![]() It could measure and optimize campaign/content and tactic engagement and see what were the most successful elements across the buyer’s journey. The team initially looked to the SiriusDecisions Metrics Spectrum to define impactful metrics – which takes time to educate on – to start talking the same language and align across the merging marketing cultures, and they are still educating on output and input metrics today.īy developing the marketing measurement dashboard – leveraging the SiriusDecisions CMO Dashboard –CommScope had real insights into enterprise account engagement and could measure what was impacting buyers’ decision to purchase. Each segment had different measurement needs and requirements. They looked to focus on two major segments: enterprise and service providers. Their priority was to show results across strategic priority programs, such as demand creation and impact on funnel, lead readiness and account engagement. The marketing VP for operations and strategic accounts and the CMO wanted to look at activity impact initially at a program level, leveraging the SiriusDecisions Aligned Measurement framework. It held many socialization sessions and meetings through all steps of the process to ensure alignment and understand why marketing was suddenly talking about and interested in data. Through this series of interactions, CommScope could determine what metrics to measure. It also took the time to determine all stakeholder requirements and understood exactly who the audience was and what was important to them. Instead, CommScope took a step back and focused on the business-driven questions that needed answers.ĬommScope started by asking all the right questions, aligned them to the organization’s business objectives and transformed them into marketing measurements. And at a time of organizational change, marketing organizations can have a propensity to continue with demand creation and funnel activities, and often increase the level of tactical activity to keep the funnel going as fear sets in that performance will be scrutinized. What influence are the key marketing programs having?ĬommScope was lost in a world of multiple spreadsheets and needed to determine requirements for support and define modifications within the newly expanded marketing organization. ![]() The CMO needed answers to the questions below: CommScope also needed a way to identify support requirements and areas of concern in funnel performance. The CMO now wanted to show impactful numbers that marketing was delivering. Traditionally, measurements had been in the area of tactical activity execution. ![]() CommScope’s solutions can be found in the largest buildings, venues and outdoor spaces in data centers and buildings of all shapes, sizes and levels of complexity at wireless cell sites in cable headends and telco central offices and in airports, trains and tunnels.Īs CommScope was going through a marketing transformation coupled with organizational change – where the marketing organization had doubled in size through acquisition – the marketing VP for operations and strategic accounts was tasked with the not-so-simple assignment of demonstrating the impact that marketing was making on the business. CommScope helps companies around the world design, build and manage their wired and wireless networks. ![]()
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