1 / 4

Marketing Business Alignment Tool

Get this template plus 350 other premium business tools & templates at www.demandmetric.com

Download Presentation

Marketing Business Alignment Tool

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Marketing Business Alignment Tool Marketing/Business Alignment ToolCommunications Aspect of Alignment Level of Alignment Score Justification 1 Marketing management lacks understanding of business 2 Limited understanding of business by Marketing management Understanding of Business by Marketing 3 Good understanding of business by Marketing management Understanding of business encouraged among all Marketing staff 2 4 5 Understanding of business required by all Marketing staff 1 Senior Management lack understanding of Marketing best practices 2 Limited understanding of Marketing by Senior Management Understanding of Marketing by Business 3 Good understanding of Marketing by Senior Management Understanding of Marketing encouraged among all staff 4 4 5 Understanding of Marketing required for all staff 1 Casual conversations and meetings on ad hoc basis 2 Newsletters, reports, group e-mails are sent out Organizational Development, Training, & Learning 3 Training, departmental meetings on a regular basis Formal methods sponsored by Senior Management 3 4 5 Learning monitored and tested for all training programs 1 Business to Marketing only, generally formal communications 2 Business to Marketing only, somewhat informal and accessible Communications Style and Ease of Access 3 Two-way, formal communications are the norm Two-way, somewhat informal, accessibility is limited 5 4 5 Two-way, informal communications and flexible meeting times 1 Ad-hoc knowledge management processes 2 Some structured knowledge sharing emerging Knowledge Management & Intellectual Assets 3 Knowledge management structured around key processes Formal sharing at all levels within organization 1 4 5 Formal sharing with partners, and other external stakeholders 1 No business analysts in the Marketing department 2 Primary Marketing-business link is a Marketing Analyst Marketing-Business Liaison Staff (Marketing Analysts) 3 Marketing Analysts mainly facilitate knowledge transfers Marketing Analysts facilitate relationship building within company 3 4 5 Marketing Analysts enhance relationships with parnters/customersMetrics & Value-Measurement Aspect of Alignment Level of Alignment Score Justification 1 Operational Marketing metrics only (email click thru rates etc.) 2 Marketing metrics and some cost metrics; metrics rarely reviewed Marketing Metrics Maturity 3 Review and act on marketing, cost, and campaign ROI metrics Metrics for each process/campaign are defined and measured 3 4 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewed Business Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts Measure Return on Customer (net present value of customer base) 3 4 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by business units 2 Business/Marketing metrics not linked, no cause-effect relationships Link between Marketing and Business Metrics 3 Metrics becoming linked and understood by Marketing & Business Metrics formally linked, reviewed, and acted upon 1 4 5 Marketing/Business metrics are reviewed to provide predictive insight 1 Seldom or never benchmark processes or capabilities 2 Sometimes benchmark processes/capabilities informally Benchmarking Process Maturity 3 May benchmark formally, but benchmarks are seldom acted upon Routinely benchmark process maturity and act upon insights 4 4 5 Routinely benchmark processes, measure results, and act upon 1 Dont assess Marketing investments at all 2 Only assess Marketing investments if there is a significant problem Formally assess Marketing Investments 3 Most Marketing investments are formally assessed to determine ROI Marketing investments routinely assessed and findings acted upon 2 4 5 Marketing investments routinely assessed, with ROI hurdle rate 1 None 2 Few continuous improvement practices, effectiveness not measured Continuous Improvement Practices 3 Few continuous improvement practices, starting to measure results Many continuous improvement practices, always measure results 3 4 5 Continuous improvement practices and measures well-establishedPlanning & Governance Aspect of Alignment Level of Alignment Score Justification

  2. 1 Not done, or done as needed for budgeting process 2 At unit/functional level, slight Marketing input Formal Business Strategic Planning 3 Some Marketing input and cross-functional planning is completed At unit and enterprise level, with Marketing heavily involved 4 4 5 Formal Business Planning with Marketing, partners & key stakeholders 1 Not done, or done on a reactive basis, no long term planning 2 At unit/functional level; slight business input Formal Marketing Strategic Planning 3 Some business input and cross-functional planning is completed At unit and enterprise level, with business heavily involved 3 4 5 Formal Marketing Planning with input from customers/partners etc. 1 Completely decentralized Marketing departments and efforts 2 Mainly decentralized with some Marketing support from corporate Organizational Structure 3 Marketing department is becoming more centralized and standardized Centralized Marketing department, some procedures & policies 4 4 5 Centralized Marketing department, standard procedures & policies 1 Marketing Manager/Director reports to VP Sales 2 Marketing Manager/Director reports to VP Sales & Marketing Reporting Relationships 3 Marketing Director/CMO reports to CFO or COO Marketing Director/CMO reports to COO or CEO 5 4 5 Chief Marketing Officer reports directly to CEO 1 As a cost center, spending is unpredictable and not planned 2 As a cost center by business unit, budgets are not established How Marketing is Budgeted 3 Some projects treated as investments, budgets are established Marketing treated as a strategic investment, budget is increasing 3 4 5 Marketing is viewed as a profit center that enables revenue growth 1 Necessary evil to provide website, collateral, sales support 2 Need for a brand is emerging, spending for need to have items only Rationale for Marketing Spending 3 Business understands that investments in Marketing increase sales Spending in Marketing is to reduce cost/sale, increase revenues 2 4 5 Spending in Marketing drives competitive advantage & profitability 1 Dont have one 2 Meet informally as needed Senior Level Marketing Steering Committee 3 Formal committees meet regularly on a defined schedule Steering committee has proven to be effective in decision-making 4 4 5 Steering committee must approve spending over a certain limit 1 React to business or Marketing need 2 Project priority determined by Marketing function alone How Projects are Prioritized 3 Marketing projects are prioritized by Senior Management Projects are prioritized mutually by Marketing & Senior Management 4 4 5 Using a portfolio approach, projects are logically prioritized with indexExecutive Level Sponsorship Aspect of Alignment Level of Alignment Score Justification 1 Marketing is viewed as a cost of doing business or necessary evil 2 Marketing is gaining credibility and becoming an asset/differentiator Business Perception of Marketing 3 Marketing is viewed as enabling future business activity & growth Marketing drives & sustains future business activity & growth 3 4 5 Marketing is the critical function that drives major decision-making 1 Marketing is not involved in strategic business planning at all 2 Marketing has some input but does not have a seat in the boardroom Marketings Role in Strategic Business Planning 3 Marketing provides key information, insights, & advice for planning Marketing is a key influencer in strategic business planning 1 4 5 Marketing and business adapt quickly and strategically to change 1 Marketing takes all the risks, receives no rewards 2 Marketing takes most risks, with little reward Shared Risks and Rewards 3 Marketing and business start sharing risks and rewards Risks and rewards are always shared between business & Marketing 3 4 5 Managers incented to take strategic risks and rewarded for success 1 Marketing-business relationship isnt managed or is non-existent 2 Marketing-business relationship managed on ad hoc basis Managing the Marketing-Business Relationship 3 Relationship building processes exist, but not always followed Relationship building processes are complied with on a regular basis 2 4 5 Relationship building processes are continuously improved 1 Conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & business Relationship/Trust Style 3 Marketing becoming a valued service provider Long-term partnership is emerging as credibility is increased 5 4 5 Partner, trusted provider of Marketing services 1 There are usually no business sponsors or champions for projects 2 Often have a senior Marketing or business sponsor/champion Business Sponsors/Champions 3 Marketing and business sponsor/champion at unit level Marketing & business sponsor/champion at the corporate level 4 4 5 CEO is the business sponsor/champion for all marketing initiativesSystems & Technology 1 Not done, or done as needed for budgeting process 2 At unit/functional level, slight Marketing input Formal Business Strategic Planning 3 Some Marketing input and cross-functional planning is completed At unit and enterprise level, with Marketing heavily involved 4 4 5 Formal Business Planning with Marketing, partners & key stakeholders 1 Not done, or done on a reactive basis, no long term planning 2 At unit/functional level; slight business input Formal Marketing Strategic Planning 3 Some business input and cross-functional planning is completed At unit and enterprise level, with business heavily involved 3 4 5 Formal Marketing Planning with input from customers/partners etc. 1 Completely decentralized Marketing departments and efforts 2 Mainly decentralized with some Marketing support from corporate Organizational Structure 3 Marketing department is becoming more centralized and standardized Centralized Marketing department, some procedures & policies 4 4 5 Centralized Marketing department, standard procedures & policies 1 Marketing Manager/Director reports to VP Sales 2 Marketing Manager/Director reports to VP Sales & Marketing Reporting Relationships 3 Marketing Director/CMO reports to CFO or COO Marketing Director/CMO reports to COO or CEO 5 4 5 Chief Marketing Officer reports directly to CEO 1 As a cost center, spending is unpredictable and not planned 2 As a cost center by business unit, budgets are not established How Marketing is Budgeted 3 Some projects treated as investments, budgets are established Marketing treated as a strategic investment, budget is increasing 3 4 5 Marketing is viewed as a profit center that enables revenue growth 1 Necessary evil to provide website, collateral, sales support 2 Need for a brand is emerging, spending for need to have items only Rationale for Marketing Spending 3 Business understands that investments in Marketing increase sales Spending in Marketing is to reduce cost/sale, increase revenues 2 4 5 Spending in Marketing drives competitive advantage & profitability 1 Dont have one 2 Meet informally as needed Senior Level Marketing Steering Committee 3 Formal committees meet regularly on a defined schedule Steering committee has proven to be effective in decision-making 4 4 5 Steering committee must approve spending over a certain limit 1 React to business or Marketing need 2 Project priority determined by Marketing function alone How Projects are Prioritized 3 Marketing projects are prioritized by Senior Management Projects are prioritized mutually by Marketing & Senior Management 4 4 5 Using a portfolio approach, projects are logically prioritized with indexExecutive Level Sponsorship Aspect of Alignment Level of Alignment Score Justification 1 Marketing is viewed as a cost of doing business or necessary evil 2 Marketing is gaining credibility and becoming an asset/differentiator Business Perception of Marketing 3 Marketing is viewed as enabling future business activity & growth Marketing drives & sustains future business activity & growth 3 4 5 Marketing is the critical function that drives major decision-making 1 Marketing is not involved in strategic business planning at all 2 Marketing has some input but does not have a seat in the boardroom Marketings Role in Strategic Business Planning 3 Marketing provides key information, insights, & advice for planning Marketing is a key influencer in strategic business planning 1 4 5 Marketing and business adapt quickly and strategically to change 1 Marketing takes all the risks, receives no rewards 2 Marketing takes most risks, with little reward Shared Risks and Rewards 3 Marketing and business start sharing risks and rewards Risks and rewards are always shared between business & Marketing 3 4 5 Managers incented to take strategic risks and rewarded for success 1 Marketing-business relationship isnt managed or is non-existent 2 Marketing-business relationship managed on ad hoc basis Managing the Marketing-Business Relationship 3 Relationship building processes exist, but not always followed Relationship building processes are complied with on a regular basis 2 4 5 Relationship building processes are continuously improved 1 Conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & business Relationship/Trust Style 3 Marketing becoming a valued service provider Long-term partnership is emerging as credibility is increased 5 4 5 Partner, trusted provider of Marketing services 1 There are usually no business sponsors or champions for projects 2 Often have a senior Marketing or business sponsor/champion Business Sponsors/Champions 3 Marketing and business sponsor/champion at unit level Marketing & business sponsor/champion at the corporate level 4 4 5 CEO is the business sponsor/champion for all marketing initiativesSystems & Technology

  3. Aspect of Alignment Level of Alignment Score Justification 1 No marketing systems are implemented, processes are not defined 2 Email marketing system, basic contact/list management, mainly excelPrimary Marketing Systems 3 CRM, Campaign Management, Web Analytics, Content Management Demand Generation Platforms, PR Measurement, Sales Portals, 2 4 5 Marketing Resource Management, Dashboards, Business Intelligence 1 All systems are disparate, not integrated, difficult to cross reference 2 Some reports are generated and imported into other disparate systemsSystems Integration 3 Systems are becoming integrated around a key platform Systems are mainly integrated, reliable, and have accurate data 1 4 5 Systems provide predictive and diagnostic insight for future campaigns 1 Processes are ad hoc, not documented, or not adhered to regularly 2 Processes are becoming defined, technology is used sporaticallyProcess Automation 3 Technology is implemented to automate key marketing processes Process metrics exists and are benchmarked and reviewed often 1 4 5 Real-time messaging, lead scoring & nurturing, closed loop systemsHuman ResourcesAspect of Alignment Level of Alignment Score Justification 1 Innovation and entrepreneurial spirit is discouraged 2 Innovation is somewhat encouraged at unit levelInnovative, Entrepreneurial Environment 3 Innovation is strongly encouraged at unit level, business cases used Employees often present business cases to support new ideas 3 4 5 Business cases are reviewed, dynamic & innovative work environment 1 Top business and marketing management at corporate level 2 Same, with emerging functional influence from department leadersKey Marketing HR decisions made by: 3 Top business and unit management: Marketing advises on decisions Top business and Marketing management across the entire firm 5 4 5 Top management across the firm and business partners 1 Department tends to resist change 2 Change management programs emerging, planning is conductedChange Readiness 3 Programs in place at functional level for change management Programs in place at corporate level for change management 5 4 5 We are proactive and anticipate and manage change effectively 1 Job transfers rarely occur 2 Occasionally occur within unitCareer Crossover Opportunities 3 Regularly occur for unit management Regularly occur at all unit levels 5 4 5 Also at corporate level 1 No opportunities for cross-functional training or learning new skills 2 Some cross-training and job rotation is completed by departmentCross-Functional Training and Job Rotation 3 Formal cross-training programs run by all business units Formal cross-training programs implemented across enterprise 4 4 5 All employees are required to continually add to their skill set 1 Minimal social interaction between Marketing-business 2 Strictly a business-only relationshipSocial Interaction 3 Trust and confidence is emerging Trust and confidence achieved between Marketing-business 4 4 5 Social interation with customers and partners is a general practice 1 No retention program, poor recruiting 2 Marketing hiring focused on technical skillsAttract and retain top talent 3 Technical and business skills desired, retention programs in place Formal program for hiring and retaining skilled staff 4 4 5 Effective program for hiring and retaining skilled staff Aspect of Alignment Level of Alignment Score Justification 1 No marketing systems are implemented, processes are not defined 2 Email marketing system, basic contact/list management, mainly excelPrimary Marketing Systems 3 CRM, Campaign Management, Web Analytics, Content Management Demand Generation Platforms, PR Measurement, Sales Portals, 2 4 5 Marketing Resource Management, Dashboards, Business Intelligence 1 All systems are disparate, not integrated, difficult to cross reference 2 Some reports are generated and imported into other disparate systemsSystems Integration 3 Systems are becoming integrated around a key platform Systems are mainly integrated, reliable, and have accurate data 1 4 5 Systems provide predictive and diagnostic insight for future campaigns 1 Processes are ad hoc, not documented, or not adhered to regularly 2 Processes are becoming defined, technology is used sporaticallyProcess Automation 3 Technology is implemented to automate key marketing processes Process metrics exists and are benchmarked and reviewed often 1 4 5 Real-time messaging, lead scoring & nurturing, closed loop systemsHuman ResourcesAspect of Alignment Level of Alignment Score Justification 1 Innovation and entrepreneurial spirit is discouraged 2 Innovation is somewhat encouraged at unit levelInnovative, Entrepreneurial Environment 3 Innovation is strongly encouraged at unit level, business cases used Employees often present business cases to support new ideas 3 4 5 Business cases are reviewed, dynamic & innovative work environment 1 Top business and marketing management at corporate level 2 Same, with emerging functional influence from department leadersKey Marketing HR decisions made by: 3 Top business and unit management: Marketing advises on decisions Top business and Marketing management across the entire firm 5 4 5 Top management across the firm and business partners 1 Department tends to resist change 2 Change management programs emerging, planning is conductedChange Readiness 3 Programs in place at functional level for change management Programs in place at corporate level for change management 5 4 5 We are proactive and anticipate and manage change effectively 1 Job transfers rarely occur 2 Occasionally occur within unitCareer Crossover Opportunities 3 Regularly occur for unit management Regularly occur at all unit levels 5 4 5 Also at corporate level 1 No opportunities for cross-functional training or learning new skills 2 Some cross-training and job rotation is completed by departmentCross-Functional Training and Job Rotation 3 Formal cross-training programs run by all business units Formal cross-training programs implemented across enterprise 4 4 5 All employees are required to continually add to their skill set 1 Minimal social interaction between Marketing-business 2 Strictly a business-only relationshipSocial Interaction 3 Trust and confidence is emerging Trust and confidence achieved between Marketing-business 4 4 5 Social interation with customers and partners is a general practice 1 No retention program, poor recruiting 2 Marketing hiring focused on technical skillsAttract and retain top talent 3 Technical and business skills desired, retention programs in place Formal program for hiring and retaining skilled staff 4 4 5 Effective program for hiring and retaining skilled staff

  4. Aspects of Marketing/Business Alignment Current Go Goal Marketing/Business Alignment IndexCommunications 3.0 3.5 Communications 5.0Metrics & Value-Measurement 2.7 3.2 4.0 3.0 Metrics & Human Value- ResourcesPlanning & Governance 3.6 4.1 2.0 Measurement 1.0Executive Level Sponsorship 3.0 3.5 0.0Systems & Technology 1.3 1.8 Systems & Planning & Technology GovernanceHuman Resources 4.3 4.8 Executive Level SponsorshipMarketing/Business Alignment Average 3.6 4.2 Aspects of Marketing/Business Alignment Current Go Goal Marketing/Business Alignment IndexCommunications 3.0 3.5 Communications 5.0Metrics & Value-Measurement 2.7 3.2 4.0 3.0 Metrics & Human Value- ResourcesPlanning & Governance 3.6 4.1 2.0 Measurement 1.0Executive Level Sponsorship 3.0 3.5 0.0Systems & Technology 1.3 1.8 Systems & Planning & Technology GovernanceHuman Resources 4.3 4.8 Executive Level SponsorshipMarketing/Business Alignment Average 3.6 4.2

More Related