Digital marketing maturity assessment – consumer packaged goods (CPG) company

The company
A world leading, household name consumer packaged goods company with some of the leading brands in the world.

Ian’s role
Ian was a member of the global IT organisation with a focus on marketing and eCommerce in the EMEA region. As IT Business Partner, Ian was responsible for building an effective engagement programme with the marketing teams, geographic business partners and the global capability team. As part of this process Ian was responsible for in-bounding marketing tools and capability from the US into the region.

What was needed
There was a belief that the digital IQ of the EMEA region, including the marketing community was low. However this wasn’t quantified which made providing corroborating evidence, as well as plans to address the challenges to raise the digital IQ difficult. As part of the strategic planning cycle, a programme was needed to provide a consist baseline measure of digital marketing capability and maturity. This allowed an evidence-based approach to be taken.

The challenge
The company had commissioned a digital maturity assessment tool from IBM in 2015 looking at 8 functional areas in marketing eg CRM, content, design, data and analytics. In 2016, workshops were run with the marketing teams across 5 countries. The tool was used to capture data from the teams, which was to be used to build out marketing capability roadmaps. However, the data this tool captured was largely unused and the markets were reluctant to re-engage. The challenge was to use the data for planning and decision making purposes, but mindful that this had to be done without duplicating the lengthy discussions with the marketing teams in 2016.

The answer
The vision was to resurrect this work and overlay other elements to provide a data-driven, consistent and repeatable measure of the maturity of the marketing community. This used the existing data from the 2016 workshops, insight from the digital production team aligned to the markets, plus a heatmap identifying all of the tools that were available in the region and in each market. This powerful combination was used to uncover the maturity of 8 markets across the 8 functional areas, but also what tools they had at their disposal…and importantly how effectively they were being used. This had 3 implications;

  • It identified what tools the company were paying for and whether the cost was delivering value
  • It highlighted what capability the company had tools to deliver, but that was being outsourced by marketing to agencies – often at a higher cost
  • It identified that the most digitally mature marketing organisation in EMEA used the least tools, which was contra to other less mature markets.

The results
The impact of this work was to:

  • Identify where gaps were in terms of digital IQ and how to fill them (eg training the marketing teams on the tools available to them)
  • Highlight anomalies in the hiring strategy – job ads for brand and marketers focussed heavily on traditional channels not digital marketing – hence perpetuating the low IQ by recruiting more of the same
  • Show what tools were not being used and were not likely to be, so could be killed off (saving time and money
  • Establish a series of workshops to define a strategy to elevate each market’s digital IQ based on the gap analysis and findings of the assessment – aligned to the direction each market wanted to move in.

This methodology and approach was packaged up to be used by the other regions in the company as part of their strategic business planning.