Digital Marketing Best Practices Guide

1. DIGITAL MARKETING Best Practices, Insights, & Vendor Analysis BEST PRACTICES GUIDE

2. DIGITAL MARKETING Best Practices Guide Table of Contents 1 2 3 4 6 7 8 Executive Summary 3 What is Digital Marketing? 6 11 Digital Marketing & The MMO Digital Marketing Landscape 18 Digital Marketing Roles Matrix 35 Digital Marketing Maturity Model 37 Analyst Bottom Line 40 Action Plan 41 About Demand Metric 51

3. EXECUTIVE SUMMARY DIGITAL MARKETING BEST PRACTICES GUIDE 3 Executive Summary It has been said that “All Marketing is Digital Marketing,” and with good reason! In the last decade (or less), the marketing environment has been transformed. This report covers: Content Marketing Marketing has moved from an environment in which traditional marketing, brick and mortar storefronts, and Digital Marketing options all competed for the time, attention, and resources of the marketing department to one in which Digital Marketing reigns supreme – with an occasional nod in the direction of the storefront, or traditional marketing (direct mail, print advertising, etc.). Social Media Marketing One of the biggest challenges of Digital Marketing is the speed at which it has taken over the marketing organization, often in an ad hoc, uncoordi- nated fashion. Mobile Marketing Demand Metric’s research has consistently shown that Digital Marketing has a very significant and positive impact on the organizations that are employing it when they do so by following best practices and processes in a coordi- nated, holistic approach. Video Marketing In this Best Practices Report on Digital Marketing we will cover the Digital Marketing landscape in six distinct categories. Public Relations Action Plan

4. EXECUTIVE SUMMARY DIGITAL MARKETING BEST PRACTICES GUIDE 4 We present four models to enable Modern Marketers to take a holistic approach to Digital Marketing. These four models are: The Modern Marketing Department Structure, which offers a look at the key functions needed to fully address Digital Marketing initiatives across the organization. The Digital Marketing Maturity Model, which shows the pathway an organization should take to mature in its use of Digital Marketing from Ad Hoc to World Class. DIGITAL MARKETING Maturity Model STAGE 4- World-Class STAGE 3 -Mature STAGE 2 - Progressive STAGE1 - Undefined Digital Marketing Defined, integrated strategy for Digital Marketing exists across an Enterprise; Campaigns are tracked and measured by effectiveness of engagement and conversion V I E W R E S O U R C E Defined, integrated strategy and processes exist for Digital Marketing across an Enterprise Defined strategy and processes exist for Digital Marketing in pockets in the organization No defined strategy or process for Digital Marketing or digital properties Orientation V I E W R E S O U R C E Views Digital Marketing as key component in customer engage- ment strategy and primary focus for marketing team; Organization aligned and measured around Digital Marketing’s contribution to revenue Recognizes that Digital Marketing is omni- channel and the key component in audi- ence engagement to drive preference & loyalty; Long term commitment; Willing participant; Resources for growth Views digital as new marketing channel; Allocates budget & staff resources Leadership Does not see difference between Digital and Traditional Marketing Utilizes comprehensive, end-to-end system integration of all Digital Marketing related platforms with tight integration to Enterprise CRM, MA and other legacy ERP systems Platforms connected to each other i.e. Web Content Management to Content Marketing to Social Listening API integration to Enterprise CRM and MA systems Platforms that perform specific func- tions with coordinated tools, applica- tions and workflows Tools & Platforms Ad hoc development; Point tools for Email, Content and Social Media Marketing; No mobile or video apps The Digital Marketing Roles Matrix, which highlights the roles, responsibilities, processes, technology, content, and metrics for effective Digital Marketing strategies. The Marketing Organization Maturity Model, which shows the progression and pathway a marketing depart- ment should take to mature from a Cost Center to a World Class Organization, responsible for, and measured on, driving sales and revenue. WORLD CLASS MARKETING ORGANIZATION V I E W R E S O U R C E Maturity Model LEVEL 4- Profit Center LEVEL 3 -Revenue Contributor LEVEL 2 - Revenue Neutral World Class Marketing Organization LEVEL1 - Cost Center Marketing plan aligned with and drives business planning V I E W R E S O U R C E Working from a strategic marketing plan and campaign plans Still reactive, some campaign plan- ning, no strategic plan Orientation Very reactive, operational, not strategic, no plan CMO, VPs, Directors, Managers and Program Managers VP, Director of Marketing, Program Managers Director of Marketing, with Project or Program Managers Leadership No senior leadership in Marketing, possibly a Manager CMO compensation tied to revenue & marketing performance Job descriptions & performance reviews done regularly Basic job descriptions in place but rarely updated Staffing Informal roles & responsibilities, no job description Budgeting is connected to revenue growth targets A budget exists and business cases are created to justify spend A small budget exists for items such as trade shows, etc. Budget No budget exists, spending is Ad Hoc

5. EXECUTIVE SUMMARY DIGITAL MARKETING BEST PRACTICES GUIDE 5 Our goal is to enable the Modern Marketing Organization (MMO) to create a holistic, end-to-end, enterprise-level approach to Digital Marketing. Our Solutions section covers the Digital Marketing systems, vendors, and applications from the five Digital Marketing functions: Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing, and Public Relations. Here are some of the highlights: The depth and breadth of Digital Marketing has created a compelling need within the MMO to gain control of it. Each of these categories is covered in more detail in our Digital Marketing Solution Study Series. Digital Marketing has evolved in four stages, externally and internally. Externally, we have seen the customer experience mature from mass display and broadcast to highly personalized real-time experiences. Additionally, Digital Marketing teams need to evaluate and integrate their approach to websites, landing pages and microsites, online advertising and SEO, creative design services, and virtual events. Internally, we have seen technologies mature from ad hoc point solu- tions to fully integrated, end-to-end systems connected across the Enterprise, at every touchpoint and delivery channel. These will be covered in detail in our Customer Experience Virtual Summit. Demand Metric’s key recommendation from this report is that Digital Marketing can make a significant and positive impact on organizations that are employing it, when they do so by following best practices and processes holistically integrated across the five key categories listed above. We offer this Best Practices Report to enable your organization to make your Digital Marketing function the best that it can be.

6. WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 6 What is Digital Marketing? Demand Metric defines Digital Marketing as: The strategies, processes, tools, and technologies that support the development, deployment, management, and measurement of digital elements used for marketing and advertising. Digital Marketing is, at its most basic, the use of electronic means to present a company, product, and services to customers, prospective buyers, and the marketplace. The term Digital Marketing is so broad that it has almost lost all contextual meaning. The purpose of this report is to put a solid framework around Digital Marketing so that Modern Marketing Organizations can measure their progress and success in achieving their Digital Marketing goals. Broadly, Digital Marketing includes the creation and distribution of marketing through software, the Internet, and Social Media. It also covers the produc- tion of documents by electronic means such as digital printing. Since virtu- ally all documents today are designed in software such as Adobe Photoshop or InDesign and printed on digital printers, it is easy to see why we say all marketing is Digital Marketing. Bottom-line Digital Marketing drives revenue by creating a unique and memorable digital experience for the customer or prospect.

7. WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 7 Driving Forces Marketing’s focus on Digital Marketing continues to grow as more orga- nizations learn how to use digital resources for website traffic, demand generation, content marketing, online advertising, and mobile/video marketing development. FIGURE 1: PERCENTAGE OF MARKETING BUDGET ALLOCATED TO DIGITAL Don’t know 6% The most sophisticated marketers realize that the value of Digital Marketing is not just for lead generation and nurturing, advertising, and content marketing. More than 85% 14% None 4% The true power rests in creating digital experiences that can drive brand equity, create lasting relationships, and directly impact sales, revenues, and profits. 61 to 85% 10% 1 to 15% 28% Demand Metric’s Digital Marketing Landscape Benchmark Report exam- ined the major factors driving Digital Experiences including budgets, creation priorities, platforms, sophistication of digital experiences, approaches, and measurements. 46 to 60% 8% 16 to 30% 18% 31 to 45% 12% DIGITAL MARKETING LANDSCAPE Benchmark Report V I E W R E S O U R C E

8. WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 8 Here are some conclusions from the report: 58% of study participants are allocating less than half of their budgets to digital marketing, which leaves room for growth. Yet, marketers have long understood that the digital marketing dollar goes farther than the traditional marketing dollar, so the budget for digital initiatives don’t directly indicate their impact (Figure 1). FIGURE 2: DIGITAL EXPERIENCE CREATION PRIORITY 8% Very low 3% Low 59% of study participants rated the creation of digital experiences either “high” or “very high” as a marketing priority (Figure 2). Very high 24% A relationship exists between placing a high priority on digital expe- rience marketing and revenue growth. 76% of study participants that reported revenue growth in the most recent fiscal year also put a high priority on digital experience creation. For organizations that reported declining revenue growth, only 6% reported that digital experience creation was a high priority. Moderate 30% 35% High The more sophisticated or advanced the digital experience, the more magnified the effect is on brand perception: 91% of study participants that are deploying sophisticated digital experiences report that these efforts have a favorable influence on brand perception. At the basic level of sophistication, only 50% of participants report this favorable impact. For organizations in which sophistication is advanced in the creation of digital experiences, 83% are also experiencing revenue growth. Just 6% and 11% of organizations, respectively, that are also deploying advanced or more sophisticated digital experiences are in flat or declining revenue growth situations.

9. WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 9 Benefits of Digital Marketing The benefits of effective Digital Marketing span across the MMO, touching several roles and departments, including Senior Management, Strategic Communications, Demand Generation, Content Marketing, Community, Social Media, Public Relations, Product Marketing, and Customer Experience. Here are some of the top benefits we have observed in a comprehensive look at Digital Marketing. More benefits, directly related to each category, are found in the respective solution studies. Provides a native mobile customer experience, not one re-designed from web. 9 1 Creates the best digital experience to drive engagement. 2 Creates an ongoing, real-time relationship with customers and prospects. 10 Gets an integrated view of the customer’s total experience that is not fragmented by the device and software they are using. Drives brand perception across all channels and touch points. 3 Stays connected to the customer as they move from PC to phone to tablet and back. 11 4 Provides targeted, personalized, localized content at the right audi- ence at the right time. 12 Provides better customer service by handling problems and complaints quickly and personally using social listening. Increases conversion rates across all media channels. 5 Provides a consistent customer experience by providing content for a specific buyer persona at a targeted stage in the buyer’s journey. Gains product knowledge for future products and services by learning what customers are asking for on social networks. 13 6 7 Increases website and blog traffic and SEO. Learns who has the influence and clout in various social communi- ties and develops deeper relationships with them. 14 Collects more relevant and accurate customer data across multiple touch points. 8 15 Uses video to provide collateral for social marketing, enhance content initiatives, and produce more realistic customer experiences.

10. WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 10 Barriers to Digital Marketing Despite the benefits being achieved by those doing Digital Marketing well, some marketing organizations continue to struggle with the transi- tion from traditional to Digital Marketing. Not surprisingly, the two key barriers to embracing Digital Marketing are education and resources. Marketing organizations already stretched for time and money are reluc- tant to take on more responsibility or embrace change. Much of this is driven by Senior Management leadership. Senior Management that discounts or views Digital Marketing as just another channel option do not expend the resources to create engaging digital experiences, while those that see digital as the primary marketing channel see significant revenue gains.

11. DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 11 Digital Marketing & The MMO Overview The wide variety of Digital Marketing opportunities has created a compel- ling need within the MMO to gain control of Digital Marketing. Our Digital Marketing Solution Studies can be best described as follows: Our Content Marketing Solution Study looks at the range of content platforms. In most companies, Digital Marketing has grown organically with many independent initiatives cropping up to address one marketing need after another. We examine the landscape, vendors and solutions for the three foundation platforms – Web Content Management (WCM), Content Marketing (CMS), and Content Distribu- tion (CDS). Unlike the days of yore when all computers and systems were under the control of IT departments, Digital Marketing’s budgets, tools, and technol- ogies are spread across the organization and “in the cloud.” These platforms and toolsets provide the structure that content marketers need to create relevant and personal- ized content for each of their individual audiences. The challenge with that approach is that the success rate of Digital Marketing initiatives are limited when they do not include enterprise data integration with existing CRM, SFA, and Marketing Automation systems. CONTENT MARKETING Solution Study To address that challenge for the MMO, this report, combined with our Solution Study Series, examine the primary platforms for five digital func- tions – Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing, and Public Relations. V I E W R E S O U R C E

12. DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 12 Our Social Media Marketing Solution Study examines Social Media strategies and processes on four key plat- forms – Social Listening, Social Engagement, Social Expe- rience, Social Analytics, and the major Social Networks. Our Video Marketing Solution Study examines the land- scape, vendors, and solutions for video development, production, and marketing. We evaluate the primary video hosting and sharing plat- forms that enable marketers to provide information, education, advice, and/or entertainment to their target audiences. SOCIAL MEDIA MARKETING Solution Study V I E W R E S O U R C E VIDEO V I E W R E S O U R C E MARKETING Solution Study Our Mobile Marketing Solution Study is designed to provide a solid understanding of the current Mobile Marketing environment. We examine the landscape, vendors, and solutions for two categories of Mobile Marketing – Mobile Application Development (MADP) and Mobile Content Development & Management (MCDP) – to enable marketers to incorporate mobile within their broader Digital Marketing Strategy. Our Public Relations Solution Study provides insights and analysis to help marketers understand the solutions available to help the modern PR practitioner. PUBLIC RELATIONS Solution Study V I E W R E S O U R C E MOBILE V I E W R E S O U R C E MARKETING Solution Study

13. DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 13 The Modern Marketing Organization As the organization progresses in maturity through Level 2 (Neutral) and Level 3 (Contributor), it is able to provide evidence for its increasing revenue contribution through metrics that justify marketing spend and staff resources. Demand Metric defines the Modern Marketing Organization (MMO) as driving the revenue of the company through the acquisition, engagement, development, and maintenance of long-term, cost effective relationships with customers. At Level 4 (Profit Center) the organization has strong executive manage- ment support. It is led by an executive able to to fully staff and resource the organization for success. In brief, the MMO has responsibility for sustained revenue generation, Sales Enablement, and authority over all of the processes, technologies, tools, and talent that support the “customer universe.” That new responsibility for revenue generation is a key driver for Digital Marketing to create better digital experiences which will result in better leads, more sales opportunities, and sustainable customer relationships. Metrics such as Customer Lifetime Value (CLV), Brand Equity measure- ments, and Customer Cost to Acquire provide quantitative support for marketing’s role. Not surprisingly, our studies show that more mature organizations, which also have a more coordinated approach to Digital Marketing, reap the benefits. As Demand Metric’s World Class Marketing Organization Maturity Model shows (next page), the more mature the organization, the more it contributes to the overall revenue picture. Demand Metric’s World Class Marketing Organization Maturity Model examines seven marketing components across four stages, illustrating common or best practices at each stage. As noted in our Digital Marketing Landscape Benchmark Study, 59% of the participants rated the creation of digital experience high or very high. At Level 1, the marketing organization is viewed as a Cost Center, primarily responsible for sales support with few resources and no way to effectively show its contribution to revenue. Equally important, 76% of the study participants reporting revenue growth in the most recent fiscal year put a high priority on digital experience creation. For a more detailed look at the MMO, please download our How-To Guide: The Modern Marketing Organization. V I E W R E S O U R C E

14. WORLD CLASS MARKETING ORGANIZATION Maturity Model LEVEL 4- Profit Center LEVEL 3 -Revenue Contributor LEVEL 2 - Revenue Neutral World Class Marketing Organization LEVEL1 - Cost Center Marketing plan aligned with and drives business planning Working from a strategic marketing plan and campaign plans Still reactive, some campaign plan- ning, no strategic plan Orientation Very reactive, operational, not strategic, no plan CMO, VPs, Directors, Managers and Program Managers VP, Director of Marketing, Program Managers Director of Marketing, with Project or Program Managers Leadership No senior leadership in Marketing, possibly a Manager CMO compensation tied to revenue & marketing performance Job descriptions & performance reviews done regularly Basic job descriptions in place but rarely updated Staffing Informal roles & responsibilities, no job descriptions Budgeting is connected to revenue growth targets A budget exists and business cases are created to justify spend A small budget exists for items such as trade shows, etc. Budget No budget exists, spending is Ad Hoc

15. WORLD CLASS MARKETING ORGANIZATION Maturity Model World Class Marketing Organization LEVEL1 - Cost Center LEVEL 2 - Revenue Neutral LEVEL 3 -Revenue Contributor LEVEL 4- Profit Center All processes are defined, measured, managed, and optimized All processes are defined and some measurement in place Activities are repeatable and some processes are defined No processes, activities done ad hoc, reactive in nature Processes All systems fully integrated, analytics & business intelligence CRM, marketing automation, with some integration. Legacy customer database or CRM system, email marketing Systems Minimal marketing technology in place Customer lifetime value (CLV), brand equity, cost to acquire, ROI Cost per lead (CPL), renewal rate %, #sales qualified leads created Perational metrics such as open rates, click-thrus, registrations No metrics or a focus on adver- tising: #impressions, #ads Metrics Source of revenue, strategic function Executive Perspective of Marketing Cost-center, flashes of brilliance Cost-center, sales support function Cost-center, not a strategic function Want to rate your organization’s World Class Marketing maturity with an interactive tool? Download our World Class Marketing Assessment and get started today! V I E W R E S O U R C E

16. DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 16 Digital Marketing Responsibilities As noted earlier, responsibility for the various elements of Digital Marketing spans the organization. Figure 3 (on the next page) shows an org chart for a mid-level to enterprise size Modern Marketing Organization. All roles are important here. If the company does not have headcount for each role, the functions can still be handled through marketing activities. Within this structure, digital marketing responsibilities are shared by the CMO, VP of Demand Generation, Content Marketing Manager, Event Marketing Manager, VP of Strategic Communications, Community and Social Media Managers, Public Relations Manager, Product Marketing and Customer Experience Management Team.

17. DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 17 FIGURE 3: MODERN MARKETING DEPARTMENT STRUCTURE CMO Customer Experience (CX) Management Team Customer Advisory Council VP Strategic Communications VP Demand Generation VP Product Development VP Customer Success VP Sales Enablement Content Marketing Manager(s) Community & Social Media Manager Director, Professional Services Marketing Operations Manager Market Analyst(s) Event Marketing Manager(s) Public/Analyst/ Investor Rela- tions Manager Professional Services Consultant(s) Product Manager(s) Lead Qualifica- tion Specialist Marketing Program Manager(s) Product Marketing Manager(s) Customer Success Manager(s) CRM/Marketing Automation Systems Administrator Creative Director Product Development Engineer(s) Customer Support Technician(s) Inside Sales Rep(s) Agency Project Manager(s) Graphic Designer

18. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 18 Digital Marketing Landscape History While electronic marketing has been around for decades in some form or another, Digital Marketing as we know it today traces its roots to the birth of the web. Digital Marketing has evolved in four stages, externally and inter- nally. Externally we have seen the customer experience mature from mass display and broadcast to personalized, real-time experiences, as follows: Internally, we have seen tools and technologies mature from ad hoc point solutions to fully integrated, end-to-end systems connected across the Enterprise, as follows: Ad hoc – Point tools used by teams and departments Coordinated – Platforms that perform specific functions with coordi- nated tools, applications, and workflows Display – Web pages (Web 1.0) Connection – Rich media content, social networks, blogs, Wikis (Web 2.0) Connected – Platforms connected to each other i.e. Web Content Management to Content Marketing to Social Listening API integration to enterprise CRM and MA systems Engagement – Convergence of content, social, mobile, and video experi- ences to create digital experiences Personalization – Personalized and localized content, delivered to personal devices in real-time through custom content and marketing apps Integrated – Comprehensive, end-to-end system integration of all Digital Marketing related platforms with tight integration to enterprise CRM, MA, and other legacy ERP systems.

19. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 19 Figure 4 shows the timeline of some of the major milestones, vendors, and trends that have brought us the Digital Marketing environment we know today. FIGURE 4: DIGITAL MARKETING TIMELINE 2005 2011-2014 1993 Digital Marketing Convergence YouTube launches. The web is born and the first web page released by CERN April 30, 1993. 2003 2006 LinkedIn launches. Twitter launches & first Video Marketing plat- forms become available. Facebook launches. Stanford graduates create “Jerry and David’s Guide to the World Wide Web.” Amazon is launched in Seattle. iPad introduced 2010 Google launches & Aprimo (MA system) appears 2004 iPhone introduced. 1998 1994 2007

20. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 20 The World Wide Web Marketing Automation 1993: The web is born and the first web page released by CERN April 30, 1993. 1998: Aprimo, first Enterprise Marketing Automation, appears. 1994: So many web pages are launched in one year that two Stanford graduates create “Jerry and David’s Guide to the World Wide Web.” In April, the Guide is renamed and re-launched as Yahoo. Also in this year, Amazon, one of the first large ecommerce sites, is launched in Seattle. 1999: Silverpop, MindMatrix, Eloqua appear and extend Marketing Automation space. 2006-2009: Marketo, Hubspot, Paradot, Act-On, and second wave Marketing Automation vendors, appear. 1995: The first Web Content Management Systems appear as extended document management systems. Social Media, Social Sharing, Mobile, Video 1997: The first blog sites are launched. 1998: Google is launched. 2002: Friendster, social networking site, is launched. 1999– 2004: Web 2.0 appears with rich media content (video, infographics, HTML5) combined with social networks and wikis. This becomes the standard platform for Digital Marketing. 2003: LinkedIn is launched. 2004: Facebook is launched. Social sharing begins with AddThis (2004). Also, Microsoft releases Single Sign-On Enterprise Security for Web Applications (Microsoft® ASP. NET) 2001– 2003: Drupal & Wordpress are launched. 2008: Brightkit (now Hootsuite) is launched. 2005: YouTube is launched and the Video Marketing land rush begins. Also, ShareThis is launched and advances social sharing. 2006: Twitter launches and Video Marketing platforms appear. 2007: The iPhone is introduced and mobile apps begin. 2010: The iPad is introduced.

21. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 21 Digital Marketing Convergence Content Marketing Landscape We have divided the Content Marketing vendor landscape into two primary categories. They are: 2011 – 2014: Convergence of content marketing, social channels, web, and mobile & video development plat- forms enable truly personalized, localized digital expe- riences for each consumer and customer in real time. Web Content Management (WCM) – these platforms provide the infrastructure and functionality for content creation and delivery across digital channels (web, blogs, search, social). They typically integrate with key internal CRM and MA systems. Playing Field Content Marketing and Distribution (CMS/CDS) – these platforms provide the creation, organiza- tion, management, distribution, and measurement of content across all device types and channels. As noted above, our analysis of the Digital Marketing landscape indicates that it is comprised of ten distinct categories. Of these, we have produced in-depth solution studies for five – Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing, and Public Relations. Each study looks at the benefits, trends, vendor landscape, and implementation strategies that impact that category. Here we summarize each landscape. All the of Digital Marketing Solution Studies include much more detailed information on each landscape and can be downloaded from the Demand Metric website.

22. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 22 Figure 5 provides a combination of the vendor landscapes from WCM and CMS/CDS platforms. FIGURE 5: CONTENT MARKETING VENDOR SOLUTION LANDSCAPE CUTTING-EDGEPlatforms NICHE Platforms COMPREHENSIVEPlatforms STANDARDPlatforms BASICPlatforms

23. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 23 As the Content Marketing landscape evolves, Demand Metric expects to see the following trends take shape within the Web Content Management and Content Marketing and Distribution Platforms: Deeper insights and analytics to enable marketers to view and respond to user engagement with relevant content. Tighter integration between content marketing and enterprise systems for a holistic customer view. Richer content and media ads that increase user engagement. More personalized experiences with rich media and relevant content through the integration of user social profiles. Increasing blend of owned, earned, and paid media to create higher level of “trusted content.” CONTENT MARKETING Solution Study For our complete analysis on this segment, download our Content Marketing Solution Study. V I E W R E S O U R C E

24. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 24 Overview We have divided the Social Media Marketing vendor landscape into five categories. They are: Social Engagement Platforms Social Listening Platforms These platforms focus on apps that deepen the engage- ment between the company and the customer. While most of these platforms offer a monitoring component, they provide a deeper level of engagement via apps for increasing ease and speed of social sharing, developing online communities, content creation & publishing, and/or gamification. These are platforms and apps that focus on social moni- toring/response. These platforms monitor conversations across social networks for mentions of a company/brand to collect opinions of and experiences with that company, brand, or product. Social Analytics Platforms Social Experience Platforms These are platforms that focus on the collection, measure- ment, and benchmarking of social activity, behavior, opinion, and emotion across social networks and media types (owned, earned, and paid social media). Most analytics plat- forms create detailed and individual customer profiles. These platforms focus on changing the experience the customer has with the company or brand. Social Experi- ence platforms usually include components of both moni- toring and engagement; however, they go a step further with functionality that changes the way the customer inter- acts with a company. These solutions serve to extend the reach of a brand deeper into the customer’s environment. Social Networks These are the social environments in which social interaction and commerce take place. In this study, we look at the major social networks for B2B and B2C business activity, such as Facebook, Twitter, LinkedIn, Google+ and YouTube. Demand Metric provides a full listing of Social Networks in our Top Social Media Sites Database and Social Media Channel Map.

25. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 25 Figure 6 provides a combination of the vendor landscapes for Social Listening, Social Engagement, Social Experience, and Social Analytics platforms. FIGURE 6: SOCIAL MEDIA MARKETING VENDOR SOLUTION LANDSCAPE CUTTING-EDGEPlatforms COMPREHENSIVEPlatforms STANDARDPlatforms BASICPlatforms

26. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 26 The evolution of the Social Media Marketing landscape will continue on the same trajectory that we see it occurring today with more engage- ment, better experiences, and tighter integration across social networks. That trend, plus better and deeper analytics and tracking systems, will enable marketers to further refine the relationship between companies and their customers in social media. Digital campaigns will rely on social networks and channels to distrib- uted higher quality, more immersive content, and digital experiences that increase conversion rates and drive higher revenue. The social connection will continue to move from a transactional rela- tionship between marketer and customer to a “circle of peers” with the buyer “owning” as much of the outcome as marketing. SOCIAL MEDIA MARKETING Solution Study For our complete analysis on this segment, download our Social Media Marketing Solution Study. V I E W R E S O U R C E

27. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 27 Mobile Marketing Landscape We have divided the Mobile Marketing vendor landscape into two primary categories. They are: Mobile Content Development & Management (MCDP) Mobile Application Development (MADP) These are platforms and applications that focus on the infrastructure and tools needed to design, build, test, deploy, and manage mobile applications. These platforms focus on the delivery of content across mobile devices to provide an optimized experience. Platform functionality ranges from those that only support native apps to those that provide native, Web/HTML5 and hybrid apps, and APIs for enterprise integration. Key functionality includes content publishing and presen- tation; integration of data, services, and applications; as well as engagement programs like payment and mobile messaging campaigns. We included platforms used to optimize existing Websites in this category. MOBILE For our complete analysis on this segment, download our Mobile Marketing Solution Study. V I E W R E S O U R C E MARKETING Solution Study

28. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 28 Figure 7 provides a combination of the vendor landscapes from MADPs and MCDPs. FIGURE 7: MOBILE MARKETING VENDOR SOLUTION LANDSCAPE CUTTING-EDGEPlatforms COMPREHENSIVEPlatforms STANDARDPlatforms BASICPlatforms

29. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 29 Demand Metric expects the Mobile Marketing landscape to continue to grow rapidly for the foreseeable future. Demand Metric expects to see the following trends take shape for appli- cation development and mobile content platforms: Better management of applications and devices across the enterprise and through all channels. Deeper insights and analytics to enable marketers to view and respond to mobile app engagement. Tighter integration between mobile apps and enterprise systems for a more holistic customer view. Richer content and media ads that increase user engagement. Mobile as the “spear point” – the first connection a prospect has with the company, product, or service and, as such, defines their on-going relationship with the company.

30. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 30 Video Marketing Landscape 5 Video Marketing vendors fall into four main tiers, which can be seen in Figure 8, based on their functionality in the following six categories: Video Monetization – videos provide an array of benefits, as mentioned previously, that will, ultimately, increase an organization’s bottom line. However, generating revenue directly from videos has become central to Video Marketing. Video Hosting & Streaming – the video hosting & streaming component of these platforms centers around the capacity of solu- tions to upload, download, view, and process video files. 1 6 Video Analytics – metrics are an integral part of implementing any technology in order to identify and prove ROI. Video Content Management – video content management involves all of the activities that support the storage, organization, and modi- fication of video content. 2 Demand Metric expects that the need and desire for video content will continue to grow radically among Enterprises and SMBs. CRM video sharing, social sentiment and sharing analytics, video asset to ROI metrics, and video mapping to the sales cycle are several features that will notably change the Video Marketing spectrum in the near future. Video Distribution & Sharing – the manner in which videos are distributed and shared can be critical to the success of a video’s performance. This component of Video Marketing focuses heavily on the delivery of video content. 3 As the market begins to saturate with category-specific vendors, Demand Metric believes consumers will continue to gravitate toward vendors that offer more comprehensive, end–to-end solutions rather than niche solutions. Video Optimization – optimizing videos is a critical function of Video Marketing that is often overlooked by many organizations. Video optimization ensures that your video content is getting ample traffic from the proper audience. 4 VIDEO For our complete analysis on this segment, download our Video Marketing Solution Study. V I E W R E S O U R C E MARKETING Solution Study

31. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 31 FIGURE 8: VIDEO MARKETING VENDOR SOLUTION LANDSCAPE CUTTING-EDGEPlatforms NICHE Platforms COMPREHENSIVEPlatforms STANDARDPlatforms BASICPlatforms

32. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 32 Public Relations Landscape Vendors across the PR Solutions Landscape fall into four tiers based on the features and functionality of their offerings: Comprehensive Basic The largest group of vendors fall into this tier, which includes solutions that provide the primary features of a PR solution, including media contact database & manage- ment, monitoring, distribution, and measurements & analytics. These areas of functionality are not integrated, or have just basic integration with each other. In other cases, functionality is provided through partnerships with other solution providers. At the basic level, point solutions provide targeted func- tionality, commonly a media/influencer contact solution like Crowdbuilder, or news distribution such as PR.com. There is rarely integration with complementary PR solu- tions or functions. Standard Cutting Edge Second tier vendors like Bulldog Media’s Media Pro or Business Wire bundle multiple PR functions, such as a media contact database with a news distribution func- tion. Some standard offerings are optimized for a specific vertical. The most advanced tier is occupied by vendors like MarketWired, PR Newswire, and Vocus that provide a full suite of PR functionality, including a media contact database & contact management, online and traditional media monitoring, news distribution, and measurements & analytics with reporting. These functions are not only present in the solution suite, but are integrated to a moderate or high degree.

33. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 33 Figure 9 illustrates the Public Relations Vendor Landscape. FIGURE 9: PUBLIC RELATIONS VENDOR SOLUTION LANDSCAPE CUTTING-EDGEPlatforms COMPREHENSIVEPlatforms STANDARDPlatforms BASICPlatforms

34. DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 34 The media and PR industry both continue to grapple with the new reality that everyone is becoming a publisher. The current crop of PR tools has always been helpful at securing earned media placements, and it is still important to do so. Where the tools are less effective is in identifying and reaching the broader spectrum of influencers whose names may not appear on a masthead, but have built an impressive following through social media or by blogging. PR solution providers must continue to develop ways for their users to identify and monitor the influencers that matter to them. PUBLIC RELATIONS Solution Study For our complete analysis on this segment, download our Public Relations Solution Study. V I E W R E S O U R C E

35. DIGITAL MARKETING BEST PRACTICES DIGITAL MARKETING BEST PRACTICES GUIDE 35 Digital Marketing Roles Matrix The Organizational Big Picture Mobile Marketing Mobile Marketing processes, technologies, and platforms are used primarily by Product Marketing, which is respon- sible for the development and deployment of mobile apps. That said, several other roles contribute to content development for these apps, including Strategic Commu- nications, Demand Generation, Content Marketing, Community and Social Media, and Customer Experience. Our Digital Marketing Roles Matrix (next page) provides an at-a-glance view of the key components of Digital Marketing: roles, responsibilities, processes, technology, content, and metrics. Each of our six technology/vendor catego- ries is represented in the Digital Marketing Roles Matrix, as follows: Content Marketing Driven by the Content Marketing Manager, Content Marketing processes, technologies, and WCM platforms are used by Senior Management, Strategic Communi- cations, Community and Social Media Managers, Public Relations, and Product Marketing. The common metrics for Content Marketing include Content Views, Links Earned, Content Conversion, and Content Published. Video Marketing Video Marketing processes and technologies are used primarily by Content Marketing. However, several other roles contribute to video content, including Strategic Communications, Demand Generation, Community, Social Media, and Customer Experience. Social Media Public Relations Driven by the Community and Social Media Manager, Social Media processes, technologies, and platforms are used by Strategic Communications, Content Marketing, Community and Social Media, and Customer Experi- ence. The common metrics for Social Media include User Engagement, Sentiment Analysis, and Campaign ROI. Driven by the Public Relations Manager, Public Relations processes, technologies, and platforms are used primarily by Public Relations and Strategic Communications to create relationships with external media, bloggers, and influencers for news stories and other earned media opportunities.

36. DIGITAL MARKETING ROLES MATRIX DIGITAL MARKETING BEST PRACTICES GUIDE 36 ROLES RESPONSIBILITIES PROCESSES TECHNOLOGY CONTENT METRICS Revenue Accountability Staffing & Channel Management Reporting to CEO/Board Budgeting & Planning Reviews & Coaching Recruitment & Retention WCM Marketing Automation CRM Thought Leadership Blog Webinar Presentations Conference Keynotes Revenue by Channel Customer Lifetime Value, NPS Return on Customer (ROC) Senior Management Brand Strategy Digital Marketing Strategy Social Mobile Marketing Strategy Marketing Budget Agency Management Communications Management WCM Content Marketing Platforms Social Media Platforms Data Sheets, Whitepapers Case Studies/Testimonials Competitive Analysis Market Share, Profitability Brand Equity Content Usage Strategic Communications Lead Generation & Events Inbound/Outbound Marketing Sales Opportunity Management Advertising/Sponsorship Lead Generation Tradeshows Advertising/SEO Email Campaigns Webinars Marketing Automation/Email Digital Asset Management Event/Survey Management Campaign ROI, Email Metrics Marketing Qualified Leads Contribution to Pipeline Demand Generation Content Creation Campaign Analysis Content Scoring Website and Blogs eBooks, Articles Videos Web Content Management Content Marketing Content Distribution Content Views, Links Earned Content Conversion Content Published WCM, Blogging Platforms, MA Content Mktg & Distribution Video Marketing Platforms Content Marketing Online Community Management Social Listening Social Engagement WCM Social Media Platforms Social Channels & Networks Posts, Tweets, Photos Forums, Chats, Comments Articles, Community News User Engagement Sentiment Analysis Campaign ROI Community Development Social Channel Management Social Reputation Management Community & Social Media External Communications Media Relations Analyst Relations Influencer Identification Relationship Cultivation Content Creation/Distribution Media Contact Database News Distribution & Monitoring Analytics & Reporting Mentions/Impressions Audience Growth & Engagement Sentiment Analysis News Content/Press Releases Thought Leadership Content Rich Social Media Content Public Relations Product Launch Product Positioning Competitive Analysis Avg. Revenue Per User Avg. Order Value Conversion Rate, Renewal Rate WCM Mobile Development Platforms Video Production Platforms New Features/Ideas for R&D Gamification Competitive Analysis New Product Development Mobile App Development Video Production/Development Product Marketing Buyer Personas Customer Journey Map Proposals, Presentations Customer Satisfaction Index Customer Lifetime Value Net Promoter Score (NPS) Customer Profile Management Customer Support, Twitter Survey & Social Channels Customer Experience Customer Journey Mapping Customer Persona Creation Interactive Experience Customer Satisfaction Customer Advocacy Customer Experience

37. DIGITAL MARKETING MATURITY MODEL DIGITAL MARKETING BEST PRACTICES GUIDE 37 Digital Marketing Maturity Model Our Digital Marketing Maturity Model (page 37-38) illustrates seven key components. These are: The move from Stage 1 (Ad Hoc) to Stage 4 (World-Class) is characterized by the following best practices: Orientation – the posture the organization takes toward the discipline of Digital Marketing and its importance to the organization for marketing, sales, and revenue generation. Level of Commitment The strength of the commitment and the focus on excellence in Dig- ital Marketing initiatives and campaigns drives other best practices. Leadership – the view of executive/senior management toward the role Digital Marketing plays in driving sales, revenue, and profits, and its inherent value to the company. Planning World Class Digital Marketers create strategies, goals, and KPIs for every point of their Digital Marketing effort. Tools and Platforms – used to create, deploy, manage, and measure Digital Marketing initiatives and campaigns. Processes World Class Digital Marketers develop measurable processes for each phase to ensure progress and success. Demand Generation – how well the organization performs in this core attribute of Digital Marketing. Resources World Class Organizations ensure that sufficient resources (time, talent, tools, money) exist for each initiative, campaign, and phase of their plan. Digital Experience – how well the organization performs in this fast emerging area of Digital Marketing. Budget/Staff – how well Digital Marketing is resourced with time, talent, tools, money, and authority. Management World Class companies effectively manage the change, progress, and results of Digital Marketing efforts. Metrics – how Digital Marketing initiatives and campaigns are tracked, measured, managed, and reported.

38. DIGITAL MARKETING Maturity Model STAGE 4- World-Class STAGE 3 -Mature STAGE 2 - Progressive STAGE1 - Undefined Digital Marketing Defined, integrated strategy for Digital Marketing exists across an Enterprise; Campaigns are tracked and measured by effectiveness of engagement and conversion Defined, integrated strategy and processes exist for Digital Marketing across an Enterprise Defined strategy and processes exist for Digital Marketing in pockets in the organization No defined strategy or process for Digital Marketing or digital properties Orientation Views Digital Marketing as key component in customer engage- ment strategy and primary focus for marketing team; Organization aligned and measured around Digital Marketing’s contribution to revenue Recognizes that Digital Marketing is omni- channel and the key component in audi- ence engagement to drive preference & loyalty; Long term commitment; Willing participant; Resources for growth Views digital as new marketing channel; Allocates budget & staff resources Leadership Does not see difference between Digital and Traditional Marketing Utilizes comprehensive, end-to-end system integration of all Digital Marketing related platforms with tight integration to Enterprise CRM, MA, and other legacy ERP systems Platforms connected to each other i.e. Web Content Management to Content Marketing to Social Listening API integration to Enterprise CRM and MA systems Platforms that perform specific func- tions with coordinated tools, applica- tions, and workflows Tools & Platforms Ad hoc development; Point tools for Email, Content, and Social Media Marketing; No mobile or video apps

39. DIGITAL MARKETING Maturity Model Digital STAGE1 - Undefined STAGE 2 - Progressive STAGE 3 -Mature STAGE 4- World-Class Marketing Relies on website landing pages with limited content targeting; Company profile on Social Media networking sites; Social posting is sporadic and ad hoc; Lack of audience awareness; One-way dialog Personalized & localized content delivered to personal devices in real- time through custom content and apps; Native mobile optimized; Proactive social listening with reliable feedback; Fully aligned with sales for enablement Convergence of content, social, mobile, and video experiences to create full digital experiences for conversion and sales opportunities; True social dialog; Recogni- tion of preferred audience Offers rich media content, Social Networks, blogs, Wikis (Web 2.0); Growing subscriber lists for Email; Social customer & audience aware- ness; Mostly one-way dialog Demand Generation Alignment and delivery of digital experiences based on persona expec- tations; Defined cross-functionally to ensure touchpoint consistency; Sophis- tication of digital experience created is very advanced and drives behavior Creation of digital experience is a priority for marketing teams and based on detailed journey mapping; Sophisticated digital experience aligned to buyer engagement experiences and measured on revenue impact Little awareness; Digital experi- ence occurs as an afterthought, not the driving force behind a Digital Marketing initiative; Sophistication of digital experience created is low with minimal brand impact No focus on creating digital experience Digital Experience Budget connected to marketing goals; Organization aligned for maximum impact of Digital Marketing; Resources of 60 to 85% or more of marketing budget Budget with business case to justify spend; Dedicated marketing roles for Digital Marketing; Resources up to 60% of marketing budget Budget allocated; Defined roles and responsibilities; Resources up to 45% of total marketing budget Allocated budget for Digital Marketing is less than 15%; Staff is contracted or coordinator role Budget & Staff Enterprise-wide dashboard with visual representation of user acquisition and engagement by behavior, experience, brand reach, etc. Dashboard monitors app performance, device usage & location, and user engagement by content asset Analytics to monitor and track app performance like QR codes, SMS, web traffic by device, and mobile ads Metrics No formal measurements in place Want to begin increasing your organization’s Digital Marketing maturity? Download our Digital Marketing Framework and get started today! V I E W R E S O U R C E

40. BOTTOM LINE DIGITAL MARKETING BEST PRACTICES GUIDE 40 Bottom Line Companies searching for new ways to deliver their message and increase brand recognition, as well as orga- nizations looking to improve the success of their current video marketing program’s performance, should consider researching and implementing a Video Marketing platform. Digital Marketing is changing the way companies do business. While adoption rates among companies and industries varies, most marketing departments have begun to devote a portion of their budget to Digital Marketing. Demand Metric’s analysis of Digital Marketing in this report and companion solution studies offers the following key conclusions: Many companies that have been digital marketers for years still strain after incremental improvements in clicks and click- thru rates by tweaking email copy here or HTML code there. By creating rich digital experiences instead of chasing clicks, marketers can break away from the pack. Content is King and Context is Critical. As content marketing evolves, users and customers will become less tolerate of content that is not directly relevant to their needs and the stage of their buying journey. The right Content Marketing strategy, combined with the right platform and tools, will ensure that the Modern Marketing Organization uses its content for optimum success. Demand Metric’s key recommendation from this report is that Digital Marketing can make a significant and positive impact on the organizations that are employing it when they do so by following best prac- tices and processes that are holistically integrated. For many customers, their mobile device will define the way that they relate to your company, product, or service. Creating a positive mobile experience is crucial in keeping customers engaged. Social Media Marketing will become the primary engage- ment engine for customers evaluating or choosing products and services.

41. DIGITAL MARKETING BEST PRACTICES GUIDE 41 D I G I T A L M A R K E T I N G A C T I O N P L A N

42. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 42 1 Align Discover How To Align Your Sales and Marketing Efforts 2 Build 3 Organize Define requirements for Marketing and Sales Alignment with our Sales & Marketing Alignment Tool to ensure all activities are viable across the organization. 4 Set Objectives 5 Research V I E W R E S O U R C E 6 Identify 7 Plan 8 Train 9 Measure

43. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 43 Align 1 Make The Case For Digital Marketing To Key Stakeholders 2 Build 3 Organize Build a Business Case for your Digital Marketing initiatives with our Business Case Template. 4 Set Objectives 5 Research V I E W R E S O U R C E 6 Identify 7 Plan 8 Train 9 Measure

44. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 44 Align 1 Understand All Required Digital Marketing Roles and Responsibilities 2 Build 3 Organize Organize how your company will structure the Digital Marketing function. 4 Set Objectives Use our Digital Marketing Roles Matrix to standardize roles & responsibilities for Digital Marketing. 5 Research 6 Identify V I E W R E S O U R C E 7 Plan 8 Train 9 Measure

45. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 45 Align 1 Plan Your Digital Marketing Programs In Advance 2 Build 3 Organize Develop a solid 12-18 month plan for your Digital Marketing programs with: 4 Set Objectives Content Marketing Strategy Scorecard Social Media Strategy Scorecard 5 Research Mobile Marketing Strategy Scorecard Video Marketing Strategy Scorecard Public Relations Strategy Scorecard 6 Identify 7 Plan V I E W R E S O U R C E 8 Train 9 Measure

46. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 46 Align 1 Review Potential Digital Marketing Vendors 2 Build Begin the process of selecting a vendor to assist you in your Digital Marketing initiatives. 3 Organize Review the RFP templates in each of the Digital Marketing Solu- tion Studies as there are many solutions to choose from during this process. 4 Set Objectives 5 Content Marketing Solution Study Research Social Media Marketing Solution Study Video Marketing Solution Study 6 Identify Mobile Marketing Solution Study Public Relations Solution Study 7 Plan V I E W R E S O U R C E 8 Train 9 Measure

47. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 47 Align 1 Discover Key Digital Marketing Vendors 2 Build Identify the key players in the market. We have already begun this process for you by researching a multitude of quality vendors. 3 Organize You can take a look at the vendors we have reviewed with 4 Set Objectives Content Marketing Vendors Matrix Social Media Vendors Matrix 5 Research Mobile Marketing Vendors Matrix Video Marketing Vendors Matrix Public Relations Vendors Matrix 6 Identify 7 Plan V I E W R E S O U R C E 8 Train 9 Measure

48. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 48 Align 1 Ensure You Have a Strong Marketing Communications Strategy 2 Build 3 Organize Develop an implementation strategy and communication plan to roll-out the initiative across the organization and through your channels. 4 Set Objectives Use our MarCom Playbook to create your plan. 5 Research MARKETING COMMUNICATIONS PLAN Playbook & Toolkit 6 Identify V I E W R E S O U R C E 7 Plan Follow this simple step-by-step playbook to create a marketing communications plan that supports its marketing strategy. 8 Train 9 Measure

49. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 49 Align 1 Train Your Team on Digital Marketing Best Practices 2 Build 3 Organize Develop an education/training plan for all affected personnel: marketing, product development, operations, and sales. 4 Set Objectives DIGITAL MARKETING Training Courses 5 Research STA RT L E A R N I N G 6 Identify 7 Plan 8 Train 9 Measure

50. ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 50 Align 1 Track and Measure Key Digital Marketing Metrics 2 Build 3 Organize Measure the success of your Digital Marketing solutions imple- mentation and function with 4 Set Objectives Content Marketing Metrics Dashboard Social Media Metrics Dashboard 5 Research Mobile Marketing Metrics Dashboard Video Marketing Metrics Dashboard Public Relations Metrics Dashboard 6 Identify 7 Plan V I E W R E S O U R C E 8 Train 9Measure