While that sinks in a little consider that Liberty also has a strong cause marketing component with its partner Big City Mountaineers (BCM), a Denver nonprofit that gives urban kids a wilderness experience that often proves to be life-changing.
The night before my interview with Alex Strickland of Liberty at the 2012 Outdoor Retailer trade show in Salt Lake City the company hosted a beer bash that raised $2000 for BCM.
During the Summer Outdoor Retailer show in August 2011, Liberty released a bottle designed by Yakima graffiti artist Bernardo Boeragor and sold in stores to benefit BCM. This year Boeragor produced the bottle that Alex shows in the video and which also carries BCM’s logo.
Liberty pledges to do a new benefit bottle for BCM every year.
The company also produces a series of bottles with topographic maps on the bottle. For each topo bottle sold, Liberty gives 1% of the profits to the Conservation Alliance.
Art and design is a big part of the appeal of the Liberty bottles. And because the company has a proprietary printing process that allows it print directly on the bottle, they can do designs no one else can. Boeragor's BCM bottle, for instance, has a cool raised texture that’s eye-catching and impossible not to touch.
Smart design. Cool art. A strong desire to help causes and Made in America of recycled materials. Liberty Bottleworks gets it.
I participated in a great round table discussion at the Mass Technology Leadership Council this morning. The group discussion touched on a wide range of issues related to deploying marketing automation systems. Some of the key success factors are summarized below by stage:
Executive buy-in and expectation management: To be successful, marketing automation projects require integration with other enterprise systems and repositories. Getting top level support for cross departmental cooperation is critical to long term success. However, project leaders must also be very concerned about executive expectations in terms of how quickly they will see measurable improvements in revenue. This is a function of your sales cycle and executives must have a clear vision of the time it will take to get hard numbers to report on.
Data management: MA systems are only as good as the fuel you put in them. Data quality measured by consistency, accuracy, and freshness will determine the fate of your MA project. Typical challenges include: de-duping contacts and accounts, harmonizing account hierarchies (who owns whom), enterprise standards for customer data, ongoing resources for data governance.
Cross departmental support: In the long run, MA systems, unlike other enterprise systems such as CRM, billing, support, etc. are wholly dependent on how well they are integrated with other systems. Specifically, the extent and efficiency of the closed loop reporting process from response to revenue. This requires cross functional support in terms of:
SLAs between groups regarding issues such as:
Definitions for lead advancement
Engagement commitments (how long and how many touches to accept, reject, claw back, etc.)
Transparency and visibility of customer touch points from marketing to sales, finance, service, and support.
Scoping and Roadmap: Defining your marketing automation project vis-à-vis business objectives is critical for success. The project leader, business users, executives, as well as your implementation partner and vendor all need to have a very clear vision of where you will start and how you will build over time. At each stage of the roadmap It is important to scope, define, and communicate:
What processes are being automated
What metrics will be used to measure the success of the project and the performance of the system
What resources are necessary to implement, support and use the system
What output is expected from the system
Staffing and skills: MA systems require new skill sets and approaches to marketing. Technical skills with MA tools and analytics, as well as good process mapping are in high demand. They are difficult to hire, and once trained will raise the market value of your staff so be prepared.
Campaign workflows: The key is not to get too far into the weeds in terms of nurturing workflow models. MA tools are capable of designing incredibly complex routing - marketers should err on the side of simplicity when getting started and build based on business drivers not just technical capabilities.
Integration: System level integration with the CRM is a must out of the gate. If not available from the start, integration with other systems should be planned on the roadmap for the MA implementation.
Training: MA requires new skills in terms of campaign design, execution, and analytics. This is a lot to ramp up on for the novice MA user. Training programs should be designed specifically for each type of user as they will have very different use cases with respect to system functionality.
Measurement and reporting: This remains a commonly cited weakness of most MA implementations. All leading providers have decent reporting capabilities built into their solutions. But it can be confusing about what to report to whom. This gets more complicated the higher you go on the marketing org chart. The needs of a campaign managers can be met with data that is germane to the system , but marketing executives need a perspective that goes beyond the marketing department. They need metrics that show influence on the sales pipeline, into deal size and velocity, and customer lifetime value. Marketing has a key role to play in all stages of the customer experience.
Social/inbound marketing activity is another common point of disaggregation. IDC expects that to see new tools to better assimilate unstructured social data into the formal lead management process so that, at least retroactively, marketers can measure the outcomes related to social engagement.
Overall, the marketing automation landscape continues to be highly fragmented with new media, channels, and tools cropping up daily. While there has been some consolidation over the past three years, IDC expects to see much greater M&A activity over the next three as major tech players look to build infrastructure offerings that integrate all customer facing functions.
To me that business model sounded like the much-heralded company TerraCycle, which upcycles juice pouches, for instance, into brightly-colored messenger bags.
When I suggested that analogy, Paul politely told me that Cycle Dog positions itself as the leading US recycled pet supply company. Cycle Dog is laser-focused on the pet market.
Listen now to this interview with Paul at the 2012 Outdoor Retailer Show in Salt Lake City as he talks about Cycle Dog's products, how they keep inner tubes out of the landfill, how they benefit the Humane Society, and how to crack open a cold one with man’s best friend.