Setting an email to "operational" does the following
No unsubscribe link automatically added Email will be sent to leads set to Unsubscribed Email will be sent to leads set to Marketing Suspended
Note - when sending an operational message, Unsubscribed and Marketing Suspended leads will still be included in the "blocked from email" count on the schedule tab of the campaign.
When is it OK to use the operational setting?
Sending marketing email to unsubscribed addresses is illegal. For this reason, you should be extremely careful to only use this setting in extremely limited circumstances. Using this setting incorrectly violates Marketo's Terms of Service, and most antispam laws.
There may be legal consequences for using this setting incorrectly.
Good uses of the operational setting fall into two categories:
Transactional messages Relationship messages
What's a transactional message?
A transactional message is part of a transaction that a lead has initiated and you are responding to.
Here's some examples of transactional messages:
Receipts for purchases Registration confirmations Download links in response to form fill-outs Requested assets (whitepapers, spec sheets, etc.)
What's a relationship message?
A relationship message describes something that affects your business relationship with the lead.
Here's some examples of relationship messages:
Downtime notifications Changes to terms of service Recall notices End of service notifications
Operational messages should not contain any marketing content at all. In other words, do not use the operational setting to send a message that contains a receipt and a promotion, only a receipt.
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Many thanks to the 407 of you who took the time to complete our “Want To Help Us Make The Marketing Nation Community Even Better?” survey earlier this year! We are also incredibly grateful for those who talked to us 1-on-1 over the last couple of months. The feedback you provided was invaluable. It gave us meaningful insights into what you really want and need from your community, validated (and invalidated!) assumptions we had, and brought us interesting new ideas. What were our key takeaways from your feedback? We learned that 1) more personalized content, 2) expert peer content, and 3) a simplified user interface should be our highest priorities for the next iterations of our Community. We also heard loud and clear that you want better search and that we have work to do around archiving out-of-date content. We also learned some interesting things about you, our amazing Community members: Most of you have been using Community for 3-5 years You spend most of your time on Community learning from peers and experts 55% of you use Community 2-3 times a week or more 44% of you are most interested in getting answers to specific questions So, what’s next? For starters, we have kicked off an UX design project, are engaging with a federated search vendor, and Jonathan Chen, your Community Manager, is putting together a plan for cleaning up Community content. Look for more updates from Jon as we get closer! If you have additional feedback or comments, please feel free to reach out to me at firstname.lastname@example.org or Jon at email@example.com. I’m very excited to be partnering with you on the next phase for Community.
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A big thank you to everyone who took the time to answer our survey! We received over 400 responses--a testament to the passion of the Marketing Nation. We were also inundated, in a great way, by people willing to talk to us 1:1. If you signed up for an interview, please be patient as we work through the list. Once we have analyzed the survey result, we will be sharing them back with you so stay tuned. Once again, thank you for helping! __________________________________________________________________________________________________________________________________________________________________________________________________ We are about to embark on a project to make the best community ever—the Marketing Nation Community—even better. Because the community belongs to you, we want to know what’s important to you, what you want improved, and what Community “bliss” would look like. Please take 5 minutes to complete this survey and tell us what you think. Future Community Survey We will also be conducting 30-minute interviews with new and experienced Community users. If you’re interested, let me know in the comment section below and I will reach out to you directly.
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It was different. I think the day I liked the best was the Marketo day on Thursday. I don't use any of the Adobe tools, outside of Marketo, so the other sessions were not of relevance to me. I also missed more of the Marketo vendors at the Expo. They had a very small presence in the back area of the Expo - and from talking to those that were there, they were disappointed too.
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This is a really useful feature, but we do it slightly differently. (Thanks to Sydney Mulligan at Etumos for showing us this.) In our Engagement Cast programs, we have a membership status called "Excluded", which sits before "Sent". In the scenario described above, we would say anyone who is a Member of this Engagement Nurture, but does not qualify for this particular Send campaign in this Cast Program, we change their Program Status to "Excluded". This achieves the same result, the contacts are Members of the Program and are skipped in the cast priority. However, we are not making contacts appear in the "Sent" status, if they were not actually sent that email.
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Dear Marketo Customers, Today, Marketo is proud to announce that it has acquired Bizible, a best-in-class provider of marketing attribution and planning software. This is the largest acquisition in Marketo’s history, and one that combines two industry-leading complementary solutions, allowing us to further empower you with the tools you need to reach your customers more effectively. With game-changing performance data, analytics, and revenue measurement capabilities, Bizible shares Marketo’s commitment to providing innovative and robust solutions that drive real marketing results. The combined product power of our two companies’ products presents untapped potential for the Marketing Nation, and I am eager for you all to learn more about the exciting Bizible product features and integrations that are on the horizon. Some of this will be unveiled this week at Marketing Nation Summit, with more to come in the months ahead. In the meantime, and for those of you who are current Bizible customers, it is business as usual, with Marketo’s commitment to the Marketing Nation unchanged: we remain focused on delivering you the best engagement platform that helps you to build lasting relationships with your customers and drive growth. As always, please do not hesitate to reach out to your usual points of contact with any questions, and thank you for being a Marketo customer! Best, Steve Lucas CEO Marketo For more information, see the press release here.
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Another great, not-to-miss session is Mastering Complexity: Building Multi-Product Global Enterprise Environment in Marketo given by Champion Helen Abramova. Her session is part of the Engagement Best Practices track. Registration for Summit sessions open next week. Be sure to register for as many of these sessions as you can through the Summit registration portal. We also expect that the workshops, which can only hold 110 people, will go fast so, if you're interested in any of them, register as soon as you can! Looking forward to seeing everyone soon! Janet
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Earlier in the month, the Marketo team in Australia brought the Marketing Nation to 200+ marketers in Melbourne. They shared ideas on how to win in the Engagement Economy and attendees had an opportunity to network with peers and hear from industry experts, like Wyatt Bales, CRM Marketing Manager at Uber, about the future of marketing. Lots of learning for a roomful of amazing marketers! And, Melbourne was just the beginning. If you're in London, Boston, or Chicago, we'd love to have you join us to learn more about Winning in the Engagement Economy.
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Couldn't agree with Glen more on this one. Cheryl - I always appreciated your energy and enthusiasm and focus on the customer. You will be greatly missed and are leaving behind some very big shoes to fill! Best of luck in your next adventure.
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I took the survey too and I feel the same way - I prefer the existing logo more than the other options. It's nice to modernize but please don't marginalize your fan base in the process. I think one of the options looked almost identical to the Mercer logo (Mercer | Make Tomorrow, Today ) .
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Another benefit of using text email is increase the chances to land in Gmail's primary tab. However, as Juli James and Darrel mention - HTML always have their place and are great for promotional/branding emails. E.g. though a promotional/HTML email is more likely to be received in Gmail Promotions tab, it seems to be an attempt to facilitate advertising in the mindless moments - i.e. Gmail could be expecting users to actually have the intent of going through the promotions tab, and browse through promotions - with the mindset to find promotions instead of finding promotion in the work area of primary tab.
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Marketo Support confirmed that the DNS issue prevented email recipients from clicking the links in the emails and successfully loading the landing pages (on our site not MK landing pages). I could see the repeated clicks on the links in activity history, but no traffic on the pages from the campaigns. Marketo should have prevented email from sending. Period.
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What technological tools/solutions does the Sales team need to make it successful? In many ways, ABM has put a spotlight on innovation in sales organizations. Although ABM includes the word “marketing” in its name, the strategy is ultimately about driving sales and revenue. In companies that are getting it right, ABM is having a profound impact on the way sales organizations operate and on the technology that supports them. In some ways, today’s sales organizations are standing where marketing teams were 5-10 years ago. Over the past decade, marketing technology went through a significant evolution – developing programs and systems to help marketers cope with and excel in the new digital age. But, while marketers became proficient in marketing at scale on the digital side, when a lead got to Sales, “it was the same ‘Let’s meet and I’ll show you a demo’ conversation,” says Mike Telem, general manager, Israel, and vice president, product marketing, Marketo. ABM is changing that. “Since ABM helps marketers be more focused, it is enabling Sales to get more focused, as well, and automate their key tasks” he says. “It’s a joint mission to bring Sales and Marketing closer together and bring Sales up to speed in technology – especially around automation, targeting, and analytics.” At a time when companies are looking for ways to accelerate sales, grow pipeline, shorten sales cycles, and engage with the right customers around value (not price), many are turning to ABM to help them do it. The supporting technologies they are leveraging are revolutionizing performance. Initially, however, they can be confusing for sales organizations that still rely primarily on CRM to support the team. Which technologies do you need? How do you go about selecting them? Of all the solutions out there, which will best set you up for ABM success? These are just a few of the technology-related questions with which Sales leaders are wrestling as they consider an ABM approach. Building the Tech Stack – Together Just as an overall ABM strategy can be successful only if Sales and Marketing teams are fully aligned, decision making about the technology that will support ABM must be a collaborative effort as well. That’s because the technology must not only support sellers and marketers individually, it must also blend to give the teams complete visibility into accounts, marketing, and sales touches within those accounts, activity by leads, and more, to enable a coordinated targeting and engagement approach. Sales and Marketing leaders must work closely to align and collaborate on the technologies that will best support their goals and ensure those technologies will integrate. Having a centralized ABM solution in place is key for ABM – after which, says Telem, there are four main categories of tools that are helpful for launching and scaling an ABM strategy (with specific emphasis on the Sales part of the team). 1. Predictive: Broadly speaking, these tools evaluate your existing customer base and then try to find opportunities similar to your best customers. Predictive tools provide an internal and external review. Internally, these tools comb the existing lead and account database to identify best prospects, enabling the Sales team to focus its efforts on the accounts predicted to be most likely to close. Externally, predictive solutions are able to review Web activity, social networks, and so on, to find potential prospects that match the ideal profile. Predictive tools accomplish this by constructing several ideal types of accounts and personas based on your current successful customers (as measured by data points such as company type, size, technology they use, location, behaviors, public news, persona types, and whatever other measure is important to your organization). With this information, the tools can predict who else might be successful for your company. Some predictive tools also tag a score per lead (or account) based on this information. 2. Data enrichment: Data enrichment tools provide important information about each account or prospect to help Sales better understand their chances with the account and best determine their ideal approach. They ensure Sales and Marketing have enough data about each account to leverage for triggers, levers, and content or to empower sellers to communicate in the way a prospect prefers. For instance, a data enrichment tool might be able to add job title/role within an organization, previous employers, social profile, and other key information that creates a more complete picture of an account and the individuals within that account. Without important information about key stakeholders and what makes them tick, it is very difficult to target an account effectively. Data enrichment tools can be used alone or in conjunction with predictive tools. Some predictive tools – but not all – have a data enrichment component to them. 3. Sales automation: At a high level, sales automation tools automate many of the sales tasks that were once typically manual, such as sending emails and making calls. These tools help manage these kinds of tasks according to specific, pre-defined processes and flows. They also help monitor these tasks and their results/performance in an efficient way. Sales automation tools typically focus on high-score accounts and the best decision makers within them for the best results. They can be very helpful in both automating and streamlining the activities of large sales forces to match specific ideal templates. 4. Account-based marketing solutions: Of course, no ABM strategy can work without supporting ABM technologies. Solutions like Marketo ABM bring together Sales and Marketing teams to target, engage, and measure key accounts in a highly coordinated fashion. Marketo ABM provides account teams with all the necessary elements that enable them to discover, manage, engage, and analyze the accounts with the most revenue potential, thus driving revenue from their most valuable accounts and delivering higher return on their sales and marketing investments. Engagement platforms such as Marketo’s – that have an ABM solution – can easily integrate with the tools mentioned above, thus providing all essential capabilities in one centralized place. All these tools must work together to give sellers and marketers the information they need to identify their best targets, then pursue them with the right information, at the right time, in a way that is highly coordinated across the Sales and Marketing teams. This requires not only alignment but synchronization between Sales and Marketing, says Telem. “In the past, Sales and Marketing teams have struggled to work together. Now, with ABM, synchronization is happening more and more,” observes Telem. “Gone are the days when companies could say, ‘Prospect Bob is talking to Sales – so Marketing isn’t relevant anymore. Bob or his teammates may still be downloading information from Websites or attending Webinars. Marketing needs to keep pinging them with the right information. The reality is that both Marketing and Sales are constantly interacting with prospects so their processes need to remain in sync.” Powerful Results When it all comes together – the right technology, backed by synchronization between Sales and Marketing – the results can be powerful. Consider Mintigo. A leading enterprise predictive platform for Marketing and Sales, Mintigo wanted to accelerate its pipeline growth and improve average selling price. It decided an ABM strategy would be the best path to achieve the goal. On the technology front, Mintigo came to ABM a step ahead of most organizations as it already was leveraging its own predictive analytics platform to discover the best target accounts, identify decision makers, and enrich key accounts with data. Mintigo was well armed with predictive analytics, but it needed a platform to provide the essential capabilities of ABM so it could actively target and manage accounts, engage them across channels, and measure the impact of their efforts with powerful analytics. Mintigo selected Marketo ABM – a natural choice as it is built natively into the Marketo Engagement Platform, which the company was already using. Once the new capabilities were added, Mintigo was able to create more meaningful segments within its target accounts and apply highly personalized messaging, delivered through a variety of channels, that was both relevant and timely to their audience. As a result of its overall ABM strategy, Mintigo has seen more than a 43 percent increase in opportunities from targeted, key accounts and an additional 12 percent increase in overall pipeline. “With Marketo ABM, our ABM process is more streamlined, and the main activities such as account management, engagement, and reporting are centralized, enabling us to easily target the decision makers within the accounts we focus on, engage with these prospects through multiple channels, and measure the effectiveness of our campaigns – ultimately driving pipeline and revenue impact,” says Tony Yang, Mintigo’s vice president of demand generation. With marketing and sales processes synchronized and automated, Telem says, “you are able to engage more prospects in an intelligent way that doesn’t bother them but adds value. You avoid the cases of, ‘I just spoke to your sales guy; why am I now getting this unrelated email?’” Beyond scalability and being able to engage more prospects, he adds, “You are able to be more efficient with your salespeople’s time, enabling them to go after more relevant and bigger accounts while wasting less time trying to follow a process – because they have software that manages that process for them.” By aligning Sales and Marketing to collaborate on the technologies they need for a successful ABM strategy, companies of all sizes are seeing these kinds of benefits – and driving large, rapid improvements in sales and revenues. From Selling Power Solutions For Sales Management , Special Edition 2017
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One of the recurring themes in any conversation about creating a successful ABM strategy is the need for alignment between Sales and Marketing. The problem: most people have heard this statement so often over the years, it has become a cliché. Companies understand the need to align Sales and Marketing like a teenager knows he needs to clean his room: he understands he should do it because he keeps hearing about it; it just never manages to get done in the midst of all the other priorities. But ABM cannot succeed without close cooperation between these two departments, say the women who wrote the book on Sales and Marketing alignment. Tracy Eiler, chief marketing officer, and Andrea Austin, vice president of Enterprise Business, InsideView, recently released Aligned to Achieve: How to Unite Your Sales and Marketing Teams into a Single Force for Growth (Wiley, 2016). They say alignment is foundational for any organization considering an ABM strategy because today’s buyer has changed so dramatically – and, if companies aren’t pursuing them in an orchestrated, highly coordinated way, prospects will walk away. “Customers are coming to my reps more educated than ever. But what are they learning?” asks Austin. “If what my salespeople have to say is different from what marketing is saying in tone or content or timing, the buyer will be confused. And, when there is any disconnect, the buyer will leave.” This alignment must continue through the lifetime of that customer, she added. To avoid that scenario and pave the way for a highly successful ABM initiative, Eiler and Austin say organizations need to align Sales and Marketing in these five areas. 1. Communication. This is where great Sales and Marketing alignment starts. Get communication right and you lay the groundwork for success in all areas of ABM; get it wrong and you’ll undermine your entire ABM strategy. Eiler, Austin, and their teams talk daily on an informal basis about what is and isn’t working. They’ve also established a bi-weekly “Smarketing” meeting in which their teams come together to evaluate the past two weeks, what’s happening currently, and the upcoming fortnight. The agenda is operational. If a rep in the Northeast needs pipeline, they’ll look at that. If Marketing is considering two versions of a billboard, they’ll get input from Sales on which is best. Whatever is going on, they’ll discuss. “This gives Sales and Marketing time to ask questions,” says Eiler. “Then you can understand the decisions and not complain about or judge them,” she says. 2. Process. Moving a prospect from initial target to closed sale within an ABM strategy requires a well-defined, highly coordinated process. From defining a target to determining how the target will be reached – and with what content and frequency – Sales and Marketing teams must be in full agreement on the “how” for converting targets to deals. “Process” addresses the nitty-gritty details of this day-to-day effort. What’s the orchestration between marketing touches and sales development touches? What are the handoff points? What happens when the opportunity becomes a customer – or selected a competitor instead? How many touches does it require to make a sale – and what’s the procedure if we start going beyond that number? While it’s essential to jointly define the business processes around ABM, it’s also important to remember that the process is fluid. “We have an ABM plan we’ve agreed to, but we are still learning and are always talking to each other about what is and isn’t effective, how many touches it is really taking to make a sale, and so on,” says Eiler. “We have regular meetings between Sales and Marketing to go account by account to see what’s working and what isn’t.” 3. Data and Technology. Eiler and Austin group these together because they are so intertwined. With most purchases today made by committee – not a lone buyer – Sales and Marketing teams must have a thorough understanding of the buying teams, the roles, the relationships, and the content being consumed by each person at every target customer. Your technology must support your ABM strategy but it must also be able to connect individual data to an account for a complete picture of a target. This takes not only finding the right ABM technology, but integration of that technology into the existing stack – and clean, accurate data. “Most companies overlook the fact that their data needs just as much attention as their ABM technology,” says Eiler. “If you don’t have all the right people with the right titles and background and other information, you won’t have the reach you want.” “My Sales team spends most of its time in CRM while Marketing spends most of its time in Marketo,” adds Austin. By creating a solution that combines the data from these systems, the teams have joint visibility into contacts, companies, and campaigns. “It’s really important to have continuity of data and integration of systems,” says Austin. “Without it, you might get people and targets wrong.” That data needs to be continuously refreshed, adds Eiler. “We all experience key contacts coming in and out of accounts; you need to stay on top of those changes to be effective.” 4. Targeting. Choosing the right accounts to target is a crucial part of the ABM process. Get it wrong and you’ll waste a lot of time and effort on deals that either won’t close or won’t bring in the right kind of revenue – undermining the entire ABM effort. Getting it right requires a scientific, data-driven approach. At InsideView, for instance, Eiler and Austin mapped all their customers on two revenue dimensions that were most important to the company – renewal rate and up-sell propensity. The characteristics of those companies in the top right quadrant – those with high renewal rates and a high up-sell propensity – became the defining characteristics of their ABM targets. “My team will sometimes say, ‘But I have a great contact at this startup company!’ It doesn’t matter because, based on our data, I know that company isn’t a good customer for us long term,” says Austin. “And, if they aren’t a good fit long term, we don’t go after them.” It doesn’t take a lot of technology to do this analysis. InsideView used its CRM system, Marketo, and spreadsheets. Most companies have these; all they need is for sellers and marketers to sit down together and use them to create a target list. 5. Measurement. Sales and Marketing must agree on the measures that will be used within the ABM program. While these will be different for every company, “the overwhelming measure that Sales and Marketing need to align around for ABM is pipeline goals,” says Eiler. “Marketing should have some portion of variable compensation tied to pipeline goals.” This is a new idea for most marketers, who prefer to be tied to lead levels or other measures over which they have control. Working with Marketo, InsideView also created a measure called Engagement. “We know that, on average, 34 people are engaging with us to close one piece of business. They are across at least three departments and at least half are at director level and above,” explains Eiler. “When an account is close to reaching those numbers, it is considered Engaged.” Armed with that information, Marketing can show an account exec which of the accounts for which he is responsible are Engaged – enabling him to direct his energies most profitably. “Marketing can now show Sales information that’s relevant to the way they sell,” says Eiler. “In the past, we could have shown them individuals and their activity but not the whole picture. Our Sales teams are more effective now and they are getting to proposal and close faster.” Faster sales cycles are just one benefit of the company’s ABM strategy. Renewal rates are also up and InsideView is seeing bigger up-sell opportunities, faster. These results are all rooted in the tight alignment between Sales and Marketing across the five areas above. “An ABM strategy is already risky because you are no longer going after volume; you’re going after individual accounts,” Eiler concludes. “If Sales and Marketing aren’t aligned, it’s even riskier.” Questions Every Sales Leader Should Ask Marketing In researching their book on Sales and Marketing alignment, InsideView’s Tracy Eiler and Andrea Austin discovered that, while many Sales leaders know they should be talking to their Marketing counterparts, they aren’t sure what to ask. To initiate productive conversations that can transform the Sales-Marketing relationship, Eiler and Austin recommend Sales leaders sit down with marketers and ask the following questions: How are leads prioritized? What is the lead scoring model? How often do we review it? How do we calibrate our follow-up capacity? Sometimes there are busy seasons (events, for instance) and the sales development team gets overwhelmed. How do we plan for that? What are the rules of engagement once a deal makes it to the opportunity stage (e.g., Marketing continues with thought leadership touches, but no specific solution offers)? What is the intent of specific programs we are running? (Branding? Awareness? Campaigning for a purpose such as deal acceleration?) What happens when an opportunity ends in “no decision”? Do we have a “wake the dead” nurture in place? Besides hard program dollars, what is the “people effort cost” for each campaign (Eiler calls this “marketing muscle cost”)? Explain how existing customers are included (or not) in marketing campaigns. What kind of visibility will my sales reps have into how an account is responding to our marketing efforts (e.g., interesting moments and other activity made visible by Marketo Sales Insight)? What kind of flexibility does the Marketing team have to add special campaigns or field events? How much notice do you need? Is marketing measured by pipeline targets? If not, are you open to it? From Selling Power Solutions For Sales Management, Special Edition 2017
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