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Six Success Factors for Building a Best-Run Marketing Organization SAP White Paper SAP Customer Relationship Management SIX SUCCESS FACTORS FOR BUILDING A BEST-RUN MARKETING ORGANIZATION Version 01 © Copyright 2007 SAP AG. All rights reserved. HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, No part of this publication may be reproduced or transmitted in Massachusetts Institute of Technology. any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed Java is a registered trademark of Sun Microsystems, Inc. without prior notice. JavaScript is a registered trademark of Sun Microsystems, Inc., Some software products marketed by SAP AG and its distributors used under license for technology invented and implemented contain proprietary software components of other software by Netscape. vendors. MaxDB is a trademark of MySQL AB, Sweden. 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These materials are subject to change without notice. These Adobe, the Adobe logo, Acrobat, PostScript, and Reader are materials are provided by SAP AG and its affiliated companies either trademarks or registered trademarks of Adobe Systems (“SAP Group”) for informational purposes only, without Incorporated in the United States and/or other countries. representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. Oracle is a registered trademark of Oracle Corporation. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements UNIX, X/Open, OSF/1, and Motif are registered trademarks accompanying such products and services, if any. Nothing herein of the Open Group. should be construed as constituting an additional warranty. Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc. 2 CONTENTS Executive Summary . 4 Marketing Transformation . 4 Eliminating Silos and Demonstrating Value . 5 Energizing Growth amid Constant Change . 5 The Marketing Framework . 6 Marketing Success Factors and the Role of Enabling Software . 7 Implement a Customer Value–Based Strategy . 8 Manage Brands Effectively . 9 Optimize the Channel Mix . 11 Leverage Customer Insights Across the Organization . 13 Improve Process and Resource Efficiency . 14 Increase Marketing Accountability . 15 The SAP Approach to Marketing . 17 Conclusion . 18 3 EXECUTIVE SUMMARY MARKETING TRANSFORMATION Today, companies judge the success of their marketing The field of marketing is undergoing a substantial transforma- organization on its ability to drive customer demands, and tion, driven by global competition, advances in and adoption of marketers are being held accountable for their contributions to technology that’s affecting consumers’ consumption of media profitable growth. Growth and profitability objectives are types, increased consumer control, and a proliferation of becoming particularly challenging amid customer demands for products and services. lower prices and customized products, more personalized inter- actions across an increasing number of touch points, a need by In the past, marketing groups often focused on isolated planning companies for more detailed information about customers, and and limited analysis, reacting to demands of executives and the increasing global competition in almost every industry. sales force, without being well connected to customers. While marketing frequently delivered services or creative insights that Several key success factors employed by the best-run marketing arguably supported top-line growth, program execution was organizations, as well as software systems that support marketing often not coordinated with other company activities, and the processes, are essential contributors to favorable business out- value that marketing delivered was rarely measurable. comes. Focusing on organizational alignment, well-considered measurements, and sound IT-enabled processes can empower This model can no longer stand. There are new trends shaping your marketing organization to better do the following activities: the business approach to every market, such as the shift to • Support growth – by enabling a consistent customer experi- greater funding of channel marketing programs by brand owners ence across all channels, reinforcing brands, promoting initia- in the high-technology industries; the increasing importance of tives that matter in your company’s industry, and executing better managing trade promotion funds in consumer goods programs efficiently businesses; the need to reduce customer acquisition costs in • Demonstrate value – by enhancing the internal credibility of financial firms; and the growth of pay-for-performance advertis- the marketing organization, increasing accountability for ing among small and midsize companies. marketing spending, fostering insights to enable your company to become more customer focused, and increasing agility to These transformations are necessitating massive changes in achieve success within changing and increasingly competitive companies and thus in their marketing organizations, including business environments a shift from a product to a customer focus; a greater emphasis on accelerating, measuring, and optimizing campaign execution; Marketing has been traditionally seen more as an “art” relative to and investments in software solutions to more effectively provide a company’s other business activities such as accounting or tailored information for consumers. While preserving the art manufacturing – and has typically lacked the process rigor of that is intrinsic to the function, marketing is incorporating more operations. Nonetheless, achieving favorable outcomes still rigorous, scientific approaches to planning and analysis in order depends on efficient deployment of resources, use of measure- to better address the proliferation of consumer needs and ments that ensure alignment with business strategy, and value growing competition. And the go-to-market processes within creation for customers and shareholders. companies have evolved beyond isolated groups – such as sales – to encompass channels and other organizations both inside and outside the company. 4 Eliminating Silos and Demonstrating Value Energizing Growth amid Constant Change To be effective in this network, marketers must go far beyond To address evolving demands of the market and increased independent planning roles. It must increasingly integrate with globalization, companies must establish specific programs across all company functions and become intimately involved in go-to- their range of operations. To this end, companies are increasingly market execution, including aligning awareness and demand looking to the marketing organization to attain sustainable, generation activities with sales resource deployment, distribution, profitable growth through initiatives that shape market brand promotion, pricing, finance and controlling, and, more perceptions and foster organizations that focus on serving often than not, partner networks. customers’ evolving needs. Through new, integrated marketing programs, companies are looking to gain the following benefits: The transformation of marketing is similar to the transformation • Enhance product differentiation that other company functions – such as logistics, finance, and • Address shifts in the locus of value creation (for example, from manufacturing – underwent years ago. The common trend in manufacturers to channels and from producers to customers) marketing and other functions is toward eliminating silos and • Market to a target of one, generating opportunities derived achieving greater internal alignment and customer focus. The from the fragmentation of customer segments and a marketing organization must move well away from being an proliferation of brands isolated cost center and prove that it contributes to the long- • Better manage brand portfolios term profitable growth that is a central objective of major • Enable organic growth business enterprises. In fact, the average tenure of a chief marketing officer (CMO) has been below two years in recent times. To increase their credibility and, ultimately, staying power with their CEO and boards of directors, CMOs need to demon- strate solid contributions to deliver on the company’s strategic and tactical goals. 5 THE MARKETING FRAMEWORK Successful marketing programs are derived from insights into es- Marketing execution defines the logical flow of activities execut- sential elements of marketing: customers,
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