5 strategies to try when your revenue goals go up

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2

What We’ll Cover

Marketing’s Convoluted Revenue Mandate

Honest assessment of your REVENUE MARKETING maturity

5 Revenue Marketing Strategies:

Know Your Baseline/where you are

Re-examine & Shape GTM Strategy

Re-think roles to build a high-performing team

Develop programs (beyond lead generation) that move the needle

Best practices & KPIs to measure and optimize

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5

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The Promise of

Marketing-driven

REVENUE

is Under Attack

Standard Issue “Revenue” Formula

Inbound-driven •

Standard Issue “Revenue” Formula

• MA Platform

Volume •

Inquiry-focused •

• Score Nurture Qualify

• MQLs

Complexity Stunts Revenue Generation:

Where to Focus

8

Organizational,

Talent & Data Silos

Cross-Channel

and CX Work

in Progress

Full-funnel Tech

Solution NOT There

Next Tech:

AI, Machine

Learning in Phase 1

© 2017 Integrate, Inc. 9

Honest Assessment

Demand Marketing

Maturity Curve

10

STRATEGY 1: UNDERSTAND

WHERE YOU ARE NOW

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Examine your current acquisition

strategy- How well is it working?

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Do you know what type of customer or segment

is ideal for your business?

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Segment Customer Churn

Rate

Revenue Churn

Rate

<50 42.3% 43.54%

Small 23.3% 23.54%

Medium 11% 11.4%

Enterprise 5% 5.7%

Look at your key segments. Do you know which is the most profitable for the business? Is your current strategy optimized for that?

Example:

Marketing Strategies

AND

Fishing with nets. You don’t care which fish you

catch as long as you catch enough fish. The fish

always swim towards you.

Demand GenerationFishing with spears. You care deeply about

which fish you catch, and you’re going to

proactively go pursue those fish.

Account Based Everything

Sometimes too much hereSTART with ICP and sales targets.Sales sells to leads marketing sources.

16

When can ABM help?

Higher Value

Accounts

Longer Sales Cycles

Land and Expand Strategy

Selling to a Buying Center

17

ABM for the right acquisition

17

Segment Customer Churn

Rate

Revenue Churn

Rate

<50 42.3% 43.54%

Small 23.3% 23.54%

Medium 11% 11.4%

Enterprise 5% 5.7%

Example:

What is our ideal customer profile?

How can we acquire more of that?

ICP

ABM for customers – cross-sell / up-sell

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STRATEGY 2: GTM

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Define your ICP

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Current

Customers

1Identify your ICP – Ideal Customer Profile• Key vertical (ex: healthcare, entertainment, construction)

• Historical data – (where have you had success?)

• Firmographics – (size of company, revenue, geography)

• Other signals – intent data, hiring patterns, etc.

2

3

Figure out the TAM – Total Addressable Market• How many accounts in my database fit that profile?

• How many in GEOs we support (location)?

• What is the white space?

Prioritize Accounts• Can use predictive scoring (account scoring) + intent data

• Sales input

• Historical data (closed won analysis)

Current

Total

Available

Market

(TAM)

Current

Target

Market

Create your plan

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$$$ Revenue Goals

Pipeline Required (sources can vary marketing, sales, partner)

How can we bring in the BEST quality pipeline most efficiently?

ENT Segment – Need Z%

POR GOAL

Mid-Market Segment –

Need Y%

POR GOAL

Small-Business

Segment –

Need X%

POR GOAL

Example: inbound

marketing modelExample: Programmatic

ABMExample: ABM

What is our optimal strategy to get there (mix of DG /ABM- programs, tactics)

This

breakdown

should be

the optimal

mix to most

effectively

hit revenue

targets

Set goals - Be clear what you are moving towards

Have a hypothesis – We think this set of accounts in the health care vertical makes sense for us to pursue.

–Higher ASP

–Faster sales cycle

–More cross-sell, up-sell potential

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Example scorecard

Engagement Sales Appt Pipeline Opportunity

Size

Win Rate

>80%

of target accounts.

>30%

tier 1 prospects

40%

of enterprise initial

Pipeline from

Targets

45%

increase in Opp

Size

50%

higher for target

accounts

Time frame = Year One

Should HELP get to your revenue goals more efficiently

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Account Tiering

Large- 5-50 accounts (“tens”)

Rich account plans; Every touch personalized

$100K – $1B+

Named -50-1,000 accounts (“hundreds”)

Light research + data build out

Personalized touches to key personas

$50k – $100k

Industry - 1,000+ accounts (“thousands”)

Automated touches OK

Industry and persona customization

$25k – $50k

Style 3

Programmatic

Style 2

Scale

Style 1

Strategic

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Type of

Program

Program Accounts

Tier 1 Tier 2 Tier 3

Direct Mail High value Post card – lower value Post-card lower value

Field Events Lunch and learn + dinners +

onsites

Lunch and learn Lunch and learn

Tradeshows Special dinner

Playmaker sends Yes Yes Yes

Database sends In some cases OK Yes Yes

Targeted Ads Yes + tailored content + logo Yes + industry Yes – industry

Content Syndication Yes – verticals and key

companies

Yes – verticals Yes -verticals

Sales outreach Yes (calling campaigns, drive

attendance)

Yes (calling campaigns, drive

attendance)

No

Appt Setting Yes Yes No

Contact Discovery Yes Yes No

Customer content

Custom streams

Yes (tier 1 and 2)

Program entitlements

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Be honest…

• What can Sales realistically support?

• What can Marketing support?–Resources

–Budget

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STRATEGY 3:

TEAM & STRUCTURE

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Product

Marketing

Corporate

Marketing

Revenue

Marketing

Field

Marketing /

Partner

EventsMarketing

Operations

PR

Website

Design

Customer

Loyalty

Social Media

Product

Marketing

Analyst

Relations

Marketing

Programs

Marketing

Automation

Customer x-sell,

up-sell

Digital Marketing

(SEO, SEM, PPC,

paid social, website

conversions)

Content Marketing

Regional field

marketing and

sales support

Partner

Marketing

Tradeshows

User

Conferences

Road shows

Planning

Metrics

Review

Program

Reporting

Systems

Performance

Leverage your current team

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Some key questions

• Identify WHO in the org helps determine optimal business segments and ICP?– Looking at historical data– Firmographics, technographics– Evaluate ICP and how it changes over time

• Identify WHO in the org reviews account data regularly?– Lead to account matching (L2A)– Account build out for key titles (data purchase, enriching data, accuracy)– Mapping parent – child relationships in CRM– Label accounts (tagging in CRM)– Ongoing data process – for dupes, etc.

• Identify WHO in the org drives orchestrated play strategy and execution?– Drive opt-ins– Early awareness through mid – late stage– Actions for key personas– Messaging and content

• Identify WHO ensures key information is communicated to Sales and other stakeholders?– Rolls out accounts to Sales– Interfaces with Sales regularly on programs– Works with Sales on account plans (if applicable)– Updates Sales on program impact – where there are opportunities

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Where your current team gets involved

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Ideal Customer Profile

Identified

Build your

foundation first

1.

Understand

account behavior

2.

Now decide

on tactics

3.

Run personal

plays

4. 5.

Measure results

Marketing

Operations

Product

Marketing

Revenue

Marketing

with Sales

Field

Marketing /

Partner

Field

Marketing /

Partner

Revenue

Marketing

with Sales

Revenue

Marketing

with Sales

Revenue

Marketing

example

Evolving the team over time

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Pilot –% of team

for discreet timeGoal – Showcase early wins,

prove hypothesis

Dedicated % of

team for ongoing

timeGoal – Scaling success for key

segments

Dedicated people

or ABM demand

centerGoal – Larger roll outs (global)

Time

Resu

lts

example

Example of a Core Team for ABM

Role Sample Responsibilities

ABE Leads (head of

marketing)

• Spearheads the initiative

• Develops playbooks and tech infrastructure for successful initiative

• Tracks the metrics and communicates the program’s successes

Product Marketing +

someone with data

skills

• Helps figure out ICP – then rank accounts – who is the best fit for your company

Marketing Manager

• Runs the program mix – highly personalized for tier one – customized for tier three

• Crafts account-specific emails and messages

• Nurtures relationships over time

• Supports Sales

Marketing Ops/Sales

Ops• Tags accounts in CRM – helps do data appending (for contact build out)

Strategic Account

Manager (AE)

• Drives the plan forward with the team and at the account

• Helps shape the ABE strategy and each account plan (only for Tier one)

Executive Sponsors• Deal / customer support to drive engagement

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• Better results – ex: higher ASPs

• Expand Deal Size

• Sales Cycle is Shortened

• Eliminate unqualified buyers right away. Your focus will be on accounts most likely to buy.

• Can be a ‘rinse and repeat’

• EASIER to work with marketing!

Get Sales Buy- in: Why should I do this?

• Shared incentives/ compensation

• Run a pilot

• Identify your sales champion

Why? How?

34

STRATEGY 4: PROGRAMS

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If you remember one thing today

35

Random acts of kindness = good Random acts of marketing = bad

Anatomy of a program

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Goal: Awareness

Is the company aware of your

products / services?

Goal: Engagement

Are the right people engaged

and interested?

Goal: Action

Do they have what is required

to make a decision?

Ask: What set of tactics make sense for these objectives?Note – It’s never just ONE activity.

Where do you have coverage?Do you have sufficient data, opt-in contacts, and account plans for each target account?

38

Where do you need to drive awareness?Which target accounts have any awareness of us? Are they visiting the website?

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Content for different tiers

• Messaging for key buyer(s)

• Content for different stages – can be simple!

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Content examples

40

Targeted Ads Personalized eBook Personalized Video

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Example plays

Program Example – Goal – Penetrate New Accounts

Targeted adsentire account

EmailT: Head of SalesF: ADR

Direct MailKey personas

EmailT: Head of MarketingF: ADR

ChecklistPackage received?

PhoneT: Head of SalesF: ADR

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Test! Core Prospecting Play

205 193 113 45 24 1Mtgs Opps Deal(so far)

EngdPkgs Resp

22%

Meeting Rates

Books only: 25%

Kindle only: 21%

Ads and Kindle: 21%

Ads and Books: 13%

Not significant

Web Traffic Visitors

Ads +43% +47%

No Ads +22% +8%

Directionally meaningful but not significant

34.2x pipeline to spend

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Program Example – Goal – Drive further engagement in accounts

Sirius Decisions 2017

• Before Event– Personalized Plays:

• AE Meeting Request + Executive Meeting Request Play + LinkedIn Step

– Broad Touches:• Evening Event Invites

• VIP Experience Contest

• During– Customer Success Presentations– Booth Demos

– Executive Meetings in VIP Lounge– Leverage Analyst Announcements– Evening Events – Reception and Dinner

• After

– Timely Follow Up!– Ongoing Nurture

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Program Example – Goal – Drive a Decision – Deal Nurture

46

Challenge – Initial interest, but a

deal slows or does not progress to

the next stage

Process – Run targeted play to key

stakeholders to shorten deal cycle.

Deal Nurture: Results

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Cadence: Monthly

Stage: Using play for stage zero opportunities (right person, budget, not right timing)

Goal: Expediting the deal cycle, reinvigorate stalled deals

Results: Immediate responses from set of deal zeros!

Make it Personalized to Drive Results

49

Support ADRs and Sales – Help them Act

50

STRATEGY 5: MEASUREMENT

& OPTIMIZATION

50

#1- Know what is effective at

different stages

52

#2- Optimize with ongoing testing

52

#3- Measure from day one (have baselines)

53

#4 – ABM metrics are different

• Focus on quality not quantity

• Track accounts not leads (MQAs not MQLs)

• Time spent (engagement minutes)

• Track impact and influence more than try to apportion ‘credit’ (team effort)

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Impact: Are ABM activities improving key sales outcomes?

Do you have sufficient data, contacts, and account plans for

each target account?Coverage:

Are the target accounts aware of your company?Awareness:

Are marketing programs reaching target accounts?Reach:

Are the right people at the account spending time with your

company? Is that engagement going up over time?Engagement:

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Engagement

57

Example – How to report early stage progress

58

Example – How to report later stage progress

Total

Accounts

Engaged

AccountsMQAs People Open Pipeline

FY18

GoalCurrent

FY18

GoalCurrent

FY18

GoalCurrent

Newly Added

FY18 Goal

Newly

Engaged

FY18 Goal

FY18

GoalCurrent

Target Accounts

w/opps

w/o opps

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Move Focus Down Funnel on

Revenue Creation

59

spending time, resources on low-value creating tasks,

campaigns and simple lead generation

Locking Arms with Sales, Customer Success

Converting Pipeline to Revenue

Delivering Quality over Quantity

Deploying Tech Thoughtfully