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Enabling Digital Marketing with Marketing Technology

Enabling Digital Marketing with Marketing Technology

Nyenrode - Wehkamp - Enabling Digital Marketing with Marketing Technology by Gerhard van der Bijl

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Wehkamplabs

June 08, 2015
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  1. Enabling Digital Marketing with Marketing Technology W W W We

    e e eh h h hk k k ka a a am m m mp p p p G G G Ge e e er r r rh h h ha a a ar r r rd d d d v v v va a a an n n n d d d de e e er r r r B B B Bi i i ij j j jl l l l Manager Marketing Technology June 8th, 2015
  2. Introduction, vision behind the program Het internet heeft de manier

    waarop klanten met hun leverancier omgaan, voorgoed veranderd. Het heeft het marketingmanagement zodanig getransformeerd dat traditionele strategieën zijn verouderd. De traditionele aanpak van de marketingstrategie is niet langer duurzaam. Vandaag de dag verbinden klanten zich met een bedrijf op een manier die fundamenteel verschilt van de traditionele aanpak en via communicatiekanalen waar een bedrijf geen controle over heeft. De taak van de marketingafdeling is niet alleen het kapitaliseren van de technologische ontwikkelingen op korte termijn, maar ook het bouwen van duurzame relaties met klanten om een duurzaam en sterk bedrijf te bouwen. Vele B2C- en B2B bedrijven hebben online technologieën, waaronder diverse social media, inmiddels omarmd en zullen er de komende tijd nog intiemer mee worden. Het omarmen van ontwikkelingen op digital gebied vraagt om discipline, een strategische aanpak en structurele kenniswerving. Het opstellen, implementeren en evalueren van een digital marketing plan is een continu leer- en verbeterproces. # urgency for digital marketing # urgency for digital marketing # forces that shape the enterprise # forces that shape the enterprise # probe, sense, respond and learn # probe, sense, respond and learn # impact on business and technology alignment # impact on business and technology alignment
  3. FORCES THAT SHAPE THE ENTERPRISE Do you know your Why?

    The purpose, cause, or belief that inspires you to do what you do?
  4. Safe Harbor Vision Statement Vision: The following is intended to

    outline a Marketing Technology vision. It is intended for information purposes only. It is not a commitment to deliver any material, code or functionality, and should not be relied upon in making decisions. By me: I am a Marketing Technologist who specializes in combining marketing & creative strategies with enterprise & emerging technologies.
  5. Evolutionary Change

  6. Marketing Technology and ICT Shopping Basket Shopping Basket Check Out

    Check Out Order Order Fulfilment Fulfilment Outbound Logistics Outbound Logistics Invoicing Invoicing Order to Cash Trade Agreement Trade Agreement Purchasing Purchasing Inbound Logistics Inbound Logistics Storage Storage Payment Payment Purchase to Pay There are two main business processes within Wehkamp
  7. Marketing Technology and ICT There are two main business processes

    within wehkamp General Ledger Corporate Marketing Financing Orders Supply Chain Managmnt. Distribution Management Warehousing CRM Overall Infrastructure and Integration Category Management Marketing Technology ICT Lacent Check Out Check Out Order Order Invoicing Invoicing Fulfilment Fulfilment Outbound Logistics Outbound Logistics Trade Agreement Trade Agreement Purchasing Purchasing
  8. None
  9. The rise of the Chief Marketing Technologist # liaison business

    and IT # liaison business and IT # marketing and technology # marketing and technology # technology push for digital maturity # technology push for digital maturity # change agent # change agent
  10. # forces that shape the enterprise

  11. Marketing & Frontend Touchpoints Technology …this impact zone is expanding

    Marketing and Technology…
  12. The printing press enabled a literate populace and eventually brought

    us marketing channels of newspapers, magazines and direct mail. The printing press enabled a literate populace and eventually brought us marketing channels of newspapers, magazines and direct mail. Marketing 1.0 Broadcast technologies of radio and television enabled real-time communications on a mass scale created environments for effective brand storytelling. Broadcast technologies of radio and television enabled real-time communications on a mass scale created environments for effective brand storytelling. 2.0 PCs and the Internet enabled customers to search out information on their own terms and connect directly with brands’ content and commerce capabilities directly. PCs and the Internet enabled customers to search out information on their own terms and connect directly with brands’ content and commerce capabilities directly. 3.0 Customer empowerment was significantly advanced by mobile technology and social media , which enabled anytime, anywhere access to valuable information. Customer empowerment was significantly advanced by mobile technology and social media , which enabled anytime, anywhere access to valuable information. 4.0 Now, marketing clouds and communities will begin to tie the engagement channels from previous eras into meaningful individual omni- channel experiences based. Now, marketing clouds and communities will begin to tie the engagement channels from previous eras into meaningful individual omni- channel experiences based. 5.0
  13. None
  14. Changing Customer Paradigms Aware Personal Data Technology Savvy Share of

    Experience impacts Share of Wallet Loyal to a Brand or loyal to a Community? Omni Channel
  15. Changing Process Paradigms Convergence Agile Marketing Changing the daily motivation

    from avoiding errors to achieving excellence Shifting authority to information instead of information to authority Fast Feedback Loops
  16. Changing Technology Paradigms Cloud Ready and Mobile First Data! Open

    and Community based Patchwork versus Stack Developers!
  17. © Steven van Belleghem

  18. Do you know your Why? The purpose, cause, or belief

    that inspires you to do what you do? FORCES THAT SHAPE THE ENTERPRISE
  19. None
  20. None
  21. Zalando Annual Report 2014

  22. Karen Quintos CMO, Dell Karen Quintos offered marketers working on

    transformation initiatives, five pieces of advice: 1. Be credible to customers 2. Empower your employees 3. Align with the business strategy 4. Innovation internally shines through externally 5. Innovation should not be stagnant
  23. Real-Time Digital Marketing — the ability to respond quickly and

    meaningfully to opportunities and threats in the end 2 end customer journey, for the benefit of the customer
  24. 30 So, we formulated the Why So, we formulated the

    Why So, we formulated the Why So, we formulated the Why How to Get Armed? How to Get Armed? How to Get Armed? How to Get Armed?
  25. None
  26. I II Develop & implement new technologies faster IV V

    III Understanding the customer journey and delivering relevant experiences has never been this critical Real-time Digital Marketing for Customer Relevancy Why? Non Exhausive Overview Not Available for Distribution #1 Embed in Strategy
  27. #2 Build People Capabilities

  28. They can work independently, you need both for the best

    result
  29. © Mayur Gupta

  30. Afbeelding scott brinker • <<presenter © Scott Brinker

  31. None
  32. No matter what business or technology, everybody is looking for

    the same talent…
  33. Events and Community Wehkamp Labs Wehkamp Experiences Visibility in the

    community…
  34. #3 Agile Organizational Convergence

  35. Agile is enabling a Rapid Release cycle of Business Features

    Our fast changing market demands us to be Fast and Agile
  36. Adaptive and Iterative Campaigns Probe, Sense, Respond…

  37. …and Fast Feedback loops Discovery over Prophecy…

  38. Number of code deployments per day ± 100 per day

    Number of code deployments per day Number of AB tests running in parallel on a daily basis ± 50 per day ± 80 per day A changing environment? Is that really the case?
  39. © Mayur Gupta

  40. wish What do we want? doable Based on available competencies

    and resources need What do we have to deliver, no matter what! Strategic goals and ambition Organizational competencies Based on Market developments and competition The need for Business Product Management and Ownership
  41. Focus on our customer, (on-site) behaviour, UX. Think #CEX. Operational,

    daily basis, managing the checkout, “functioneel beheer” and assist our colleagues in using our site & systems in an optimal way. Think #Conversion The ecom way: continuous (AB) testing & improving. Think #Testing “What-side” of improvements. (bugs, improvements, e-com project) including site strategy front-end. Think #Scrum. Conversie Product Traffic The need for Business Product Management and Ownership The E-Commerce team is setup to bring Demand (customer traffic) and Supply (product) together and Convert them into Orders and Happy Customers
  42. Service & Loyalty Cart & Checkout Shopping, Navigation & Search

    Content, Magazine & Premium Product Owners are responsible for certain parts of our environment
  43. Crossing Boundaries and Product Ownership Boundaries between Marketing, Engineering, Design,

    and User Experience Departmental boundaries between Marketing, IT, Sales, and other functions Operational boundaries between Front-office and Back-office Hierarchical boundaries between CMOs, VPs of Digital Marketing, Heads of Marketing Technology and Innovation Technology boundaries between dozens of “adtech” and “martech” categories Industry boundaries between B2B and B2C and their respective marketing tactics … #3 Agile Organizational Convergence
  44. #3 Agile Organizational Convergence

  45. An ambitious mission needs disruptive thinking; it is all about

    building capabilities on People, Process and Technology People Highlights • Add new competences and capabilities • Increase quality • Visible leadership • Can do mentality Process Highlights • Be better and more mature with Agile/Scrum • Remove all overhead and automate where possible • Business Product Ownership Technology ?
  46. Mei 2013 Mei 2013 November 2013 November 2013

  47. Technology Scalability has reached his limits Scalability has reached his

    limits Not all data realtime available for digital marketing Not all data realtime available for digital marketing Personalization is limited to segments Personalization is limited to segments Difficult to run multiple AB tests at the same time Difficult to run multiple AB tests at the same time Etc. Etc.
  48. 16.000.000 PERSONAL WEBSITES Digital Marketing Strategy

  49. OR EVEN MORE Digital Marketing Strategy

  50. None
  51. Current Platform

  52. Building software takes too long Hard to add new functionality

    No match with business ambition Hard to evolve Scalability limit reached SOFTWARE DEVELOPMENT LIFECYCLE ARCHITECTURE OPERATIONS/ INFRA MONOLITH SYMPTOMS Current Platform
  53. Succesvolle transitie van offline naar online Over meerdere dimensies, waaronder

    brand, marketing, operations, technology Frontend technology nieuwe impuls nodig vergeleken met peer companies
  54. From Parts to a Whole Modular Development of a Large-Scale

    e-Commerce Site #4 Develop a Scalable and Agile Technology Eco System
  55. Agile Portfolio Management Agile Portfolio Management Continuous Integration and Deployment

    (CI/CD) Continuous Integration and Deployment (CI/CD) Architecture and Software Development Architecture and Software Development Platform Operations Platform Operations The Marketing Technology Development team consists out of 4 tactical domains… Managing the INput WHAT Managing the INput WHAT Managing the OUTput HOW Managing the OUTput HOW Get it into production FAST Get it into production FAST Run the operation STABLE Run the operation STABLE Flexible SDLC (process) Flexible SDLC (process) Fast Software Development Life Cycle to improve time-to-market Fast Software Development Life Cycle to improve time-to-market
  56. Platform Operations Application Development and Architecture How are we realizing

    this? Who is doing it? Realization Development Process and SDLC (CI/CD) A B D Agile Portfolio Management C What are we going to realize? To realize our strategy day-to-day, we have put the four tactical domains in a logic process and automated a lot! Flexible SDLC (process) Flexible SDLC (process) Fast Software Development Life Cycle to improve time-to-market Fast Software Development Life Cycle to improve time-to-market
  57. A Full Stack Development team is always ‘connected’, no matter

    of their location Team GitHub.com • Software Source code • Technical documentation • Changes & Audit log • Jira - Backlog & Bugs • Confluence - Documentation • Bamboo - Builds & Deployment • HipChat - Team Communication • Multiple data-centers in Europa • EC2 - Servers on-demand • S3 - Secure storage • Route53 – World wide DNS The Community • High-end internet connection without restrictions • State-of-the laptop which is fun to work with • Freedom of tools focusing on results Flexible SDLC (process) Flexible SDLC (process) Fast Software Development Life Cycle to improve time-to-market Fast Software Development Life Cycle to improve time-to-market
  58. First visible results… Studio Sport Flexible SDLC (process) Flexible SDLC

    (process) Fast Software Development Life Cycle to improve time-to-market Fast Software Development Life Cycle to improve time-to-market
  59. Gartner – Bimodal IT organization Make and Buy Make and

    Buy Make for competitive advantage Buy commodity functionalities Make for competitive advantage Buy commodity functionalities
  60. Make and Buy Make and Buy Make for competitive advantage

    Buy commodity functionalities Make for competitive advantage Buy commodity functionalities
  61. We have developed a target Architecture Domain framework, which is

    in line with best-practices… Customer Channels Digital Commerce Marketing Automation / Operations Unstructured Analytics … Traditional Analytics General Ledger (ERP) Assortment/ Category Mgt. Distribution Mgt. Supply Mgt. … Warehousing Carriers / Delivery Points Suppliers / Alliances Payment providers External data clients Integration Data Functional Domains 3rd Parties Legend Make and Buy Make and Buy Make for competitive advantage Buy commodity functionalities Make for competitive advantage Buy commodity functionalities Non Exhausive Overview Not Available for Distribution
  62. None
  63. Aspiration of best-in-class requires significant technical changes... We call it

    Blaze Via Belgium on October 16th 2014 On April 16th 2014, we decided to start building a new ecommerce platform Should be ready to host .NL in 2016 #4 Develop a Scalable and Agile Technology Eco System
  64. End2end SSL Amazon AWS Salesforce CRM Salesforce Service Cloud ExactTarget

    Amplience Responsive from the ground Releases without customer impact
  65. What’s the business benefit? Gain trust in highly changing environment

    #4 Develop a Scalable and Agile Technology Eco System
  66. #4 Develop a Scalable and Agile Technology Eco System

  67. #3 Agile Organizational Convergence #4 Develop a Scalable and Agile

    Technology Eco System #2 Build People Capabilities #1 Embed in Strategy KPI CULTURE
  68. People Process Technology Guiding Principles Marketing Technology FORCES THAT SHAPE

    THE ENTERPRISE
  69. Unlock the potential with People, Process and Technology

  70. Marketing Technology at wehkamp