Building a Martech Stack to Make Your Marketing Sing

© 2019 Adobe. All Rights Reserved. Adobe Confidential.
Building a MarTech Stack to Make Your Marketing Sing
Josh Hill & Kelly Jo Horton | March 26, 2019

Who are we and why you should listen to us
2
Josh Hill
Sr. Director of Lead Lifecycle
Management
• 5x Marketo Champ &
Alum
• Wrote that Guide and
website
• Over 40 projects and
installs
• Goal: automate
marketers’ stories at
scale
Kelly Jo Horton
Sr. Engineer, Marketing
Technologies @ Docker, Inc.
• 2x Marketo Champion & Alum
• Former Marketo Principal
Consultant
• Consulted with 150+ B2B and
B2C companies
• Super Power: Ability to
combine disparate systems
into a cohesive unit that
supports the entire business.
@KellyJoHorton@jdavidhill
#AdobeSummit

© 2019 Adobe. All Rights Reserved. Adobe Confidential. 3
2011

2012

2014

2016

2018

Shiny object syndrome and you
8

🤨😤

Your stack is bigger than you think it is
10

So how do you solve this?
11

Map Out What’s Really
Happening
Find Solutions, Not
Vendors
Manage the Stack

Mapping out Your Org and Your
Stack

What we usually see: Marketing is
the center of the MarTech universe
Marketing
Marketing Ops
Sales
IT
Sales Ops

MarTech becomes MarTECH
IT
Sales
Marketing
Sales Ops
Marketing Ops Marketing Ops

Understand your Lead Sources and Data Sources
16

Considerations for Stack and Data Governance processes
17
• Alignment - RACI
• Responsible
• Accountable
• Consulted
• Informed
• Legal compliance (GDPR)
• Change Management Process
• Data Governance Process
• Procurement Process
Definition from Data Governance Institute:
“the exercise of decision making and
authority for data related matters”

What happens without governance?
18

Supporting the Stack
 Technical Support
 Ticket tracking
 Documentation and training
 Office Hours
 Cross Org Alignment
 Know who your peers are
 Weekly cross functional meetings
 Tools to improve visibility
 Daily standups
 Well-Defined Processes
19

Find solutions, not vendors

Business Case: does this
solve a real problem?
ROI: Save time or Money?
Scale: 3x or 10x
something?

Ask WHY: what is your business goal?
 Install AI Chat thing – it’s great!
 We need Vendor X because…
 We need vendor Y because I don’t want
to use spreadsheets…
 We need an automated prospecting
email tool.
 Connect LinkedIn Ads for me.
 Upload these leads I got from some
place.
 Build a nurture program for me.
22
 AI Chat will free up 2 hours per day for
20 reps to work on SQLs and generate
more qualified MQLs by 20%
 Scale events to enable additional
registrants without manual work.
 Nurturing our opted in pre-MQLs takes
about 120 days for a 3% conversion, but
90% of those go to SQL.
 User Stories: As a marketer, I want to
know how many registrants I have for
Event Z with one glance, not 3 places.
✔︎

Gather requirements: know what the team wants and needs
23
User Stories & Use CasesStakeholder Focus Groups The 5 Whys
As a _______ I want to _______
for _______.
As an event marketer I want to
let customers sign up for 1:1
meetings at our booth that are
automatically assigned to their
Sales Rep without any manual
work so I can do other things.
1. Bring together the USERS
who will tell you use cases
(and reality of daily use)
2. Bring together their
managers who will tell you
their goals.
3. Bring the executives so you
can align on budget and
strategy
1. Use the famous 5 whys until
you truly understand the
goal of the use case.
2. Use it to challenge people to
explain why they really need
something.
They will actually go away!

Success of every tool is your responsibility
24
Why Failures Happen Why Success Happens
• Business Process wasn’t defined first, so the
implementation becomes messy and the
vendor is blamed.
• No buy in from users or executives so no one
feels they have to use it.
• Overpromised and underdelivered in time
period.
• Onboarding and training met too much
resistance and people “blamed” the vendor
instead.
• No one to use or manage the tool
• Business process before RFP
• Ensure vendor is fully vetted.
• Ensure migration plan is very detailed and you
have the integration documentation. Drop any
vendor who can’t show this to you before the
contract.
• Consider professional services to temporarily
help.
• Vendor Name Does Not Equal Process

How to conduct vendor research
25

What an RFP sheet might look like
What we want Feature Vendor 1 Vendor 2
Save time on meeting
setup
Show rep’s calendar to the
Lead
x ✔︎
Click to Schedule Link to Rep’s calendar ✔︎ x
Show calendar in an email Show calendar in an email ✔︎ ✔︎
Low cost per Lead Per lead pricing $50/meeting $500/mo no limit
Take people out of online
chat
AI chat script
x ✔︎
Route to correct sales rep Connect to SFDC
Take down info to send to
rep
✔︎ x
Knows Lead Reps SFDC API or Package ✔︎ ✔︎
Push data to Marketo for
deduping
REST API
✔︎ ✔︎
26

How to handle the conversation with salespeople
27
Control the Conversation Process
• Control the conversation. This is about your
needs, not their quota
• Set expectations with your internal process,
theirs, who needs to be involved to close.
• Be careful of disappointment on either side.
• Ask about their roadmap. Can this vendor grow
with you?
• Find references yourself.
• Your growth in use of tool vs. their packages.
• Favor responsiveness vs. Features or Price
• Avoid pressure from other team members Sales
found around you.
• Decide when/whom to bring to first line demos.
• Don’t promise a close in 30 days if you aren’t the
contract signer.
• Hold vendor accountable for clear explanation of all
features. Don’t let them fudge it or say “we’re
working on it for Q3” when you really want a
feature now.
• Pricing Model up front. Sales never likes to discuss
this until the “Value” is clear.
• You decide when to bring them in for the Big Demo
to Executives.

Be a bureaucrat: Work your internal process
28
Business Case
• Use Cases
• Requirements
• Initial ROI
• Ownership
• RACI
RFP
• Requirements vs. Reality
• Vendor vetting
• Sales process
• Review against existing stack
• Initial Migration Plan
• Agreement with stakeholders
Buy In
• Signing authority
• Executive Deck
• Security Review
• Legal Review
• Negotiate
• Procurement review
• Final internal agreement
• Signing

How to negotiate deals with martech vendors
29
Trial or Proof of Concept Budget vs. Pricing Model Leverage Points
• Understand Your ROI
• Understand how their pricing
model affects you over time.
• Leverage on Sales:
• Timing
• Multi year deals
• Renewals
• Leverage on You
• Don’t cancel existing
contracts before you sign!
• Line up cancellations against
migration plan
• Incremental/EOY budget
• Lock in Potential
• Great with Startups
• Great when migration stakes are
large.

Add, Subtract, Expand

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
research and
recommend new tools
operate as an admin train and support
marketing on use
integrate tech with
each other
perform tech reviews identify and sunset
unused/outdated tools
perform data privacy
reviews
perform security
reviews.
What are the job responsibilities of marketing technology
teams?
31
Source: n=371; Chiefmartec.com March 9, 2019
What we say we do the most What we say we do the least

Why does this tool exist? Who uses it? What is its value?

How to add new tools
33
Integration Plan
• Integration Points
• How it integrates (API,
native, etc)
• Data it writes/reads
• Workflow of data.
• Steps planned out
• Specifications doc
• Switchover
Testing
• When possible, test.
• Initial connections
• Watch data carefully
• Backup of data
Go live
• Team training
• Full data live
• When to switch off old tools

Adoption: more users means more success (or lock in)
34
Roll Out Plan
• Which teams need this or can
use it first?
• Who should be next?
• Identify power users and early
adopters by Team
• Be slow
• Governance
• Owner of Tool
Training
• Power Users
• Weaker Users
• Find and handle Resistors
• Learn from training to iterate
Iteration
• Iterate process based on
training feedback.
• Onboarding of new staff.

When to upgrade or switch vendors
35
Timing and Use
• Why do we need to
upgrade or use this
feature?
• Are we growing out of
this tool or level?
• Is anyone using this?
RFP Cycle
• Do we need to change
our process?
• Start the RFP Cycle.
Implement/Deprecate
• POC
• Testing
• Launch
• Sunset

Deprecation: how to remove tools
36
Pruning Process
•Duplication of features
•Vendor death
•Automated a process
•No one uses or cares
•Budget changes
Integration Points
•Which other systems
does this connect to?
•Which data does this
manage?
•What might break if we
turn it off?
•Who owns this tool?
Process Issues
•What’s the contract?
•What process does this
affect?
•RACI
•Specifications for
removal
Deprecation Day
•Do this earlier in the week
so people can pitch in to
fix issues
•Pick a slow week or day
•Have a training/roll out
plan
•Back up data
•Redirect pages, etc
•Monitor for several days

Map Out What’s Really
Happening
Find Solutions, Not
Vendors
Manage the Stack

Business Case: does this
solve a real problem?
ROI: Save time or Money?
Scale: 3x or 10x
something?

ADOBE SUMMIT | MARCH 26–28 LAS VEGAS

Building a Martech Stack to Make Your Marketing Sing

Recommandé

Recommandé

Contenu connexe

Plus de Josh Hill

Plus de Josh Hill (20)

Dernier

Dernier (20)

Building a Martech Stack to Make Your Marketing Sing