 Ddiolch, wrth gwrs, fel anod gwasanaethorol, a gweithgaredd yぐyrdd wraffaidd, gynnal gweithio at y dyn nhw yn gyng ngrydd yn Gwaith Cyfedlaethol, sydd wedi gweithio i'r creators cyfnwys o gyfweithio'r newydd sydd i gyfroedd CIM South West yn gyda'r gysiggaf John Beeston. If you're a university student attending today's webinar your may want to sign up to the CIM Marketing Club, it'll keep you up to date with the latest trends, innovations and concepts in the marketing industry. All you need to do is hover your mobile phone camera lens over the QR code mae werthoeth y gweithredu yn ôl, a ydych yn fwyfynu'n rhoi i cas rustig o'r sain o'r cyfrifiad. Felly rwy'n nod i'n gwybod gyda John Beeston, sy'n cyfrifiad prosiect yn ynersio'r cyfrifiad yw ymdwi'n gyfrifiad ar y traddwysg yw, felly'n roi'n meddwl'i cyfrifiad yw'n cyfrifiad, so yn ymdweud, John. Rha O ddod yn ddwy'n gwneud hynny, for datblyg efo.繁 awaitanın hynny! Hele b yn cyfrifiad yw John Beeston yw'w cyfrifiad yw, I'm the Product Marketing Director in EMEA for our Salesforce Marketing Cloud. Thank you all for joining and thanks to the CIM for inviting me. I'm going to just introduce Salesforce a little bit. I'm sure many of you will have heard the name and I hope maybe there's some of our customers on here as well. The thing that's got Salesforce through the last 18 months and everyone who works here is our values. I think this has been really important as we've seen such tremendous change in the last year or so. Trust is our number one value and it has been ever since the company started. Particularly as we talk about data later on in this presentation, having that trust in data, in privacy, in commitment to keeping that data secure and open and ready to be used by our customers has been incredibly important to us. Beyond trust then customer success is the most important thing for us. So making sure that customers are first and we can act as a trusted digital adviser. Our third value is innovation. So we always want to apply a beginner's mindset, thinking creatively and continuously learning about how we can do business to support our customers. And then finally, equality. We're very committed at Salesforce to being active allies so that whoever you are in the world, we're working towards a more inclusive and sustainable and equal world. We really believe that business is the greatest platform for change and we like to put our money where our mouth is on that as it were. We have our one model, which means we focus 1% of our time, of our equity in our product towards making positive change in the world. And we've done that through countless grants, lots of volunteer hours. I was doing some of that personally myself last week with a fantastic charity based in London and lots of work with nonprofits, education and other philanthropic organisations. We do that because we think doing if we do good, it helps us do well and we think the numbers prove that not only in terms of our revenues, but in terms of the responses we get in terms of how we lead in philanthropy in an employee and workplace culture and also in innovation. And that's helped us be the number one CRM product over the last number of years. And we're number one not because of chance, but because of our customers and because our customers continue to stay with Salesforce, continue to inspire us to build our products and to innovate on top of them. And the last thing I wanted to just mention about Salesforce is our trailblazers. It's not just about companies achieving their goals, it's about individuals. And I like to think there's lots of trailblazers on this call. We have about 15 million trailblazers across the world, about 1,300 trailblazer community groups. And helping those individuals achieve their goals, their career goals, their skills goals and so on is really important to us. And to sort of set the scene, I think marketers these days, they've got two critical imperatives that they're trying to balance. The first one is the traditional role of the market and really to deliver that exceptional customer experience, build trust with your customers, build personalised experiences that are engaging and that build loyalty and advocacy over time. But the second thing we find ourselves doing, and this is so true in the digital era, is understanding how can we find the optimal efficiency and growth for the money that we spend? How do we make sure we're getting the maximum ROI? How are we testing and learning? How are we looking at data to find analysis and insight? And that we're really demonstrating as marketers that we can deliver not just great marketing campaigns, but great business impact and lifetime value, stuff that the greater organisation outside of marketing really cares about. And what the last 18 months or so has taught us is that digital transformation is no longer optional. I think, you know, two years ago, three years ago, you would have heard lots of stories of companies large and small talking about their digital transformation projects, and that being in the timeframe of five years, eight years, 10 years, suddenly the shift to digital has quickened and it's an absolute imperative. And that's where you see people like Adidas as their physical stores had to close. They shifted all of their sales to e-commerce and they did that very quickly. If you're still delivering a physical experience like Starbucks, then building that sort of digital experience around that is incredibly important. And we also see changes in the environment we work in, not just COVID driving consumer changes, but things like the cocalas future. The changes that Apple is making in iOS 15 around privacy and tracking, there's lots going on there. And what that means is that it's made data and insight even more critical as we are trying to figure out what's going on, what do our customers want, and how can we react to that? And let's face it, probably the last 18 months, you've all been asked really difficult questions about how are you spending your money? Where is it going? Why is it going to those sources? How can you be sure that you're spending money in the right channels, on the right campaigns, on the right offers, messages, audiences and so on? So this is the topic of our marketing intelligence report because we don't have magic answers to all of those questions at Salesforce about what people are thinking and what's going on in the world. We have to go out and we speak to marketers like you all the time. And one of the ways that we do that is through our research programme. So our marketing intelligence report, we spoke to over a thousand different brand marketers and advertisers globally. So here in the UK, but also in the US, other places in Europe and also in the Asia Pacific region. They're all marketing decision makers of medium to high seniority. And the other thing we asked them to do was we also asked them to sort of self select, if you will, to say, do you think you're a high performer based on your ROI that you're getting from your marketing investment? Or do you think you're a low performer? And I'll probably reference that a little bit further in the presentation. So if I do talk about that, then hopefully that explains what I mean. So the very first thing we asked them was to try and understand how has the pandemic forced you to reassess your priorities? And I think we've got some really interesting topics in here. And this is where I can make this distinction between the high performers and the low performers. The high performers, those people satisfied with the ROI they're getting, they were much more likely to have tested new marketing tactics and strategies. They were much more likely to have preserved their marketing budget. They were much more likely to be delivering personalised messages and having a message that customized to individuals. And I think it's a really interesting comparison about how those people that were ready to test, that had data available that also could collaborate and were connected with their leadership, they were much more likely to find the ROI that they were looking for than those that didn't. And in 2021, the focus has absolutely been on growth. 85% of marketers view their position as critical for driving growth. And those high performers and agency marketers are much more likely to have led marketing, led growth as a key priority. And I think this is a really interesting shift that the pandemic has driven and digital transformation has driven is that now that the customer experience is much more likely to be driven in a digital context, the ownership, the leadership around that customer experience is increasingly coming from the marketing department, even if that means doing things and engaging with other functions that traditionally we haven't done before. And I think that that's a really interesting thing. We also asked the marketers what are your growth defining metrics, sales and revenue right at the top of that perhaps. That's no surprise, but I think number two here, customer satisfaction and net promoter score. They're not metrics that you hear about quite so often and perhaps they feel a little bit old fashioned, but they're increasingly important. And some research we did in our state of marketing report also said that marketers really increased their value of customer satisfaction and NPS scores. And I think maybe one of the reasons for that actually is because if something's happened in the last 18 months, it's a lot of our metrics, our benchmarks have changed radically and it's sometimes been difficult to understand whether we're doing a good job or not beyond that bottom line sales and revenue figure. And I think sometimes when we're lost there and we're not sure about our middle of funnel metrics and all this kind of stuff and whether the messages we're putting out are really working, then sometimes the best thing to do is just to go out and ask the customers. And I think that's why we see customer satisfaction and NPS scores being the number two important metric for marketers. But I think what's interesting is when we ask these marketers how satisfied are you that you're measuring these metrics properly and you're using these metrics properly, less than half said they were satisfied for all of those metrics, which I think is another thing and that's one thing to measure it. It's another thing to find insight and to be able to take action off the back of that. So the reason is, well, why is that difficult when, you know, if we're not satisfied with our ability to use those metrics, what's holding us back and perhaps there'll be some familiar stuff here that I think rings true for many markers. And the number one on there is that misalignment of measurement and reporting. And that misalignment actually, you know, these might seem like disparate barriers here, but actually they're all connected. You know, that misalignment almost always comes for a few reasons. One is about data governance and management. You know, where's the data coming from? What format is it coming from? How is it organized? What are the taxonomies? What are the hierarchies? All that foundational stuff, which often isn't correct and that makes it really hard to put the right measurement and reporting together. And what falls out of that is if you don't have that alignment, it's really hard to get as real time insights. It's really hard to align our marketing activity to the really important business KPIs that the CEO, the CFO cares about. And underpinning a lot of this, of course, is just access to resources, you know, human resources, but also technical resources to actually, you know, implement the right processes and the right methodologies to make this better. So that's hard, but let's also say that the world around us is hard. We asked, you know, this is a very common question. We asked people how much data are you actually using for your cross-channel marketing? I'm sure you've all seen one of those chief martech diagrams where there's, I got those 8000 logos on a page and they're sort of somewhat organized and somewhat color coded. And I'm sure the Salesforce logo is in there a few times as well. But there's just a plethora of technology and channels available to us digitally to go to market. And, you know, we saw that a significant number, 50% or more are using a minimum of 16 sources of information, you know, on average, 21 platforms to manage our campaigns. That brings huge complexity and, you know, that complexity comes with lots and lots of data. And it's often quite difficult to process that, you know, to get your head around it and use it all correctly. And through those channels, what, you know, what the market is commonly measuring is obviously sales revenue, that's what we care about. But also, you know, how are we spending money? Where's that money going? And sometimes that is even that in itself is a difficult question to answer to sort of add up and say, how much did we spend yesterday? Is sometimes a question that takes much longer to answer than you then you might appreciate. But it's interesting that people are still caring about brand awareness. They're still caring about customer, a lifetime value and really sort of doubling down on those long term metrics. Often in digital in particular, we get caught up in clicks and impressions, which are very easy to measure, very easy to add up, but actually don't really have a lot of meaning to the longer lifespan of the business. So it's great to see that that marketers were still trying to push forward on brand awareness, customer lifetime value, that kind of thing. And I think, you know, eight out of 10 definitely agreeing that it's important to have an overview of all cross channel marketing activities. So the next section of the report is we dug in a little bit into data integration and management. So how are people actually tackling that naughty problem today? And when we asked them, what's the challenges here? Well, the number one thing was data veracity. And I think that can be a few things, but it's ultimately, do we actually trust the data to be accurate? And what accuracy couldn't or inaccuracy can come in many forms. It could be as simple as it is up to date. Does it include yesterday's data? Is it organized in the way that we would like it to be organized? Can we trust that it's been implemented properly? You know, has it been coded properly? Has it been tagged properly? All that kind of stuff. So that's definitely the number one concern. And I think falling out of that is the second one. It's like if you have all of these multiple sources, that 21 on average data sources that we saw on the slide a few moments ago, then how do you actually connect and unify all of that data? That's tremendously difficult to do that and to do that in a way that's reliable and that can take into account all the old of the idiosyncrasies of different data sources. Number three, perhaps no surprise is the employee resources in the skillset to do that, but also the variety of data, the way that different platforms label data differently. If you think about all of the different standards in terms of video views, is it three seconds, five seconds, 10 seconds, 30 seconds for a video view? Or just to give one example is really complicated, but also the sheer volume and accessibility of the data. Is also really challenging. The marketers, they really grapple with that data complexity. Only a third of the marketers, that thousand marketers that we polled, said that they had full confidence in the accuracy of their data, which is a pretty low number, actually, when you think about it, given that this is the data that we're using to make decisions to decide whether to spend money in one place or another or to decide whether a message or a creative is working or not. And I think what's really shocking is that 43% of the marketers who responded to our research said that they spend a week or more every month just cleaning data and harmonising it. So harmonising means combining. It's about fixing the labelling, combining that data so it becomes usable. And I think that's a really shocking number. I don't believe anyone starts a marketing career because they want to spend time building VLOOKUP tables or pivot tables or God forbid writing Python scripts or whatever it might be. I don't think any of us get into marketing to do that, but I think speaking from personal experience in previous roles, I've certainly spent time doing that. And it's fascinating to see how much time is still spent on that, frankly, low level work and it's time that will be better spent for marketers on connecting with our customers, trying to understand and empathise with what they want and build the right creative and the right journeys for those customers. I think that's a much better use for everyone's time. I think what's interesting is that the high performers in our survey, they were twice as likely to use some kind of automation. So we also want to know, you know, data is great. And I've spoken a lot at the moment just about how do we get data into one place so that we can use it? But this is not an exercise in who can build the smartest Excel formulas. This is an exercise in can we find insight? Can we use that data to make things better? And, you know, so we asked marketers about how, you know, what kind of speed do they have to insight and, you know, and how effective are they feel they are in sharing that data and then using that data for making decisions? And three-quarters of those marketers said that their key stakeholders face challenges accessing data and accessing insights. And I think that's very symptomatic of, you know, the conversations I have with marketers in that so much of the time that data lives in a BI function or it lives in a database or a data warehouse that only certain people can access or you need to have SQL skills to extract anything out of it. And I think, you know, it's not just enough to have the data. It's got to be shared. It's got to be accessible by anyone who might need it. But I guess on the upside, you know, well, on the upside, 45%, I guess the other way of saying that is less than half of marketers believe that they can actually drive measurable business incomes very well outcomes very well. So again, hard to access the data and, you know, less than half believe that they're actually driving measurable outcomes very well. So that's, you know, that's that's that's a key point. But when we ask marketers what they need, almost all of them say that real time decision making is a really important factor in the success of their marketing. And I think that's very true, particularly in digital, as, you know, we're not in the world of running a campaign and then waiting for it to run over the course of eight weeks and to see how it's how it's worked. We want to be in the business of of responding to to the data we have so that we can maximise the value we get from our campaigns, that we can promote creative that works, remove creative that doesn't move money from one channel to another so that we can get the very best out of our activity. And over half of marketers, they don't get that that data either on a real time basis or on a daily basis. And that obviously makes it difficult to make those decisions. And when we asked those marketers to sort of rank what their challenges were with data data analysis and optimization, that number one thing is that ability to share and collaborate across stakeholders. And I think that's really important. I spoke right at the top start about building those digital customer experiences and how marketing is there is the engine for that and the the leader for that, but is not the the only function in the business doing that. Sharing data, collaborating with data, whether that's with your finance department, with your in store retail people or with your agencies and whatever other partners you might use is really critical. Connecting marketing activities to business outcomes. I mean, this is something I talk about all the time, but marketing can't just be in its own box, in its own measurement world. We've got to be able to show that we can drive business outcomes that the board cares about, that CEOs care about, that CFOs care about. And I think what falls out at the bottom of that three, four and five, those challenges really are sort of the cause of one and two. You know that challenge being able to apply learnings quickly to our media strategies, that lack of speed in reporting and not being able to use real time data analysis to inform campaign optimisation. Those are definitely the biggest challenges that the marketers we've polled have. And I think when we ask marketers, what are you actually using the data for? Then we ask them to rank that, but we also ask them, are you satisfied with the way that you use that data? So just to give you these numbers a bit of context, what that means is that where marketers are using their data to improve their media planning and buying, only 25% of them are completely satisfied with the way that they use that data. So that's a pretty low number when you think about it. And this list, it sort of gets worse that only 22% were happy or completely satisfied with the way that they use their data to increase sales and revenue. Given that increasing sales and revenue is probably the number one thing we all do, the fact that four out of five others aren't really happy with the way that we use data for that, I think is pretty concerning. And three and four marketers see room for improvement across everything they do. Just to sort of get towards the end of our research here, we asked marketers, what do they see in the future for the coming year? Definitely number one, optimising marketing spend. I guess that's no surprise really. We all want to figure out how we can get more of the budgets we have. I think number two is really interesting, that strategic view of overall marketing performance. That's really critical. How we all know we're doing lots of activity, whether that's in search, in display, social, affiliates, lots of other things, an offline as well, let's not forget. Having that strategic view of everything is really critical and getting people out of their channels and out of their silos. And I think what marketers are trying to do is how can they understand their customers better and do that by having more efficiency on data management and preparation. I already spoke about that on the other slide. Get your nose out of those spreadsheets and think more about your customers than building VLOOKUP tables and all the rest of it. Those were definitely the improvements that Marxists were looking for in the coming year. And I think when we asked them what are the business initiatives that you think are going to drive growth, all of these things really tend to rely on really solid data. If you're going to build a connected customer experience, having that data in one place, having that single source of truth is critical. If you're looking at e-commerce growth, whether that's direct to a consumer or just building on what you already have, using data to build great personalised experiences is absolutely critical, underpinning that. Same thing about sales growth via things like interactive chat and bot driven experiences. Those bots only work if they've got great data on the customers and what they've done. So I won't go through that whole list, but what's really interesting is that data is at the core of everything we do. And when we ask marketers, OK, after all of this, what is it that's going to drive your success as you try and migrate to this data driven culture? I think number one, support from the top. I think we'd all recognise that, but it is so important because often getting our marketing data right, getting our customer data right is something that goes beyond the skills, capabilities and budgets of the marketing department, often into IT, often into finance, often into other partners. And then that helps us track, getting the ROI tracking is really right, really right, and actually leaning into technology, whether that's AI to help you understand what insights you can get out of your data, but also into platforms and technology to help you to bring all of that together. So I've spoken for quite a bit there. I'm going to put these two QR codes on the screen just for a couple of minutes. If you want to download the report that I've just gone through, it's a lovely PDF and a lot more detail, then you can get that from the QR code that's on the left-hand side of your screen. And we've also put out a marketing intelligence playbook. So that's more of a how to, what should you start to think about? What should you start to put together if you want to progress down that data driven journey? That's our marketing intelligence playbook. That's the QR code on the right-hand of the screen. And I think that is a good segue for me to say thank you all for participating and listening. I hope you've got some questions. I'm happy to try and answer whatever questions you might have, but I think this is the point where Judith comes back in. I do, yes. That's brilliant. Thanks very much for a really insightful presentation, John. So we're now going to have a short Q&A session. So the first question I've got here, John, is surprised to see return on investment as number five and sales as number one in your list that you gave. Should profitability not be their number two priority after customer satisfaction at number one? That's a good point. I mean, we can only relay what the responses we got in the survey, that's the views of the respondents, not of Salesforce. I think profitability potentially, but I think a lot of that depends on the growth trajectory of any individual customer. There's a balance between maximising profit and maximising revenue growth. And there's plenty of times when companies would prioritise revenue growth because they want to show that expansion to their investors or they want to be able to grow a more dominant position with their suppliers. So I think there's a balance there. It's not always about pure profitability. Sure. Next question. How important is it for marketers to collaborate with the IT department to understand the organisation's strategy for gathering, storing and interrogating data? I think it's really important. And I think that part, you know, we have to get away from the sort of them and us sort of attitude that sometimes happens and think about, you know, the strengths of that partnership. I think, you know, particularly when we're thinking about customer data and private data, first party data that we might store on our customers, then, you know, the IT department is rightly thinking about how do we make sure we're as compliant as possible? How do we make sure we're holding that in a trusted consumer first manner? And I think that's a good example of how, you know, IT resources can help bring that viewpoint and make sure that that is done in the right way. I think the balance, though, is always that, you know, when we're thinking about marketing applications and marketers' use of data, what you don't want to get into is a position of every time you need to ask for some data, you have to, you know, scurry off to the IT department or to a business insights department or whatever, you want to have that data accessible to you and you want to be able to access that data in a way that you can do that with clicks, basically, and not code. And I think that's the balance between those two organisations that IT is obviously super important in understanding how to store and hold that data in the right way, but it's also got to be available to marketing in a way that they can use and you can use that, like I said, in real time, so we can use it to improve the ROI of everything we're doing. Next question is, we may assume that the leading online brands are the best at managing marketing data, but is this true? I don't know. I'm sure there's a great spectrum of efficacy there. I think, you know, I think as you get into big brands, you get into more complicated challenges around holding data from different countries across borders, that kind of stuff. If you're only operating in one market, you don't have to worry about those things. So there's a different scale there. And the challenges of that scale are sometimes, how do we measure things the same way in the UK as we do in France, as we do in Germany? And obviously, if you're a smaller company, you don't necessarily need to worry about that so much. But, you know, those, I would say, that those considerations around privacy, around trust, about what you do with the data, that's not just a business operation. That's, I would say, that's a value you need to think about, whether you're a big company or a small company. I think that's equally important to everyone. OK, next question. In your presentation, you referred to high and low performers. The question is asking, how did you identify which was which and was self-rating by those individuals? Or did you have some sort of method for identifying them? Yeah, that was a categorisation based on how those individuals responded. So I am just quickly scurrying to my notes so I can just go through that again. So the high performers are the ones that said they are satisfied with their sales and marketing investments and the ROI that they're getting back, and the low performers basically are the ones that say they aren't. So, but that's all based on how people have responded. Right, next question is, what do you think is the most required technical skill needed to look at the data marketing analysis? What do you think skills people need to develop? I don't think it, well, I mean, there are skills that are useful, but I think more important than that is building the right processes and methodologies, right? And actually, you know, I often liken it to building a house, right? You know, if you've had some work done on your house, or your neighbours have had some done, then there seems to be always an extortionate amount of time spent digging holes and filling them with concrete. But if you don't do that, if you don't build those foundations, then one of you build on top will fall down. And I think understanding what your taxonomies are, how you describe things, how you label things, getting all of that right is really important, because even if you've got, you know, a super whiz Python programmer or SQL programmer or whatever on staff, if the data's a mess, they are going to spend all of those great skills that they have just unpicking other people's messes, and it's much better not to get into that mess in the first place. And so I think getting that methodology, thinking long and hard about how you, you know, build that taxonomy is more important. OK, my next question is, have you got any tips on how to change your business culture in terms of attitude to data, especially where the appropriate tools and systems are in place, but key staff refrain from using them? That's a good one, isn't it? Yeah, how do we get the data out of the PowerPoint and presentation that no one opens into something usable? Well, I think that's a good point. So I would start by saying that, you know, bring that data to the fore wherever you can, right? And, you know, a lot of what I do at Salesforce is introducing my colleagues to what we have and what we're capable of, right? So I think spend time educating people, right? It's easy to get frustrated quickly, but spend time educating people on what's available and why it's important. But most importantly, how it can help those individuals do their jobs better and achieve their goals. I think people often, if they see data as something that's getting in their way, and yeah, they don't want to know, right? And that's human nature. It's more important to, you know, really spend time educating, evangelising why you have that data, why that's critical, why that's going to help everyone do their jobs better. Sure. Next question. How will we ensure data compliance without catching ourselves off guard by consumers, particularly when we're running campaigns with agencies? Yeah, I mean, that's a really good one. And I mean, I think it is beholden on all of us to think about the data we've got, particularly the, you know, the personally identifiable data that we have on people. And try and understand how did we get that data? What permissions did we have when that data was contributed? And, you know, and understand, well, what's the value exchange? You know, how, you know, why it's much better for a consumer to give you data where you've been very clear about what they get in return, how and why you're asking for it. And I think that needs to be something that has got to be front and centre in everything you do. That can't be a question you ask at the end. It's got to be a question you ask at the start. And, you know, the regulatory environment is asking more questions of us around that. So it's beholden on all of us to take it really seriously and to hold our partners to those same standards as well. I think I'm going to make this the last question now. How can marketers start to understand all of the data they have? Because I suspect there could be a danger of having too much information and possibly getting confused if they're gathering the wrong stuff. How can they understand all of the data they have and how best they can use it? I've never met a marketer yet that says, oh, we don't have enough data. It's always the opposite. We've got so much we don't know what to do. I mean, I would start. First of all, start with your your use cases. What is it you're trying to do? What's the journey you're trying to take a consumer along? So that might be a short journey. That might be a long journey, depending on what your business does. But I would start there and then start to look at the data you need to make that journey better and to see if you have it, right? If you've got lots and lots of data that's irrelevant. Well, first of all, ask yourself why you're collecting that in the first place, but also focus on what you actually need to achieve the job in hand. Don't, you know, there's sometimes, I think, a view that if you have loads and loads of data somehow, some magical answer will leap out of it. I've yet to see a concrete example of that. Sure, that's excellent. That's great. Thanks, Jonathan. There were some really good questions there from our viewers. So sadly, that's all the time we have now for our webinar today. I'd like to say thanks again to John for today's presentation and to CIM Southwest for organising this event. We do hope you found it interesting and worthwhile. Our next webinar express is Turn Up the Volume, Amplify Culture and Make a Difference, and that is with Nigel Dove as the speaker who is director of marketing and communications at Jacobs, and that will take place on Thursday, the 9th of December, at 1pm. You'll find further details listed on the events page on the CIM website, where you'll also be able to register for the session. So on behalf of CIM, thank you once again, John, for a really good presentation and thank you to all that joined us today. We hope you enjoy the rest of your day and we look forward to welcoming you again for one of our webinars in the near future. Goodbye.