-department immersion experiences for senior staff to enable
expertise sharing between marketing and technology teams. The idea is that Marketing and IT establish that they are marching in the
same direction.
The Marketing Technology Org
GLOBAL
CIO
CMO
Head of Marketing Technology
Marketing
technology
stack
Planning and Resource
Management
Internal Systems
Vendors and Technology
Partners
Business Lines
Core Systems
SaaS
Brand or Segment
Middleware
Integrators
Brand or Segment
CRM
Ad Networks
Brand or Segment
DAM / CMS
Brand or Segment
2. Build collaborative agility and “startup thinking”
Today, some of the world’s largest and most iconic brands are
actively working to turn themselves back into startups. For Pete
Blackshaw, Nestle’s Global Head of Digital and Social Media, that
means embracing digital as an operating principle, not just a way to
communicate. To do this, Blackshaw and his management team
helped set up a Nestle innovation lab that sits above the senior
executive level in a Silicon Valley outpost. The lab’s goal is to
influence how the entire enterprise learns, thinks through problems,
and acts as nimble, entrepreneurial teams. Nestle’s lab operates much
differently than the traditional brand “center of excellence” team, and
is focused on actively developing products, strategies and disruptive
approaches that can be operationalized at Nestle, like a digital
product labeling system that communicates the nutritional value,
sustainability and social impact of Nestle’s food.
At 3M’s global headquarters in Saint Paul, MN, the company’s
marketing and brand leadership gutted the entire office, then
redesigned it top-to-bottom with clean, modern red and white furniture
in order to resemble a startup co-working space. The move, designed
to encourage more employee collaboration and improve recruiting
success with younger candidates, was heralded by the design
community and publications like Architecture Daily.
Structure needs to follow strategy, and as marketing evolves,
departments, teams and responsibilities need to as well.
This imperative also has important implications for accountability and
risk-taking. While decisions should never be made that could pose a
true “risk” to the brand, encouraging managers, country-heads and
agencies to take calculated, pre-defined risks is important for fostering
a culture of innovation. As a starting point, we recommend a 90:10
approach in digital -- spend 90% of time and budget on channels and
tactics that are stable and producing results. Then spend the other
10% running controlled, manageable marketing experiments that test
specific hypotheses or product variations for pre-defined amount of
time. Encouraging managers to fail small and fast in the search for
big growth opportunities is an approach that has unlocked billions of
dollars in value for companies like Amazon, Google and Apple.
3. Establish a hub-and-spoke decision-making system
Structure needs to follow strategy, and as marketing evolves,
departments, teams and responsibilities need to as well. As core
brand pillars -- your “big idea(s)” -- become globalized faster by
international, borderless channels like Facebook, Twitter and YouTube,
top performing marketing organizations are moving to more of a
global-to-region model, where regional teams translate global ideas
into regional -- then ultimately local -- action plans, media and
campaign positioning. At Johnson & Johnson, consumer CMO Alison
Lewis breaks this process down into six layers:
The six layers of marketing strategy
Brand pillars
(Brand architecture or
foundation)
The brand’s promise, purpose and positioning
Brand growth plan
The strategy to build sales and market share
Big idea / story
The single global story connected to the growth plan
Global connections plan
The key points where consumers are converted or influenced to buy the brand.
Local connections plan
Where global connections are mapped to local channels and media
Operating architecture
How ideas and content are shared across teams and geographies
Source: Johnson & Johnson, 2015
For Unilever, adopting hub-and-spoke decision-making at the
megabrand and the portfolio brand level, then combining it with a
single, interconnected global technology system for asset
management and creative approval helped the company capture
major efficiencies and economies of scale in its marketing operations.
In less than 18 months, Unilever reduced its average cost per item of
marketing creative by an estimated 20%.
In addition to geographic hub-and-spoke decision-making, today’s
marketing leaders also need to promote decentralized decisionmaking around strategy and tactics within other parts of their org
structure. In the past, CMOs and marketing VPs signed off on
everything. Today however, the person who best understands the
value of a new digital channel might be the community manager, or a
media buyer. Today’s marketing executives need to build the guard
rails, brand guidelines and approval workflows, then leave it up to
their dedicated specialists to be creative, say the right things, and act
in the moment.
More than ever, CMOs need to look at how individual talent profiles,
teams and regions come together to form the big picture.
Section 3:
Orchestration
DISCOVER
PLAN
ACT
IMPROVE
Audience
Vision
Benchmarks
What are your transformational
goals? What are they based on?
What’s your starting point?
Who are the external customers
you need to reach? Who are the
internal stakeholders and
audiences you need to engage?
Strategic plan
Industry
Where is your market going vs.
your current capabilities?
What’s going to drive top-line
growth and shareholder value?
Action plan
Business case
What’s the framework for value
creation, growth and ROI?
What are the implementation
steps? What is the timeline?
Who’s responsible?
Channel / market
How does your global vision get
translated to local
implementation?
Trigger
What are the key events,
decision-points and milestones
informing your roadmap?
Analytics / Data science
How do you translate data
collection into organized,
actionable insights?
Reporting
What metrics will guide your
performance management?
Optimization
How will you drive continuous
improvement?
Before marketing orchestration and change management can
1. Discover
commence, it’s important to have the right playbook to work from. Your first step is to build a business case and operating baseline.
At a high level, we divide the digital transformation cycle into Where is your industry going over the next 3-5 years? What’s your
four key steps:
vision and what does the “finish line” look like? What are your digital strengths and weaknesses? Is the right leadership and talent
1. Discover
already in place to execute your vision? Are other executive
2. Plan
stakeholders bought in to your program? Can the CIO contribute
3. Act
budget so markets don’t have to fund the technology build-out?
4. Improve
Convene an internal task force or trusted external advisor to answer
these questions, help build the business case and benchmark your
current digital capabilities. This assessment should address at least
eight key strategic building blocks:
Marketing strategy building blocks
Brand pillars
(Brand architecture or
foundation)
The brand’s promise, purpose and positioning
Customer personas
Who buys your product, where and why?
Channels
Your point(s) of purchase - retail, wholesale, distributors, e-commerce, etc.
Data
Customer data, web analytics, compliance and security responsibilities
Team capabilities
What are your organizational strengths and weaknesses, and what gaps need to be filled?
Platform
Partners, vendors, suppliers and service providers
Process and technology
The operational layer of your marketing
Reporting
Core metrics, business intelligence and reporting requirements
Source: Percolate, 2015
Plan for different marketing scenarios
and capabilities
Stock
RESPONSE MARKETING
BRAND CAMPAIGN
Event marketing
Influencer monitoring
Content sourcing
Asset creation
Tailored content
Campaign planning
UGC
Asset management
AUDIENCE
Reactive
Proactive
Monitoring Analytics Paid
Query routing
Ambassador programs
Crisis communications
Content discovery
Breaking news
Customer service
RESPONSE MANAGEMENT
Source: Percolate, 2015
Flow
BRAND SUSTAIN
“Why would a kid come to [us] today? They’re used to shopping everywhere.
Social media, Zappos, Amazon. We can’t necessarily compete on price,
delivery. What we can compete on is exclusives, brand message, access to
exclusive offers.”
Remi Carlioz, Global Head of Consumer Marketing and Digital, PUMA
2. Plan
3. Act
Once you understand your starting point, it’s time to decide on your
Once you have your plan and big idea in place — sourced either
destination, as well as the timeline to get there and key milestones
internally or from your creative agency or digital consultancy — focus
along the way. What’s going to drive top-line growth? What content
next on linking your global connection plan to local implementation.
and channel mix will put your products in front of the right customer
Identify and implement the processes and architecture for your global
demographic(s)? Changing a company's structure and operating
teams to transfer key assets to your local teams. For example, at
model won't happen overnight. Just as importantly, your industry—
Unilever, “brand calibration” sessions are organized monthly or
or technology in general—isn’t going to stand still, so make sure your
quarterly for each market to ensure teams are producing and
transformation plan is both forward-looking and flexible.
distributing content that’s locally relevant, on-brand, and in line with
global standards for image quality.. Internal Unilever and local
Developing a strategic global marketing and brand growth plan
agency teams also complete integrated training curriculums on critical
requires structured thinking across all of your strategic building
marketing processes, then the results are measured with tests, surveys
blocks, particularly around your most important leading and
and quarterly check-in meetings.
emerging markets. In addition, marketing leaders need to consider
different types of marketing scenarios against their current team and
Similarly, on the retail side, forward-thinking marketing leaders technology capabilities.
are actively looking to operationalize big ideas and key campaign
arcs in store.
One recent example of this type of end-to-end is Tesco. One of the world’s
largest retailers, Tesco has spent decades extracting insights from
customer buying trends and incorporating those insights into upstream
operations. In one initiative, Tesco’s 50 person Analytics division used the
brand’s customer loyalty card program to extract customer purchasing
insights that can be applied to redesigns of key processes, from supply
chain investment to product storytelling. Instead of looking at sales alone, Tesco incorporates decades of sales,
demographic, even weather data to model scenarios, pilot and test new ideas, and ultimately make quick decisions on strategies to lower
the risk of stock outages at stores. These insights also helped Tesco launch its transformative digital channel Tesco Direct, which sells home
products, eBooks and digital entertainment
Overall, Tesco’s data-driven approach to better understanding their
customers has generated an estimated $100 million GBP in cost savings, in addition to revenue and margin gains from better customer
segmentation. But to accomplish this type of transformation, marketing
leaders have to create accountability for the direction, funding,
prioritization and governance of omnichannel marketing.
Ultimately, delivering better customer experiences across digital and
physical touch points requires breaking down data silos to see the
customer as an individual, not a fragmented set of interactions spread
across different channels. Consolidating social, email, media and other
channel insights, data and use cases into a “single system story” beneath a common strategic vision will help your teams connect ideas,
communications and customer experience data so each informs the other.
4. Improve
Once you’ve built out your analytics capabilities, the next step is translating your data collection into organized, actionable insights
to improve performance. For example, Uber, a transportation
technology company founded in 2009 that already operates in more
than 53 countries and 200 cities, employes a central team of over 40
data scientists in its San Francisco, CA headquarters. Their insights,
findings and research not only feed back into the design of Uber’s
web and mobile products, but are also distributed to Uber’s
decentralized local market operations teams to benchmark their incountry performance vs. other cities and inspire new creative
approaches to customer acquisition and happiness initiatives. But to
realize this potential marketing executives need to work with their
technology counterparts to build processes and systems for effective
data governance, data science and operationalizing new learnings.
Conclusion
Visionary marketers lead with brands and bold ideas. But linking
today’s complex customer journey to a unified brand narrative is a
true challenge, even for CMOs at the world’s largest companies. Only
with the right mix of leadership, talent, teamwork and technology will
tomorrow’ marketing leaders be able to build lasting systems for
inspired global orchestration. By systematizing a flexible portfolio of
global frameworks, truths, guidelines and tools, then creating a
common marketing vocabulary between their global and local teams,
marketing leaders can craft global messages that make customers feel
at home — no matter what language they’re delivered in.
Percolate is the system of record for marketing. Our technology helps the world's largest and fastest-growing
brands improve their ROI at every step of the marketing
process.
Want to learn more?
Contact [email protected] for more information
or request a demo today at percolate.com/request-demo