The definition of a system audit is an investigation into how effectively a business operates in the digital world. It examines all the aspects of an organization addressing what elements are working and not working. It also reveals the most likely return on investment that an organization can expect to receive. The type of auditor required depends on the circumstances. There are several different kinds. There are internal auditors who are employed by companies for the purpose of auditing them from the inside. Government auditors audit federal and state agencies. There are also independent auditors who are not affiliated with any government agency or other organization.

Misinterpretation of data
Not interpreting your data correctly impedes your ability to make your business succeed. To improve marketing and sales results, you have to know how to manage your data effectively. Decide what data you want to track and how you’re going to track it. Then make sure the data you collect is presented in an organized and consistent manner so it can be interpreted the same way by different examiners.

Under-utilization of a Marketing Automation PlatformA Marketing Automation Platform (MAP) is a powerful digital business mechanism. Some of the features of a MAP include: database segmentation, multi-touch campaigns and revenue attributions, lead scoring, cloning, A/B and multivariate testing and sales empowerment activities. If you are not employing these tools, you’re not using your MAP to its full potential. Common examples of how marketers under-utilize a MAP are: only utilizing fundamental functions and failure to explore and learn how to integrate different functions effectively.

No return on investment

The primary function of any MAP is to be used as a vehicle to traffic more revenue into your business. Besides increasing revenue, marketing automation brings several other benefits to the table, including: an increase in highly qualified leads and a rise in Structural Query Language (SQL) conversion rates. So the utilization of marketing automation can be very advantageous. It gives better support for more sophisticated strategies, as well as provides new insights for targeting customers and gaining leads.

Automation plans uncoordinated with marketing and sales strategies

When an auditor reviews your organization they will closely examine your strategy as well as determine an automation activity that will fit your strategy the best. As your strategies evolve over time, make sure you are keeping your MAP up-to-date. No matter what marketing and sales strategies you use, your platform should always be in sync with your strategies.

Conflict between marketing and sales

A well designed MAP can make your marketing strategy work. However if it is not assembled effectively your MAP can be holding you back. The red flag here involves marketing teams and sales teams. While your marketing team may support a given automation activity, your sales team may not feel the same way. A common conflict is when a marketer is confronted by reluctance from his or her sales team when they are tasked to automate an aspect of a campaign. To ensure universal agreement from all parties you have choose the right approach.

Another common frustration among marketers is not receiving satisfying results especially after a great deal of effort has been spent integrating new automation activities. This can occur when an organization utilizes a grab bag of features that aren’t put together in a sensible way and aren’t assembled into a solid cohesive unit. The usual culprit here is the succession of different marketers over time choosing the marketing automation platform to best suit their individual specifications and objectives.

Lack of Strategy

Of all the aspects of building and operating a digital organization, leadership is the most important component. The transition from manual to digital automation is not immediate. It takes time. The danger here is that the sense of non-urgency can lure executives into a false sense of security and the mindset that they can take their time. On the contrary when transforming into a digital business speed and efficiency are crucial.
While the decision of who to appoint to head the digital transformation of your company may generate a fair amount of discussion, the duties and responsibilities of that position generally fall under the jurisdiction of a Chief Executive Officer. However, certain circumstances may dictate otherwise.

The type of executive officer position you create depends greatly on the nature of your organization’s transformation. If your transformation is focused primarily on the customer leadership should be given to a Chief Marketing Officer. If the transformation is technological a Chief Information Officer should be appointed. When a cross-operational approach is needed elect a Chief Digital Officer.

No matter what form of executive officer you choose to elect, the most important thing to remember is to assign them clear concrete responsibility and authority, as well as accountability.

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