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1 Post authored by: Jocelyn Brown-Oracle

Thought I would dust off a post from a while back.  It has generally aged well but I made a few updates from what more I have learned by working with customers through their Revenue Performance Management (RPM) journey.


In my role at Eloqua I have the privilege of working with some of our largest global customers.  Once the stars have aligned, the CRM and data mart are integrated, logins have been provisioned and training has been rolled out, I have observed a few things that keep things running smoothly and drive success.


Across our global customers these are the common elements:


  • Local Champions – Whether by division, product group or geographic region you need people in the field who provide in house support and guidance to your user community.  This will help you reach your goals around adoption, compliance, a feedback mechanism and deliver unique value to each area of the business.
  • Town Halls – There is no better way to drive best practices and innovation than to share among peers.  In addition to the multitude of ways that Eloqua connects our users it is important to have your own community share organization specific examples of excellence (plus nothing drives innovation like a little competition.)
  • Technical Environment Expert – Having an expert of your environment with your solution provider is a no-brainer for a large global account, though this can easily be an internal or partner resource.  This person should be connected within your organization and the solution provider – participate in their community, engaged with Product Management, on steering committees etc.  They will drive efficiencies, provide a highly trained technical resource to interface with other parts of your organization, along with providing proactive solution support.
  • Governance – Shared technology requires a shared set of rules.  Typically these cover qualifications for access, scenario based training, campaign checklists, naming conventions, and data practices. Since the heart of marketing automation is good data that last one is critical.
  • Benchmarking – Now that you have everyone on one system it is time to start understanding where you are so that you can plan for where you are going.  Benchmark against yourself and then others.  Look for opportunities to learn inside and outside of your industry – you’ll be surprised where you find your next great idea.
  • Sales Visibility – Marketing now owns a ton of data that is crucial for the sales organization.  The more you make it available and useful the better. Sales and marketing alignment is that last mile of productivity but transparency is the first step.
  • Revenue Steering Committee – With the CEO’s top concern being sustained and steady top-line growth you need a sustained effort to make improvements to your revenue engine.  Whether you are just starting on your journey, defining stages and implementing automation, or a well-oiled revenue machine, you need to be reviewing this all the time.  And don’t forget to invite finance – they can be your best ally.
  • Active Executive participation Marketing automation adds immediate and obvious value to the marketing organization but you need to make sure that it is driving visible value to your Executive team. Find at least one report that will engage your executive and have them participate in the value delivered to the organization (plus a little extra visibility with the boss never hurts.)


There are certainly more and I would love to hear what you think they are.

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