“Marketing

Campaign
Development”
Book Excerpt
What marketing executives need to
know about architecting global
integrated marketing campaigns

By Mike Gospe

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WHITE PAPER Table of Contents (included here)
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• Chapter 2: Secrets of a Best-in-Class Campaign Development
Process
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 C o n t e n t s

NOTE: This is the Table of Contents (TOC) from the book for
your reference. The eBook TOC (below) differs in page
count from the tradebook TOC.

Introduction .....................................1

Chapter 1 The Truth about Campaign

Development. . . . . . . . . . . . . . . . . . . . . . . . . . 3
Why is campaign development important?. . . . . . . . . 3
Sun Microsystems: a case study . . . . . . . . . . . . . . . . 5
Introducing the Integrated Marketing Plan (IMP)
template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Campaigns versus activities . . . . . . . . . . . . . . . . . . . 14

Chapter 2 Secrets of a Best-in-Class Campaign

Development Process . . . . . . . . . . . . . . . . . 15
What is the campaign development process,
and what triggers it? . . . . . . . . . . . . . . . . . . . . . . . . . 16
Part 1: Overview of the campaign development
process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
How the most successful companies develop
their best campaign plans. . . . . . . . . . . . . . . . . . . . . 18
Breaking down the basic campaign
development process . . . . . . . . . . . . . . . . . . . . . . . . 20
The Kickoff Meeting: prelude to planning . . . . . . . . . 22
Synchronization Meetings: building the IMP. . . . . . . 27
Decision: steering committee review meetings . . . . 31
Part 2: Roles and responsibilities . . . . . . . . . . . . . . . 35
Part 3: Answers to the four most common
questions about the process. . . . . . . . . . . . . . . . . . . 36

Chapter 3 Setting the Foundation of Your

Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
The three pillars that define a marketing
campaign’s success . . . . . . . . . . . . . . . . . . . . . . . . . 39

Marketing Campaign Development iii

 Pillar 1: Defining the marketing campaign . . . . . . . . 40
Pillar 2: Constructing a “campaign-level”
marketing objective . . . . . . . . . . . . . . . . . . . . . . . . . 41
Pillar 3: Building a well-constructed value
proposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
A best-practice value proposition template . . . . . . . 46

Chapter 4 Working the Process: Part 1 –

Sketching the Campaign Map . . . . . . . . . . . 55
Working the IMP process . . . . . . . . . . . . . . . . . . . . . 55
The objective of the Integrated Marketing Plan . . . . 56
Getting to Gate 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Introducing the campaign map. . . . . . . . . . . . . . . . . 59
Choosing the right programs . . . . . . . . . . . . . . . . . . 61
The high-level tactical calendar . . . . . . . . . . . . . . . . 65
Rough budget estimate . . . . . . . . . . . . . . . . . . . . . . 66
Documenting assumptions and identifying
synergies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
A word about presenting to the steering
committee at Gate 1. . . . . . . . . . . . . . . . . . . . . . . . . 69

Chapter 5 Working the Process: Part 2 –

Creating Program Blueprints . . . . . . . . . . . . 73
Getting to Gate 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
The logic behind program blueprints . . . . . . . . . . . . 75
Examining a few blueprint examples . . . . . . . . . . . . 77
Questions you must be able to answer
before you can build a program blueprint. . . . . . . . . 81
Designing your own blueprints . . . . . . . . . . . . . . . . . 87
Program blueprint critique sheet . . . . . . . . . . . . . . . 88

Chapter 6 Choosing Proper Metrics . . . . . . . . . . . . . . . 91

Understanding metrics . . . . . . . . . . . . . . . . . . . . . . . 92
The importance of a scorecard . . . . . . . . . . . . . . . . 96
Understanding the marketing knowledge
hierarchy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Observational insight versus contextual
insight. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Critical success factors for managing the
metrics management process . . . . . . . . . . . . . . . . 103

iv Contents
 Chapter 7 The Role of the Campaign Manager . . . . . 107
What is a campaign manager, really? . . . . . . . . . . 108
When do you need a campaign manager?. . . . . . . 109
Five success factors of effective campaign
managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Executive endorsement . . . . . . . . . . . . . . . . . . . . . 114
Campaign management case studies . . . . . . . . . . 114
Just for campaign managers . . . . . . . . . . . . . . . . . 116
Recognizing success . . . . . . . . . . . . . . . . . . . . . . . 117
Final thoughts for campaign managers . . . . . . . . . 117

Chapter 8 Overcoming Objections. . . . . . . . . . . . . . . 119

Chapter 9 Taking the First Step . . . . . . . . . . . . . . . . . 129

Getting started . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Step 1: Focus on three things. . . . . . . . . . . . . . . . . 130
Step 2: Perform a campaign development
assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
What’s covered in a typical campaign
development assessment?. . . . . . . . . . . . . . . . . . . 131
Techniques to help you hear the “voice of
the customer” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
How successful are your outbound
marketing communications today? . . . . . . . . . . . . . 133
Step 3: Make it visible. . . . . . . . . . . . . . . . . . . . . . . 134
Five rules for marketing leaders . . . . . . . . . . . . . . . 134
In conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Appendix A Value Proposition Template . . . . . . . . . . . 141

Appendix B Integrated Marketing Plan Template. . . . . 145

Appendix C The Seven Program Blueprints. . . . . . . . . 147

Author About the Author. . . . . . . . . . . . . . . . . . . . . . . . . . . 157

Your Book Create Thought Leadership for your

Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Why wait to write your book? . . . . . . . . . . . . . . . . . 160

Books Other Happy About Books . . . . . . . . . . . . . . . . . . .161

Marketing Campaign Development v

vi Contents
 Introd uction

While many of us will recognize a good,

well-thought-out marketing campaign when we
see one, the single, basic truth about world-class
marketing campaign development is that it is
easy to say, but hard to do. It is hard to do
because we all like to take short-cuts. I hear the
lament all too often: “I'm over-worked and don't
have the time to think strategically,” or “Planning
is overrated. I just need to get these projects
done.” As a result, we take short-cuts like
“Ready, fire, aim.” Lack of planning is the slippery
slope that leads to wasteful marketing. Then one
day we get the call from the corner office to come
and explain why our marketing efforts did not
produce the desired results.

Luckily, developing world-class marketing

campaigns is achievable for any marketing team.
Successful marketing requires following a disci-
plined, systematic approach to working
cross-functionally and cross-regionally in order
to prioritize marketing objectives, design a cus-
tomer-engaging go-to-market strategy, and
execute the plan. This book is your guide. It will
show you how to optimize your marketing efforts
and achieve an even greater return on your
marketing investment.

I've been there. I know. For more than 20 years

I've worked the angles of campaign manage-
ment. I've led a team of go-to-market strategists
at Hewlett-Packard, guided a worldwide organi-
zation to tailor global strategies for regional
application at Sun, and coordinated a team of
corporate marketing experts to execute specific
campaigns at Ariba. I've experienced the

Marketing Campaign Development 1

 euphoria of designing marketing campaigns that
produced wildly successful response rates. And,
I've earned battle scars with campaigns that
were a disaster. In each case, I paid attention to
noting why some worked and others didn't. Over
the years I've collected and shared campaign
development best practices with companies,
clients, and colleagues. The result of this
research is now captured in this book.

This book is not about marketing theory. It's a

practical, pragmatic “how to” book designed for
hi-tech marketing leaders, as well as corporate,
regional, and marketing operations managers at
every level. If you play a role in the development
and execution of marketing campaigns, this book
is for you.

This unique book takes you step-by-step through

the disciplined, yet practical, process of architect-
ing truly integrated marketing communications
plans that work. In it, you will find a prescription for
building a successful, repeatable campaign devel-
opment process, including the necessary
templates and helpful, practical techniques. The
templates are also available online at:
www.kickstartall.com/campaign_development.html

Good luck and good selling!

2 Introduction
 C h a p t e r

2 Secrets of a
Best-in-Class
Campaign
Development Process

The campaign development process is designed

to drive, encourage, and optimize collaboration
and teamwork across the organization. This
chapter describes the basic process being used
today by a number of leading high technology
companies. Process flow charts, best practices,
and practical tips and tricks are shared at each
step in the process.

“If you do your homework properly in the development

of the communication strategy, it will result in a
sharper, more persuasive integrated selling message
directed to the most likely prospect.” 5
Don E. Schultz, Professor of Advertising and
Integrated Marketing Communications,
Northwestern University

5. Don E. Schultz, Stanley I. Tannenbaum, Robert F.

Lauterborn, Integrated Marketing Communications,
page 65-66, NTB Business Books, 1993

Marketing Campaign Development 3

What is the campaign development
process, and what triggers it?
Whether your company is executing marketing activities according to a
pre-defined plan or via an ad-hoc sixth sense, you are following a
campaign development process. A “campaign development process”
includes the steps you and your team go through to decide what
marketing activity to do when and for which audience. Every company
has a process, but they may not recognize it as such. What’s more,
higher ROI gains are achieved when using processes that are
thoughtfully constructed versus those that aren’t.

“But do I need to follow this process for every marketing campaign?” I

hear you ask. The campaign development process we’re talking about
is best used for only the most strategic, complex, high-stakes
initiatives. By that I mean entry into a new market or aggressively
stealing market share from a competitor. For campaigns that are
“business as usual,” this process is overkill. Campaigns related to
business basics, such as introducing a new set of features or new
support options do not require as rigorous a process as described
here.

After 20 years of in-the-trenches experience with a number of hi-tech

companies as an employee and a consultant, I have discovered
several secrets about what type of campaign development process
produces consistently better results. Better quality leads, higher
awareness levels, improved customer loyalty, and the highest
marketing ROI are almost always achieved when marketing functional
and regional experts and leaders participate in a structured campaign
development process before jumping to the execution. To use another
military analogy, this planning process follows the “ready, aim, fire”
approach whereby military leaders decide what hill to take and plan
how they will take it, prior to deploying the ground forces. The
alternative is the “ready, fire, aim” approach which leads to frustration
and wasted resources when campaigns have to be redesigned when
the hills are re-prioritized but the ground troops have already been
deployed.

4 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

 The most important benefit in embracing a campaign
development process is that it invites cross-functional
participation.

By its nature, cross-functional participation avoids the problems

associated with dictating marketing tactics to the team that they may
not understand or agree with based on their own experiences. In the
end, when there is a lack of participation in building a balanced
campaign strategy, the resulting tactics appear random and
unconnected. They fail to produce results or worse, confuse the
market.

This chapter is broken down into three parts: an overview of the

process, a summary of key roles and responsibilities amongst team
members, and answers to some common questions. Here, we’ll lay out
the basic steps that form the best, most collaborative campaign devel-
opment process.

Part 1: Overview of the campaign

development process
From campaign kickoff to final sign-off

A company’s business planning cycle is ongoing (see Figure 1). It

begins with the strategic foundation (box #1) which specifies the
business goals that must be met, and when they must be met. But, it
doesn’t prescribe how. The “how” will be developed in the campaign
development planning phase (box #2), which is the focus of this book.
Once the campaign plan (or integrated marketing plan) has been
established, the company moves into the execution phase (box #3). All
the while, careful attention is being paid to the reporting of results and
fine tuning of the programs (box #4). The final analysis then becomes
an input into the next business planning cycle.

Marketing Campaign Development 5

 Figure 1: A Company's Business Planning Cycle

We will assume that a company’s strategic foundation has already

been established and well communicated to the marketing and sales
teams. This is an important expectation because campaigns that are
not well-grounded end up wasting resources, creating internal
frustration, and confusing the target market.

How the most successful companies

develop their best campaign plans
First off, I should explain that the campaign development process is not
an isolated process. In fact, it is an overlay to the annual business
planning, department planning, and budgeting processes that exist in
almost every company, large or small. All senior marketing executives
ask their directors and department heads to submit a functional plan
once a year. This functional plan includes a summary of programs or

6 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

tactics they plan on executing, along with headcount and budget
requirements. Like pieces of a jigsaw puzzle, the marketing managers
will produce their piece of the puzzle. Unfortunately, it is not always
clear what the puzzle will look like when the pieces are put together.
This is where the campaign development process comes into play.
When a campaign development process is initiated, it forces the
marketing functions to integrate their efforts to a much greater degree.
The result is the formation of marketing functional plans that fit together
cleanly to produce a crisp, clear picture.

The campaign development process is about integration, team work,

and cross-functional partnership. In fact, the process is not worked
for process' sake; it’s worked to encourage the best, most insightful,
most collaborative discussions so optimal marketing mix decisions are
always reached (see Figure 2). This collaboration results in a
360-degree view of the marketing challenge and opportunity. Through
the magic of working the process, all of the marketing media managers
(e.g., press relations manager, advertising manager) come together to
reinforce and drive an ongoing, meaningful dialog with a prospect or
customer that will grow over time and result in a higher degree of
customer loyalty.

Why is a formal campaign development process

important?

1. It drives purposeful, cross-organization, worldwide

collaboration and teamwork.
2. It establishes a consistent, systematic approach for
synchronizing multiple (and possibly competing)
campaigns.
3. It speeds time-to-production and lowers the
development costs of all marketing materials because
costly rewrites are avoided.

Figure 2: Campaign Development Process

Marketing Campaign Development 7

When a consistent, systematic process is not followed, team members
remain siloed. They spend a lot of time debating priorities, strategies,
and time tables. Frustration levels rise because decisions are
second-guessed. And, the creation of marketing deliverables from
press releases to website and collateral design take multiple iterations
that would have been unneeded if a stable strategy and direction had
been agreed to and communicated widely before production began.

Breaking down the basic campaign

development process
Although each company will have a slightly different campaign
development process, there are three primary stages that all
processes have in common: Kickoff, Synchronization, and Decision
(see Figure 3).

Kickoff meetings literally mark the beginning of the collaborative

campaign development process. Synchronization meetings are tools
used to help the team develop the IMP and address gaps, issues, and
road blocks. Because resources are limited and business priorities
must be established, a campaign management steering committee is
required to provide the proper guidance. This steering committee is
designed and run similarly to the product development steering
committee. It is an executive body responsible for approving integrated
marketing plans for the most strategic campaigns. It is also a point of
escalation for resource and budget issues.

8 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

 Figure 3: Three Phases of the Campaign Development
Process

Marketing campaigns don’t build themselves. And, they are not built by
a single person. However, they are driven by an anointed campaign
manager who has the responsibility and authority for bringing people
together to tackle the marketing opportunity. It is critical to understand
that while led by a campaign manager, the campaign strategy and
tactical plan will be developed by a team via this collaborative process.
The designated campaign manager may reside in product marketing,
corporate marketing or field marketing. The role of the campaign
manager is further explored in Chapter 7.

Marketing Campaign Development 9

The Kickoff Meeting: prelude to planning

Purpose: To educate, inform, and align the marketing team

Meeting host: Campaign manager
Participants: A representative from each corporate
marketing discipline, product marketing, field or regional
marketing and sales
Agenda: To introduce the campaign and walk through the
primary data and background that is required in order for the
functions/regions to develop specific programs to support
the campaign.
Meeting design: Lecture and Q&A
Meeting length: 1-2 hours

The campaign development process officially starts with a public

kickoff meeting led by the designated campaign manager. However,
before the kickoff meeting is held, some careful preparation is required.
In most cases, the CMO or VP of marketing will have named and intro-
duced the marketing campaign concept (sometimes referred to as ini-
tiatives) for the fiscal year and then anointed a campaign manager to
lead each campaign.

The campaign manager’s first duty is to research the opportunity,

gather key market and competitive information, and then work with the
executive team to confirm the specific goals, objectives, general
resource requirements (including rough budget guidelines), and timing
of the campaign. This information becomes the solid foundation upon
which the campaign details will be built. To be sure, the campaign
manager does not do this in isolation. The best campaign managers
are politically-savvy marketing leaders; they will interview stakeholders
and experts inside and outside the company in order to scope the
campaign appropriately. With this information in hand, the campaign
manager is ready to introduce the full campaign scope to the rest of the
global marketing team. This takes place during the kickoff meeting.

10 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

It is important to understand that the kickoff meeting is not about
dictating or even brainstorming the marketing tactics (That happens
later.) Instead, the kickoff meeting is a prelude to planning. The
campaign manager uses this meeting to educate, inform, and direct a
larger team of marketing experts who will be called upon to execute the
campaign. The campaign manager will also describe the process they
will follow during the coming weeks. (See Chapters 4 and 5 for more
detail.)

One of the best examples of a kickoff meeting was at Sun where the
campaign manager hosted a structured meeting in a style similar to a
press briefing. His agenda was clear and concise; he included guest
speakers from product marketing to describe the target audience, and
a speaker from analyst relations to update the team on a recent analyst
report relevant to the industry. There was also plenty of time for
questions and answers. During this meeting, he distributed a col-
or-coded, bound set of reference materials that gave further details on
the campaign objectives, target audience segmentation, product value
proposition, customer references, relevant benchmark statistics, testi-
monials, and evidence to support their claims of product performance.
In short, by the time the meeting concluded, all representatives of his
extended team had 80% of the information they would need in order to
draft a recommendation for how their function could support the overall
campaign. The final 20% would be worked out as team members col-
laborated in the following weeks. An example of a typical agenda for a
kickoff meeting is shown in Figure 4.

The best time to hold a kickoff meeting

Kickoff meetings are usually either tied to the annual planning process
or to a specific product launch plan. A typical campaign development
process can take between eight and 12 weeks, depending on the
complexity of the campaign. Ideally, from a timing standpoint, a typical
kickoff meeting is held four to six months prior to the launch/execution
date. This allows plenty of time for the team to work the details of the
activities and offers once the strategy has been set. (As you will recall
with the WebTone example in Chapter 2, the planning-to-first-execu-
tion timeline was 90 days: the kickoff meeting was held on January 2,
with the first tactical launch executed on April 15.)

Marketing Campaign Development 11

 Integrated Marketing Plan – Kickoff Meeting Agenda
Welcome and description of the marketing campaign (15 minutes)
• Introduction of the campaign name including a short description
• High-level marketing goals (upon which the success of the
campaign will be judged)
• Time table indicating the duration of the campaign and the targeted
launch date
Setting the stage (60 minutes)
• Market backgrounder
– Target market segmentation, including the business problem
the target audiences are trying to solve
– Current (or near future) competitive alternatives
– Partner or channel implications
– Q&A
• Relevant product information
– Product value proposition (as relevant to the intended target
audience)
– Product launch plan (if this is for a new product introduction)
– Product roadmap (if multiple releases are going to be
introduced during the campaign's time frame)
– Q&A
Next steps (15 minutes)
• Action items for team members
• Where to get additional information
• Campaign development timeline
• Q&A

Figure 4: A Typical Agenda for a Kickoff Meeting

In reality, the team may not have the luxury of this much time. In that
case, it is best to host a kickoff meeting as soon as possible after the
executive direction has been communicated. But, keep in mind that a
well-run kickoff meeting is not just thrown together. It is important that
the campaign manager be well prepared to share this information in a
coordinated, confident manner. Because businesses are moving
quickly, the market analysis may not yet be complete in time for the
kickoff meeting. However, there must be a reasonable amount of
confidence in the available data and executive sponsorship in order for
the campaign to be kicked off.

12 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

Who attends the kickoff meeting?
In general, the kickoff meeting is open to anyone who has a need or an
interest in the campaign. Since the objective is to educate, inform, and
guide, the more widely this information is shared, the better.

Required attendees usually include:

• Product marketing representative(s)

• Partner and channel marketing representative(s)

• Corporate marketing functional representatives from

– Advertising

– Press relations

– Analyst relations

– Direct marketing

– Event marketing

– Collateral

– Web marketing

• Regional marketing representatives

– Americas

– Europe, Middle East, Africa (EMEA)

– Asia Pacific

– Japan

• Sales representative or sponsor

Optional attendees may include executives, managers, and individual

contributors throughout the organization including customer support,
inside sales, and product management.

Marketing Campaign Development 13

Tips & Tricks for avoiding the three most common kickoff meeting
disasters:

1. Failing to hold a kickoff meeting: When campaign managers

decide they don’t need one, they fail to engage the team that will
be responsible for executing the marketing tactics. As such, the
individuals never develop a common frame of reference, nor do
they feel that they are part a larger team with a common goal.
This lack-of-connection encourages siloed behavior and the
development of discrete marketing tactics that are not integrated.
It also encourages regions to (continue to) act independently
from headquarters.

2. Dictating the details of the marketing plan: Sometimes

campaign managers go too far and prescribe specific marketing
tactics at this meeting. The meeting and their role then become
political because this approach implies the campaign manager
has direct authority over the team, which is not usually true. Thus,
it causes all kinds of frustration and angst within the team.
A good campaign manager will likely have some rich insight and
knowledge about the market, region, or the marketing activities
which will apply best. But, an experienced campaign manager will
know that campaigns for large, multinational companies are
complex by nature and must have cross-functional cooperation in
order to develop and then execute a balanced campaign. He or she
will invite the appropriate individuals to participate in the planning
process, thereby gaining their wisdom, knowledge, and most
importantly their commitment to execute the plan with their full
energy and a positive attitude.

3. Failure to describe the process: Whether or not this is the first

time the team has gone through the campaign development
process, the campaign manager must always end their meeting
with a clear roadmap of next steps so the team members know
what is expected of them. Milestones, due dates, and timetables
must be clearly communicated. If team members leave the
meeting unclear on what they need to do next, the meeting has
failed.

14 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

Synchronization Meetings: building the
IMP

Purpose: To develop a working draft of the Integrated

Marketing Plan
Meeting facilitator: Campaign manager
Participants: A representative from each corporate
marketing discipline, product marketing, field or regional
marketing and sales.
Agenda: For the marketing media experts to share program
recommendations, identify gaps, and gather feedback on
where/how their function can support the achievement of the
campaign objective.
Meeting design: Collaborative working sessions conducted
over several weeks.
Meeting length: 4 – 8 hours each, depending on the agenda

What are synchronization meetings?

Having conducted the kickoff meeting, the team is now grounded in a
common understanding of the marketing opportunity and the
campaign-level goals. With that as background, the focus of the next
eight–twelve weeks will be on developing an IMP.

A synchronization meeting is a structured brainstorming, collaborative

session where the team comes together to get real work done in
constructing the IMP. An IMP template is provided so team members
can collect their thoughts and share recommendations (e.g., functional
goals, objectives, metrics, programs and activities). As each member
presents their material, the others ask questions, helping to identify
gaps and overlaps and ultimately construct a comprehensive
campaign.

Marketing Campaign Development 15

Throughout this process, there will be a series of synchronization
meetings, some formal, some informal. Whereas formal synchroniza-
tion meetings are structured as ½ day or day-long practical working
sessions, informal synchronizations may take place daily between in-
dividuals. There is no question that some of the most insightful recom-
mendations and creative ideas will be generated in these collaborative
sessions. Depending on the complexity of the campaign, more or fewer
of these synchronization meetings will be required.

Each formal synchronization meeting will be moderated by the

campaign manager. Participants include functional and regional repre-
sentatives. The objectives of the synchronization meeting series
include:

• To develop the first or subsequent draft of the IMP

• To hear functional/regional recommendations and build a compre-

hensive view of the total campaign and the supporting programs (at
a high level)

• To look for gaps, potential synergies with other campaigns, as well

as risks and dependencies

• To discuss and debate implications and areas for further refine-

ment

• To get a rough idea of resource and budget requirements

Four types of synchronization meetings

Depending on the complexity of the campaign or the extent of the
global reach of the campaign, multiple synchronization meetings may
be required. There are four types of synchronization meetings; some
of these may be combined.

By synchronizing the media, you are deploying a cohesive

sustained dialog rather than the fragmented scattershot of
messages often experienced by customers or prospects.

16 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

Synchronization Meeting #1: Architecting the campaign map
This is the first synchronization meeting and usually takes place one
week after the kickoff meeting. The focus of this meeting is on the
strategy and programs (not the tactics) that support the campaign. The
goal is to produce a campaign map – literally a mapping of the set of
agreed-upon programs that will comprise the overall campaign. (Recall
the WebTone campaign map shown in Figure 1.) Chapter 4 explores
the concept and purpose of the campaign map. The goal of
synchronization meeting #1 is to rally the team in support of which, and
how many, of these programs are necessary to achieve the campaign’s
objective.

Synchronization Meeting #2: Aligning multiple campaigns

Synchronization meeting #2 is a reality check. When companies are
running multiple campaigns, it makes sense to synchronize the
campaigns to understand where they overlap. Overlaps can commonly
occur with common target audiences, products, vehicles, and
timeframes. For example, one company was running five campaigns
thought to be unique. However, as the campaign maps for each were
developed, they discovered that three of the campaigns were targeting
the same audiences (CIOs of Fortune 500 companies) at the same
time (April) with some of the same products. By discovering this
overlap, they decided to combine two of the three campaigns, and to
shift the third campaign for execution later in the year.

With the campaign map now illustrated, an executive summary of the

campaign strategy is produced and then shared with the steering
committee at the Gate 1 review meeting. Once approved, the team is
ready to prescribe the supporting activities and offers that will make up
each supporting program. Those will be generated during the
synchronization #3 meeting.

Synchronization Meeting #3: Developing program blueprints

Synchronization meeting #3 is about diving into the specific activities
and offers that make up each of the recommended programs. As such,
each program will have a blueprint that shows how the combination of
media types is used to create a personalized, engaging dialog with the
intended audience. Chapter 5 introduces the blueprint concept and

Marketing Campaign Development 17

details the seven basic program blueprint types. The campaign team
will work from these models to determine which ones apply and then
customize them to meet their specific market needs.

It is important to understand that we are still in the planning stage – not

the execution stage. This means that we want to map out a path for
engaging a specific target audience so as to communicate a specific
message or message theme. This is not about tactical planning where
we list out every action item for every email that will be deployed during
the course of the program. Those tactics will be captured, managed,
and monitored during the execution phase of the campaign; but that
level of detail is not appropriate during the planning process.

Synchronization Meeting #4: Aligning regional activities

Synchronization meeting #4 is also a reality check. When multiple
campaigns are intended to be introduced within a region at the same
time, the execution of those activities may be constrained by the limited
regional resources. To help avoid miss-set expectations and disap-
pointment, a separate synchronization meeting may be needed for
regional managers to prioritize the multiple campaigns and their sup-
porting programs. Conducting this synchronization meeting early can
help teams avoid producing blueprints that will never be acted upon in
the regions.

Three secrets for managing successful synchronization

meetings
Synchronization meetings can be wildly successful or downright
painful. What makes the difference? The secrets to success are the
following:

1. Structured meetings: The campaign manager provides struc-

ture to the work session. This means that the campaign manager
will act as a moderator and will develop a crisp agenda with a
clearly-stated meeting objective. The campaign manager en-
sures that all participants have a chance to contribute and be
heard. They are also in charge of taking notes and capturing ac-
tion items.

18 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

2. Active participation: Team members are active participants in
the meeting, assisting the campaign manager at each stage of
the campaign development process. All participants come pre-
pared to share their insights and recommendations, having com-
pleted any assigned pre-work.

3. Professional engagement: Only constructive dialog is allowed.

Ground rules are set and reinforced to encourage open and hon-
est discussion that is respectful of all team members.

Decision: steering committee review

meetings

Purpose: To gain approval of the IMP at Gate 1 and Gate 2

Meeting host: Chairman of the steering committee, usually
the VP of marketing operations
Participants: Steering committee members
Guests: The campaign manager and selected team
members who will participate in the presentation
Meeting design: Presentation and Q&A
Meeting length: Typically 60 minutes per team presentation

For large multinational companies, marketing campaigns can be

complex and detailed. This is especially tricky when multiple
campaigns may be initiated at the same time with overlapping objec-
tives. When resources are limited, business priorities must be estab-
lished. A campaign management steering committee is required to
provide the proper guidance. As mentioned earlier, the steering
committee is an executive body responsible for approving integrated
marketing plans for the most strategic campaigns. It is also a point of
escalation for resource and budget issues.

Marketing Campaign Development 19

The steering committee review is not to be taken lightly. The campaign
team must be fully prepared to present their campaign strategy for
Gate 1 review and then the program details for Gate 2 review. They
must have their facts straight and be prepared to describe and even
defend their recommendations.

Campaign management steering committee, defined:

• Comprised of VPs of marketing operations, product marketing,

marketing communications, field marketing, regional marketing

• Focuses on strategic topics related to marketing messaging,

communications, and customer engagement models and
methodologies

• Makes operational decisions regarding campaign development,

prioritization, regional considerations, and resource allocations
(budget and headcount)

• Reviews and approves (or disapproves) the IMP at two phases:

– Gate 1: approval of the campaign strategy, including the campaign

map

– Gate 2: approval of the program blueprints that include the

recommended activities and offers

Why are there two steering committee reviews?

The objective of the Gate 1 review is to set forth the campaign strategy,
including the resource requirements, necessary for success before
work actually begins on the tactics. Countless hours and dollars have
been lost in marketing activities being developed that later got
cancelled or flat out missed their mark. Gate 1 is intended to help guide
and reinforce team decisions so these precious resources are not
wasted. (See Figure 5 for an example of a typical Gate 1 agenda.) Only
once Gate 1 has been reached and approved, will the teams be
allowed to focus on the specific activities and offers that will comprise
the overall campaign.

20 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

 Integrated Marketing Plan – Campaign Strategy Review
Agenda – Gate 1
• Campaign name & description
• Campaign objective(s)
• Value proposition
• Campaign map
• Tactical calendar (program view only)
• Rough budget estimate
• Key assumptions
• Synergies with other campaigns
• Open issues requiring steering committee guidance

Figure 5: A Typical Agenda for a Gate 1 Review Meeting

The objective of the Gate 2 review is to roll up all of the program

blueprints (and their activities and offers) to evaluate how they all fit
together. A sample of a Gate 2 agenda is shown in Figure 6.

Integrated Marketing Plan – Program Blueprints Review

Agenda Gate 2
• Summary of revisions from Gate 1 meeting
• Overview of key program blueprints
• Program Executive Summaries
– Program name, description, and objectives
– Program blueprints (showing the connections between
activities and offers)
– Program calendar of major events
• Synergies with other campaigns and/or programs
• Open issues requiring steering committee guidance

Figure 6: A Typical Agenda for a Gate 2 Review Meeting

Marketing Campaign Development 21

During this review session, campaign teams can and should highlight
gaps and overlaps and risks associated with being able to successfully
deploy the campaign. Occasionally, campaigns will overlap and teams
will be fighting for limited resources. In this forum, the steering
committee can address those issues, make real-time decisions, and
provide final guidance to the team as they prepare to execute the
tactics of the campaign.

In addition to these two formal meetings, the steering committee is a

resource to help resolve escalations. When issues arise due to
changing market dynamics, product road maps, launch plans, etc, the
campaign manager may decide to engage the steering committee to
get guidance and resolve issues earlier rather than later.

Putting it all together

Figure 7 shows the general process steps from the kickoff meeting to
the final steering committee review meeting.

Figure 7: Fundamental Steps in the Complete Campaign

Development Process

22 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

Despite these formal steps, much work gets accomplished during
informal and impromptu meetings which I term “mini-syncs.” These
hallway conversations and small group sessions can be incredibly
productive. I’ve observed that cultures that encourage delegation and
personal initiative produce the best plans quickly. It is important to note
that every company will have nuances about this process that will be
unique for their organization. However, the basic process steps will be
very similar.

Part 2: Roles and responsibilities

I am commonly asked to describe the roles and responsibilities of
players involved in this process. Although each company has its own
uniqueness, Figure 8 provides some typical definitions and descrip-
tions that will help you set some team, and individual expectations.

Department Responsibilities
Campaign Responsible for team coordination and managing the development of
Management the IMP. Owner of the IMP process and author of the final IMP document.

Responsible for designing and executing the marketing media strategies

Corporate and tactics (e.g. press releases, global lead generation programs, webinars,
Marketing website, events, advertising).

Responsible for lead qualification and development of viable sales

Field
opportunities; supplements corporate marketing plan with local activities &
Marketing offers (with an effort to leverage corporate marketing resources & materials).

Responsible for sponsoring the overall campaign; ensures alignment with

Marketing Executive
company goals; removes roadblocks.

Responsible for representing partner needs in the campaign

Partner
development process; acts as the interface and liaison between
Marketing corporate marketing and the partners.

Product Marketing Responsible for product strategy, target market segmentation, messaging,
(outbound-focused) and content creation.

Represents sales priorities and objectives; provides input into the campaign
Sales Representative development process; also communicates campaign status to the rest of
the sales team.

Responsible for approving and prioritizing the campaign plans and resolving
Steering Committee
escalated issues that impact the successful execution of the campaign.

Figure 8: Basic Roles and Responsibilities

Marketing Campaign Development 23

Part 3: Answers to the four most common
questions about the process

Who is responsible for the campaign development process?

In most cases, a technology company will have a VP or senior director
of marketing operations responsible for constructing the umbrella
campaign development process. This person (or team) will also be
responsible for producing the tools and templates, as well as training
the rest of the organization in how to engage the process. The
campaign managers may or may not report to the operations staff.
Regardless, they will be working together closely to adopt and adapt
the process in real time.

When do you need a campaign manager?

Not all companies may need a formal campaign manager role. Smaller
businesses that sell only a few products to a few audiences may indeed
be able to manage the complexities of their campaigns within the
structure of their current marketing team. However, if yours is a
company with annual revenue of more than $50M, markets in more
than one geographic region, and a marketing budget of any amount,
you can benefit greatly by making use of a campaign manager. Other
factors include your specific campaign or product launch objectives,
the breadth of your product offerings, or the number of targeted market
segments you want to actively pursue. The more strategic or critical
your marketing objectives, the more value a campaign manager can
bring.

There is always a cost inflicted by a lack of strategic forethought and

coordination. Although that cost may be intangible to upper
management, it is nevertheless very real. Once a company reaches
this size and complexity, it is guaranteed that some marketing dollars
will be wasted and opportunities will be missed without the guidance
and marketing discipline a professional campaign manager can bring.

24 Chapter 2: Secrets of a Best-in-Class Campaign Development Process

Is the IMP meant to be a tactical marketing plan?
No. Remember, the IMP is not a tactical marketing plan. It is not
intended to be the Gantt chart of all tactics and all action items. There
are other tools better used for that once you pass Gate 2 and then get
into the execution phase (which is outside the scope of the IMP).
Instead, the IMP links activities and offers to programs and campaigns.
Chapter 5 describes the level of detail appropriate in planning
blueprints. For now, don’t get caught in the weeds.

How often do these campaigns get updated?

After an IMP has been approved at Gate 2, you’re now in execution
mode. It’s tempting to think that planning is now complete. But it’s not.
The world continues to evolve and your business conditions will
change too. Therefore, it is best to review the IMP once each quarter,
and plan a formal review with the steering committee every six months.
That way, you have the ability to make changes proactively. The
campaign manager’s job is to keep an eye on the campaign and how
the market is responding to it. He or she will track campaign results and
report back to the steering committee during quarterly or semi-annual
checkpoint meetings.

Marketing Campaign Development 25

26 Chapter 2: Secrets of a Best-in-Class Campaign Development Process
 A u t h o r

About the Author

Mike Gospe is a co-founder and principal of

KickStart Alliance (www.kickstartall.com), a
marketing and sales SWAT team that assists
businesses of all sizes in architecting and
executing a variety of marketing and sales
programs and plans. With more than 20 years of
hi-tech marketing experience, Mike is an
accomplished leader, marketing strategist and
corporate executive, working with marketing
leaders to architect and hone their strategies,
processes, and plans.

Mike wears the victories and battles scars of

campaign development, having worked eight
years in the trenches as a campaign manager
and then as the director of the campaign
management team at both HP and Sun. As a
result, Mike was recognized as being one of the
key architects that helped these companies
reinvent their approach to global integrated
marketing planning and execution.

Marketing Campaign Development 27

 As a recognized leader, Mike has authored a
number of marketing and sales-related articles,
and is a frequent guest speaker at venture
capitalist and marketing forums on the topics of
business and marketing planning, messaging,
and sales development. He has a BSEE and an
MBA from the University of Santa Clara. Mike
and his family live in Los Altos, California.

He can be reached at [email protected].

28 Author
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Marketing Campaign Development 29