1、Te B2B Marketers Guide To Annual PlanningGenerating Revenue Plans and Approaching Marketing Like An Investment Manager3Chapter 1:Overview of Marketing Annual Planning Choosing the correct leading indicators and success metrics ensures that marketing has a way to track progress throughout the year an
2、d is accountable for its contribution to corporate objectives.Marketing goals are measureable and have a deadline.For example,to create$10M in new business by end of year,to acquire 500 new customers in a new region by end of year,or to win$750K in upsells among exist-ing accounts.Whichever the mark
3、eting objective,the next step is to divide the annual goals into month-ly and quarterly targets in order to track progress throughout the year.The first step in annual planning is to identify the core objectives of the company.This al-lows you understand the role of marketing in the bigger picture.T
4、he role of marketing may be to support the business in establishing traction in a new market,to retain and upsell into an existing customer base,to become more cost effective in certain channels,or to shorten sales cycle by supporting the sales team.Different objectives call for different tactics so
5、 aligning to corporate objectives is always the logical first step.The second step is to translate corporate ob-jectives into measurable marketing goals and prioritize them.In this ebook we provide a framework for approaching annual planning.Each year marketing leaders must define a marketing strate
6、gy and set a budget.Typically the process includes aligning to corporate objectives to define a target revenue goal,and then working backwards to understand how much revenue should be generated each month to reach the broader goal.While this pro-cess is valid there are new and better ways to approac
7、h annual planning.This guide walks you through a modern approach to annual planning,one that utilizes current technologies around revenue prediction.This enables you to approach marketing like an invest-ment manager by focusing on what will happen in the future.Revenue planning is the process of cre
8、ating a marketing plan that is closely connected to revenue.Its a marketing strategy where every dollar of investment is accountable to revenue.Marketing leaders who gain the full picture of how their investments turn into pipeline and revenue are better positioned to manage their teams and budgets
9、throughout the year.They can manage ac-cording to revenue and plan according to predicted revenue.Introduction54Finally,marketing can get to what they know and do best:defining strategy and tactics.While this is the core of marketing plan-ning there are a variety of challenges and risks when executi
10、ng.Every decision,big or small,impacts whether or not market-ing will hit its goals.With large deal sizes its important to make every prospect and customer interaction count.With long sales cycles its important to take great care in understanding what works at the beginning,middle and end of the cus
11、tomer journey.Framework For Annual Planning(SiriusDecisions)To understand go-to-market strategy,break down total revenue for each segment into two groups:new vs.existing customers.Then estimate the percentage of pipeline market-ing needs to influence and source for each of the two segments(new vs.ex
12、isting custom-ers).Do the same for existing customers.See the Revenue Source Diagram on the next page.At this point you have established a foun-dation for determining how much budget should go into each program and campaign in order to reach these revenue goals.WIth total revenue agreed upon it is t
13、ime to understand where that revenue will come from.Typically it is broken down by custom-er segment,i.e.enterprise,mid-market,and SMB.Then it is time to calculate what pro-portion of total revenue will come from each of the segments.We need to understand the go-to-market strategy and spend required
14、 to hit goals for each segment,and it all starts with total revenue from each segment.For example,a breakdown can look like the fol-lowing:Chapter 2:Deep Dive On Deciding Marketing Strategy67marke segment,leaders can expect to allot more budget to that mid-market segment.By creating a breakdown of t
15、ype of market-ing program/effort by segment,you can get a high level understanding of what kind of marketing youll need to do.See the example below.Defining Program MixBefore jumping into budgeting for cam-paigns and programs to reach pipeline goals,its necessary to think about the type of marketing
16、 effort needed.Marketing efforts refer to what marketing does,e.g.building reputation,creating demand,enabling sales,and gathering market intelligence.Market segments require different levels of demand generation,sales enablement and etc.For example,enterprise level marketing and sales requires more
17、 sales enablement type effort compared to the SMB segment.Costs vary depending on type of effort.For example,sales enablement might cost less than generating demand in a new market.So planning based on type of marketing effort helps leaders anticipate marketing costs.For example,if we know demand ge
18、neration is much more expensive and that it makes up a large amount of the effort for the mid-Revenue Source DiagramStart with campaigns goals.We must answer this question:what are the campaign goals for the reputation,demand,enablement,and intelligence programs?Below you can see efficiency and comp
19、liance as campaign goals.It is up to you to define how much budget goes towards each cam-paign.You can segment by industry or market seg-ment to create a more granular budget plan.Creating Campaigns Within Each SegmentSo far we have created revenue goals that are aligned with corporate objectives.We
20、ve gone one step further and estimated how much revenue marketing will source and influence,and defined marketing efforts for each market segment.Now,its time to allot marketing budget to campaigns that will generate the amount of revenue marketing is responsible for.98You now have a strategy that i
21、s aligned with corporate goals and a budget defining cam-paign and program spending allocations.We have a budget to go execute our strategy,and we have a broad idea of the expected pipeline and revenue.Its time to move on to creating a revenue plan that outlines exactly how much gets spent in each c
22、hannel and how much revenue will be generated.In the next chapter we examine the last crit-ical component of an annual plan.This com-ponent is the revenue plan.in subsequent months.Its a detailed view that holds every marketing dollar account-able to revenue.The difference between a budget and a rev
23、enue plan is the latter includes a timeline showing future revenue.A budget is focused on the present while a revenue plan is future looking.Why revenue plans are important?The small decisions and actions are whats important.Large revenue goals are reached by doing the small things correctly.And in
24、order to do small things correctly in marketing each spending action should be closely controlled and understood.This is where predictive analytics becomes helpful.What Is A Revenue Plan?Annual planning is one part strategy and one part financial planning.Financial planners create financial plans in
25、 order to understand what will happen in the future.They put together a variety of plans to meet the needs of individual clients.Like financial planning,marketing is a fluid environment where risk exists and a variety of approaches are re-quired to meet individual context.As weve seen so far there a
26、re different needs across segments.Certain market seg-ments require more demand generation and other segments require more sales enable-ment.A revenue plan is a precise breakdown of spending in each channel with estimates for revenue generated from those channels Chapter 3:Generating A Revenue Plan1
27、0It takes into account sales cycle length and immediately tells marketers the lift in rev-enue from additional channel investments.This enables faster and more accurate cre-ation of marketing plans that are account-able to revenue.On the next page well demonstrate how marketers use Revenue Planner t
28、o generate revenue plans.When generating revenue plans each plan can differ in how much is spent in each chan-nel(i.e.channel mix),but they should not differ in the accuracy of the forecast.While there are many ways to hit a revenue goal,there should only be one way for forecasting revenue.It should
29、 be inclusive of marketing touch-points data,it should use an algorithmic model that produces the best estimates based on past touchpoints data,and reve-nue plans should update quickly to changes in inputs and new data.Generating A Revenue Plan Revenue planning requires two ingredi-ents.The first is
30、 touchpoints tracking of every lead,opportunity and customer.This is gained from implementing an advanced marketing attribution solution.The second is implementing a revenue plan-ning solution.Bizibles Revenue Planner uti-lizes a companys touchpoints data to train a machine learning algorithm that p
31、redicts whether a deal will close and for how much.1)Determine your baseline spend and examine revenue.You can see in the right columns the revenue for each month.2)Increase or decrease spending by entering new spending values in the bottom left.3)Examine the changes in lead volume and opportunities
32、 in the proceeding months(highlighted in teal).Sales cycle length and lift are calculated based on predictive model.4)Examine the forecasted revenue in the far right column(also highlighted in teal).5)Determine whether predicted revenue aligns with marketing strategy and goals.Make sure that marketi
33、ng spending is realistic and not subject to scal-ing issues such as diminishing returns.Certain channels are limited by ad in-ventory.Develop multiple marketing plans for different revenue goals.Decide which revenue goal is the right one and begin execution of plan.ConclusionThis guide provides the
34、steps necessary to create a marketing strategy and accompanying revenue plan.In todays marketing environment it is not enough to generate a strategy.The strategy needs to have a key element:a revenue plan.A big strategy should generate leads,opportunities and revenue.A timetable for when investments will pay off allows transparency and greater buy in from the board.In addi-tion,it ensures that investments meet expectations set forth in the strategy.To learn more about BIzible Revenue Planner,book a demo today.扫码关注：金融干货精选获取更多干货资料
