Roles In Marketing

The importance of well defined roles and structure in the success of Marketing programs.

1. Sandra M. Eisenberg
Partner

2. 2
Jumpstarting

3. 3
“Marketing is like Jazz…
Done poorly it is annoying background noise…
Done well it is recognized as an art.”

4. 4
Awareness
Knowledge
Unaware of Product
Liking
Preference
Conviction
Purchase
Cognitive Stage
Affective Stage
Behavioral Stage
Source: Dolan, Robert J. (1999), Integrated Marketing Communications, HBS Note #9-599-087

5. 5Active Buying
& Closing
Reinforcement
Education
Active Buying
& Closing
Reinforcement
Education
•Generate awareness
•Create interest
•Establish credibility
•Nurture the opportunity
•Convert interest to purchase
•Support the decision
•Maintain the relationship
•Stimulate further interest
Source: LKS

6. 6
Activities
Key Measures
Customer
Marketing
Strategy &
Planning
Product*
Management
Demand
Generation
•Market Assessment
•Go-to-Market Strategy
•Marketing Planning
•Brand Managaement
•Value Prop Development
•Product* Development
•Product* LC Mngmt
•Product* Launch/Sales Readiness
•Indirect Demand Prgrms
•Direct Demand Prgrms
•Sales Effectiveness Prgrms
•Customer Loyalty Prgrms
•Customer Communications
•Customer Community
Sub Processes
Key Business Outcomes
•Simplified Buying Cycle From Customer Perspective
•Broadened Awareness within Targeted Markets and Audiences
•Increased Pipeline Through Proactive Demand Generation
•Accelerated Revenue Opportunities Through Increased Selling Effectiveness
•Installed Base Opportunity/Footprint Expansion
•Obtainment of
Business Objectives
•New Offers to Market
•Revenue
•Awareness
•Pipeline Development
•Revenue
•NPS
•Retention Rates
•Revenue Expansion
* Product refers to products and/or packaging
Source: LKS

7. 7
78%
Said the role of marketing is more
important than it use to be when it
comes to business innovation.
Source: CMO Magazine, September 2005, BtoB Magazine, December 2006
“As marketing becomes a much more critical function in
organizations, Chief Marketing Officers are gaining more
influence at the executive table…and the industry may
see more CMO’s ascending to the CEO spot.”

8. The Role of Marketing
The Marketing Organization
Trends in Marketing
The STP: Marketing You
8Q. What are the differences between marketing orgs for B2B and B2C?

9. B2B B2C
You Know Who
They Are by
Name
You Know Who
They Are by
Archetype
“Push” the product
directly or w/support
of channel
Induce consumer
action to “pull” product
through channel
Lead Generation,
Sales Support
Brand Focus,
Demand Gen
Sales CentricMarketing Centric
9
Target Audience
Company
Dynamic
Activities
Objectives
Q. What roles do you think of in marketing?

10. Functional Name Characteristics
Branding/Advertising
Creates corporate brand name/logo, image and execution of that image,
primarily through mass communication vehicles such as advertising
Channel Marketing
Tactical, surgical support arm for the organization’s third-party channel
partners (Incl. communication, education, demand generation etc.)
Corporate Communications
Creates baseline company messaging and promotes the organization
through a combination of tactics including PR, thought leadership etc.
Executive/Strategy
Drives overall function strategy; ensure function relevancy; ensure cross
function interaction; ensure measurement and performance
Field Marketing
Tactical, surgical support arm for a B-to-B sales team; used to create new
or increased demand
Market Intelligence
Captures, analyzes and disseminates information (primary and
secondary) reference the market, customer attitudes, and competition
Product Management
Listens to the market, articulates market problems in the form of require-
ments, ensures that product gets created, tested and shipped on time
Product Marketing
Talks to the market, defines strategy to take resulting products to market
Telemarketing
Use of a technology-enabled inside resource to support a variety of
ongoing marketing campaigns
10

11. Product Marketing
Product Management
Corporate Marketing Field Marketing Channel/Partner MarketingVertical/Industry Marketing
VP Marketing
Chief Marketing Officer 11
•Product Marketing
•Product Management
•Services Marketing
•Pricing
•ROI Analysis
•Competitive Intelligence
•Market Analysis
•Strategy
•Product Related BD
•Analyst Relations
•Press Relations
•IR Support
•Web Marketing
•Marcom Support
•Brand Management
•Messaging & Positioning
•Shows/Events
•Speakers Bureau
•Customer Cases
•Promotional Items/Store
•User Groups
•Field Communication
•Sales Tools
•Lead Generation
•Customer Programs
•Marketing Programs
•Partner Infrastructure
•Partner Communications
•Partner Sales Training
•Partner Tools
•Partner Relationship
Programs
•Co-Marketing Support
•Market/Vertical Strategy
•Vertical Sales Tools
•Vertical Lead Generation
•Industry Tracking
•Field Support
•Industry Participation
Varies by Company depending on:
•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy

12. 12
•Innovation Strategy & Agenda
•Project Management of initiatives
–New platforms
–Non-extension based
•Project X Development
•Project X Establishment
•Gran Finale
•Refreshment Platform
•Pipeline Leadership
•Oversee Innovation Budget
•Team Coach and Lead
Marketing Director
Insights (mkt rsrch) ManagerBrand ManagerDirector Innovation
•Brand Strategy & Agenda Lead
–Products A and B
•Brand Measurement & Scorecard
•Brand Advertising w/ Director
•TLP Agency Management
•Media/Media Merchandising
–Digital/Database
•Line Extension/Packaging Leadership
•Promo/Platform/Sponsorship Lead
–Oversee Sampling/Trial
•Customer Marketing Liaison
•Oversee Brand Budgets
•Team Coach and Lead
•Insights Leadership
•Learning Agenda Ownership
•Insight Agencies Management
•Brand Tracking Owner
•New Product Learning
•Pipeline Liaison
•HQ Insights Liaison
•Team Scorecard Co-Owner
•Team Coach and Lead
Team Coordinator
Associate Brand Manager
•Brand Management Support
•Brand Product Extension Support
•Brand Platform Support
•Team Coach and Lead
•Partner Liaison (Trafficing)
•Product A Brand Support
•Innovation Project Support
•Customer Marketing Support
•Team Coach and Lead
•Overall Strategy & Agenda Lead
•Advertising & Media
•Agency Relationship
•Corporate Marketing Liaison
•Team Coaching & Leadership
•Oversee Team Budget
Associate Innovation Manager
•Innovation Project Manager
•Strategy Development w/ Innov. Lead
•Team Scorecard Co-Owner
•Team Coach and Lead
Sample Organization for Division of Major Consumer
Brand Company

13. 13
Engineering Driven
Outbound Focus
Sales Driven
Product Focus
Revenue FocusDevelopment Focus
Q. Which roles do you think are important when?

14. 14
Corp Mktng-Specialists
Product Mngmt
Field Mktng
Corp Mktng-Generalist
Product Mktng
Vertical Mktng
Partner Mktng
Technical Mktng
Branding/Positioning
Awareness
Field Mktng/Support
Partner Mktng/Support
Demand Creation
Vertical/Solutions Mktng

15. 15
Pre-IPO IPO Post-IPO
Engineering Driven
Outbound Focus
Sales Driven
Product Focus
Revenue FocusDevelopment Focus

16. Sales Engineering Marketing Professional
Services
Technical
Support
Finance Other
G&A
President & CEO 16
Varies by Company depending on:
•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy
Primary Interactions
Secondary Interactions

17. They possess a broad range of analytic, financial and creative
capabilities
They can clearly identify their contributions to revenue
They use sophisticated tools and processes to promote
business efficiency
They are proactive, not reactive, in providing guidance and
services that add value to senior leadership
They are perceived by other execs, especially in the C-suite,
as contributors and leaders of the growth agenda
17
“The only metric in marketing that really matters is growth.
and to drive growth, marketers have learned to stretch their
discipline’s traditional boundaries to encompass activities
many companies don’t even think of as marketing.”
Source: Bob Liodice, president-CEO of the Assoc. of National Advertisers.

18. The Role of Marketing
The Marketing Organization
Trends in Marketing
The STP: Marketing You
18
Q. What happens to marketing during times of economic change?

19. 59%
41%
Yes
No 62%
21%
12%
5%
Customer Acquisition
Customer Retention
Brand Awareness
Other 19
Have you cut your marketing budget this year in response to the economic crisis?
What is your primary marketing goal in 2010?
Source: BtoB’s “2009 Marketing Priorities and Plans” Survey

20. 20
Why?
Source: The Economist, Advertising on the Edge

21. 21
Source: The Economist, Advertising on the Edge

22. 22
Source: Marketing Profs Research Insights with Forrester Research

23. The Role of Marketing
The Marketing Organization
Trends in Marketing
e5: Marketing You
23

24. 24
BFA Liberal Arts
Stephens College
1985 -1991
AT&T
Sales
1991 –2000
AT&T Bell Labs
Product Management
NCR Corporation
Product Management
2000 –2001
Product Management
2001 –2007
Technovative
Marketing
2007 –Present
Marketing
Graduate Studies
London School of Economics
2007 –2007
Account
Management
Pragmatic Marketing Certification

25. Broad marketing background
e5, Technovative, Avaya and NCR / Teradata
Extensive Marketing Experience Fortune 50 and SMB
Experience in multiple industry spaces
Financial Services
Retail
Telecommunications
Enterprise Software
Experience with varying company dynamics
Mergers & Acquisitions
Change Management (Downsizing/Exec Turnover)
Large & Small Organizations
Public & Private Entities
25

26. 26
Sandra
Eisenberg
Mngmt &
Leader
Skills
Strategic
Skills
Public
Spkng
Skills
Corporate
Mktng
BD Skills
PMM/M
Field &
Vertical
Mktng
Channel
Mktng
Tactical Assets
Strategic Assets
Source: Adapted from: Moore (2002), Crossing the Chasm.

27. 27
Market
Definition
Value/Compelling
reason to buy
Competitive
analysis
Differentiated
position
Opportunity
Need
For companies bringing
technological innovations to market
WhoNeed to jumpstart new market
categories and become the gorilla
Sandra Eisenberg helps clients:
dynamically position products;
improve marketing execution; …
…. manage customer relationships;
attract and develop talent
Unlikeother Consultants/Educators
Whosell their brains and leave
before the job is done
Sandra helps clients to build their
brains and stays with them in the
trenches for as long as it takes.
Tagline
Web site,
collateral
Elevator
Pitch
Corporate
Presentation
Executive
Summary

28. 28
Customers Seeking:
•Comprehensive Whole Product
•Experience in Heavily Competitive Space
•Experience in Building Sales-driven Marketing
•Ability to Manage Breadth of Marketing Jobs
•Credible References -Often in own industry

29. 29
Whole Product:
a global network
for altruistic leaders
& entrepreneurs.
Cases, books,
Articles, digital
videos & clips
Interactive
Global
Courses
(GEM,
E145G)
Help to
develop
their future
leaders
Pragmatic
Consulting
On demand
Career
Coaching
Access to
talent who
have earned
our trust
Coaching re.
Access to
Circles of
Influence
Access to
the glean
network
Adapted from: Moore (2002), Crossing the Chasm.
For
Professors
And
Students
For entrepreneurs
and leaders
of Global
Companies

30. The plan is easier to write if one path is selected or is the
focus of your marketing plan.
Think of customers as your target employers and
stakeholders as your family, friends, support group etc.
If additional education is your next step, really think about
how you get into that target school –or gear you to the years
following that.
If your goal is to be an entrepreneur, have in mind the focus
of that new venture.
30
Q. Creative ideas anyone? Questions?

32. Marketing effectiveness and success is dependent on:
Mapping marketing efforts to Company strategy
Remembering that marketing is responsible for $$$
Focusing on the priorities
Becoming a partner to sales and engineering
Listening to “customers”
Driving consistency
Breaking down marketing silos
Delivering measurable results
Managing the budget like it is your own
32

33. Primary Responsibilities Key Knowledge/Skills
•Analyst Relations
•Press Relations
•IR Support
•Web Marketing (I.e. sites,
webcasts, opt-in news)
•Marcom Support (I.e. collateral,
lead gen etc.)
•Brand Management
•Messaging &Positioning
•Shows/Events
•Speakers Bureau
•Customer Cases
•Promotional Items/Store
•User Groups
•PR/AR Background
•IR Exposure
•Web Skills
•Production Knowledge
•Creative Sense
•Industry Knowledge
•Project Management
•Event Coordination
•Writing Skills
•Presentation Skills
•Core Marketing Skills
•Strong Budget Management
Skills
33

34. Primary Responsibilities Key Knowledge/Skills
•Field Communication
•Sales Tools
•Lead Generation
•Customer Programs
•Marketing Programs
•Field Experience
•Field Marketing
•Industry Knowledge
•Project Management
•Writing Skills
•Presentation Skills
•Core Marketing Skills
34

35. Primary Responsibilities Key Knowledge/Skills
•Market/Vertical Strategy
•Vertical Sales Tools
•Vertical Lead Generation
•Industry Tracking
•Field Support
•Industry Participation
•Vertical Industry Knowledge
•Product Knowledge
•Project Management
•Writing Skills
•Presentation Skills
•Interpersonal Skills
•Core Marketing Skills
35

36. Primary Responsibilities Key Knowledge/Skills
•Partner Infrastructure
•Partner Communications
•Partner Sales Training
•Partner Tools
•Partner Relationship Programs
•Co-Marketing Support
•Channel Marketing
•Industry Knowledge
•Project Management
•Field Experience/Rapport
•Writing Skills
•Presentation Skills
•Interpersonal Communications
Skills
•Core Marketing Skills
36

37. Primary Responsibilities Key Knowledge/Skills
•Product Marketing
•Product Management
•Services Marketing
•Pricing
•ROI Analysis
•Competitive Intelligence
•Market Analysis
•Strategy
•Product Related BD
•Product Marketing
•Product Management
•Services Marketing
•Industry Knowledge
•Project Management
•Analytical Skills
•Writing Skills
•Presentation Skills
•Interpersonal Communications
Skills
•Negotiation Skills
•Core Marketing Skills (I.e.
pricing, strategy)
37

38. Compelling Market Need
Sustainable Value Proposition
Financial Position and Investors
New to Space or Novel Approach
Stage in lifecycle
Number of other companies in space
Company Stage
Formative
Building revenues
Driving process
People
Culture
Strength of management
38

39. Is it a problem that you are interested in and are
good at solving
Are you passionate about the space
Do you like the people
39

40. 40
Product
Management/
Marketing
Marketing
Communications
Sales
Development
Messaging
Product Marketing Manager
•Talksto the market
•Defines strategy to take the
resulting product to market
Product Manager
•Listensto the market
•Articulates market problems
in the form of requirements
•Ensures that product gets
created, tested and shipped
on schedule

41. 41
Strategic
Product Management and Marketing
Pragmatic Marketing
®
Framework
© 1993 -2005 Pragmatic Marketing, Inc.
Pricing
Buy, Build
or Partner
Operational
Metrics
Business
Case
Sales
Process
Thought
Leaders
Market
Requirements
Market
Sizing
Marketing
Plan
Product
Roadmap
Awareness
Plan
Market
Research
Market
Problems
Distinctive
Competence
Product
Performance
Customer
Acquisition
Positioning
Customer
Retention
Launch
Plan
Product
Contract
Innovation
Market
Messages
Channel
Training
Win/Loss
Analysis
Competitive
Write-Up
Event
Support
Collateral &
Sales Tools
Presentations
& Demos
White
Papers
User
Personas
“Special”
Calls
Release
Milestones
Answer
Desk
Technology
Assessment
Competitive
Analysis
Lead
Generation
Buyer
Personas
Market
Analysis
Product
Strategy
Program
Strategy
Product
Planning
Quantitative
Analysis
Channel
Support
Sales
Readiness
Tactical
A market-driven
model for managing
and marketing
technology products
Less technical
More technical

42. 42
Pricing
Buy, Build
or Partner
Operational
Metrics
Business
Case
Sales
Process
Thought
Leaders
Market
Requirements
Market
Sizing
Marketing
Plan
Product
Roadmap
Awareness
Plan
Market
Research
Market
Problems
Distinctive
Competence
Product
Performance
Customer
Acquisition
Positioning
Customer
Retention
Launch
Plan
Product
Contract
Innovation
Market
Messages
Channel
Training
Win/Loss
Analysis
Competitive
Write-Up
Event
Support
Collateral &
Sales Tools
Presentations
& Demos
White
Papers
User
Personas
“Special”
Calls
Release
Milestones
Answer
Desk
Technology
Assessment
Competitive
Analysis
Lead
Generation
Buyer
Personas
Market
Analysis
Product
Strategy
Program
Strategy
Product
Planning
Quantitative
Analysis
Channel
Support
Sales
Readiness
Strategic
Tactical
Product Management and Marketing
Pragmatic Marketing
®
Framework
A market-driven
model for managing
and marketing
technology products
© 1993 -2005 Pragmatic Marketing, Inc.