How to build campaigns, allocate resources, and drive performance with Marketing Score.

1. The
Marke)ng
Assessment:
How
to
Use
Marke-ng
Score
to
Build
Campaigns,
Allocate
Resources
&
Drive
Performance
Jan.
10,
2012
#Marke-ngScore

2. The
Origins
@PaulRoetzer
#Marke-ngScore

3. PR
20/20
Marke-ng
Survey
175+
audits
completed

4. challenges
with
the
current
process
‣ Time
intensive
to
turn
responses
into
ac-onable
intelligence.
‣ Requires
high-­‐level
personnel
to
analyze,
therefore
it’s
not
scalable.
‣ Results
lack
scoring
system
and
visualiza)ons
that
establish
benchmarks.
‣ Not
a
true
assessment
of
success
poten)al.
‣ Fails
to
properly
set
expecta)ons.

5. A
More
Intelligent
Process
&
PlaGorm
subjec)ve
analysis.
assessment
scoring.
automated
recommenda)ons.
‣ Assess
business
and
marke-ng
strengths.
‣ Forecast
poten)al
for
success.
‣ Build
integrated
marke-ng
strategies.
‣ Connect
ac-ons
with
KPIs
and
audiences.
‣ Determine
talent
needs
and
team
structure.
‣ Forecast
agency
services
costs.
‣ Allocate
resources—-me
and
money.

6. Marke)ng
Score
(@MKTScore)
is
a
free
online
tool
that
assesses
the
strength
of
business
and
marke-ng
founda)ons,
forecasts
poten)al
and
aligns
expecta)ons.

7. 1)
Build
Your
Profile
‣ Contact
informa-on
‣ Business
&
marke-ng
basics
‣ Financial
‣ Marke-ng
goals
‣ Marke-ng
plans

8. 2)
Rate
Your
Marke)ng
‣ Subjec-ve
analysis
‣ Internal
stakeholders
‣ 10
sec-ons
‣ 132
factors
‣ 0-­‐5
=
escalators
‣ 6-­‐7
=
neutrals
‣ 8-­‐10
=
assets

9. Marke-ng
Score
core
principle
Every
element
of
an
organiza-on,
as
it
relates
to
marke-ng,
can
be
divided
into:
assets,
neutrals
and
escalators.
By
evalua-ng
and
scoring
these
elements,
an
organiza-on
can
devise
marke)ng
strategies;
allocate
)me,
money
and
talent;
and
adapt
resources
and
priori)es
based
on
performance.

10. assets
vs.
escalators
‣ Assets
=
Strengths
that
can
accelerate
marke*ng
success.
‣ Escalators
=
Weaknesses
that
require
addi*onal
resources
to
build
up
and
improve.

11. Every
organiza-on
should
be
focused
on
building
assets
that
can
be
leveraged
to
accelerate
success
(brand,
website
traffic,
social
reach
and
influence,
owned
databases,
persona-­‐based
content,
rela-onships,
partnerships,
goodwill,
etc.).

12. 3)
Review
Your
Report

13. Marke-ng
Score
forecas)ng
poten)al
&
aligning
expecta)ons
‣ Founda)on:
What
is
the
strength
of
the
exis-ng
website,
brand,
infrastructure,
internal
marke-ng
capabili-es
and
capacity?
‣ PlaGorm:
How
extensive
is
the
reach
and
influence
among
target
audiences,
specifically
as
it
relates
to
online
marke-ng?
‣ Expecta)ons:
What
are
priority
needs
and
goals,
and
how
do
they
align
with
talent,
technology
and
resources?
‣ Poten)al:
What
is
the
poten-al
for
a
marke-ng
agency
to
have
an
immediate
and
sustained
impact
on
the
brand?
‣ Strategy:
What
strategies
and
tac-cs
will
have
the
greatest
impact
on
performance?

14. builders
vs.
drivers
‣ Builders
are
founda)onal
projects
(website,
brand
posi-oning,
collateral)
and
recurring
campaigns
(social
engagement,
blogging
media
rela-ons)
designed
to
create
and
expand
assets.
‣ Drivers
are
campaigns
that
capitalize
on
exis)ng
assets
to
accelerate
success—leads,
sales
and
loyalty.

15. 4)
Improve
Your
Performance

16. <marke)ng
intelligence
engine>
‣ Ra-ngs
are
used
to
generate
automated
recommenda)ons.
‣ Profiles
and
responses
are
benchmarked
by
industry,
size,
budgets,
growth,
performance,
etc.
‣ Recommenda-ons
become
more
intelligent,
in-­‐depth
and
customized.
‣ Analy-cs
integrated
to
connect
ra)ngs
to
results,
and
adapt
resources
and
priority
ac-vi-es.

17. <marke)ng
intelligence
engine>

18. what’s
the
roadmap?
‣ Online
educa-on
and
resources
‣ Automated
recommenda-ons
‣ Company
profiles
‣ Notes
and
to-­‐dos
‣ Agency
partner
program

19. Perform
a
Marke-ng
Score
Assessment
@PaulRoetzer
#Marke-ngScore

20. Meet
Social
Business
Unlimited
(SBU)
—
A
Hypothe-cal
B2B
Company

34. Key
Findings
‣ With
weak
customer
(4)
and
lead
databases
(4),
and
low
brand
awareness
(4),
SBU
doesn’t
have
much
to
leverage.
There
is
a
lot
of
building
to
be
done.
‣ Lead
volume
is
OK
(6),
but
SBU
is
not
ranking
quality,
and
conversion
rates
(3)
need
help.
Opportuni-es
exist
to
nurture
leads
through
social,
email
marke)ng
and
content.
‣ Audiences
were
mainly
ranked
as
escalators
or
neutrals,
meaning
they
likely
need
a
PR
and
communica)ons
program.
The
internal
marke-ng
team
is
not
strong
in
these
areas,
so
they
may
need
to
hire,
or
outsource
to
a
marke-ng
agency/PR
firm.

35. Key
Findings
‣ SBU
is
heavily
reliant
on
outbound
sales.
This
presents
a
lot
of
opportuni-es;
however,
priori-za-on
and
focus
becomes
essen-al.
‣ Sales/marke-ng
integra)on
(2)
is
a
weakness,
and
may
present
challenges.
‣ SBU
has
a
CRM
solu-on,
but
u-liza-on
is
weak
(3),
which
will
impact
your
ability
to
deliver
results.
‣ SBU
will
need
an
email
marke)ng
solu)on,
along
with
lead
nurturing
capabili-es.

36. Key
Findings
‣ Immediate
opportuni-es
to
improve
brand
awareness
through
integrated
content,
social,
PR
and
search
strategies.
However,
it’s
a
crowded
market,
so
SBU
must
focus
on
quality
and
value
to
stand
out.
‣ Lead
genera)on
will
require
a
commitment
to
inbound
marke-ng
strategies
and
sales/
marke-ng
integra-on.

37. Key
Findings
‣ Suppor-ng/improving
conversion
rates
and
sales
efficiency
is
possible
in
the
short
term,
if
all
leads
are
migrated
into
SBU’s
CRM
system
and
this
system
is
integrated
with
a
marke-ng
automa-on
tool.
‣ Immediate
opportuni-es
to
affect
customer
loyalty
(reten-on,
referrals
and
life-me
value)
through
content,
integra-on
of
CRM
and
marke-ng
automa-on.

38. Marke-ng
Score
gain
perspec)ve
from
mul)ple
sources
CMO
sec*on
score
(le7)
=
62%
vs.
CEO
sec*on
score
(right)
=
38%

39. Conduct
Discovery
Research
@PaulRoetzer
#Marke-ngScore

40. The
Discovery
Process
Highly Competitive Market
‣ Gain
further
insight
through
a
custom
audit.
‣ Run
a
Marke)ng
Grader
report.
‣ Perform
preliminary
market
research.
‣ Analyst
reports,
industry
ar-cles,
Google
Insights,
keyword
volume
‣ Analyze
compe)tors.
‣ Messaging,
marke-ng
strategies,
market
share
‣ Analyze
social
opportuni)es
and
chaner.
‣ Ac-ve
channels,
noteworthy
communi-es,
popular
discussion
topics

41. sample
follow-­‐up
ques)ons
‣ What
are
the
top
3-­‐5
key
performance
indicators
(KPIs)
that
maner
most
to
your
marke-ng
program?
‣ How
do
you
currently
monitor
and
report
marke-ng
performance
metrics?
Is
there
an
organiza-onal
marke-ng
performance
dashboard?
‣ What
do
you
see
as
your
organiza-on’s
top-­‐priority
marke)ng
needs?
And,
how
will
you
measure
your
marke-ng
team’s
value
and
success?
‣ Briefly
describe
what
you
see
as
your
greatest
opportuni)es
for
growth?

42. sample
follow-­‐up
ques)ons
‣ There
were
numerous
escalators
when
reviewing
your
marke)ng
team’s
capabili)es.
Which
areas
do
you
envision
outsourcing
to
an
agency
partner?
Which
will
you
internalize?
‣ You
rated
your
team’s
competencies
in
social
media
high
(8),
but
don’t
seem
to
have
a
sound
strategy
in
place
or
dedicated
resources
(6/11
escalators).
Do
you
see
this
as
a
cri-cal
piece
of
the
marke-ng
program?
If
so,
will
planning,
monitoring
and
management
be
outsourced
to
an
agency?
‣ Content
marke-ng
was
the
lowest
rated
sec-on
at
15%.
Is
the
organiza-on
commined
to
ac-va-ng
a
content
marke)ng
strategy
as
a
means
to
increase
leads
and
drive
conversions?
If
yes,
will
it
be
internalized,
or
outsourced?

43. Build
a
Marke-ng
Performance
Dashboard
@PaulRoetzer
#Marke-ngScore

44. Iden-fy
Top
KPIs
.
.
.
and
know
your
sales
funnel
‣ Website
traffic
(specifically
organic
and
social)
‣ Leads
‣ Free
trials
signups
‣ Customer
conversions
‣ Customer
reten)on
(churn
rate)

45. Key
Metrics
Snapshot

46. Ini-ate
the
Marke-ng
GamePlan
@PaulRoetzer
#Marke-ngScore

47. Profile
and
Segment
Audiences
‣ Label
as
owned,
borrowed
or
bought.
‣ Use
this
as
a
star)ng
point
for
the
GamePlan.
‣ Cri-cal
to
iden-fy
driver
campaign
opportuni-es.

48. Establish
Accelerators
‣ What
assets
exist
that
can
accelerate
success?
‣ Accelerators
may
include:
lead/prospect/customer
lists,
partnerships,
media
buys,
sponsorships,
high-­‐profile
speaking
engagements,
industry
reports,
social
reach,
social
engagement,
original
content,
top
website
pages
and
more.

49. Define
Founda-on
Projects
‣ Sales/marke-ng
integra-on
‣ Marke-ng
performance
dashboard
‣ Site
op-miza-on
(CTAs,
landing
pages,
lead
forms)
‣ Social
community
building
‣ Internal
marke-ng
team
training
‣ Evaluate
and
integrate
tech
solu-ons
(CRM,
marke-ng
automa-on,
social
media
management,
email)

50. Outline
Campaign
Concepts
‣ Builder
campaigns
‣ Awareness
and
thought
leadership
‣ Social
engagement
‣ Technology
integra-on
‣ Driver
campaigns
‣ Customer
loyalty
—
referral
‣ Lead
gen
—
ver-cal
markets
‣ Agency
partner
program

51. Connect
Ac-ons
to
Audiences
and
Metrics

52. Map
Marke-ng
Team
Strengths
‣ Understand
your
team’s
competencies.
‣ Determine
if
partners
need
to
be
brought
on
for
niche
capabili-es.
‣ Decide
who
will
be
responsible
for
what
—
agency,
client
or
partner.

53. www.TheMarke)ngScore.com

54. Thank
You
Paul
Roetzer
paul@PR2020.com
@PaulRoetzer
www.TheMarke-ngScore.com
www.PR2020.com