Marketing Center of Excellence

Winners of this award have developed a model for marketing process decision-making and planning, developed internal champions and subject matter experts, and have promoted the pervasive adoption of best practices in marketing communications, automation and measurement.

Motorola Solutions Marketing Center of Excellence (2013)

Motorola Solutions – a provider of business- and mission-critical communication products and services to enterprises and governments – implemented Eloqua for the Asia-Pacific region in mid-2012 with the aim of transforming their marketing operations. Through a methodical approach to planning, decision-making, innovations and optimization, Motorola has built a marketing center of excellence that that has delivered significant measurable benefits to the organization. The Motorola APME Demand Centre team has become a powerhouse of knowledge and best practices in B2B marketing, in turn helping the field marketers with their demand generation initiatives.

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Reed Business Information Marketing Center of Excellence (2013)

We are a small, highly effective team of in-house experts driving and supporting the implementation of Eloqua and adoption of Marketing Automation across the $350 million Data Services division of RBI, enabling marketers to contribute up to 30% of new business revenue through lead nurture. Our skills are in high demand and we achieve by creating smart, efficient and innovative solutions based on our understanding of our customers’ needs.

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Sage Marketing Center of Excellence (2013)

Focused on best practices, demand generation, qualifying leads and consistent processes, Sage’s Revenue Performance Center (RPC) is a marketing center of excellence that not only enables the enterprise to talk as “one Sage,” but has helped improve its marketing efficiency and reduce costs. Sage developed a team of marketing experts specifically for the RPC, and within one year, the enterprise has seen remarkable results. Sage’s rigorous and systematic marketing approach addresses people, processes and technology, and executes demand generation efforts that drive revenue.

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Thomson Reuters Marketing Center of Excellence (2013)

The Thomson Reuters Accelus Marketing Center of Excellence has been responsible for stitching together disparate marketing functions into a connected, focused organization that is able to globally deploy campaigns and run consistent analytics to measure performance. We have done this by layering best practice processes, style guides and templates on top of the Eloqua 10 marketing automation structure.

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Adobe Marketing Center of Excellence (2012)

We constantly test new ideas (and periodically old assumptions) sharing the assets, processes and results with other teams so that we can learn from each other and constantly improve.  In a large enterprise, active sharing (a dialogue) can be more difficult because there are many specialized teams and geographically disperse teams, which is why we have instituted monthly meetings where test results are shared and dialogue about applications elsewhere are had.  Assets and documentation is fairly simple to share compared to process and work flow, which is why most processes are designed centrally allowing all marketers to benefit from process improvements (includes automation such as Lead Scoring, Lead Management, Lead Nurture, Data Transformation, etc).  Key ingredients to a successful Marketing Center of Excellence are a culture of testing and analyzing, agility to execute on best practices, an attitude of being helpful, and humility as a learner.

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CSC Marketing Center of Excellence (2012)

CSC, a leading global provider of technology-enabled business solutions and services, recently installed a marketing automation system to achieve marketing consistency, standardization and universal adoption. This system is a key component in the company’s current business transition, which — led by our new CEO — aims at cutting costs, boosting performance and strengthening financial results. CSC views its marketing center of excellence as a shared service. In this way, CSC is ensuring consistency, global processes and a standard technology. The technology, in turn, is delivering marketing automation, alignment with business rules, scoring and the imposing of standards.

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Hewlett-Packard Marketing Center of Excellence (2012)

Since October 2011, Hewlett-Packard has implemented the largest instance of Eloqua to date, and this has been managed internally by the Global Demand Center team.  This team has been chartered with the mission of transforming the way that HP does marketing with Marketing Automation.  We call this the “digital marketing transformation” that will allow us to be more competitive in the marketplace, better align our sales and marketing teams, give us greater visibility into our customer’s journey, and provide us with the tools to make better marketing decisions.

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Lenovo Marketing Center of Excellence (2012)

Over the period of 18 months, Lenovo has created a marketing center of excellence through a rigorous, systematic approach that addresses people, processes and technology in detail with the goal of setting standards that can be used to execute demand generating efforts that produce revenue. These standards have been developed with an empirical, operational mind-set; to achieve repeatable, reproducible results.  As a result, Lenovo has decreased its number of leads by 75%, increased the number of Marketing Qualified Leads by 150%, and generated over $85 million in opportunity pipeline revenue and closed won revenue.

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Motorola Solutions Marketing Center of Excellence (2011)

Motorola Solutions’ marketing team faced a set of legacy challenges.  Marketing was not viewed as a growth driver, and marketing’s activity was not actionable. The goal was nothing less than a transformation of the business, to make Motorola Solutions’ marketing an “always-on demand engine” and add efficiency throughout the process. It is within this context that we created a marketing center of excellence backed by a partner ecosystem including best-in-class marketing automation.

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National Instruments Marketing Center of Excellence (2011)

At National Instruments, two things we strive for in Global Database Marketing are being effective and being efficient while supporting 27 branches worldwide by utilizing consistency, testing, reporting, feedback and an email heuristic. What traditionally had been a very manual process of sorting through external services lists of thousands contacts for our largest, most important and most complex execution of the year became streamlined and consistent with the help of Eloqua’s capabilities. We successfully integrated Eloqua’s functions into our execution process by building a ‘Global Sort Program’ that saved approximately 128 hours of worldwide work at our global branches, and can now be reused for additional programs in the future. The tools within Eloqua help us do our jobs better, help us operate efficiently and more effectively as a global company and help us create a Global Marketing Center of Excellence.

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NetApp Marketing Center of Excellence (2011)

For the past year, NetApp’s global marketing operations team has served as a role model for marketing teams large and small. The team’s passion for establishing process first consistently leads to timely and effective success of NetApp’s marketing programs and campaigns. While most of us are challenged enough with the task of generating demand for Sales, NetApp’s team also undertook a complete migration of the CRM system, executed three global launches including a rollout of a new visual identity program, and major expansion of the marketing automation system—all while executing between 100-150 campaigns a month. The team accomplished these strategic initiatives on time, under budget and with operational excellence—demonstrating NetApp’s true ownership of the title “Marketing Center of Excellence.”

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Platts Marketing Center of Excellence (2011)

Over the past 2 years, our Eloqua user base has tripled and the need for governing processes around the usage of Eloqua has become a priority.  Without governance, our key performance indicators (KPI), email statistics, bounce-back and unsubscribe rates and sender score, would reach unacceptable levels. By adding in processes along every step of the email life-cycle and monitoring statistics monthly with all advanced Eloqua users, we have made measurable improvements to our KPI’s and have maintained them. The overall goal is to maintain data integrity and protect our customers and prospects, while maintaining and improving our KPI’s.

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