UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses
crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixedannually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips."
Current and aspirational marketing technology
Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
• Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
• Is sent from multiple data centers in the US and Canada
• Includes an "unsubscribe" opt-out below the message
• Is static; there are no formula fields
• Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message. More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and "qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
• The current solution has too many manual steps to scale with anticipated growth
• Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
• In general, analytics integrations are manual, slow, and unreliable
• The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
• Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
• The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
• Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF
Marketing Operations staff concerns:
• Campaigns require so much work that they can't run as many of them as they need to
• Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
• Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and
fix
• Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for
Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
• Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team,
Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
An Adobe Marketo Engage customer recently started using a new Survey platform to measure Net Promoter Score (NPS). The company began using this platform 3 months ago. The company invites new customers to complete the surveys by batching out invites monthly to imported lists of customers that meet the criteria from data held in Salesforce Custom Objects. The company has the native Salesforce sync in place. The survey invite email is sent from Marketo Engage and currently invites the customer to the survey platform via a generic link to start the survey. The company can not know whether the customer completed the survey or what responses they provided. The company does not want to maintain history of the NPS score. They want to know the latest NPS score only.
Which three important architectural recommendations should an Architect suggest to scale this platform and its integration with Marketo Engage? (Choose three.)
A consultant conducts an audit on a company's Adobe Marketo Engage instance and discovers:
• The instance hits its API limit twice a month, affecting leads from multiple third-party integrations from being consistently created or updated automatically.
• The field "Country' is set as a text field, which results in inconsistent variations and misspellings of the country value, leading to the inability to route leads to the proper regional sales team.
• There is a Segmentation called "Reqion", which is defined by the "Country" field values; due to the inconsistency of the field, a majority of the person records sit in the "Default" segment.
• Lead routing is based on the "Region" segment, and there is no logic set in the routing to account for the "Default" leads.
After sharing these findings with a group of stakeholders, the stakeholders share:
• The Data Science team uses the Marketo Engage API to pull data out of the instance twice a month for an executive dashboard that tracks quarterly goals.
• The Sales team is extremely below target for qualified leads because the volume routed to them is so low.
• The Web team has reported on below-average form conversions because too many fields are open text.
• The Marketing team wants to send nurture emails that are localized based on the "Region" Segmentation.
The end of the quarter is 1 month away.
What is the first action the consultant should take?
Refer to the case study.
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns. Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses
crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaignscontribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips."
Current and aspirational marketing technology
Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
• Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addresses
• Is sent from multiple data centers in the US and Canada
• Includes an "unsubscribe" opt-out below the message
• Is static; there are no formula fields
• Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message. More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and "qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
• The current solution has too many manual steps to scale with anticipated growth
• Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
• In general, analytics integrations are manual, slow, and unreliable
• The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
• Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
• The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
• Quality and reliability of the Analytics information his team provides to Marketing
MARKETING STAFF
Marketing Operations staff concerns:
• Campaigns require so much work that they can't run as many of them as they need to
• Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
• Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and
fix
• Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for
Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
• Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns
Despite the absence of an external Sales team,
Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
Some of Unicorn's customers use their financial products and services. Marketing wants to roll out a "Weekly rollup" email to customers who are opted in for email. This email will show a quick snapshot of how each product/service those customers have with Unicorn perform.
The data to send these emails must be set up to sync to the Adobe Marketo Engage instance for each customer. Each customer can own multiple of the same product, or a number of products/services.
How should this data be pushed into Marketo Engage to be used most effectively?
A marketer is in charge of marketing campaigns for a company that creates customized vinyl figurines. The marketer is launching a multi-channel campaign that will include nurture, webinars, paid social ads, virtual events, and more. The marketer creates a nurture email program that consists of a series of six emails to be sent once a week and wants to understand the impact. The target audience will be put through many campaigns.
When reporting on effectiveness or ineffectiveness of an email nurture, which two valid metrics should the marketer utilize to decide what to do next? (Choose two.)
TESTED 23 Nov 2024
