The CIO's Guide to Marketing Automation

The CIO’s Guide to Marketing Automation

what we’ll cover today

• The Modern SaaS Ecosystem

• Marketing Automation Trends

• Adopting MA? Key Considerations

• Blueprint for integrating MA & CRM

• Technical considerations

www.salesfusion.com © 2014 Salesfusion

who we are

• Pioneer in lead to revenue management - the only MA platform built on a CRM database

• Integrates to more leading CRM systems than any other MA platform

• The best marketing automation platform in the industry for integrating marketing to sales

• 750+ Clients in 22 countries

• Known for unique approach to client services & training

• All-in-one approach to marketing platform


technology landscape

• The modern SaaS ecosystem for demand/front-office technologies

• Rapid evolution

• Fragmented point solutions moving to core technology


Marketing technology adoption

• $17 Billion market by 2017

• Rapid migration to platform approach – think CRM circa 1999

• Buyer behavior and social web driving adoption

• Integration of marketing and sales is key driver


Why the CIO should care about marketing technologyThe Core EnterpriseWithin CIO’s Control

The Marketing EnterpriseWild West of cloud appsEmail

Social

Web

PPC

Surveys

Low cost solutionsacquired with credit card and no IT involvement

No connection to the core enterprise


why the CIO should care about marketing technology

This existsbecause CRM alone is not enough

• Buyer behavior has changed• Communication has changed• Engagement has changed• Channels have changed,

evolved and increased in variety

• CRM has largely remained the same….


challenges with modern B2B Sales (and the CRMs that support it)

The buyer journey has become self-paced


why is marketing automation so hot?• Severe disconnect exists between marketing &

sales• And C-level knows it needs to be fixed

• Buyer control of online product research• The social web removes power from sales• CRM supports the “old way” of selling• MA supports the “new way”


persistent disconnect between marketing and sales

© 2013 SalesFUSION

• Resulting from marketing technology operating outside of the core (CRM)

• Symptomatic of outdated demand processes


matching processes with buyer behavior

• Marketers are focusing on the new buyer journey

• Establishing processes that are enabled by technology

• Processes bring marketing & sales together

• Result in better decisions based on analytics


matching processes with buyer behavior

This Results in…

BIG DATAMarketing needs IT help to manage, interpret, store and optimize


why the CMO/CIO must get on the same page

• CMOs are challenged with being 100% focused on revenue

• Budget decisions driven by revenue outcomes

• Revenue outcomes require integration of marketing systems with CRM

• Integration requires marketing, sales and IT involvement


when the CMO comes a knocking….for money

• Who owns the MA Budget?

• Are all factors being considered?

• How much will be allocated to integration project?

• How much IT involvement will be needed to integrate and support?


MA decision criteria

• MA decision has been based on price and integration

• Integration as a key driver for vendor selection

• Collaboration between Marketing & IT is critical


who’s using the MA system?

• Sales access of MA data is increasing (makes perfect sense)

• Most access occurs through the core CRM platform

• Understanding how MA data connects to CRM is key


MA and CRM Integration

• Connect with web services

• Connect with API

• Prebuilt connections with CRM apps

• Contact, lead & accounts are connected via GUID, Email & Persistent Cookie

• Data from MA is synched to CRM in real-time and/or batch

Contact CardAddress Phone/Email….etcLead SourceLead Score

Activity History

Opportunities

MA Data – web, email, forms, events….in objects and/or iframe

Navig

ati

on


MA and CRM integration

Account Contact

LeadTask

Opportunity

EmailFormsEvents

Web ActivityCampaignsLead Score

• Combination of single and bi-directional data flow

• MA system acts as front end DB for website and unstructured campaign data

• Data flows are dictated by how a company maps lead flow process


a project guide for implementation of MA

• The MA system must have access to contact, account, activity and purchase data.

• Data flows between corporate applications is critical to understand how they work together to form one system that will power the MA.

• Understand all touch-points between applications to indicate how a new or revised record (e.g. contact, account, opportunity, activity) in one updates corresponding records in others.

• If these updates aren’t occurring, a master data management project should be initiated.

• If the customer relationship management (CRM) system serves as the central repository for all contact and account data, the MA system will only need to integrate with the CRM system;

Source: SiriusDecisions


IT implications• System limitations and requirements. How a MAP can be integrated and its

data structured is strongly influenced by the applications currently in place. Outline limitations and requirements of the CRM concerning how it ingests, maintains (structure and normalization) and provides data for transfer.

• CRM user license. The MA is integrated with an organization’s CRM system via a user license; other options include Web services, a secure file transfer program or middleware. Advise IT and the CRM administrator of this project requirement, and identify any internal concerns.

• Email authentication. An MA should adhere to email sender authentication standards such as DomainKeys Identified Mail (DKIM), Sender Policy Framework (SPF) and Sender ID. This authenticates email messages sent from the MAP, increasing the probability of getting them through to a customer/prospect inbox rather than ending up in bulk mail folders. Notify IT of this requirement, identify any internal concerns.


IT implications• Website access. The MA System will require installation of visitor tracking code

on the corporate website. This is installed similarly to Google Analytics• CRM Installation. In many cases the MA physically installs add-on tables

and/or objects/entities in CRM. The CRM administrator must lead this portion of the integration

• Internal Support. An IT employee is typically responsible for managing support related issues with the CRM integration and will work with the MA vendor to ensure the integration is functional


doing it right pays dividends


doing it right pays dividends

• Tangible benefits to integrating marketing & sales

• C-Level executives are beginning to understand implications

• The new buyer journey will drive companies to adapt to this new reality


Q&A

• Learn more at www.salesfusion.com• See a live demo• Follow our blog for tips/best practices• Thanks for joining us today!


http://www.salesfusion.com/

The CIO's Guide to Marketing Automation

Technology

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