MARKETING BUDHETS,

TECNOLOGY & CORE

PROCESSES
(Key Differences between the
Leaders & Laggards)

KHURRAM JAVAID 08-0819

HASEEB HUSSAIN 08-0827
ZESHAN ALI KHAN 08-0825
INTRODUCTION
 Difference between leaders and laggards
 Research by author

 252 companies

 Spending $ 53 billion annually

 Fortune 1000 companies

 Surveys & interviews

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MARKETING CAMPAIGN MANAGEMENT
(MCM)

“MCM is the combination of processes, methods, and

tools used to develop, monitor, measure, and control
marketing campaigns and programs to increase the
return on both individual and aggregate marketing
investments”

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 MCM: STATE OF THE INDUSTRY
 Selection
 Execution

 Measurement

 Learning &
feedback

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MARKETING PROCESS, TECHNOLOGY &
LINK TO FIRM PERFORMANCE
Four Marketing Management Capabilities
 Selection

 Portfolio View

 Monitoring

 Adaptive Learning

 Support Capability

 Technology

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MARKETING PROCESS CAPABILITIES &
THE LINK TO PERFORMANCE

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 B2B VERSUS B2C INVESTMENT
PORTFOLIO MIXES: LEADERS VERSUS
LAGGARDS
 Branding.
 Customer equity

 Demand generation

 Shaping markets

 Infrastructure and capabilities

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 B2B VERSUS B2C INVESTMENT
PORTFOLIO MIXES: LEADERS VERSUS
LAGGARDS

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 B2B VERSUS B2C INVESTMENT
PORTFOLIO MIXES: LEADERS VERSUS
LAGGARDS

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 BARRIERS TO
PROFESSIONALIZING
MARKETING PROCESSES

 Lack of top management support

 Lack of respect

 Lack of cross-functional alignment

 Lack of employee skills

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UPGRADING MARKETING CAMPAIGN MANAGEMENT
PROCESSES:
A THREE-PHASED APPROACH

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UPGRADING MARKETING CAMPAIGN MANAGEMENT
PROCESSES:
A THREE-PHASED APPROACH

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LESSONS LEARNED FROM THE RESEARCH: COMPLEXITY REQUIRES
GOVERNANCE

Complexity
 Large corporations

 Large marketing budgets

 Hundreds or even

thousands of campaigns

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LESSONS LEARNED FROM THE RESEARCH:
COMPLEXITY REQUIRES GOVERNANCE
Absence of structured and methodical approach
 Tendency for marketing to run in an ad hoc way

 Inefficient duplication

of effort.

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LESSONS LEARNED FROM THE RESEARCH:
COMPLEXITY REQUIRES GOVERNANCE
What is needed
 Simple set of rules to govern how senior managers get
information and how decisions are made.
 Defined the process first, showed results, and then
invested in the infrastructure to standardize and automate
the process.
 Marketing leaders must take the lead to establish the
process and metrics
 Build a team of trusted people to manage the MCM
process
 Develop living process documents.
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THE CREATIVE X-FACTOR

“An ingredient, an attitude, a manner of processing

information and circumstances to achieve the exciting
and the unexpected.”

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THE CREATIVE X-FACTOR
 Dickson created a marketing campaign by seeing what
objects he could put in the blender and then asked, ‘‘Will
it blend?’’ The resulting videos were posted on YouTube.
 There are more than 9M

views of the iPhone blending

video on YouTube

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THE CREATIVE X-FACTOR
 Nissan Qashqai new product launch. Through market
research, Nissan realized an opportunity for a small four-
wheel-drive sport utility vehicle in Europe. It targeted
the new sport utility at the younger demographic with a
product launch marketing campaign concept of an
‘‘urban-proof’’ vehicle that dominates the urban
landscape.
 Qashqai total marketing cost was approximately 1
percent of the cost of designing and manufacturing the
car.

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TYING IT ALL TOGETHER
 The winning strategy may seem daunting, but this book
provided examples, frameworks, and a road map of how
to get started (Chapters 1 through 3 and 8 through 10).
 You should start small and get the quick win, show
results, and gain executive support to expand the
initiative.
 The power of the data-driven marketing approach is that
the 15 essential metrics define the ROMI, which justifies
future marketing investments (Chapter 5 and 9).

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