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An Adobe Marketo Engage Architect needs to build a subscription center that contains an option to “pause notifications for 30 days” to dissuade people from unsubscribing. If a person fills out the form and selects this feature, Marketing wants to Marketing Suspend them for 30 days and subtract five points from the lead. Existing records whose notifications are currently paused should be excluded from the flow to avoid double processing.
Which order of steps is required to build this program?
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Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn Fintech needs to revamp its scoring model.
Who should be involved in making decisions on what behaviors should be scored?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn Fintech launches a new paid subscription app where users can sign up to read financial advice. Access to Unicorn Fintech’s new app is renewed each year, and the App User Expiry Date is a date field that is updated hourly from CRM to Adobe Marketo Engage. Another string type field called App User Status changes to a status of “Current” in Marketo Engage when the App User’s access becomes valid, and changes to “Lapsed” if the App User fails to renew.
The Marketing team wants to add App Users who have not yet renewed to an Engagement Program to nurture them 2 months prior to their App User Expiry Date, and then remove the App User from the nurture if they renew.
Which smart campaign setup is the most efficient to manage adding the App User to the nurture?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
A key revenue source for Unicorn is “skips”. This source is made up of customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn wants to attribute this revenue from these customers to their campaigns. Unicorn IT has done the due diligence to be able to receive access to this data.
For Marketo’s revenue attribution model and overall data architecture, in which location should this data be available to Marketo?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn Fintech plays a key role in a subset of applications for loans that happen at Consortium Banks. The Unicorn Marketing Operations team has the ability to integrate with these banks to pull this application data into Adobe Marketo Engage so they can automate their involvement in this process. They have discussed this data integration with their legal team, and it has been approved. Based on this, Unicorn decides to proceed with this integration and wants to pull all available data in because other Marketo Engage campaigns can be run in the future to this audience. Part of the initial requirements of this process include Unicorn emailing the customer if they reach a certain stage in the application process. Only certain customers will be added to this stage, so only those customers can be contacted by Unicorn as part of this initial process.
How should this information be stored in Marketo Engage?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
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Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Multiple Unicorn teams are manually placing Sources in multiple areas. A small set of IT members decides to use an API that triggers when the Source field is not one of a list of 9 values, or is empty. When this is the case, the API is called via webhook to confirm if there is information in the Comments, Status, or custom field ‘Sales update’ and then replaces the Source with what is found in those fields, in the above order of importance.
These IT team members are ready to switch on the solution after testing successfully in a staging area, but request feedback from the Marketing team and the Adobe Marketo Engage solution architect.
The larger IT team and Marketing stakeholders are alerted to a wider review to determine if it matches the current needs across each team.
Which steps should be taken first?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn currently uses a manual and subjective process of moving Leads through the pipeline. Unicorn wants to utilize Adobe Marketo Engage for a more autonomous and effective process. The Marketing Operations team plans to set up a Revenue Cycle Model powered by key behavior such as form fills. Scoring also needs to be set up, and Marketing and ‘Sales’ nurture campaigns that reference the Model stages will be built afterward.
Unicorn needs to obtain the resources and budget to implement these projects.
Who should be involved in initial discussions before implementation begins?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn has been having an issue with data quality coming from their Adobe Marketo Engage instance. An audit finds that a key issue is that Marketers and IT members lacked knowledge in best practice processes for the following tasks:
Importing data to Marketo Engage or CRM in incorrect format or with old information
Setting up forms to comply with Data Standardization (such as String Country fields to fill out)
Importing large purchased lists without any minimal validation
Unicorn agrees with the auditor’s recommendations to roll out enablement as part of a way to solve the problems.
Which two steps should be a part of this enablement? (Choose two.)
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn Fintech is using Salesforce and Adobe Marketo Engage. They want to change their lead sync and lead routing rules for new leads that are generated through Marketo Engage forms. The Marketing Operations Manager needs to help them build new automation. Leads must reach a minimum lead score of 50 prior to being synced for Inside Sales to follow up. Prior to syncing to Salesforce, they want to make sure that each lead has a minimum data set of lead source and country. The Inside Sales Managers in each region cannot agree on a single global process for which leads should be assigned to which Inside Sales reps once the leads are created in Salesforce. They want the flexibility to decide at the country level.
What is the most appropriate, scalable process for the Marketing Operations Manager to build?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
Unicorn starts rebuilding out its Revenue Cycle Model (RCM) to move away from the generic Marketable model. The goal is a model that more accurately matches its customer journey. When building out the RCM, Unicorn finds that several of their “Skips” (customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank) seem to only appear at the Engaged phase due to scoring, before reappearing as a ‘Closed Won’ in their CRM.
As the CRM begins to sync back these Closed Won Opportunities, how should this journey be captured in the Revenue Cycle Model?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
The Unicorn Marketing Operations team has five custom integrations pushing and pulling data between Adobe Marketo Engage and other third-party systems. All five custom integrations are currently using the same API user and custom Launchpoint service.
What should be the primary security concern for Unicorn?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
The social media team at Unicorn Fintech has been running paid search, paid social, and retargeting ads for the past year. Each of these is an Adobe Marketo Engage program channel and is set up to capture program member success and cost. The newly formed Account Based Marketing team (ABM) also wants to run paid social and retargeting ads but has their own budget. They want to report on their ABM efforts and ROI of their specific programs separate from the social media team. The social media team wants to be able to see how all campaigns are performing as well as easily separate the ABM efforts.
How should the Marketo Engage Architect set up the program structure to achieve these reporting goals?
Unicorn Fintech Case Study -
UNICORN FINTECH COMPANY PROFILE -
Unicorn Fintech is a mobile-only financial-services startup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can’t attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can’t allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership -
Unicorn has fewer than 200 employees, and roles aren’t always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue Sources -
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders’ fees for what the company calls “skips” – customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it’s impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on “skips.”
Current and aspirational marketing technology
Current Marketing technology consists of Marketable, an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable’s “sales alerts” into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
Is sent from multiple data centers in the US and Canada
Includes an “unsubscribe” opt-out below the message
Is static; there are no formula fields
Uses no deliverability authentication, nor integration with any email management platform.
All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.
Current lead management and attribution processes
Unicorn’s lead-management process follows Marketable’s “out of the box” defaults: lead evaluation levels 1 through 3, lifecycle stages “unqualified” and “qualified.” The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. “Sales” followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes -
Currently, the Marketing department assigns content-development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn’t decided on the optimal organizational model.
Input of qualified leads from Marketable into Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own “go-to” fields: where one member might check “TV ad” as Lead Source, another would put that in the comments field.
CMO -
The CMO’s most important concerns are:
The current solution has too many manual steps to scale with anticipated growth
Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
In general, analytics integrations are manual, slow, and unreliable
The current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenue
Documenting the value of Unicorn’s Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO -
The CIO is concerned primarily with:
The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF -
Marketing Operations staff concerns:
Campaigns require so much work that they can’t run as many of them as they need to
Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:
Webhook not firing,
Reaching API limit,
Synchronization errors with third-party tools and Salesforce
Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with regression score and resetting levels.
Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with “no score” and negative levels.
Refer to the case study.
With help from the Adobe Marketo Engage Architects, Unicorn has an audit of their system and finds the following issues:
Mass uploading spreadsheet data with mistakes and failure to check with Salesforce data caused a large number of Person records with the wrong Country field value in place. This reduces how many MQL leads are being sent in a timely fashion to the right team in their CRM.
Many fields in Marketo Engage must be hidden and field blocked. The fields are not currently being used in day-to-day Programs, Lists, or Assets.
The current Webinar and Tradeshow Event Program templates are not optimized. They have too many steps for the actions captured, and do not use ‘My Tokens’ as effectively as they could.
Only one person is making these changes. There is no need for ‘quick wins’.
In which order of importance should these issues be fixed?
A consultant conducts an audit on a company’s Adobe Marketo Engage instance and discovers:
The instance hits its API limit twice a month, affecting leads from multiple third-party integrations from being consistently created or updated automatically.
The field “Country” is set as a text field, which results in inconsistent variations and misspellings of the country value, leading to the inability to route leads to the proper regional sales team.
There is a Segmentation called “Region”, which is defined by the “Country” field values; due to the inconsistency of the field, a majority of the person records sit in the “Default” segment.
Lead routing is based on the “Region” segment, and there is no logic set in the routing to account for the “Default” leads.
After sharing these findings with a group of stakeholders, the stakeholders share:
The Data Science team uses the Marketo Engage API to pull data out of the instance twice a month for an executive dashboard that tracks quarterly goals.
The Sales team is extremely below target for qualified leads because the volume routed to them is so low.
The Web team has reported on below-average form conversions because too many fields are open text.
The Marketing team wants to send nurture emails that are localized based on the “Regio” Segmentation.
The end of the quarter is 1 month away.
What is the first action the consultant should take?
An Adobe Marketo Engage Architect is working for Too Big to Fail Co., an enterprise company that has an 8-year-old Marketo Engage instance (A). Too Big to Fail Co. recently purchased start up Treat Snack LTD, which has 100 employees and its own Marketo Engage instance (B). The Architect needs to merge the two instances and maintain business continuity. No additional budget, funding, or resources are available for the merger and migration.
The Architect needs to determine the most important actions to take for the minimum viable solution to meet the business needs. The two instances need to be merged in 3 months.
Which actions should the Architect take?
After evaluating global operations, the Marketing Operations team for a mid-sized organization determines that changes must be made to how many operational processes are running in their Adobe Marketo Engage instance. Some processes that cleanse and enrich the data being synced to Marketo Engage from Salesforce must be retired. The team negotiates a new process with Sales Operations to make values in certain data fields compulsory before a salesperson can save a new Contact in the CRM.
Before pushing this change live, which stakeholders must be enabled in the new process?
The VP of Marketing is concerned about the workload of the marketing team and wants to hire an agency to assist the team by building campaigns and programs within their Adobe Marketo Engage instance. The biggest concern is adding users who may be able to access and accidentally break established templates, nurture campaigns, and scoring. Therefore, the users will only be able to work in the Marketing Activities area.
The agency will have access to building programs, campaigns, emails, and landing pages.
What is the best set of user role permissions for the agency users?
View Scoring Challenge video - CMO - script only (to be produced)
FADE IN:
CUSTOMER CONTACT - SCORING DILEMMA
In a virtual meeting, a marketing executive in business attire, speaks directly to the camera. The screen displays the executive’s name and title (CMO).
CMO -
It’s nice to meet you. Welcome to our growing B2B tech SaaS company. I heard you’ve spoken with the CIO. Good. Listen, I have a specific concern I’d like you to evaluate.
Marketing, my team, we’re really ramping up our demand generation activities. We have a lot of leads coming in and we are pushing over an increasing amount of marketing qualified leads to the inside sales team.
(shakes their head)
The volume we’re pushing – inside sales is just getting inundated, and they don’t know how to prioritize or who to follow up with first. My team has a lot of data and context to send over to the sales team, but it’s just too much for them to take in all at once. I don’t want us to waste these opportunities. Tell me, how can I use scoring to help with this challenge we’re in?
FADE OUT:
THE END -
At Treat Snack Inc, a company that specializes in unique local ethnic snacks, the new CMO is being bombarded by complaints from the sales team that a high volume of MQLs are being delivered to the sales team. There is no context around why they reached MQL, what it is about them, as well as what they did that caused them to MQL. The CMO decides to overhaul the entire scoring system and build a new method from scratch.
The Sales team is interviewed to understand what indicated a good person to speak with who has a high likelihood of wanting to take a meeting. The Sales team reports that their best leads have the following traits in order of priority starting with the most helpful trait:
A company wants to generate new leads through content syndication. The goal is not to pay for existing leads. A third-party company will send leads through an API directly to the Adobe Marketo Engage instance.
The third-party company passes the following information through the API:
First -
Last -
Email -
Person Source -
Company -
Asset Name -
An Architect needs to create a program that captures leads and evaluates if the leads are new or existing. Engagement will also be captured on all leads. Only new leads must be scored and sent a welcome email. Existing leads will then be excluded from the program and sent back through the API to the third-party company.
Which order of steps is required to build this program?
A company has the native Adobe Marketo Engage sync with Microsoft Dynamics in place. The business consistently exceeds their database limits. It needs to limit database growth and remove certain records from Marketo Engage.
Which two actions should the Marketing Operations team recommend to solve this issue? (Choose two.)
