Uploaded byJosh Hill
Campaign Operations - a Primer for Production Teams
The document provides an overview of campaign operations processes and roles. It discusses key aspects of managing campaign production including defining program types, setting service level agreements (SLAs), understanding team capacity, and measuring key performance indicators. Common challenges like prioritizing work, handling errors, and assessing internal vs external resources are also addressed. Career paths within campaign operations such as campaign management, platform operations, and marketing intelligence are outlined.
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Campaign Operations - a Primer for Production Teams
- 1. Campaign Operations –A Primer for Production Teams
- 2. Campaign Operations – APrimer for Production Teams Josh Hill AVP, Marketing Automation & Technology RingCentral
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- 4. Campaign Ops isthe tip of the spear Campaign Operations Platform Ops & Architecture DevOps/Engineering
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- 6. Programs and campaigns,oh my! Theme Tagline Value Prop Campaign (Journey) Targeted Theme Persona Timeframe Program CTA Channel Asset
- 7. Roles for asuccessful campaign Campaign Manager Creative Copywriters Channel Managers Campaign Production Analysts • Campaign Brief • Journey Design • Responsible • Approvals • Images • Designs • Copy • PSDs • Copy • Copyedit • Journey Doc • Specifications • Build • Capture Data • Audience Selection • Audience building across channels • SEO, SEM, etc • Optimize Spend • Data storytelling • Funnel Analysis • Tactical Results
- 8. Process management Campaign Brief •Overall journey design • Audience • Channels • What’s the story? • What’s the goal? Creative • Imagery • Design • Brand Journey Design • Process charts • Detailed audience • Goals and how do we know? • What should the Lead do? • What should each team do in reaction? • Channels and hand offs Build • Code HTML • Data pulls • integration points • Data capture • Testing & QA Launch • Press the Button • Monitor initial counts and data for errors Monitor • Analytics and reports • Adjust content or journey • Optimize spend Campaign Manager Campaign Manager Campaign Manager Campaign Manager Creative Copywriters Channel Managers Channel Managers Marketing Automation Marketing Automation Marketing Automation Campaign Manager Analysts Channel Managers Channel Managers
- 9. Your swimlane Campaign Mgr Creative Campaign Production (MOPS) Channels Analytics CampaignBrief Creative Session Designs Copy Journey Session Journey Doc Build QA SLA Starts Budgeting & Plan Schedule Plan Dashboards Data Requirements Feedback Loop Attribution Codes First Send Date SLA Ends LAUNCH! Approvals Approvals Load Up SLA Starts Goal Setting Target Lock In Code HTML
- 10. Journey Doc &Process Critical Questions Example 1 Example 2 Who - Audience • (Target Accounts in Arizona with Grade of A or B) and Persona X • Customers with RC App and 25 users or More with greater than X activity What - Content • 5 emails • 2 pages • 10 ad variations • Add pro level Call Center capabilities to improve your NPS Why – Goals – Good & Bad • Read more • CTAs • Form Fill Journey Setup a meeting with your rep How – Which Channel? • Email • LinkedIn • Display networks • Email • SMS • In App • LinkedIn, Display Networks When – Cadence? Recurrence? March 1 and immediately whenever Has Intent Data OR Visits RingCentral.com • March 1, pull in new qualifying weekly.
- 11. Program Types &Templating Program Type LOE or Billable Hours Service Level Agreement – in Days BOM Examples Field Roadshow - Pre Show 10 hours 5 days Attribution steps Reg Page Invitation Reminder Field Roadshow – Post Show 5 hours 2 days Attribution steps Thank You Emails (2) Process Data & Route to Sales Single Email Blast – Generic 5 hours 3 days 1 email QA List – easy Full Nurture Journey 25 hours 15 days Up to 8 emails at launch 3 channels List Automation A Program Type defines a kind of deployment and Program Template in your Process and down to your MAP. Each Program Type gets • Process Chart • Assigned team experts • Bill of Materials – what the Marketer Gets, what will be promised in a standard deployment • Process doc, Journey doc –detailing what copy, images, etc, launch dates, etc • SLA and Level of Effort
- 12. Bill of Materials– what you get Item QTY SLA LOE Dependency Notes Attribution Campaign Code 1 2 .5 Ticket filed with info Is there an attribution or code step? url parameters? Invitation Email 1 – Coding 1 5 1 Copy One email is updated with copy Invitation Email Copy 1 5 1 Copywriter Copy to be written or updated Landing Page with Form 1 5 2 Copy, images, journey 1 page with Form - standard Post Form Journey Workflow 1 5 2 Journey Doc 1 workflow after the form fill out that does XYZ Reminder Email 1 4 .5 Copy Reminder email set 2 days before event QA 1 2 .5 Build ready Whatever QA steps Approval Steps 1 NA .5 Clone & Update Template 1 2 .25 Ticket Step of cloning out the Program, doing updates List Pull – Invitation 1 5 2 Audience request Finding list per audience definition **additional items will add to SLA Rework, add ons, or changes will restart SLA and process. AB Testing for 1 Email 0 +2 5 Copy, design of exp Must be requested at start, adds 2 days
- 13. “It’s built tothe requirements”
- 14. Process Analysis –can you do more with less? • Executives will always challenge you to do more with less; to take steps out. • New staff or a team will always challenge you repeatedly. • New leadership will only hear complaints, not the 99.5% you did right. Make sure you are communicating upwards regularly. Document and review processes regularly. Reduce choice, exceptions Show up with Data.
- 15. How do youmake it simpler? • Is it complex or it is tied to a requirement? • Ask Why 5 Times • Map out each step and swimlanes, fishbone diagram • Are there multiple exceptions? • Is this still necessary? • Who asked for it? Do they still care? • Could you make it simpler? • What if….? • Is it a priority question? Source: Wikipedia
- 16. How much QA& Testing is necessary?
- 17. Handling production errors 1.Assessthe impact 2.Investigate the cause 3.Call Stakeholders 4.Stop the campaign if possible 5.Document the situation to explain it 6.Offer solutions and next steps 7.Resolve the Error 8.Rebuild or Re-release 9.Update documentation 10.Build new guardrails 11.Learn How you HANDLE mistakes is more important than the mistake.
- 18. Common causes ofErrors • Poor documentation • New process that had unforeseen consequences • Upstream systems changed • Someone edited it after QA • Vendor system issue • Stakeholder changed something but it wasn’t communicated back • Did not follow the Process
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- 20. The Team Builders Stakeholder POC& QA Leadership & Priorities Head of Production Front End Dev Developer Developer Customer Ops MA Specialist MA Specialist Acquisition Ops MA Specialist MA Specialist Event Ops Event Specialist Webinar Specialist
- 21. Builders Stakeholder POC & QA Leadership& Priorities Director of Marketing Tech Campaign Team MA Specialist MA Specialist Front End Developer Event Ops Event Specialist Webinar Specialist A smaller team example
- 22. Campaign Ops WorkflowModels Global Standards EMEA APAC LATAM North America Channel Campaign Ops Analyst Content Campaign Manager Campaign Manager Creative Marketing Automation Analytics Channel Campaign Ops Analyst Content Events Hub and Spoke Or COE Agile Pod Embedded Central Service or Process
- 23. A bit aboutSLAs A Service Level Agreement is between one or more teams to say that if certain conditions are met, one team will deliver a product within a specified timeframe. • Program Type • First Send Date or Handoff Defined Deliverable • Requestor must deliver Requirements on Time • Builder must follow up, ask questions, deliver, explain risks • Agreed prioritization framework Roles & Responsibilities • SLA of 10 business days – if full requirements provided • May do some work in parallel Timeframes • QA fail will delay • Missing requirements or no approvals will delay • Workload and Priority • Better LATE than WRONG Caveats
- 24. SLAs and thewhiplash effect Source: Wikimedia
- 25. SLAs and thewhiplash effect Campaign Manager Creative Copywriting Campaign Production Change in Delivery at each step, or Volume has impact downstream in their SLA adherence at the same capacity. To hit all deadlines, MA Team has to work overtime OR delay some work. Mgr gets exec request for ONE more campaign
- 26. Use a frameworkto handle reality Reality will always get in the way of a good plan or process. Have a framework to deal with it professionally. • ROI Calculation for each Request • Expected Revenue, Ratios, etc • Waterfall to handle non ROI asks (Execs, Legal, Must Dos) • Everyone uses the same framework, including Execs • It’s not the LOE – it’s the Capacity + Priority Prioritization • Mistakes – Major Production Errors should be defined • Operate a No Blame Culture • Own them, expose them, understand root causes • Work with stakeholders to correct. • Update docs, process to not do the same one twice. No Blame Culture • Stakeholders may go on vacation, go dark, refuse to use the agreed process. • Be clear that their inability to work the process means their program is DELAYED. • Enforce the rules or you will be overwhelmed. Stakeholders
- 27. Understanding capacity andthroughput A measure, in hours or minutes, of how long a task takes. This is NOT the same as an SLA. Level of Effort If you have 5 people who can work on 1 Program a day, you can launch 5 Programs per day. That assumes each Program is the same and has all of the components ready. Real throughput has to take into account the upstream and downstream processes along with delays, changes, priorities, and meetings. Throughput Promise, in days (usually) to complete a task. In Campaign Ops, it is usually a First Send Date promise. Assumes other teams do their part and you have full details at start of SLA. Service Level Agreement
- 28. Understanding capacity Time HoursRequests Hours/Req (LOE) Hours Needed Shortfall Hours/Week 40 10 5 50 -10 Hours/Qtr 480 120 5 600 -120 Hours/Year 1920 480 5 2400 -480 FTE 5 Hours/Week 200 27 5 135 65 Hours/Qtr 2400 324 5 1620 780 Hours/Year 9600 1296 5 6480 3120 Individual Team Need .25 FTE for the year Reassign or take on more!
- 29. Production KPIs toconsider KPI Definition Does it matter? Calculation SLA Attainment How many Programs hit their First Send Date? Yes. Keeps trains on time. Number of Programs that Hit First Send Date / Total Program Requested in Quarter. Utilization / Capacity How many hours or slots are used vs capacity? Yes. Your team and management need to understand limits and when it is time to ask for more resources. Number of Hours Used / Hours Available Error Rate How many major errors went out at launch? Major error can be defined as things that affect experience for customer or intention. Only if you learn from mistakes. Number of Mistakes / Number of Total Programs Launched in Quarter. Budget Dollars Spent vs Dollars Expected Overall yes. Many firms want departments to land within 1% variance. Actual Spend / Budget ROI Cost / Benefit Yes Total Cost of Project / Pipe or Profit
- 30. In House, Agency,or Outhouse? In House Campaign Ops Agency Pros Cons Dedicated staff you can train Shows up as Labor Costs Loyal staff with career paths will always work harder and better for you Slower to hire and fire Lower cost than agency Short termers will spend more time training than doing. Can reallocate to projects or other programs easily as work changes. Slow to train on systems so your capacity may lag behind demand They know your systems and how to GSD in your company. Pros Cons Easier to hire and fire Pay their overhead - 3x what they pay their people. Shows up as Professional Services or other spend Hard to get dedicated team to always do it your way Great for projects Will never care about your brand or methods as much as you do Great for skills gaps Looking for billable hours Great for temporary gaps Long term is too expensive People tag out too often
- 31. What systems helpmanage a production process?
- 32. Tools of thetrade - a few of my favorites Project & Process Design QA Asana Wrike Trello JIRA Every team must use the same platform – no platform jumping or dropped tasks will happen. The tool is less important than making sure it works for YOUR process and grows with you. Lucidchart Visio Adobe CS Google Docs MS Office Make sure you standardize across the org to avoid compatibility issues and ENSURE cloud collaboration – no attachments! EmailOnAcid Litmus Browserstack StackMoxie And more… Build QA into your checklists, process, and integrations. A lot of testing tools exist for every scenario. Always have a process and requirements before going out to purchase tools.
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- 34. Platform Operations CampaignOperations Marketing Intelligence Operations Development Marketing Operations Job Duties: ● Campaign Production ● Campaign Measurement ● Project Management ● SLA Tracking Characteristics: ● Attention to Detail ● Responsiveness ● Service-minded Job Titles: ● Campaign Operations Manager ● Campaign Specialist ● Marketing Operations Specialist Job Duties: ● Administration ● Architecture ● Governance Characteristics: ● Systems-Thinkers ● Coding Exposure ● Creative Problem Solvers ● Attention to Detail Job Titles: ● Marketing Operations Manager ● Marketing Operations Architect ● Marketing Automation Manager ● Systems Analyst ● Business Analyst Job Duties: ● Reporting ● Prescriptive Analytics ● Controlled Tests Characteristics: ● Data Nerds ● Visualization geeks ● “We should test that!” Job Titles: ● Marketing Analyst ● Marketing Data Scientist ● Marketing Intelligence (MI) Analyst ● Marketing Intelligence (MI) Data Scientist Job Duties: ● Pre-sales Tool Dev ● Custom Integrations ● Web Design/Dev ● Email Design/Dev Characteristics: ● Inventor ● Creative Problem Solver ● Clean Code Obsession Job Titles: ● Email Designer ● Web Designer ● Full Stack Developer ● Front End Developer ● Marketing Engineer ● Marketing Developer ● Marketing Operations Developer The Four Pillars – Roles & Skills
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- 36. Individual vs PeopleManager People Manager Individual Contributor • Coach team members in their career, project • Manage Upwards, Manage the Why • Create narrative about the projects and teams • Set tone for the team • Give People Permission to Do …XYZ • Map business needs back to actions, systems, etc • Remove roadblocks • Establish partnerships across org • Define strategy • Keep team skilled • Stay skilled and up to date • Deliver work • Ensure work matches requirements • Explain roadblocks • Offer solutions
- 37. Glossary Term Definition SLA AttainmentHow many Program hit their First Send Date? Utilization / Capacity How many hours or slots are used vs capacity? Error Rate How many major errors went out at launch? Major error can be defined as things that affect experience for customer or intention. First Send Date The launch date or the first day the first email will go out. The Process The overall campaign process
- 38. Key terms touse Issue/Term Defined as How to Handle Approval Written approval that the step owner agrees this is what they wanted. After approval, the next step begins. If approvals do not happen on time, then final deliverable is delayed. Project Manager or Builder will follow up and remind Requestor of the consequences. The Process Your overall process. Use the process. Failure to use the process means blame will be assigned if something goes wrong. Change Order Requestor makes a change in the middle of the process Requestor acknowledges that the team will start over and their project is delayed. Re-work Caused by a Change Order in the middle of work; or QA or Error; work must be scrapped and redone to meet new requirement Avoid re-work by receiving Written Approval before this work begins. Ensure requirements are agreed on before any work starts. Scrum 15 min call with small group to bring up progress and blockers People confuse Scrum with Agile. This is only a starting pt and a good meeting to have daily. Requirement What the Campaign Manager asked for; what the production team will work toward. Ensure requirements are clear with a Campaign or Journey Doc Production Error When a live program has a customer facing Error; A large scale data mistake QA Steps can reduce errors. Document everything. Enforce checklists Own mistakes immediately and surface with Managers and Stakeholders to work out resolution. COVER UPS are WORSE THAN THE MISTAKE.