Marketing Transformation

Client Profile: Software subsidiary of multi-billion dollar, global corporation • Develops & markets location-based customer intelligence, customer communications and customer care software, data & services
Customer Base: Enterprise & SMB • Government agencies • Systems Integrators • Commercial & Technical communities
Challenges: Post acquisition sales & marketing integration & operating efficiencies • Organise for growth; single company, unified approach • Improve marketing performance, contribution & ROI • Establish process rigour & business discipline • Deliver global, integrated marketing approach • Align product marketing, marketing & sales
Impact: 30% increase in profit contribution • 22% increase in qualified leads • 18% reduction in marketing operating costs • 25% increase in customer satisfaction rates • Best practices adopted for campaign management, lead management, GTM planning • Standard systems & tools implemented globally
Sponsor: Executive Vice President, International
SITUATION: A market leading, multi-billion dollar US enterprise had undergone an intense period of merger and acquisition activity, part of which resulted in the formation of a new software subsidiary.  The newly formed software company is now a  multi-million dollar global software and services company.  To realise the growth potential of the newly merged entity, our client needed to consolidate its market position as well as organise, plan, and execute for growth in the new fiscal year.

Approached by the Executive Vice President, International of this global software and services company, Declare was asked to review the organisational structure and performance of Marketing, Product Marketing, Product Management and Communications across the EMEA region to increase profitability and contribution as well as improve overall performance.

A robust and pressing brief was agreed.  Key objectives included:

  • Reduce annual marketing spend and operating costs whilst increasing marketing performance
  • Align marketing to sales process to improve marketing ROI
  • Develop and implement EMEA-wide Go-to-Market plans across each of the 5 business units
  • Define & align corporate positioning & messaging to market needs
  • Re-energise the marketing organisation
  • Re-invigorate EMEA participation in corporate Voice of the Customer initiatives
APPROACH: In the absence of a mature global marketing organisation the plan was to transform marketing in EMEA and then reverse engineer this model, together with its underlying processes and practices, on a global basis.

To achieve this, two key members of the Declare team undertook extended interim management placements within the organisation, with one member joining our client’s EMEA executive leadership team.  This not only ensured consistency and operational management, it also enabled the team to actively influence corporate strategy and business development during a time of rapid and extensive change.  Throughout the assignment, we worked extremely closely with the company’s corporate leadership team to ensure the transformation was developed, implemented, and completed smoothly.

Key elements included:

  • Review & assessment of the Marketing, Product Marketing, Product Management, Field Marketing and Communications functions, process, metrics and performance
  • Review & assessment of specific country needs with Country Managers and sales teams
  • 1:1 reviews with customers, partners as well as incumbent marketing suppliers and agencies
  • Compiled recommendations and gained agreement and buy-in from both the EMEA and corporate leadership teams
SOLUTION: The following were delivered during the assignment:

  • New marketing organisation accountable for driving sales across products, industry sectors, and geographies.  Functions included Corporate Marketing, Product Marketing and Management, PR & External Communications, Industry Marketing, Partner Marketing and Digital Marketing (Demand Centre)
  • Implementation of EMEA-wide Go-to-Market plans, product launch plans,  marketing planning, budget planning and marketing process
  • Consolidation of marketing suppliers across Europe
  • Re-balanced marketing mix, introduction of online and social media techniques as part of new, integrated marketing approach
  • Revamped corporate identity, positioning and messaging based upon market segmentation, business drivers, customer needs, buyer behaviours
  • New, localised web content in key EMEA countries as part of overall transition to an integrated off and online marketing strategy
  • Coaching and training the marketing teams to adopt industry best practice
  • Closed loop product management and product marketing leading to rationalisation of product portfolios
  • Re-energised PR, analyst relations and external communications strategy underpinned by EMEA-wide customer reference programme
  • Elevated media and analyst relations beyond product-specific interactions
  • New, automated global lead management, scoring and nurturing programme
  • Re-launched the company in key market segments in the UK, Germany and France
  • New budget allocation, management & reporting process aligned to financial management systems
  • New job descriptions, hiring specifications & onboarding
IMPACT: Transforming the marketing organisation and aligning it more closely to both sales and R&D achieved the results highlighted below.  At the end of the assignment, a seamless handover was conducted with the new, incoming marketing management team.

  • 30% increase in profit contribution
  • 22% increase in qualified leads
  • 18% reduction in marketing operating costs
  • 25% increase in customer satisfaction rates
  • Best practices adopted across campaign management, lead management, GTM planning
  • Standard systems & tools implemented globally
  • Discipline afforded by Go-to-Market planning enabled identification of new market opportunities including:
    • Development & launch of new solutions & services
    • Transition to SaaS delivery model for key products