Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.Unicorn has been having an issue with data quality coming from their Adobe Marketo Engage instance. An audit finds that a key issue is that Marketers and IT members lacked knowledge in best practice processes for the following tasks:Importing data to Marketo Engage or CRM in incorrect format or with old informationSetting up forms to comply with Data Standardization (such as String Country fields to fill out)Importing large purchased lists without any minimal validationUnicorn agrees with the auditor’s recommendations to roll out enablement as part of a way to solve the problems.Which two steps should be a part of this enablement? (Choose two.)
Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.Unicorn Fintech is using Salesforce and Adobe Marketo Engage. They want to change their lead sync and lead routing rules for new leads that are generated through Marketo Engage forms. The Marketing Operations Manager needs to help them build new automation. Leads must reach a minimum lead score of 50 prior to being synced for Inside Sales to follow up. Prior to syncing to Salesforce, they want to make sure that each lead has a minimum data set of lead source and country. The Inside Sales Managers in each region cannot agree on a single global process for which leads should be assigned to which Inside Sales reps once the leads are created in Salesforce. They want the flexibility to decide at the country level.What is the most appropriate, scalable process for the Marketing Operations Manager to build?
Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.Unicorn starts rebuilding out its Revenue Cycle Model (RCM) to move away from the generic Marketable model. The goal is a model that more accurately matches its customer journey. When building out the RCM, Unicorn finds that several of their “Skips” (customers who initially engage with Unicorn, but then “skip” to receive services directly from a consortium bank) seem to only appear at the Engaged phase due to scoring, before reappearing as a ‘Closed Won’ in their CRM.As the CRM begins to sync back these Closed Won Opportunities, how should this journey be captured in the Revenue Cycle Model?
Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.The Unicorn Marketing Operations team has five custom integrations pushing and pulling data between Adobe Marketo Engage and other third-party systems. All five custom integrations are currently using the same API user and custom Launchpoint service.What should be the primary security concern for Unicorn?
Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.The social media team at Unicorn Fintech has been running paid search, paid social, and retargeting ads for the past year. Each of these is an Adobe Marketo Engage program channel and is set up to capture program member success and cost. The newly formed Account Based Marketing team (ABM) also wants to run paid social and retargeting ads but has their own budget. They want to report on their ABM efforts and ROI of their specific programs separate from the social media team. The social media team wants to be able to see how all campaigns are performing as well as easily separate the ABM efforts.How should the Marketo Engage Architect set up the program structure to achieve these reporting goals?
Unicorn Fintech Case Study -UNICORN FINTECH COMPANY PROFILE -Unicorn Fintech is a mobile-only financial-services startup 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 requirementsMarketing is responsible for acquiring new customers 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 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 technologyCurrent 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 processesA typical email campaign:Addresses a purchased (for customer acquisition) or in-house (for cross-sell) list. Purchased lists range from 300,000 to 1.5 million addressesIs sent from multiple data centers in the US and CanadaIncludes an “unsubscribe” opt-out below the messageIs static; there are no formula fieldsUses no deliverability authentication, nor integration with any email management platform.All campaigns to date direct respondents to a single landing page with the company’s “all markets” message. More sophisticated targeting is a high priority.Current lead management and attribution processesUnicorn’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 growthWithout more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better onesIn general, analytics integrations are manual, slow, and unreliableThe current system completely misses “skips” – customers switching from the Unicorn app to consortium banks – an important source of revenueDocumenting 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 initiativesQuality and reliability of the Analytics information his team provides to MarketingMARKETING STAFF -Marketing Operations staff concerns:Campaigns require so much work that they can’t run as many of them as they need toMulti-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform bestGetting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fixPoor integration with third-party tools for preparing, sending, and evaluating campaign materials, for example:Webhook not firing,Reaching API limit,Synchronization errors with third-party tools and SalesforceInadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaignsDespite 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 regression score and resetting levels.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.Refer to the case study.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.)
