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Research

Publication Date: 15 April 2011 ID Number: G00211511

© 2011 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may

Top Seven CRM Marketing Processes for 2011

Kimberly Collins

Chief marketing officers (CMOs) and marketing leaders who haven't implemented the seven CRM marketing processes described in this research should consider adopting them in 2011. These processes enable marketing organizations to drive company growth, reduce operational costs, better align spending with marketing objectives and optimize the marketing mix.

Key Findings

Social media is changing how companies market their products and services, and how they listen to customers.

Traditional outbound marketing should be decreased, and investments in inbound and event-triggered marketing increased.

B2B and business-to-business-to-consumer (B2B2C) marketing organizations should invest in lead management to generate higher-quality leads for sales.

Marketing asset management includes upstream production management and downstream marketing fulfillment, decreasing time to market and agency costs, and improving brand management.

Financial and marketing performance management enable CMOs to become more accountable and calculate return on marketing investment (ROMI).

Recommendations

Identify new process areas for marketing improvement. Prioritize processes for investment.

Define and document the process within the context of your marketing organization. Determine metrics for each process.

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WHAT YOU NEED TO KNOW

Investments in marketing technology are moving from "nice to have" to "must have." However, to be successful, CMOs and marketing leaders must identify and prioritize the top marketing

processes for their organizations based on business objectives, marketing strategy, and areas for innovation and differentiation. Each of the seven marketing processes identified in this research is associated with driving revenue, cutting costs, or optimizing performance and spending.

STRATEGIC PLANNING ASSUMPTION(S)

By 2015, digital strategies, such as social marketing, will influence at least 80% of consumers' discretionary spending.

Through 2014, marketing organizations that invest in "voice of customer" programs will more than double customer satisfaction.

Through 2014, marketing organizations that utilize inbound and event-triggered techniques will see a 600% higher response rate, compared with traditional outbound campaigns.

By 2015, 30% of Global 2000 companies that focus on improving lead management processes will increase revenue by 5% to 10% through better qualification, prioritization, distribution, augmentation, allocation, tracking and closing leads from multiple lead-generation sources. By 2014, marketing organizations that invest in marketing asset management will reduce agency costs by 50%, decrease time to market by 75% and improve field utilization of content by 50%. Through 2014, marketing organizations investing in financial management capabilities will reduce ineffective spending by 75%.

Through 2014, CMOs who invest in marketing performance management will drive at least a 15% increase in revenue for the company.

ANALYSIS

Consider these seven classes of marketing processes in 2011 to support corporate growth objectives, reduce costs and optimize performance. Specific processes will vary from one industry and company to the next.

Digital Marketing Processes

Digital marketing extends the marketing process through channels such as the Web, e-mail, video, mobile and social applications, kiosks, point-of-sale terminals, interactive television and gaming platforms. Many companies are increasing their spending on digital channels (see "Digital Marketing: The Critical Trek for Multichannel Campaign Management"). The Web is increasingly becoming part of the customer lifestyle and buying experience, as well as a forum for companies to establish and maintain an appropriate corporate presence worldwide and build online

communities for customers. For example, some of the most-visited social sites beyond the U.S. are:

Badoo (London) Cyworld (South Korea) Faceparty (the U.K.)

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MiGente (Latin America) Orkut (Brazil)

Piczo (Canada and the U.K.) StudiVZ (Germany)

There is a range of digital marketing techniques (see "Top Use Cases and Benefits for

Successful Social CRM"), which vary from increasingly sophisticated search mechanisms and clickstream analysis for lead generation, to social communities and other online customer feedback forums that allow customers to freely document their experiences with companies and their products and services. Company sites provide a plethora of opportunities to build

relationships with customers.

Selecting which types of digital marketing processes and techniques to invest in requires a number of steps, including:

Identify potential high-value digital marketing opportunities

Prioritize these digital marketing techniques based on business value and opportunity minus costs

Define the process for the selected technique Monitor digital marketing performance

Adjust processes on an ongoing basis to improve performance

Re-evaluate techniques that may not be delivering expected business value

Required Capabilities and Investment: Marketers should invest in digital marketing solutions across Web, social and mobile. Consider campaign management vendors that offer these options as well.

Action Items: Identify and prioritize three to four digital marketing initiatives based on business value and potential ROI. Integrate digital marketing with other marketing techniques.

Strategic Planning Assumption: By 2015, digital strategies, such as social marketing, will influence at least 80% of consumers' discretionary spending.

Voice of Customer Processes

Social media is changing the way companies engage with their customers. Compared with traditional channels, social channels place more emphasis on interactive and ongoing dialogue, fast-moving word of mouth and collective customer opinions. Social is raising the importance of listening to your customers and actively seeking their input and opinions. Marketers have new ways to gather feedback beyond traditional customer surveys and market research, and really hear what customers are saying about their brands. The maturation of speech analytics provides yet another voice channel that can be utilized for distilling important marketing feedback.

Listening to the aligned cross-channel voice of your customers is important to branding, product and service development, customer satisfaction and loyalty, and the development of appropriate marketing campaigns/messages.

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Identify listening objectives (e.g., branding, product development or concept/offer testing)

Identify sources and channels for listening

Determine how to align these different channels to obtain a single view Monitor sources/channels

Develop automated alerts/workflows for negative (and positive) feedback Develop action plans based on customer inputs and objectives

Execute action plans across multiple channels

Required Capabilities and Investment: Marketers should invest in enterprise feedback management and survey tools, social media monitoring tools, Web analytics and customer data integration and analysis.

Action Items: Appoint a senior marketing leader in charge of voice of customer programs. If a chief customer officer (CCO) or vice president of customer experience exists, then he or she should be the leader to ensure strong contributions. Prioritize how voice of customer programs can help further marketing's objectives. Develop action plans. Integrate with other CRM systems for execution.

Strategic Planning Assumption: Through 2014, marketing organizations that invest in voice of customer programs will more than double customer satisfaction.

Inbound/Event-Triggered Marketing Processes

Outbound, push marketing often seems poorly timed or inappropriate to the customers being targeted for these types of campaigns. Compared with traditional campaigns, inbound and event-triggered marketing generates more timely and relevant messages. Inbound marketing provides offers or makes recommendations to the customer when that customer chooses to contact or interact with the company, typically via a contact center or website. Event-triggered marketing identifies opportunities by monitoring incoming customer data streams for early indicators of cross-sell opportunities or churn risk, so that the company can reach out to the customer in a timely fashion with an offer or recommendation.

For inbound marketing:

Analyze data offline or in real time to determine offers; build predictive models if required Determine potential customer receptivity to your offers

Decide whether to make the offer when the customer initiates the interaction via the contact center or Web

For event-triggered marketing:

Determine objectives (e.g., reduce churn or cross-sell)

Identify early indicators (e.g., declining/increasing account balances) Monitor data streams for early indicators

Determine appropriate action and channel for communication when an early indicator is recognized

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Execute triggered campaigns

Required Capabilities and Investment: Database marketing managers should look for

advanced campaign management capabilities for real-time recommendations and event-triggered marketing.

Action Items: Determine whether inbound and/or event-triggered marketing makes sense for your organization. Prioritize objectives for retention and cross-sell. Determine data analysis required to support and develop appropriate execution plans across channels.

Strategic Planning Assumption: Through 2014, marketing organizations that utilize inbound and event-triggered techniques will see a 600% higher response rate, compared with traditional outbound campaigns.

Lead Management

Sales organizations need more help than ever for qualifying and converting opportunities to improve lead management. Lead management is a process that aligns marketing and sales, from lead generation to lead execution. By expanding the marketing team's role in the sales process, companies can improve lead quality and ensure higher conversion rates by sales.

Process steps for marketing to handle leads include: Lead generation

Collection

Qualification and scoring Nurturing

Prioritization Augmentation Distribution

Lead management analytics underpin these processes, providing closed-loop, near-time insight that guides investment in marketing campaigns, provides forecasting and revenue supervision, and delivers insight at the critical junction of marketing and sales to sales operations and sales management. Marketing can also use event triggers from contact, transaction and Web data streams to generate higher-quality leads based on customers' actions.

Required Capabilities and Investment: Marketers should use process-oriented lead

management solutions with robust business rules and workflow engines, as well as robust lead scoring, integration between marketing and sales systems, and the use of lead portals. Integrate with opportunity management systems for closed-loop feedback from sales.

Action Items: Expand the role of marketing in the lead management process to reduce the burdens of lead qualification and prioritization for sales teams. Use insight from marketing to better-qualify leads. Use marketing data and content to augment leads prior to sending them to sales departments. Support lead distribution based on how well the channel fits the lead type, as well as the size of the opportunity and available resources. Help sales sort through and qualify leads from social media.

Strategic Planning Assumption: By 2015, 30% of Global 2000 companies that focus on improving lead management processes will increase revenue by 5% to 10% through better

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qualification, prioritization, distribution, augmentation, allocation, tracking and closing leads from multiple lead-generation sources.

Creative Idea to Fulfillment

Marketing is under pressure to achieve greater reuse of marketing assets, reduce creative cycles, decrease agency costs and improve brand management in local markets. Marketing asset management is more than just a repository for marketing assets. Increasingly, it involves managing the creative process upstream (from idea to storage), as well as downstream of the repository (marketing fulfillment/local marketing enablement).

Process steps include:

Alignment of creative ideas with marketing objectives Idea approval

Budget approval

Review and approval of creative work

Storage and management of assets and content

Field access to content and collateral, including templates and guidelines (e.g., procurement, print-on-demand)

Nonproportional reformatting of content based on channel and device

Required Capabilities and Investment: Directors of creative advertising and field marketing should consider marketing resource management (MRM) solutions that provide creative production management, asset/content management and marketing-fulfillment capabilities. Action Items: Document and define the process prior to vendor selection and implementation. Include creative agencies, regulatory compliance teams, field marketing and sales/distribution partners in the process.

Strategic Planning Assumption: By 2014, marketing organizations that invest in marketing asset management will reduce agency costs by 50%, decrease time to market by 75% and improve field utilization of content by 50%.

Marketing Financial Management

Marketers must improve department accountability to convince the finance department to continue funding critical programs. Most marketing organizations lack visibility and oversight into marketing spending, which can frustrate the finance organization. Once finance allocates the budget to marketing department, marketing typically creates budgets from the top-down, then manages them in individual spreadsheets that make it difficult for the marketing department to reconcile and aggregate costs. Analysis can take months to perform, with results typically providing insight into what was spent, but no ability for marketing to manage and control the budget as it's being spent.

The process for marketing financial management involves: Budget planning and optimization within marketing Review and approve marketing budgets

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Track spending (committed versus actual) Alerts and notifications for overspending

Reallocation of funds based on preset conditions, campaign performance or in response to competitive threats

Report on finances

Required Capabilities and Investment: CMOs and marketing managers should invest in MRM modules for budgeting and financial management.

Action Items: Create a standard set of planning, budgeting and financial management processes for the marketing organization. Include processes for monitoring and alerting everyone invested in the project's success that enable ongoing financial management and reallocation of funds.

Engage the finance department for selection and implementation of an appropriate MRM module. Integrate the MRM solution with the finance solution.

Strategic Planning Assumption: Through 2014, marketing organizations investing in financial management capabilities will reduce ineffective spending by 75%.

Marketing Performance Management

CMOs and marketing leaders are under pressure to measure the results of marketing campaigns and demonstrate ROMI. Targeted marketing campaigns, particularly digital ones, have been highly measured, but areas of marketing around creative advertising and traditional media have not been well measured, if measured at all. CMOs need to apply the measurement discipline across different types of marketing campaigns, segments and channels to determine

effectiveness, identify high-performing versus low-performing campaigns/channels/segments, and spot synergies across different marketing activities, ultimately determining the optimal marketing mix.

Process steps include:

Identification and prioritization of leading key performance indicators (KPIs) for marketing based on corporate objectives

Developing metrics for different marketing activities, programs and campaigns that can be tied to those KPIs and objectives

Identification of data and sources for relevant information and analysis Multidimensional analysis of campaigns, segments and channels Provision of insights via the CMO dashboard and alerts/notifications Application of optimization algorithms to determine optimal marketing mix

Required Capabilities and Investment: CMOs and marketing managers should be aware of service and software solutions for marketing performance analysis, visualization and dashboards, and marketing mix optimization.

Action Items: Align marketing objectives with corporate objectives, and identify three to five top KPIs. Determine relevant dimensions of analysis (e.g., campaign, channel, segment, geography, product/brand). Understand that no one marketing vendor or technology will enable access to all insights. Expect to spend money on services for a complete solution.

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Strategic Planning Assumption: Through 2014, CMOs who invest in marketing performance management will drive at least a 15% increase in revenue for the company.

REGIONAL HEADQUARTERS

Corporate Headquarters

56 Top Gallant Road Stamford, CT 06902-7700 U.S.A. +1 203 964 0096 European Headquarters Tamesis The Glanty Egham Surrey, TW20 9AW UNITED KINGDOM +44 1784 431611 Asia/Pacific Headquarters

Gartner Australasia Pty. Ltd. Level 9, 141 Walker Street North Sydney

New South Wales 2060 AUSTRALIA +61 2 9459 4600 Japan Headquarters Gartner Japan Ltd. Aobadai Hills, 6F 7-7, Aobadai, 4-chome Meguro-ku, Tokyo 153-0042 JAPAN +81 3 3481 3670

Latin America Headquarters

Gartner do Brazil

Av. das Nações Unidas, 12551 9° andar—World Trade Center 04578-903—São Paulo SP BRAZIL

References

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