DIGITAL

MARKETING

BEST PRACTICES GUIDE

 DIGITAL MARKETING Best Practices Guide

Table of Contents
Executive Summary 3

What is Digital Marketing? 6

Digital Marketing & The MMO 11

Digital Marketing Roles Matrix 18

Digital Marketing Maturity Model 20

Digital Marketing Landscape 23

Analyst Bottom Line 35

Action Plan 36

About 46
EXECUTIVE SUMMARY DIGITAL MARKETING BEST PRACTICES GUIDE 3

Executive Summary
It has been said that “All Marketing is Digital Marketing,” and with good
reason! In the last decade (or less), the marketing environment has been
This report covers:
transformed.

Marketing has moved from an environment in which traditional marketing, Content Marketing
brick and mortar storefronts, and Digital Marketing options all competed
for the time, attention, and resources of the marketing department to
one in which Digital Marketing reigns supreme – with an occasional nod
in the direction of the storefront, or traditional marketing (direct mail,
Social Media Marketing
print advertising, etc.).

One of the biggest challenges of Digital Marketing is the speed at which

it has taken over the marketing organization, often in an ad hoc, uncoor- Mobile Marketing
dinated fashion.

Demand Metric’s research has consistently shown that Digital Marketing

has a very significant and positive impact on the organizations that are
Video Marketing
employing it when they do so by following best practices and processes in
a coordinated, holistic approach.

In this Best Practices Report on Digital Marketing we will cover the Digital Public Relations
Marketing landscape in six distinct categories.

Action Plan
EXECUTIVE SUMMARY DIGITAL MARKETING BEST PRACTICES GUIDE 4

We present four models to enable Modern Marketers to take a holistic approach to Digital Marketing. These four models are:

The Modern Marketing Department Structure, which The Digital Marketing Maturity Model, which shows the
offers a look at the key functions needed to fully address pathway an organization should take to mature in its use
Digital Marketing initiatives across the organization. of Digital Marketing from Ad Hoc to World Class.

DIGITAL MARKETING
Maturity Model

STAGE 4 - World-Class
STAGE 3 - Mature
STAGE 2 - Progressive
Digital STAGE 1 - Undefined
Marketing
Defined, integrated strategy for Digital
Marketing exists across an Enterprise;

VIEW RESOURCE VIEW RESOURCE

No defined strategy or process for
Orientation
Digital Marketing or digital properties
Defined, integrated strategy and
Defined strategy and processes exist Campaigns are tracked and measured
processes exist for Digital Marketing
for Digital Marketing in pockets in the by effectiveness of engagement and
across an Enterprise
organization conversion

Views Digital Marketing as key

Leadership Does not see difference between
Digital and Traditional Marketing
Views digital as new marketing
channel; Allocates budget & staff
resources
Recognizes that Digital Marketing is omni-
channel and the key component in audi-
ence engagement to drive preference &
loyalty; Long term commitment; Willing
participant; Resources for growth
component in customer engage-
ment strategy and primary focus
for marketing team; Organization
aligned and measured around
Digital Marketing’s contribution to
revenue

Utilizes comprehensive, end-to-end

Tools &
Platforms Ad hoc development; Point tools
for Email, Content and Social Media
Marketing; No mobile or video apps
Platforms that perform specific func-
tions with coordinated tools, applica-
tions and workflows
Platforms connected to each other i.e.
Web Content Management to Content
Marketing to Social Listening API
integration to Enterprise CRM and MA
systems
system integration of all Digital
Marketing related platforms with tight
integration to Enterprise CRM, MA and
other legacy ERP systems

The Marketing Organization Maturity Model, which The Digital Marketing Roles Matrix, which highlights the
shows the progression and pathway a marketing depart- roles, responsibilities, processes, technology, content,
ment should take to mature from a Cost Center to a World and metrics for effective Digital Marketing strategies.
Class Organization, responsible for, and measured on,
driving sales and revenue.

WORLD CLASS
MARKETING ORGANIZATION
Maturity Model
VIEW RESOURCE
LEVEL 4 - Profit Center
LEVEL 3 - Revenue Contributor
LEVEL 2 - Revenue Neutral
World Class
Marketing LEVEL 1 - Cost Center

VIEW RESOURCE
Organization
Marketing plan aligned with and
Working from a strategic marketing drives business planning
plan and campaign plans
Still reactive, some campaign plan-
Orientation Very reactive, operational, not ning, no strategic plan
strategic, no plan

CMO, VPs, Directors, Managers

Leadership
No senior leadership in
Marketing, possibly a Manager
VP, Director of Marketing, and Program Managers
Director of Marketing, with Program Managers
Project or Program Managers

CMO compensation tied

Job descriptions & performance to revenue & marketing
Basic job descriptions in place reviews done regularly performance
Staffing Informal roles & responsibilities, but rarely updated
no job description

Budgeting is connected to
A budget exists and business revenue growth targets
A small budget exists for items cases are created to justify
Budget such as trade shows, etc.
No budget exists, spending is spend
Ad Hoc
EXECUTIVE SUMMARY
Our goal is to enable the Modern Marketing Organization (MMO) to create
a holistic, end-to-end, enterprise-level approach to Digital Marketing.
Here are some of the highlights:
The depth and breadth of Digital Marketing has created a compelling
need within the MMO to gain control of it.
Digital Marketing has evolved in four stages, externally and internally.
Externally, we have seen the customer experience mature from mass
display and broadcast to highly personalized real-time experiences.
Internally, we have seen technologies mature from ad hoc point solu-
tions to fully integrated, end-to-end systems connected across the
Enterprise, at every touchpoint and delivery channel.
DIGITAL MARKETING BEST PRACTICES GUIDE 5
Our Solutions section covers the Digital Marketing systems, vendors, and
applications from the five Digital Marketing functions: Content Marketing,
Social Media Marketing, Mobile Marketing, Video Marketing, and Public
Relations.
Each of these categories is covered in more detail in our Digital Marketing
Solution Study Series.
Additionally, Digital Marketing teams need to evaluate and integrate their
approach to websites, landing pages and microsites, online advertising
and SEO, creative design services, and virtual events.
Demand Metric’s key recommendation from this report is
that Digital Marketing can make a significant and positive
impact on organizations that are employing it, when they
do so by following best practices and processes holistically
integrated across the five key categories listed above.
We offer this Best Practices Report to enable your organization
to make your Digital Marketing function the best that it can be.
WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 6

What is Digital Marketing?

Demand Metric defines Digital Marketing as:

The strategies, processes, tools, and technologies

that support the development, deployment,
management, and measurement of digital
elements used for marketing and advertising.

Digital Marketing is, at its most basic, the use of electronic means to present
a company, product, and services to customers, prospective buyers, and the
marketplace.

The term Digital Marketing is so broad that it has almost lost all contextual
meaning. The purpose of this report is to put a solid framework around
Digital Marketing so that Modern Marketing Organizations can measure
their progress and success in achieving their Digital Marketing goals.

Broadly, Digital Marketing includes the creation and distribution of marketing

through software, the Internet, and Social Media. It also covers the produc-
tion of documents by electronic means such as digital printing. Since virtually
all documents today are designed in software such as Adobe Photoshop or
InDesign and printed on digital printers, it is easy to see why we say all
marketing is Digital Marketing.
Bottom-line
Digital Marketing drives revenue by creating a unique and
memorable digital experience for the customer or prospect.
WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 7

Driving Forces
Marketing’s focus on Digital Marketing continues to grow as more orga- FIGURE 1: PERCENTAGE OF MARKETING BUDGET
nizations learn how to use digital resources for website traffic, demand ALLOCATED TO DIGITAL
generation, content marketing, online advertising, and mobile/video
marketing development.

The most sophisticated marketers realize that the value of Digital 6%

Marketing is not just for lead generation and nurturing, advertising, and 14% Don’t know
content marketing. More than 85%
4%
None
The true power rests in creating digital experiences that can drive
brand equity, create lasting relationships, and directly impact sales, 10%
revenues, and profits. 61 to 85%

Demand Metric’s Digital Marketing Landscape Benchmark Report exam-

28%
1 to 15%
ined the major factors driving Digital Experiences including budgets, 8%
creation priorities, platforms, sophistication of digital experiences, 46 to 60%
approaches, and measurements.
18%
16 to 30%

12%
31 to 45%
VIEW RESOURCE
WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 8

Here are some conclusions from the report:

58% of study participants are allocating less than half of their budgets FIGURE 2: DIGITAL EXPERIENCE CREATION PRIORITY
to digital marketing, which leaves room for growth. Yet, marketers
have long understood that the digital marketing dollar goes farther
than the traditional marketing dollar, so the budget for digital initia- 8% 3%
tives don’t directly indicate their impact (Figure 1). Low Very low

59% of study participants rated the creation of digital experiences

either “high” or “very high” as a marketing priority (Figure 2).
24%
A relationship exists between placing a high priority on digital expe- Very high
rience marketing and revenue growth. 76% of study participants that
reported revenue growth in the most recent fiscal year also put a high
priority on digital experience creation. For organizations that reported
30%
Moderate
declining revenue growth, only 6% reported that digital experience
creation was a high priority.
35%
High

The more sophisticated or advanced the digital experience, the more

magnified the effect is on brand perception: 91% of study participants that
are deploying sophisticated digital experiences report that these efforts
have a favorable influence on brand perception. At the basic level of
sophistication, only 50% of participants report this favorable impact.

For organizations in which sophistication is advanced in the creation

of digital experiences, 83% are also experiencing revenue growth.
Just 6% and 11% of organizations, respectively, that are also deploying
advanced or more sophisticated digital experiences are in flat or
declining revenue growth situations.
WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 9

Benefits of Digital Marketing

The benefits of effective Digital Marketing span across the MMO, touching
several roles and departments, including Senior Management, Strategic
Communications, Demand Generation, Content Marketing, Community,
Social Media, Public Relations, Product Marketing, and Customer Experience.

Here are some of the top benefits we have observed in a comprehen-

sive look at Digital Marketing. More benefits, directly related to each
category, are found in the respective solution studies.

9 Provides a native mobile customer experience, not one re-designed

1 Creates the best digital experience to drive engagement.
from web.
2 Creates an ongoing, real-time relationship with customers and
10 Gets an integrated view of the customer’s total experience that is
prospects.
not fragmented by the device and software they are using.
3 Drives brand perception across all channels and touch points.
11 Stays connected to the customer as they move from PC to phone to
4 Provides targeted, personalized, localized content at the right audi- tablet and back.
ence at the right time.
12 Provides better customer service by handling problems and
5 Increases conversion rates across all media channels. complaints quickly and personally using social listening.

6 Provides a consistent customer experience by providing content for 13 Gains product knowledge for future products and services by
a specific buyer persona at a targeted stage in the buyer’s journey. learning what customers are asking for on social networks.

7 Increases website and blog traffic and SEO.
8 Collects more relevant and accurate customer data across multiple
touch points.
14 Learns who has the influence and clout in various social communi-
ties and develops deeper relationships with them.
15 Uses video to provide collateral for social marketing, enhance
content initiatives, and produce more realistic customer experiences.
WHAT IS DIGITAL MARKETING? DIGITAL MARKETING BEST PRACTICES GUIDE 10

Barriers to Digital Marketing

Despite the benefits being achieved by those doing Digital Marketing
well, some marketing organizations continue to struggle with the transi-
tion from traditional to Digital Marketing.

Not surprisingly, the two key barriers to embracing Digital Marketing

are education and resources.

Marketing organizations already stretched for time and money are reluc-
tant to take on more responsibility or embrace change. Much of this is
driven by Senior Management leadership.

Senior Management that discounts or views Digital

Marketing as just another channel option do not expend
the resources to create engaging digital experiences, while
those that see digital as the primary marketing channel see
significant revenue gains.
DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 11

Digital Marketing & The MMO

Overview
The wide variety of Digital Marketing opportunities has created a compel- Our Digital Marketing Solution Studies can be best described as follows:
ling need within the MMO to gain control of Digital Marketing.
Our Content Marketing Solution Study looks at the
In most companies, Digital Marketing has grown organically with many
range of content platforms.
independent initiatives cropping up to address one marketing need after
another. We examine the landscape, vendors and solutions for the
three foundation platforms – Web Content Management
Unlike the days of yore when all computers and systems were under the (WCM), Content Marketing (CMS), and Content Distribu-
control of IT departments, Digital Marketing’s budgets, tools, and tech- tion (CDS).
nologies are spread across the organization and “in the cloud.”
These platforms and toolsets provide the structure that
The challenge with that approach is that the success rate of Digital content marketers need to create relevant and personal-
Marketing initiatives are limited when they do not include enterprise ized content for each of their individual audiences.
data integration with existing CRM, SFA, and Marketing Automation
systems.

To address that challenge for the MMO, this report, combined with our
CONTENT
Solution Study Series, examine the primary platforms for five digital func- MARKETING VIEW RESOURCE
Solution Study

tions – Content Marketing, Social Media Marketing, Mobile Marketing,

Video Marketing, and Public Relations.
Insights, Landscape, & Vendor Analysis
DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 12

Our Social Media Marketing Solution Study examines Our Video Marketing Solution Study examines the land-
Social Media strategies and processes on four key plat- scape, vendors, and solutions for video development,
forms – Social Listening, Social Engagement, Social Expe- production, and marketing.
rience, Social Analytics, and the major Social Networks.
We evaluate the primary video hosting and sharing plat-
forms that enable marketers to provide information,
education, advice, and/or entertainment to their target
SOCIAL MEDIA audiences.
MARKETING VIEW RESOURCE
Solution Study

Insights, Landscape, & Vendor Analysis

VIDEO
MARKETING VIEW RESOURCE
Solution Study

Our Mobile Marketing Solution Study is designed to

provide a solid understanding of the current Mobile
Marketing environment.
Insights, Landscape, & Vendor Analysis

We examine the landscape, vendors, and solutions for

two categories of Mobile Marketing – Mobile Application
Development (MADP) and Mobile Content Development &
Management (MCDP) – to enable marketers to incorporate
mobile within their broader Digital Marketing Strategy.
Our Public Relations Solution Study provides insights
and analysis to help marketers understand the solutions
available to help the modern PR practitioner.

PUBLIC
MOBILE RELATIONS VIEW RESOURCE
MARKETING VIEW RESOURCE Solution Study
Solution Study

Insights, Landscape, & Vendor Analysis

Insights, Landscape, & Vendor Analysis

DIGITAL MARKETING & THE MMO
The Modern Marketing Organization
Demand Metric defines the Modern Marketing Organization (MMO) as
driving the revenue of the company through the acquisition, engagement,
development, and maintenance of long-term, cost effective relationships
with customers.
In brief, the MMO has responsibility for sustained revenue generation,
Sales Enablement, and authority over all of the processes, technologies,
tools, and talent that support the “customer universe.” That new
responsibility for revenue generation is a key driver for Digital Marketing
to create better digital experiences which will result in better leads, more
sales opportunities, and sustainable customer relationships.
As Demand Metric’s World Class Marketing Organization Maturity Model
shows (next page), the more mature the organization, the more it contributes
to the overall revenue picture. Demand Metric’s World Class Marketing
Organization Maturity Model examines seven marketing components
across four stages, illustrating common or best practices at each stage.
At Level 1, the marketing organization is viewed as a Cost Center,
primarily responsible for sales support with few resources and no way to
effectively show its contribution to revenue.
For a more detailed look at the MMO, please download our
How-To Guide: The Modern Marketing Organization.
DIGITAL MARKETING BEST PRACTICES GUIDE 13
As the organization progresses in maturity through Level 2 (Neutral)
and Level 3 (Contributor), it is able to provide evidence for its increasing
revenue contribution through metrics that justify marketing spend and
staff resources.
At Level 4 (Profit Center) the organization has strong executive manage-
ment support. It is led by an executive able to to fully staff and resource
the organization for success.
Metrics such as Customer Lifetime Value (CLV), Brand Equity measure-
ments, and Customer Cost to Acquire provide quantitative support for
marketing’s role.
Not surprisingly, our studies show that more mature organizations, which
also have a more coordinated approach to Digital Marketing, reap the
benefits.
As noted in our Digital Marketing Landscape Benchmark Study, 59% of
the participants rated the creation of digital experience high or very high.
Equally important, 76% of the study participants reporting revenue growth in
the most recent fiscal year put a high priority on digital experience creation.
VIEW RESOURCE
 WORLD CLASS
MARKETING ORGANIZATION
Maturity Model
LEVEL 4 - Profit Center
LEVEL 3 - Revenue Contributor
LEVEL 2 - Revenue Neutral
World Class
Marketing LEVEL 1 - Cost Center
Organization
Marketing plan aligned with and
Working from a strategic marketing drives business planning
plan and campaign plans
Still reactive, some campaign plan-
Orientation Very reactive, operational, not ning, no strategic plan
strategic, no plan

CMO, VPs, Directors, Managers

Leadership
No senior leadership in
Marketing, possibly a Manager
VP, Director of Marketing, and Program Managers
Director of Marketing, with Program Managers
Project or Program Managers

CMO compensation tied

Job descriptions & performance to revenue & marketing
Basic job descriptions in place reviews done regularly performance
Staffing Informal roles & responsibilities, but rarely updated
no job descriptions

Budgeting is connected to
A budget exists and business revenue growth targets
A small budget exists for items cases are created to justify
Budget such as trade shows, etc.
No budget exists, spending is spend
Ad Hoc
 WORLD CLASS
MARKETING ORGANIZATION
Maturity Model
World Class
Marketing
Organization LEVEL 1 - Cost Center LEVEL 2 - Revenue Neutral LEVEL 3 - Revenue Contributor LEVEL 4 - Profit Center

All processes are defined,

Activities are repeatable and All processes are defined and measured, managed, and
Processes No processes, activities done some measurement in place
some processes are defined optimized
ad hoc, reactive in nature

All systems fully integrated,

CRM, marketing automation, with analytics & business intelligence
Systems Legacy customer database or some integration.
Minimal marketing technology CRM system, email marketing
in place

Cost per lead (CPL), renewal rate Customer lifetime value (CLV),
No metrics or a focus on adver- Perational metrics such as open brand equity, cost to acquire, ROI
Metrics %, #sales qualified leads created
tising: #impressions, #ads rates, click-thrus, registrations

Source of revenue, strategic

Executive Cost-center, sales support Cost-center, flashes of brilliance function
Perspective Cost-center, not a strategic
function function
of Marketing

Want to rate your organization’s World Class Marketing maturity with an

interactive tool? Download our World Class Marketing Assessment VIEW RESOURCE
and get started today!
DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 16

Digital Marketing Responsibilities

As noted earlier, responsibility for the various elements of Digital Marketing
spans the organization. Figure 3 (on the next page) shows an org chart for a
mid-level to enterprise size Modern Marketing Organization.

All roles are important here. If the company does not have headcount for
each role, the functions can still be handled through marketing activities.

Within this structure, digital marketing responsibilities are

shared by the CMO, VP of Demand Generation, Content
Marketing Manager, Event Marketing Manager, VP of Strategic
Communications, Community and Social Media Managers,
Public Relations Manager, Product Marketing and Customer
Experience Management Team.
DIGITAL MARKETING & THE MMO DIGITAL MARKETING BEST PRACTICES GUIDE 17

FIGURE 3: MODERN MARKETING DEPARTMENT STRUCTURE

CMO

Customer Experience (CX)

Customer Advisory Council
Management Team

VP Strategic
VP Demand Generation VP Product Development VP Customer Success VP Sales Enablement
Communications

Content Community & Director, Marketing

Market
Marketing Social Media Professional Operations
Analyst(s)
Manager(s) Manager Services Manager

Event Public/Analyst/ Professional

Product Lead Qualifica-
Marketing Investor Rela- Services
Manager(s) tion Specialist
Manager(s) tions Manager Consultant(s)

Marketing Product Customer CRM/Marketing

Creative
Program Marketing Success Automation
Director
Manager(s) Manager(s) Manager(s) Systems
Administrator

Product Customer
Inside Sales Agency Project
Development Support
Rep(s) Manager(s)
Engineer(s) Technician(s)

Graphic
Designer
DIGITAL MARKETING ROLES MATRIX
Digital Marketing Roles Matrix
The Organizational Big Picture
Our Digital Marketing Roles Matrix (next page) provides an at-a-glance
view of the key components of Digital Marketing: roles, responsibilities,
processes, technology, content, and metrics. Each of our six technology/
vendor categories is represented in the Digital Marketing Roles Matrix,
as follows:
Content Marketing
Driven by the Content Marketing Manager, Content
Marketing processes, technologies, and WCM platforms
are used by Senior Management, Strategic Communi-
cations, Community and Social Media Managers, Public
Relations, and Product Marketing. The common metrics
for Content Marketing include Content Views, Links
Earned, Content Conversion, and Content Published.
Social Media
Driven by the Community and Social Media Manager,
Social Media processes, technologies, and platforms are
used by Strategic Communications, Content Marketing,
Community and Social Media, and Customer Experi-
ence. The common metrics for Social Media include User
Engagement, Sentiment Analysis, and Campaign ROI.
DIGITAL MARKETING BEST PRACTICES GUIDE 18
Mobile Marketing
Mobile Marketing processes, technologies, and platforms
are used primarily by Product Marketing, which is respon-
sible for the development and deployment of mobile
apps. That said, several other roles contribute to content
development for these apps, including Strategic Commu-
nications, Demand Generation, Content Marketing,
Community and Social Media, and Customer Experience.
Video Marketing
Video Marketing processes and technologies are used
primarily by Content Marketing. However, several other
roles contribute to video content, including Strategic
Communications, Demand Generation, Community, Social
Media, and Customer Experience.
Public Relations
Driven by the Public Relations Manager, Public Relations
processes, technologies, and platforms are used primarily
by Public Relations and Strategic Communications to create
relationships with external media, bloggers, and influencers
for news stories and other earned media opportunities.
 DIGITAL MARKETING ROLES MATRIX
ROLES RESPONSIBILITIES
Revenue Accountability
Senior
Staffing & Channel Management
Management
Reporting to CEO/Board
Brand Strategy Digital
Strategic
Marketing Strategy Social
Communications
Mobile Marketing Strategy
Lead Generation & Events
Demand
Inbound/Outbound Marketing
Generation
Sales Opportunity Management
Web Content Management
Content
Content Marketing
Marketing Content Distribution
Online Community Management
Community &
Social Listening
Social Media
Social Engagement
External Communications
Public Relations Media Relations
Analyst Relations
New Product Development Product Launch
Product
Mobile App Development Product Positioning
Marketing Video Production/Development Competitive Analysis
Interactive Experience
Customer
Customer Satisfaction
Experience Customer Advocacy
DIGITAL MARKETING BEST PRACTICES GUIDE 19
PROCESSES TECHNOLOGY CONTENT METRICS
Budgeting & Planning WCM Thought Leadership Blog Revenue by Channel
Reviews & Coaching Marketing Automation Webinar Presentations Customer Lifetime Value, NPS
Conference Keynotes Return on Customer (ROC)
Recruitment & Retention CRM
Marketing Budget WCM Data Sheets, Whitepapers Market Share, Profitability
Agency Management Content Marketing Platforms Case Studies/Testimonials Brand Equity
Communications Management Social Media Platforms Competitive Analysis Content Usage
Advertising/Sponsorship Marketing Automation/Email Advertising/SEO Campaign ROI, Email Metrics
Lead Generation Digital Asset Management Email Campaigns Marketing Qualified Leads
Event/Survey Management Contribution to Pipeline
Tradeshows Webinars
Content Creation WCM, Blogging Platforms, MA Website and Blogs Content Views, Links Earned
Campaign Analysis Content Mktg & Distribution eBooks, Articles Content Conversion
Video Marketing Platforms Content Published
Content Scoring Videos
Community Development WCM Posts, Tweets, Photos User Engagement
Social Channel Management Social Media Platforms Forums, Chats, Comments Sentiment Analysis
Social Reputation Management Social Channels & Networks
Articles, Community News Campaign ROI
Influencer Identification Media Contact Database News Content/Press Releases Mentions/Impressions
Relationship Cultivation News Distribution & Monitoring Thought Leadership Content Audience Growth & Engagement
Content Creation/Distribution Analytics & Reporting Rich Social Media Content Sentiment Analysis
WCM New Features/Ideas for R&D Avg. Revenue Per User
Mobile Development Platforms Gamification Avg. Order Value
Video Production Platforms Competitive Analysis Conversion Rate, Renewal Rate
Customer Experience Customer Profile Management Buyer Personas Customer Satisfaction Index
Customer Journey Mapping Customer Support, Twitter Customer Journey Map Customer Lifetime Value
Customer Persona Creation Survey & Social Channels Proposals, Presentations Net Promoter Score (NPS)
DIGITAL MARKETING MATURITY MODEL
Digital Marketing Maturity Model
Our Digital Marketing Maturity Model (page 37-38) illustrates seven key
components. These are:
Orientation – the posture the organization takes toward the disci-
pline of Digital Marketing and its importance to the organization for
marketing, sales, and revenue generation.
Leadership – the view of executive/senior management toward the
role Digital Marketing plays in driving sales, revenue, and profits, and
its inherent value to the company.
Tools and Platforms – used to create, deploy, manage, and measure
Digital Marketing initiatives and campaigns.
Demand Generation – how well the organization performs in this core
attribute of Digital Marketing.
Digital Experience – how well the organization performs in this fast
emerging area of Digital Marketing.
Budget/Staff – how well Digital Marketing is resourced with time,
talent, tools, money, and authority.
Metrics – how Digital Marketing initiatives and campaigns are tracked,
measured, managed, and reported.
DIGITAL MARKETING BEST PRACTICES GUIDE 20
The move from Stage 1 (Ad Hoc) to Stage 4 (World-Class) is characterized
by the following best practices:
Level of Commitment
The strength of the commitment and the focus on excellence in Dig-
ital Marketing initiatives and campaigns drives other best practices.
Planning
World Class Digital Marketers create strategies, goals, and KPIs
for every point of their Digital Marketing effort.
Processes
World Class Digital Marketers develop measurable processes
for each phase to ensure progress and success.
Resources
World Class Organizations ensure that sufficient resources (time, talent,
tools, money) exist for each initiative, campaign, and phase of their plan.
Management
World Class companies effectively manage the change, progress,
and results of Digital Marketing efforts.
 DIGITAL MARKETING
Maturity Model

STAGE 4 - World-Class
STAGE 3 - Mature
STAGE 2 - Progressive
Digital STAGE 1 - Undefined
Marketing
Defined, integrated strategy for Digital
Marketing exists across an Enterprise;
Defined, integrated strategy and
Defined strategy and processes exist Campaigns are tracked and measured
processes exist for Digital Marketing
for Digital Marketing in pockets in the by effectiveness of engagement and
No defined strategy or process for across an Enterprise
Orientation organization conversion
Digital Marketing or digital properties

Views Digital Marketing as key

Leadership Does not see difference between
Digital and Traditional Marketing
Views digital as new marketing
channel; Allocates budget & staff
resources
Recognizes that Digital Marketing is omni-
channel and the key component in audi-
ence engagement to drive preference &
loyalty; Long term commitment; Willing
participant; Resources for growth
component in customer engage-
ment strategy and primary focus
for marketing team; Organization
aligned and measured around
Digital Marketing’s contribution to
revenue

Utilizes comprehensive, end-to-end

Tools &
Platforms Ad hoc development; Point tools for
Email, Content, and Social Media
Marketing; No mobile or video apps
Platforms that perform specific func-
tions with coordinated tools, applica-
tions, and workflows
Platforms connected to each other i.e.
Web Content Management to Content
Marketing to Social Listening API
integration to Enterprise CRM and MA
systems
system integration of all Digital
Marketing related platforms with tight
integration to Enterprise CRM, MA, and
other legacy ERP systems
 DIGITAL MARKETING
Maturity Model
Digital
Marketing STAGE 1 - Undefined STAGE 2 - Progressive STAGE 3 - Mature STAGE 4 - World-Class

Relies on website landing pages with
limited content targeting; Company
Demand profile on Social Media networking
sites; Social posting is sporadic and
Generation
ad hoc; Lack of audience awareness;
One-way dialog
Convergence of content, social, mobile, Personalized & localized content
Offers rich media content, Social delivered to personal devices in real-
and video experiences to create full digital
Networks, blogs, Wikis (Web 2.0); time through custom content and apps;
experiences for conversion and sales
Growing subscriber lists for Email; Native mobile optimized; Proactive
opportunities; True social dialog; Recogni-
Social customer & audience aware- social listening with reliable feedback;
tion of preferred audience
ness; Mostly one-way dialog Fully aligned with sales for enablement

Creation of digital experience is a priority Alignment and delivery of digital

Little awareness; Digital experi-
for marketing teams and based on experiences based on persona expec-
ence occurs as an afterthought, not
detailed journey mapping; Sophisticated tations; Defined cross-functionally to
Digital No focus on creating digital the driving force behind a Digital
digital experience aligned to buyer ensure touchpoint consistency; Sophis-
experience Marketing initiative; Sophistication of
Experience engagement experiences and measured tication of digital experience created is
digital experience created is low with
on revenue impact very advanced and drives behavior
minimal brand impact

Budget connected to marketing goals;

Budget allocated; Defined roles and Budget with business case to justify
Allocated budget for Digital Marketing Organization aligned for maximum
Budget & responsibilities; Resources up to spend; Dedicated marketing roles for
is less than 15%; Staff is contracted or impact of Digital Marketing; Resources
Staff 45% of total marketing budget Digital Marketing; Resources up to 60%
coordinator role of 60 to 85% or more of marketing
of marketing budget
budget

Dashboard monitors app performance, Enterprise-wide dashboard with visual

Analytics to monitor and track app
device usage & location, and user representation of user acquisition and
Metrics No formal measurements in place performance like QR codes, SMS, web
engagement by content asset engagement by behavior, experience,
traffic by device, and mobile ads
brand reach, etc.

Want to begin increasing your organization’s Digital Marketing maturity?

VIEW RESOURCE
Download our Digital Marketing Framework and get started today!
DIGITAL MARKETING LANDSCAPE
Digital Marketing Landscape
History
While electronic marketing has been around for decades in some form or
another, Digital Marketing as we know it today traces its roots to the birth of
the web. Digital Marketing has evolved in four stages, externally and inter-
nally. Externally we have seen the customer experience mature from mass
display and broadcast to personalized, real-time experiences, as follows:
Display – Web pages (Web 1.0)
Connection – Rich media content, social networks, blogs, Wikis (Web 2.0)
Engagement – Convergence of content, social, mobile, and video expe-
riences to create digital experiences
Personalization – Personalized and localized content, delivered to
personal devices in real-time through custom content and marketing
apps
DIGITAL MARKETING BEST PRACTICES GUIDE 23
Internally, we have seen tools and technologies mature from ad hoc
point solutions to fully integrated, end-to-end systems connected across
the Enterprise, as follows:
Ad hoc – Point tools used by teams and departments
Coordinated – Platforms that perform specific functions with coordi-
nated tools, applications, and workflows
Connected – Platforms connected to each other i.e. Web Content
Management to Content Marketing to Social Listening API integration
to enterprise CRM and MA systems
Integrated – Comprehensive, end-to-end system integration of all
Digital Marketing related platforms with tight integration to enterprise
CRM, MA, and other legacy ERP systems.
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 24

Figure 4 shows the timeline of some of the major milestones, vendors, and trends that have brought us the Digital Marketing environment we know today.

FIGURE 4: DIGITAL MARKETING TIMELINE

1993 2005 2011-2018

The web is born and YouTube Digital Marketing
the first web page 2003 launches. Convergence
released by CERN
April 30, 1993.
LinkedIn 2006
launches.
Twitter launches & first
Video Marketing plat-
forms become available.

Facebook
Stanford graduates iPad introduced
launches.
create “Jerry and
David’s Guide to the Google launches 2010
World Wide Web.” & Aprimo (MA
2004
Amazon is launched in system) appears
Seattle. iPhone introduced.
1998
1994 2007
DIGITAL MARKETING LANDSCAPE
The World Wide Web
1993: The web is born and the first web page released
by CERN April 30, 1993.
1994: So many web pages are launched in one year that
two Stanford graduates create “Jerry and David’s Guide
to the World Wide Web.” In April, the Guide is renamed
and re-launched as Yahoo. Also in this year, Amazon, one
of the first large ecommerce sites, is launched in Seattle.
1995: The first Web Content Management Systems
appear as extended document management systems.
1997: The first blog sites are launched.
1998: Google is launched.
1999 – 2004: Web 2.0 appears with rich media content
(video, infographics, HTML5) combined with social
networks and wikis. This becomes the standard platform
for Digital Marketing.
2001 – 2003: Drupal & Wordpress are launched.
2008: Brightkit (now Hootsuite) is launched.
DIGITAL MARKETING BEST PRACTICES GUIDE 25
Marketing Automation
1998: Aprimo, first Enterprise Marketing Automation,
appears.
1999: Silverpop, MindMatrix, Eloqua appear and extend
Marketing Automation space.
2006-2009: Marketo, Hubspot, Paradot, Act-On, and
second wave Marketing Automation vendors, appear.
Social Media, Social Sharing, Mobile, Video
2002: Friendster, social networking site, is launched.
2003: LinkedIn is launched.
2004: Facebook is launched. Social sharing begins with
AddThis (2004). Also, Microsoft releases Single Sign-On
Enterprise Security for Web Applications (Microsoft® ASP.
NET)
2005: YouTube is launched and the Video Marketing land
rush begins. Also, ShareThis is launched and advances
social sharing.
2006: Twitter launches and Video Marketing platforms
appear.
2007: The iPhone is introduced and mobile apps begin.
2010: The iPad is introduced.
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 26

Digital Marketing Convergence Content Marketing Landscape

2011 – 2014: Convergence of content marketing, social
channels, web, and mobile & video development plat-
forms enable truly personalized, localized digital experi-
ences for each consumer and customer in real time.
We have divided the Content Marketing vendor landscape
into two primary categories. They are:
Web Content Management (WCM) – these platforms
provide the infrastructure and functionality for content
creation and delivery across digital channels (web,
blogs, search, social). They typically integrate with key
internal CRM and MA systems.

Playing Field Content Marketing and Distribution (CMS/CDS)

– these platforms provide the creation, organiza-
As noted above, our analysis of the Digital Marketing tion, management, distribution, and measurement of
landscape indicates that it is comprised of ten distinct content across all device types and channels.
categories.

Of these, we have produced in-depth solution studies

for five – Content Marketing, Social Media Marketing,
Mobile Marketing, Video Marketing, and Public Relations.

Each study looks at the benefits, trends, vendor land-

scape, and implementation strategies that impact that
category. Here we summarize each landscape.

All the of Digital Marketing Solution Studies include

much more detailed information on each landscape and
can be downloaded from the Demand Metric website.
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 27

As the Content Marketing landscape evolves, Demand Metric expects

to see the following trends take shape within the Web Content Manage-
ment and Content Marketing and Distribution Platforms:

Deeper insights and analytics to enable marketers to view and

respond to user engagement with relevant content.

Tighter integration between content marketing and enterprise

systems for a holistic customer view.

Richer content and media ads that increase user engagement.

More personalized experiences with rich media and relevant content

through the integration of user social profiles.

Increasing blend of owned, earned, and paid media to create higher

level of “trusted content.”

CONTENT
For our complete analysis on this segment, download our MARKETING VIEW RESOURCE
Content Marketing Solution Study. Solution Study

Insights, Landscape, & Vendor Analysis

DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 28

Overview
We have divided the Social Media Marketing vendor landscape into five categories. They are:

Social Listening Platforms Social Engagement Platforms

These are platforms and apps that focus on social moni-
toring/response. These platforms monitor conversa-
tions across social networks for mentions of a company/
brand to collect opinions of and experiences with that
company, brand, or product.
These platforms focus on apps that deepen the engage-
ment between the company and the customer. While
most of these platforms offer a monitoring component,
they provide a deeper level of engagement via apps for
increasing ease and speed of social sharing, developing
online communities, content creation & publishing, and/or
gamification.

Social Analytics Platforms

These are platforms that focus on the collection, measure-
ment, and benchmarking of social activity, behavior, opinion,
and emotion across social networks and media types
(owned, earned, and paid social media). Most analytics plat-
forms create detailed and individual customer profiles.
Social Networks
Social Experience Platforms
These platforms focus on changing the experience the
customer has with the company or brand. Social Experi-
ence platforms usually include components of both moni-
toring and engagement; however, they go a step further
with functionality that changes the way the customer inter-
acts with a company. These solutions serve to extend the
reach of a brand deeper into the customer’s environment.

These are the social environments in which social inter-

action and commerce take place. In this study, we look
at the major social networks for B2B and B2C business
activity, such as Facebook, Twitter, LinkedIn, Google+
and YouTube. Demand Metric provides a full listing of
Social Networks in our Top Social Media Sites Database
and Social Media Channel Map.
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 29

The evolution of the Social Media Marketing landscape will continue

on the same trajectory that we see it occurring today with more
engagement, better experiences, and tighter integration across social
networks.

That trend, plus better and deeper analytics and tracking systems, will
enable marketers to further refine the relationship between companies
and their customers in social media.

Digital campaigns will rely on social networks and channels to distrib-

uted higher quality, more immersive content, and digital experiences
that increase conversion rates and drive higher revenue.

The social connection will continue to move from a transactional rela-

tionship between marketer and customer to a “circle of peers” with
the buyer “owning” as much of the outcome as marketing.

For our complete analysis on this segment, download our SOCIAL MEDIA
MARKETING VIEW RESOURCE
Social Media Marketing Solution Study. Solution Study

Insights, Landscape, & Vendor Analysis

DIGITAL MARKETING LANDSCAPE
Mobile Marketing Landscape
We have divided the Mobile Marketing vendor landscape into two primary
categories. They are:
Mobile Application Development (MADP)
These are platforms and applications that focus on the
infrastructure and tools needed to design, build, test,
deploy, and manage mobile applications.
Platform functionality ranges from those that only support
native apps to those that provide native, Web/HTML5
and hybrid apps, and APIs for enterprise integration.
We included platforms used to optimize existing Websites
in this category.
For our complete analysis on this segment, download our
Mobile Marketing Solution Study.
DIGITAL MARKETING BEST PRACTICES GUIDE 30
Mobile Content Development &
Management (MCDP)
These platforms focus on the delivery of content across
mobile devices to provide an optimized experience.
Key functionality includes content publishing and presen-
tation; integration of data, services, and applications; as
well as engagement programs like payment and mobile
messaging campaigns.
MOBILE
MARKETING VIEW RESOURCE
Solution Study
Insights, Landscape, & Vendor Analysis
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 31

Demand Metric expects the Mobile Marketing landscape to continue to

grow rapidly for the foreseeable future.

Demand Metric expects to see the following trends take shape for appli-
cation development and mobile content platforms:

Better management of applications and devices across the enter-

prise and through all channels.

Deeper insights and analytics to enable marketers to view and

respond to mobile app engagement.

Tighter integration between mobile apps and enterprise systems

for a more holistic customer view.

Richer content and media ads that increase user engagement.

Mobile as the “spear point” – the first connection a prospect has with
the company, product, or service and, as such, defines their on-going
relationship with the company.
DIGITAL MARKETING LANDSCAPE
Video Marketing Landscape
Video Marketing vendors fall into four main tiers, based on their function-
ality in the following six categories:
1 Video Hosting & Streaming – the video hosting & streaming
component of these platforms centers around the capacity of
solutions to upload, download, view, and process video files.
2 Video Content Management – video content management
involves all of the activities that support the storage, organization,
and modification of video content.
3 Video Distribution & Sharing – the manner in which videos are
distributed and shared can be critical to the success of a video’s
performance. This component of Video Marketing focuses heavily
on the delivery of video content.
4 Video Optimization – optimizing videos is a critical function of
Video Marketing that is often overlooked by many organizations.
Video optimization ensures that your video content is getting
ample traffic from the proper audience.
For our complete analysis on this segment, download our Video
Marketing Solution Study.
DIGITAL MARKETING BEST PRACTICES GUIDE 32
5 Video Monetization – videos provide an array of benefits, as
mentioned previously, that will, ultimately, increase an organi-
zation’s bottom line. However, generating revenue directly from
videos has become central to Video Marketing.
6 Video Analytics – metrics are an integral part of implementing any
technology in order to identify and prove ROI.
Demand Metric expects that the need and desire for video content will
continue to grow radically among Enterprises and SMBs. CRM video
sharing, social sentiment and sharing analytics, video asset to ROI
metrics, and video mapping to the sales cycle are several features that
will notably change the Video Marketing spectrum in the near future.
As the market begins to saturate with category-specific vendors, Demand
Metric believes consumers will continue to gravitate toward vendors
that offer more comprehensive, end–to-end solutions rather than niche
solutions.
VIDEO
MARKETING VIEW RESOURCE
Solution Study
Insights, Landscape, & Vendor Analysis
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 33

Public Relations Landscape

Vendors across the PR Solutions Landscape fall into four tiers based on the features and functionality of their offerings:

Comprehensive
Basic
The largest group of vendors fall into this tier, which
At the basic level, point solutions provide targeted func-
includes solutions that provide the primary features of a
tionality, commonly a media/influencer contact solution
PR solution, including media contact database & manage-
like Crowdbuilder, or news distribution such as PR.com.
ment, monitoring, distribution, and measurements &
There is rarely integration with complementary PR solu-
analytics. These areas of functionality are not integrated,
tions or functions.
or have just basic integration with each other. In other
cases, functionality is provided through partnerships with
other solution providers.

Standard
Second tier vendors like Bulldog Media’s Media Pro or
Business Wire bundle multiple PR functions, such as a
media contact database with a news distribution func-
tion. Some standard offerings are optimized for a specific
vertical.
Cutting Edge
The most advanced tier is occupied by vendors like
MarketWired, PR Newswire, and Cision that provide a
full suite of PR functionality, including a media contact
database & contact management, online and traditional
media monitoring, news distribution, and measurements
& analytics with reporting. These functions are not only
present in the solution suite, but are integrated to a
moderate or high degree.
DIGITAL MARKETING LANDSCAPE DIGITAL MARKETING BEST PRACTICES GUIDE 34

The media and PR industry both continue to grapple with the new reality
that everyone is becoming a publisher.

The current crop of PR tools has always been helpful at securing earned
media placements, and it is still important to do so.

Where the tools are less effective is in identifying and reaching the
broader spectrum of influencers whose names may not appear on a
masthead, but have built an impressive following through social media
or by blogging.

PR solution providers must continue to develop ways for their users to

identify and monitor the influencers that matter to them.

For our complete analysis on this segment, download our PUBLIC

RELATIONS VIEW RESOURCE
Public Relations Solution Study. Solution Study

Insights, Landscape, & Vendor Analysis

ANALYST BOTTOM LINE
Analyst Bottom Line
Digital Marketing is changing the way companies do business.
While adoption rates among companies and industries varies,
most marketing departments have begun to devote a portion of
their budget to Digital Marketing.
Demand Metric’s analysis of Digital Marketing in this report and
companion solution studies offers the following key conclusions:
Content is King and Context is Critical. As content marketing
evolves, users and customers will become less tolerate of
content that is not directly relevant to their needs and the
stage of their buying journey. The right Content Marketing
strategy, combined with the right platform and tools, will
ensure that the Modern Marketing Organization uses its
content for optimum success.
For many customers, their mobile device will define the
way that they relate to your company, product, or service.
Creating a positive mobile experience is crucial in keeping
customers engaged.
Social Media Marketing will become the primary engagement
engine for customers evaluating or choosing products and
services.
DIGITAL MARKETING BEST PRACTICES GUIDE 35
Companies searching for new ways to deliver their
message and increase brand recognition, as well as orga-
nizations looking to improve the success of their current
video marketing program’s performance, should consider
researching and implementing a Video Marketing platform.
Many companies that have been digital marketers for years
still strain after incremental improvements in clicks and click-
thru rates by tweaking email copy here or HTML code there.
By creating rich digital experiences instead of chasing
clicks, marketers can break away from the pack.
Demand Metric’s key recommendation from this report
is that Digital Marketing can make a significant
and positive impact on the organizations that are
employing it when they do so by following best prac-
tices and processes that are holistically integrated.
 DIGITAL MARKETING BEST PRACTICES GUIDE 36
DIGITAL MARKETING BEST PRACTICES GUIDE

D I G I TA L M A R K E T I N G
ACTION PLAN

Follow this simple, step-by-step, methodology to develop a Digital Marketing plan that increases sales,
builds customer insights, and grows brand awareness.
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 37

1 Align

2 Build
Discover How To Align Your Sales and
Marketing Efforts

3 Organize
Define requirements for Marketing and Sales Alignment with
our Sales & Marketing Alignment Tool to ensure all activities
4 Set Objectives are viable across the organization.

5 Research
VIEW RESOURCE

6 Identify

7 Plan

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 38

1 Align

Make The Case For Digital Marketing To Key

2 Build
Stakeholders

3 Organize
Build a Business Case for your Digital Marketing initiatives with
our Business Case Template.
4 Set Objectives

5 Research
VIEW RESOURCE

6 Identify

7 Plan

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 39

1 Align

2 Build
Understand All Required Digital Marketing
Roles and Responsibilities

3 Organize
Organize how your company will structure the Digital Marketing
function.
4 Set Objectives
Use our Digital Marketing Roles Matrix to standardize roles &
responsibilities for Digital Marketing.

5 Research

6 Identify VIEW RESOURCE

7 Plan

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 40

1 Align

2 Build
Plan Your Digital Marketing Programs In
Advance

3 Organize
Develop a solid 12-18 month plan for your Digital Marketing
programs with:
4 Set Objectives
Content Marketing Strategy Scorecard
Social Media Strategy Scorecard
5 Research Mobile Marketing Strategy Scorecard
Video Marketing Strategy Scorecard
Public Relations Strategy Scorecard
6 Identify

7 Plan
VIEW RESOURCE

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 41

1 Align

2 Build
Review Potential Digital Marketing Vendors

Begin the process of selecting a vendor to assist you in your

3 Organize
Digital Marketing initiatives.

Review the RFP templates in each of the Digital Marketing Solu-

4 Set Objectives tion Studies as there are many solutions to choose from during
this process.

5 Research
6 Identify
Content Marketing Solution Study
Social Media Marketing Solution Study
Video Marketing Solution Study
Mobile Marketing Solution Study
Public Relations Solution Study

7 Plan

VIEW WEBSITE
8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 42

1 Align

2 Build
Discover Key Digital Marketing Vendors

Identify the key players in the market. We have already begun

3 Organize
this process for you by researching a multitude of quality vendors.

You can take a look at the vendors we have reviewed with

4 Set Objectives
5 Research
6 Identify
Content Marketing Vendors Matrix
Social Media Vendors Matrix
Mobile Marketing Vendors Matrix
Video Marketing Vendors Matrix
Public Relations Vendors Matrix

7 Plan
VIEW RESOURCE

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 43

1 Align

2 Build
Ensure You Have a Strong Marketing
Communications Strategy

3 Organize
Develop an implementation strategy and communication plan
to roll-out the initiative across the organization and through your
4 Set Objectives channels.

Use our MarCom Playbook to create your plan.

5 Research

6 Identify
VIEW RESOURCE

7 Plan

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 44

1 Align

2 Build
Train Your Team on Digital Marketing Best
Practices

3 Organize
Develop an education/training plan for all affected personnel:
marketing, product development, operations, and sales.
4 Set Objectives

5 Research S TA R T L E A R N I N G

6 Identify

7 Plan

8 Train

9 Measure
ACTION PLAN DIGITAL MARKETING BEST PRACTICES GUIDE 45

1 Align

2 Build
Track and Measure Key Digital Marketing
Metrics

3 Organize
Measure the success of your Digital Marketing solutions imple-
mentation and function with
4 Set Objectives
Content Marketing Metrics Dashboard
Social Media Metrics Dashboard
5 Research Mobile Marketing Metrics Dashboard
Video Marketing Metrics Dashboard
Public Relations Metrics Dashboard
6 Identify

7 Plan
VIEW RESOURCE

8 Train

9 Measure
 About ANA

The ANA (Association of National Advertisers) makes a difference for indi-

viduals, brands, and the industry by driving growth, advancing the interests
of marketers and promoting and protecting the well-being of the marketing
community.

Founded in 1910, the ANA provides leadership that advances marketing excel-
lence and shapes the future of the industry. The ANA’s membership includes
more than 1,000 companies with 15,000 brands that collectively spend or
support more than $400 billion in marketing and advertising annually. The
membership is comprised of more than 750 client-side marketers and 300
associate members, which include leading agencies, law firms, suppliers,
consultants, and vendors.

Further enriching the ecosystem is the work of the nonprofit ANA Educa-
tional Foundation (AEF), which has the mission of enhancing the under-
standing of advertising and marketing within the academic and marketing
communities.
 About Demand Metric

Demand Metric helps Marketing teams get stuff done with practical tools,
training, and a simple, modern platform for managing work.

Our analysts identify best practices from fast-growing companies and

build Playbooks & Toolkits, Guides & Reports, Training Courses, and Project
Templates to help you optimize your processes, add structure to your depart-
ment, and get your team punching above their weight class.

Manage your work visually with our easy-to-use platform, built for small
marketing teams by design. See what your team is working on at a glance
so you can spend less time managing projects and more time knocking
stuff off your list.

Through strategic partnerships with the AMA, ANA, and AIPMM, our 1,000+
time-saving tools & resources have become the industry standard. Don’t
start from scratch! LEARN MORE
Sign up for a free trial at www.demandmetric.com
 DIGITAL MARKETING BEST PRACTICES GUIDE 48

© Demand Metric Research Corporation.

All Rights Reserved.

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