Marketing operations isn’t the most glamorous aspect of marketing, but it’s quickly becoming the most vital. With businesses failing to keep up with changing consumer behaviour and the marketing landscape, the onus is on marketing operations—skilled people, efficient procedures, and enabling technology—to enable brands to not only engage with customers but also control their interactions.
We’ve seen marketing operations enhance marketing effectiveness by 15 to 25% when done correctly, as measured by return on investment and consumer engagement KPIs. Many people, however, struggle to reach that degree of development. While marketers are undergoing a variety of “digital transformations” to restructure their operations and business models, many of these initiatives are hampered by marketing’s inability to deliver on its goals. For example, according to a recent poll, 84% of marketers lack a formal content strategy or distribution procedure to feed their rising number of marketing platforms, as well as any kind of professionally managed content supply chain.
As a consequence of its attempts to become more customer-centric, one major consumer goods business saw its content investment increase by more than 25% year over year. However, there was no unified strategy, governance, or system in place to create cohesion, reuse assets, or measure effectiveness across the company’s complex supply chain, which included dozens of agencies, production companies, and media partners producing content for websites, blogs, YouTube, social media, mobile, and customer-relationship management.
Being able to truly understand your customers
Getting to know your consumers is a commitment, just like any other significant connection. Tracking, analysing, and interpreting customer behaviour and attitudes should be a continuous, often real-time endeavour that is critical not only for targeting and shaping relevant content and experiences but also for optimising how they’re delivered—an important capability given that consumers add an average of 1.7 brands to those they’re considering during the buying process.
To discover possibilities and forecast future behaviors, necessitates a large amount of data and advanced technologies to evaluate individual client categories and their behavior. Organizations can use technology like BryterCX to map precise customer decision journeys for their most valuable segments, which follow consumers across channels to not only assess their cross-channel behavior but also isolate those instances where companies may impact the trip.
Creating a superior experience
What happens if a consumer has a negative experience with you? They don’t conduct business with a corporation anymore. And a poor customer experience may happen at any time, which is why perfecting the consumer journey necessitates perfecting everything. Meeting customer expectations necessitates mapping out each of the phases that define the whole customer experience, showcasing not just the technology and procedures required for a seamless trip, but also the many roles within the company that must work together to provide it.
Of course, marketing, sales, support, service, and operations all play important roles in many client journeys. However, other tasks, such as order management and fulfilment, are also important. These aren’t usually on marketers’ minds, yet the experiences offered by these back-end technologies are critical to how customers view a brand’s capacity to meet expectations.
Technology selection for marketing
Marketing technology that can automate processes, customise interactions, and coordinate operations is required to deliver multichannel consumer experiences. Marketing technologists, in particular, play a crucial role in navigating the ecosystem of over 2,000 marketing-technology vendors in order to design solutions that give the best consumer experiences. They serve as a vital link between customer service and marketing activities.
Building a system that can interact with huge platforms are growing more prominent, such as Adobe or Oracle, as well as point solutions that are continually delivering innovations, is a crucial part of managing a capable marketing-operations function. This necessitates the creation of a comprehensive application-programming-interface approach to ensure that your system is flexible enough to connect to both existing and upcoming technologies, which will only become more critical as the Internet of Things gains traction.
Establishing processes and governance
Technology facilitates the customer experience, but it also necessitates people, procedures, and governance to guarantee that technology performs as intended. Failure to establish guidelines for how business units might pilot new technologies, how data will be shared across the organisation, and which capabilities will be managed in-house versus by external agencies and partners could lead to a patchwork of efforts across the enterprise, causing confusion and impeding scaling efforts.
To solve this issue, one major consumer products business rethought its whole strategy to bringing a new product to market, starting with a thorough rewrite of the marketing brief. The existing briefing process was not standardised, resulting in varied amounts of involvement, a lack of clarity around the insights that drove the campaign, ambiguous definitions of the campaign’s goals, and discrepancies surrounding each agency’s and internal team’s unique roles. While one can assume, a significant amount of time was squandered as the briefs and campaign creation proceeded through many versions.
To drive success, use the best metrics
Technology is now catching up to marketing’s Holy Grail: the capacity to analyse, monitor, and oversee the performance of marketing campaigns. Marketing effectiveness measures must go beyond what has traditionally been confined to a small number of metrics. Metrics should focus on customer activity rather than product or geographical activity as organisations grow more customer-centric, as is typically the case. Metrics should also promote new habits and procedures, such as the speed with which a product is released or field lessons are effectively integrated into the next marketing offer.
Metrics, on the other hand, must give insights quickly—often in real time—in order for the organisation to act. They must be presented in an easy-to-understand format for decision-makers, and they must be proactive in nature, identifying future prospects rather than focusing on what has already occurred.