Bas knew what his team was up to: increase demand for products, provide building project information to sales and gain insight in the ROI of marketing campaigns. They decided the organizational change could be divided into 3 phases:
2014: Attract prospects (via SEO, SEA, Blogging, online and offline media, social media and by improving their website) and generate and convert leads (with call to actions, landing pages, Email marketing and forms.)
2015 - 2016: Nurture leads and close customers (with lead management, webcare and marketing automation)
2016 - 2017: Work towards closed loop analytics (with NPS, Analytics and thorough Reporting)
In order to achieve those goals, there needed to be a shift in processes. A close alignment between Marketing, Sales and Customer Care was crucial. Many leads talk to the Customer Care department first, because they identify direct requests from potential customers and assign those leads to the right team. Marketing needed to increase their responsibility and overlap more of their activities with the sales process. They had to find a way to generate qualified leads; something marketing had not done before in international markets. Their most important assignment was to identify new building projects in which architects might want to place Mosa tiles. Last but not least, Sales needed to take care of proper follow-up of opportunities when Marketing had identified them.
When it came to people and skills, Mosa wanted to set up a new Marketing team. Experience and service are important, so Customer Care needed to be rearranged as well. Last but not least was the tooling. The tools Marketing and Sales were using were selected by the IT team and not from a commercial point of view. Software was not integrated with one another, so important data was scattered. On top of that, many colleagues from the Sales team worked in their own personal Excel sheets, isolating important customer information from the rest of the organization. This needed to change, too.
Bas: “It was very important to us to get buy-in for our plans throughout the entire organization. To increase visibility, we changed the organogram and made sure everyone was aware of this new structure. This was a very conscious choice. Another important guideline was the Inbound Marketing philosophy: attracting customers with your solutions, instead of pushing them towards your products.”