Marketing Governance

Enterprise Marketing Management, or EMM, is a software technology solution for marketing organizations that provides a comprehensive marketing platform for managing customer and prospect interactions throughout the customer lifecycle.

The practice of marketing is challenging these days because of the rise of the “empowered customer.” Today’s customers are well-informed, use other people as their primary information source, interact with companies through multiple channels, touch points and media, and want (but rarely get) a superior customer experience—and have outlets for venting frustration when they don’t get what they want.

Your customers are truly empowered. To serve these empowered customers, marketers must—now more than ever—put customers at the center of everything they do. In the whitepaper Today’s empowered customer puts businesses to the test—Enterprise Marketing Management empowers marketers IBM tells you how to do so.

The results of IBM’s groundbreaking Chief Marketing Officer (CMO) study, released in 2011, reinforce the observation that marketing is a challenging practice these days. IBM interviewed over 1,700 CMOs from around the world to create this study. The data reveals some of the most important challenges facing CMO’s and their marketing organizations today.

The top four challenges are data explosion, social media, growth of channel and device choices, and shifting consumer demographics. It’s easy to see why CMOs are facing a “complexity gap,” because all of these challenges make marketing much more complicated today that it has ever been before. And it’s only going to get more complicated in the future.

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Saepio Technologies, in  the whitepaper ‘MAM, Making Assets Actionable and Engaging’.

And why is that?

As a vital part of the advertising process, MAM combines digital asset management, collateral customization and marketing automation technologies into a single, seamless process that:

• improves brand compliance;
• advances measurable return on marketing investment (ROMI);
• eliminates repetitive tasks;
• enables speed-to-market; and
• engages distributed marketers.

In the white paper Thomson first defines where MAM fits in the Enterprise Marketing Management strategy. “There are many models that depict the component of an EMM system”, according to Thompson.”But this document focuses on CRM, business intelligence/analytics, MRM, MAM and customer nurturing as key components.”

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IBM, is the key to more relevant offers, increased response rates, and happier, more profitable customers. Their software solutions for Enterprise Marketing Management (EMM)  is a cross-channel approach. It allows marketers to steer the conversation with their customers, which leverages all interactions in inbound channels, to enable more effective marketing.

IBM outlines four proven best practices in real-time inbound marketing:

1. Make it personal
2. Balance business objectives with customer needs
3. Use real-time decisioning
4. Enable collaboration

But really they come down to the same principle: if you put your customer at the center of your marketing efforts, and you can deliver the right message at the right time to the right person. Take a look for yourself and wonder if your marketing is so relevant, it feels like a service. .

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Now that the MRM in 60 Seconds series has been completed, weve been looking at other videos explaining Marketing Resource Management. IBM, one of the marketing automation software vendors from our list, created this short video simply saying marketers can do more for less with an MRM system in place. Implementing an MRM solution can reduce project cycle times, increase output using the same resources, and improve compliance with legal and brand requirements, to name just a few positive effects. This video also emphasises the control an MRM system offers: transparency and accountability, at all levels of the marketing organization.

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With Marketing Resource Management and Marketing Operations being relatively new fields of expertise, not everyone knows what marketing operations managers do exactly. To answer that question, take a look at the job description provided by Gary M. Katz for a director of Marketing Operations: would you have what it takes?

Sample Job Description: Director of Marketing Operations

Summary The Director of Marketing Operations is a member of the Marketing leadership team and works closely with the Chief Marketing Officer to facilitate the development of strategies and plans for the business as a whole and measurement of their implementation progress. Partners with other marketing leaders to enable organizational alignment towards critical business objectives and leads the organization’s implementation of company-wide strategic transformation activities and strategic imperatives. Collaboratively consults with other marketing leaders to support strategic business needs while improving the effectiveness and efficiency of processes, programs, and infrastructure. This position helps to direct a dedicated operational team toward a focus on the profitability and long-term viability of the enterprise. Read More

MRMLOGIQ MRM in 60 Seconds series, the Ten Functional Areas Model is examined in closer detail. (If you missed the first part of the TFA Model, you can watch it here.) Youll get a definition and description of all Functional Areas, which really are sub-processes within Marketing Operations.

The end-to-end process layer at the bottom of the model deals with the creation and execution of marketing campaigns: from the assembly of marketing copy and images to the finished product (a flyer, poster, website, you name it). On top of that is the management layer, which coordinates the procuction process, keeps track of deadlines, bugets and knowledge. Finally, the intelligence layer monitors the whole process so it can be improved continuously.

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MRMLOGIQ series MRM in 60 Seconds takes a look at the key Marketing Operations processes. Based on the SMRC Model (youll remember this from Marketing 101), the Ten Functional Areas Model covers the main aspects of creating and executing marketing campaigns: from content creation to budgeting and business analytics. This week well show you the backbone of the model. Next week, well discuss each Functional Area individually to complete the picture.

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MRMLOGIQ MRM in 60 Seconds series takes a look at the four efficiency directions of MRM: Cheaper, Faster, Better, and More. Which direction does your company need to improve? Do you want to cut costs on campaigns, reduce time-to-market, run better campaigns, or increase your marketing output? Answering these questions will help you get a better view of the needs of your company, and the MRM strategy required to reach your goals. . . 

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Aprimo, SAS and IBM have been named to the “Leaders” quadrant of the Gartner Magic Quadrant for Integrated Marketing Management.  The report was published by Kimberly Collins, research vice president, and Adam Sarner, research director, CRM, at Gartner on October 27, 2011.

In addition, IBM has been named a leader in  The Forrester Wave™: Web Analytics Q4 2011 (receiving the highest scores of any vendor for both current offering and strategy), and a Leader in the Gartner Magic Quadrant for Marketing Resource Management. According to IBM, they are the only ones who can claim such broad and strong market recognition for its Enterprise Marketing Management offerings. Michaela Stribling from IBM/Unica says:

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is the emphasis on ROI actually hurting Marketing? The article is based on an interview with Menno Lijkendijk, director of the Dutch B2B marketing company Milestone Marketing, ‘Can the focus on ROI create problems?’, Lijkendijk was asked. It is a topic which has my full attention.

Let’s start with my short answer: no, the focus on ROI is not hurting Marketing. But the wrong ROI focus is likely to create problems, and no focus on ROI will definitely create problems.

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