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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