c2c workshop 2.16.2015 as brown
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REFRESHING YOUR DEMAND GENERATION PLAN B2B/C2C: February 16, 2015 April S. Brown, VP Demand Generation Services, Televerde
Agenda • Introductions & Objectives
• Demand Generation Core Principals
I. Demand Generation imperatives: People, Process, Technology…and…Data!
• Exercise 2. 15 minutes
II. Personas: What do they really want? What are they really about?
• Exercise 3. 15 minutes
III. Buying Cycles: Influence vectors • Exercise 4. 15 minutes
I. Content Consumption Mapping Exercise 5. 15 minutes
II. Content Layering Exercise 6. 15 minutes
III. Definition of Success Exercise 8. 15 minutes
Q&A and Close
About Televerde
• Marketing and Sales as a Service Agency • Practice areas in Digital Demand Generation, Dialogue and
Data with Consulting from Cold to Close • 18 Years in business with Fortune 500 companies…and
Fortune 1000 • >300 people committed to assessment, strategy, execution
and measurement/optimization in all practice areas
Increasing mind share
Increasing market share
MARKETING SALES
Formulating an opinion Making a Decision
Demand Generation Engine-Big Picture • People • Process • Technology • Demand Generation • Continuous Improvement
• Buyer Centric • Operational Mindset-People, Process and Technology • Content-relevance • Lead nurturing-perpetual and technology driven • Analytics and Optimization-managing what you can
measure • Sales Readiness-Enable Sales
Demand Generation Strategies-Core Themes
Buyer Personas
Relevant Conversation Paths
Content Marketing
Targeting Model
Revenue Performance
Identify key buyers and influencers
Determine conversation paths
Conduct a content inventory and audit
Design program logic-entries and exits
Lead Management
Lead nurturing and scoring logic
ROMI and funnel math
Understand buying cycles
Determine pain points+ triggers
Map content consumption to buying patterns
Define key conversations
Understand content engagement
Identify gaps
Create content strategy
Create content
Define data strategy, i.e., 3rd party lists
Develop inbound and outbound strategies
Lead stage modeling and definitions
Sales and Marketing alignment
Sales enablement tools + training
Reporting and Analytics
Actionable insight
Optimization and Testing
Execution-inbound and outbound
Develop re-purposing strategies
Demand Generation Tactics
Demand Generation Skillset Groupings Buyer
Personas
Identify key buyers and influencers
Understand buying cycles
Determine pain
points+ triggers
Map content consumption
to buying patterns
Create content strategy
Content Marketing
Conduct a content
inventory and audit
Identify gaps
Create content
Lead Management
Lead nurturing
and scoring logic
Lead stage modeling
and definitions
Sales and Marketing alignment
Sales enablement
tools + training
Revenue Performance
ROMI and funnel math
Reporting and Analytics
Actionable insight
Optimization and Testing
Targeting Model
Design program
logic-entries and exits
Define data strategy
Develop inbound and
outbound strategies
Execution-inbound and
outbound
Relevant Conversation
Paths
Determine conversation
paths
Define key
conversations
Understand content
engagement
Develop re-
purposing strategies
• People-Build, Rent or Buy talent with key areas and work in teams
• Process-Build process Architecture that supports demand generation marketing efforts-inbound and outbound. Build Lead Management. Define quantitative success: KPIs and metrics. Align Marketing and Sales!
• Technology-Deploy and integrate MA, CRM and other relevant data sources for end to end efforts. Develop processes that are used across marketing organization
• Demand Generation-Design and build demand generation strategies that leverage personas, buying cycles, segmentation, nurturing and content
• Continuous Improvement- Always measure, make data driven decisions. Employ testing and optimization to refine demand generation programs
Demand Generation Engine
What is Closed-Loop Demand Gen? • A perpetual marketing and sales process with agreed upon goals and
SLAs between departments
• A plan that encompasses engagement throughout the marketing and sales funnel (top, middle and end), connected and monitored via web analytics, Marketing Automation and CRM platforms
• A process that relies on new and useful information to coach your prospects into becoming new customers – and keeping them
Exercise 1 • Map out an ideal state for your organization across three
dimensions: People, process and technology • Where do you have gaps in process? • Where do you have skillset gaps? • How well is your technology utilized? Integrated? • What would it take to have Sales and Marketing aligned? • How is your data? Quality, appends, hygiene? • How are you defining success?
Titles are not Personas
CIO
Marketing Manager
Sales Rep
Director of IT
Account Executive
CMO
Procurement Professional
Business Analyst
Personas are more like this…
I need to ensure that we survive the drought that I am pretty sure is coming
I deserve a lot more bananas then the rest of these monkeys
I am getting older, am I still relevant to the
group?
I bet there are some really cute girls on the
other side of the valley…
I just want things to stay the same
Will the others think I am cool if I show them my new ant eating tool?
Personas need to be constructed with both rational and emotional variables…
Emotional Rational Justifiable
All Justifiable Decisions…
B2B Marketers do this pretty well…
This one, not so much…
Engagement Motivations
Information
Personal Identity Integration and Social
Interaction Entertainment
McQuail, Typology of Motivations, Mass Communication Theory
Engagement Motivations
Entertainment • escaping, or being diverted,
from problems • relaxing • getting intrinsic cultural or
aesthetic enjoyment filling time
• emotional release • sexual arousal
Information • finding out about relevant events and
conditions in immediate surroundings, society and the world
• seeking advice on practical matters or opinion and decision choices
• satisfying curiosity and general interest • learning; self-education • gaining a sense of security through knowledge
Personal Identity • finding reinforcement for
personal values • finding models of behavior
identifying with valued other (in the media)
• gaining insight into one's self
Integration and Social Interaction • gaining insight into circumstances of
others; social empathy • identifying with others and gaining a
sense of belonging • finding a basis for conversation and social
interaction • having a substitute for real-life
companionship • helping to carry out social roles • enabling one to connect with family,
friends and society
Engagement Dimensions
Involvement
Interaction
Influence
Intimacy
Forrester, 2008
Presence
Actions
Feelings
Advocacy
Marketing Engagement Dimensions
Decision making (especially buying decisions )reflect fundamental and emotional drivers :
• Needs • Wants • Desires • Fears
Which migrate into higher order constructs like: • Progress forward • Mitigation of Risk • Status • Stability
• Needs are: • individual • Collective/group based
Engagement as an indicator of Emotional Involvement
• Needs • Wants • Desires • Fears
• Progress forward • Mitigation of Risk • Status • Stability
• Individual • Collective/group
based
Personas: Psychographic & Firmographic & Demographic
Influence Vectors-What Happens in the “Pack”? • Needs • Wants • Desires • Fears
• Progress forward • Mitigation of Risk • Status • Stability
• Individual • Collective/group
based
So, What to do and How to Do it?
What: • Persona based marketing? • Behavioral targeting? • Psychographic profiling? YES! How: • Research? • Technology? • Humans? YES!
Link them!
Link them!
Understand Prospect emotions, as individuals and as a collective
Marry this with Rationality to provide justification
Cultivate Reciprocity through People and Technology
Engagement: Cold to Close
Exercise 3. • What do you know about your target personas? • Who are they? • What are their fears, needs, wants and desires? • What keeps them up at night? Status? Risk? Or…?
Exercise 4. • Draw what you believe to be the buying stages of your key
personas • What would you need to do to validate this information? • Would your Sales organization agree to what you believe
to be the buying cycle?
Exercise 5. • Based on your work today on personas and buying cycles,
sketch out a content consumption map • What would you need to do to validate this information?
What is Content? • A vehicle that transmits knowledge • A collection of information that activates the desire to learn, interact and take
action • Words, sounds, visuals that convey meaning & context that elicit a response
• Infographics • Newsletters • White papers •eBooks •Slideshare presentations •Web apps/Web experiences • Case studies •Videos •Webinars •Podcasts
•Social media micro-blogging (Tweets, Updates, etc.) • Blog posts • Web pages •Marketing Collateral • Streaming Audio/Video • Mobile applications • Text messages • Direct mail pieces, etc.
Understanding the Acronyms • BCC = Buying Cycle Content
• First content layer of perpetual Demand Gen program • Content directly tied to pain points and behaviors at that respective stage in the
buying process • Content is less promotional in nature and more direct and informative
• PC = Promotional Content • Second content layer of perpetual Demand Gen program • Content tied to pain points at the respective buying stage • Utilize alternative, easily accessible formats (slide share, case studies, video,
webinar, infographic, etc.) to encourage engagement and movement through the program
• Drip =Third content layer of perpetual Demand Gen program • Top of mind content sent on a regular cadence • Content tied to relevant industry topics, articles and news of interest to target
audience and current trends to re-engage respondents to move through the program
What now? • Know your buyers – do primary and secondary research on
your recent buyers, lost deals, long-time customers to determine what triggered a purchase and how they became a customer or competitor customer
• Map out the buyer journey by your top 3 buyer personas • Devise a campaign strategy based on how and why
customers buy your products or solutions • Develop a content creation and distribution plan using
all online and offline marketing resources • Execute your plan with a mix of internal & external experts • Measure results and recalibrate based on data
Perpetual Nurture
• Each Stage is built out as a separate program • You can add Stages, or roles, segments and variants within each stage • The content is layered with different types of media to address each stage
of the cycle • Movement from one stage to the next requires content consumption • If prospect does not consume second layer of content, they are
automatically dropsped into drip with an opportunity to reengage
11
This framework is perpetual and scalable by role, industry, segment, or buyer stage
Exercise 6. • Sketch out a sample nurture program, concentrating on
the kinds of content that might resonate with your target personas
• How would you use drip content to stay top of mind with your prospects?
• What ways could you repurpose content to be more efficient with your content repository?
Marketing Measurement It’s not easy.
Wandering the data maze and complex interdependent relationships
Defining KPIs Having KPIs in place requires the right environment to do so: This means: • Clearly articulated goals that are measurable, relevant and time based • Having defined business processes • A way to capture data at relevant points • The ability to compare results with defined goals • A way to investigate the delta from goals • And most importantly, the ability to refine efforts to get closer to goal
Leading performance indicators 1. Increase in win rate over time (better qualified leads) 2. Pipeline acceleration (better qualified leads) 3. Unique visits and duration of visits over time (targeted content, segmentation) 4. Number of asset downloads increasing (targeted content and segmentation 5. Social media (awareness and share of voice) 6. Form submits and abandonment rates 7. Change over time in Email opens and click though ratio 8. Change over time in number of MQLs over time 9. Change over time in number of SALs, SQLs 10. Increase in database size over time (contact count, hard bounces)
Lagging performance indicators 1. Revenue attributable to marketing efforts 2. Profit attributable to marketing 3. Return on marketing investment (ROMI) 4. Customer lifetime value
KPI Metrics description Implications
Close ratio Percentage opportunities to wins Uptick in close ratio indicates that Marketing is delivering higher quality leads to Sales
Pipeline velocity Expected time for opportunities to move from one stage to the next)
Increase in velocity means shorter time to sale and with the close ratio indicates pipeline efficiency
Website activity Change in number of unique visits and duration of visits Increase in visits and duration is an indicator of interest and engagement
Asset engagement Change in number of assets downloaded Greater number of assets downloaded means relevant content
Brand engagement Social media “share of voice” More conversations relate to “buzz” about brand
Engagement
Form submits and abandonment rates
Interest in and desire to get and give more information. This allows for closer targeting
Response rates
Change over time in Email opens and click though ratio
Open rate is important, click though rate even more so—indicates willingness to learn
Marketing contribution to Sales
Change over time in number of MQLs
Greater number of MQLs is an important indicator marketing effectiveness, particularly targeting
Sales pipeline activity
Change over time in number of SALs and SQLs
Increase in SALs and SQLs directly relate to Marketing and Sales alignment and is an important measure of effectivesnss
Database health Increase in database size Lower number of dupes and junk Lower rate of hard bounces
Database health in terms of hygiene and growth are critical to ongoing marketing efforts
KPI Metrics description Implications
Attribution Revenue Amount of revenue directly attributable to Marketing
Gauges the influence marketing effects have on revenue. An increase in attribution has budget implications
ROMI Return on Marketing investment Increase in visits and duration is an indicator of interest and engagement
Profit attributable to Marketing
Profit of above (takes into account variable costs)
Important in terms of bottom line numbers
Loyalty Customer Lifetime Value An increase in CLV is a key measure of marketing effectiveness over time.
Lagging performance indicators 1. Revenue attributable to marketing efforts 2. Return on marketing investment (ROMI) 3. Profit attributable to marketing 4. Customer lifetime value
Additional Content Metrics to Track • Open rate • Click Thru Rate • Form submits • Lead stage conversion rate • Content asset performance • Performance based on title • Velocity + Throughput • Email volume by stage • Messages sent per person (frequency distribution: number
of people receiving 0, 1, 2, etc. messages last week) • Stage movement (number people entering and leaving
each stage last week, including in and out of drip) • Stage counts (number of people in each stage
Exercise 7. • Specific to your organization’s objectives, what KPIs
and/or metrics would you use to define success?
THANK YOU Visit us at www.televerde.com Email me at april.brown@televerde.com
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