evolution of the prototype marketer: the hybrids are coming
TRANSCRIPT
PaulRoetzer@paulroetzer
Evolu&on of the Prototype Marketer:The Hybrids are Coming
Founder & CEO, PR 20/20 Author of The Marke)ng Agency Blueprint
Jan. 10, 2013
“The most valued talent . . . will be hybrids. . . They possess excepKonal copywriKng skills, along with dynamic personaliKes that enable them to build strong personal brands.”
“Hybrid professionals are trained to deliver services across search, mobile, social, content, analy&cs, web, PR, and email marke&ng. They provide integrated soluKons that used to require mulKple agencies and consultants.”
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• An Evolving Industry• Rise of Hybrid Professionals• The Talent Gap• ASract Top MarkeKng Talent
• Advance Your Team• Keys to Agency Partnerships• Q & A
Agenda
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An Evolving Industry
• Technology innovaKon
• Consumer behavior
• Business soYware
• Online applicaKons
• CommunicaKon paSerns
• MarkeKng philosophies
• Management systems
1) Change Velocity
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Forrester forecasts interac&ve marke&ng spending will reach $77 billion by 2016.
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Gartner predicts that by 2015, digital strategies will influence 80% of consumers’ discre&onary spending.
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By 2017, the CMO will spend more on IT than the CIO, according to Gartner.
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hSp://www.forbes.com/sites/lisaarthur/2012/02/08/five-‐years-‐from-‐now-‐cmos-‐will-‐spend-‐more-‐on-‐it-‐than-‐cios-‐do/
• Basic principle behind inbound marke&ng
• Consumers tuning out tradiKonal markeKng
• Brands lose control, but gain loyalty
• ShiYing budgets to digital
• The era of integrated services
2) SelecKve ConsumpKon
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The Marke&ng Mix
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3) Success Factors
“CMOs today are under increasing pressure to provide quan&fiable evidence of how their markeKng expenditure is helping the organizaKon achieve its goals. They also have to hire people with the right mix of financial, technical and digital skills and become savvier in such areas themselves.”
— IBM Global Chief MarkeKng Officer Study, 2011
Marke&ng ROI tops the measurement list.
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Source: IBM Global Chief Marke)ng Officer Study, 2011
71% of clients cited accountability as the main area of frustraKon with agencies, as CEOs and board levels demand greater
markeKng ROI effecKveness.
— Source: Avidan Strategies Report, via MediaPost
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Custom Marke&ng Performance Scorecards
Know Your Funnel
Rise of Hybrid Professionals
• Great teams finish first.
• Talent is your greatest asset.
• Build through the draV. Bring in free agents to accelerate growth and take your department/company to the next level.
• Create a career des&na&on, not a steppingstone.
• Recruit and retain A players—high performers who themselves are hybrids. They must be intrinsically moKvated.
“Talent cannot be replicated.”
“High performers—the A players—contribute more, innovate more, work smarter, earn more trust, display
more resourcefulness, take more ini&a&ve, develop beSer business strategies, arKculate their vision more
passionately, implement change more effecKvely, deliver higher-‐quality work, demonstrate greater teamwork, and find ways to get the job done in less Kme with less cost.”
— Bradford D. Smart, PhD, Topgrading
The future of markeKng belongs to the generalists,
the hybrids.
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• Analyst• CreaKve• Intrinsically moKvated
• Listener• Social web savvy• Strategic• Tech savvy• Team player
• Writer
Hybrid Professional Traits
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The CMO’s Expanding Role
• IdenKfy top KPIs, and report the metrics that maSer.
• Turn data into ac&onable intelligence.
• Uncover anomalies, trends and opportuni&es.
• Adjust strategies based on data, in real-‐Kme.
• Tie acKviKes to performance and boSom-‐line results.
Data Analysis
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• Build editorial strategies. • Develop and acKvate distribu&on plans.
• Create effecKve copywri&ng that is buyer-‐persona focused, opKmized, technically sound and results driven.
• Tell your brand story.• Integrate content into social, search, PR, lead nurturing and customer loyalty strategies.
Content Marke&ng
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60% of marketers plan to increase their content marke&ng spending in 2012.
• Conduct market research.
• Grow thought leadership.• Improve customer service.
• Enhance lead nurturing.• Expand PR outreach.• Network with industry peers.• Build corporate and personal brands.• Monitor industry news/trends.
• Recruit job candidates.• Drive ac&ons.
Social Media
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Email Marke&ng
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• Develop acKon-‐oriented content. • Segment and manage owned lists.
• Conduct lead nurturing campaigns.
• Drive sales with exisKng customers.
• Analyze performance.
Email Marke&ng
Mobile
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hSp://www.slideshare.net/kleinerperkins/2012-‐kpcb-‐internet-‐trends-‐yearend-‐update#btnNext
This is your future consumer
• Cross plaoorm connecKvity typically requires use of APIs or custom integraKons.
• At a basic level, you need to understand what is and isn’t possible when it comes to technology.
Development and Programming
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Are Algorithms & Ar&ficial Intelligence the Future of Marke&ng?
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“This disrupKve hacker paradigm has played out across varying parts of our world during the laSer years of the twenKeth century and opening of the twenty-‐first: a deY engineer of computer code and algorithms takes an interest in a new field, develops experKse, and, by applying computer science and clips of code that mimic their human forerunners, topples industries, companies, standards, and the old guard.
“The ability to create algorithms that imitate, be]er, and eventually replace humans is the paramount skill of the next one hundred years. As the people who can do this mulKply, jobs will disappear, lives will change, and industries will be reborn.”
— Christopher Steiner, Automate This
Poten&al to Disrupt + Reward for Disrup&on
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“To be successful nowadays, you need to have both a breadth and depth of skills. You have to know what to ask for and how it’s done. . . . A great technical marketer can devise, develop, launch, and analyze their marke&ng campaigns with liSle or no assistance.”
— Jamie Steven, CMO of SEOmoz
hSp://www.seomoz.org/blog/every-‐marketer-‐should-‐be-‐technical
The Talent Gap
75% of marketers say their lack of skills is impac&ng revenue in some way, and 74% say its contribuKng to
misalignment between the marke&ng and sales teams.
— Demand GeneraKon Skills Gap Survey, 2012
“There are some tradiKonal marketers that are lacking some newly defined skills. It’s out in the open now that it
takes a combinaKon of marke&ng savvy, a solid understanding of data and a bit of technical know-‐how to
produce a really effec&ve ‘power user.’ These people aren’t a dime a dozen.”
— Chris Pansi, vice president of technology, Bulldog SoluKons, via The State of MarkeKng AutomaKon Report
“Most CMOs are underprepared to manage the impact of key changes in the markeKng arena.”
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Source: IBM Global Chief Marke)ng Officer Study, 2011
“By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analy&cal skills.”
— Big Data: The Next FronKer for InnovaKon, CompeKKon and ProducKvity, McKinsey, 2011
“The marketers, the publishers, the ad tech companies, the agencies, data management companies — they’re all
going for the same type of employee.”
— John Ebbert, managing editor of AdExchanger.com, as quoted in the New York Times
“The ambiKous plan moves Disney deeper into the hotly debated terrain of personal data collec&on. Like most major companies, Disney wants to have as much informaKon about its customers’ preferences as it can get, so it can appeal to them more efficiently. . . . parts of MyMagic+ will allow Disney for the first Kme to track guest behavior in minute detail.
“Did you buy a balloon? What aSracKons did you ride and when? Did you shake Goofy’s hand, but snub Snow White? If you fully use MyMagic+, databases will be watching, allowing Disney to refine its offerings and customize its marke&ng messages.”
hSp://www.nyKmes.com/2013/01/07/business/media/at-‐disney-‐parks-‐a-‐bracelet-‐meant-‐to-‐build-‐loyalty-‐and-‐sales.html
A]ract Top Talent
The Blueprint Series Presented by HubSpotEvaluate Strengths and Weaknesses
Find the Gaps within Your Team
• Define and differenKate your brand.
• Build a culture that aSracts young professionals and free agents.
• Focus on innova&on and opportunity.
• Create unique experiences and desirable percep&ons.
Start with Brand and Culture
• Connect with peers and candidates through social media.
• Encourage the development of strong personal brands.
• Maintain an effecKve website that tells your brand story.
Maintain a Strong Online Presence
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• Build a careers page with calls to acKon.
• Engage with candidates through social networks.
• Integrate a “professional profiler” online survey to qualify prospects.
Capture Inbound Candidates
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Advance Your Team
Create an Internal Educa&on Program
• Select curriculum and exercises around integrated services: search, social, content, mobile, analyKcs, web, PR and email.
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Maintain a Recommended Reading List
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• Inbound Marke&ng by Brian Halligan & Dharmesh Shah
• The New Rules of Marke&ng & PR by David Meerman ScoS
• Real Time Marke&ng by David Meerman ScoS
• The Now Revolu&on by Amber Naslund & Jay Baer
• Drive by Daniel Pink
Encourage Real-‐Time Sharing
Share communica&ons, ideas and experiences with colleagues.
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The Blueprint Series Presented by HubSpotThe Blueprint Series Presented by HubSpot
Internal Social Network: Yammer
• Post links and resources.
• Manage departments through dedicated groups.
• Add daily notes and highlights.
• Encourage collabora&on and knowledge transfer.
• Perpetuate culture.
• Keep mobile workforce connected.
• Create real-‐&me communica&ons.
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The Blueprint Series Presented by HubSpotThe Blueprint Series Presented by HubSpot
Internal Social Network: Yammer
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A]end Priority Conferences
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Engage on Social Media
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Keys to Agency Partnerships
80% of chief markeKng officers think integrated services will increase in importance over the next five years, according to
a study by The Horn Group and Kelton Research.
However, in the same study, 60% of CMOs indicated that they are unable to find an integrated firm to meet those needs.
Insist on A Players
• AnalyKcal
• Confident
• CreaKve
• Detail-‐oriented
• Highly moKvated
• Strategic
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Find Tech Savvy Partners
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Demand Digital is Ingrained in DNA
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Source: How to Build Your Inbound Marke)ng GamePlan
Look for Data Lovers
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52% of marketers do not have a formal scorecard for raKng agency performance on an annual basis.
Source: The Chief Marketing (CMO) Council report More Gain, Less Strain.
Invest in the Doers
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Seek Systems for Success
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Find Partners, Not Providers
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• Change velocity, selec&ve consump&on and success factors are the catalysts.
• MarkeKng execuKves are drowning in data.
• Prototype marketers turn informaKon into intelligence, and intelligence into acKon.
• ShiY away from arbitrary metrics—impressions, reach, ad equivalency and PR value—and focus on business outcomes (leads, sales, conversion rates, revenue, profits).
• Adapt to changing business environments and evolve campaigns in real &me.
• Hybrids are the future (but bots may redefine the industry).
• There is a talent gap.
• You have the opportunity to redefine your career, and your company.
Closing Thoughts
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Paul Roetzer
www.PR2020.com
www.MarkeKngAgencyInsider.com
www.TheMarkeKngScore.com
Thank You
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