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Professional Development
Session #4Sessions 1 - 3: Background, Implications,
Diagnostics
Session 3 Recap: The Leaders & Lessons 1 – 5
Session 4: Lessons 6 – 12
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The Premise: “We can’t find enough ??” Peter Saunders, the owner of ClinTek, good business but churning through ??
people Radical ?? Shift is occurring:
x% complete
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The New Buyer
More informed
More connected
More ??
More ??
More ??
More risk averse
More abundant
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3 Implications of the New Buyer
1.New ?? – the sales process has a lot of twists, turns and loops
2.New sales team skills – the old canned approach doesn’t work
3.??
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The sales processOld Funnel - and new reality
New structure full of twists and ‘bounces’ – XX machine
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Marketing has a growing role in revenue generation
This first 57% is marketing!
The remaining
43% is sales & marketing
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The 20 Leaders
&
The First 5 Lessons
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The 20 LeadersDawn AbankwahVP Business DevelopmentSpafinder Wellness
Leslie CarterChief Brand and StrategyOfficer, Knightsbridge
Janet CampbellVP SalesTAB Records Management
Nikki GoreVP MarketingBluecat Networks
Andrew JenkinsPrincipalVolterra
Mike HennessyVP Sales and MarketingIntelliresponse
Camille KennedySenior Director of MarketingHip Digital Media
Christina DiLalloMarketing ManagerNewcomp
Joanne GoreDirector of MarketingAvanti
Mark FaskenSales ManagerInfluitive
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The 20 LeadersColin McAlpinFormer VP Product MktgCognos
Brian MergelasCEOWaterTAP
Jennifer McGill CanuFormer Group Mktg DirectorRoyal Building Products
Pina SciarraVP SalesJ&J
Liz WilliamsDirector of Mktg & CommsADP
Susan SmartGroup Account DirectorTite Group
Dave ZavitzSVP Sales and MarketingCanada Cartage
Ross NepeanVP Global MarketingTAB Records Management
Herb SaundersPresidentAmerican Appraisal Canada
Colleen PreisnerDirector of MarketingFCT
Who’s missing from right here??
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Lesson 1
Get Support from ??
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Get Support From The Top• If you don’t, marketing is not likely to succeed in mid-market B2B companies • Lots of skepticism and lack of experience – requires senior buy-in to
overcome• How to get that support:
1. Secure a marketing ?? for year one2. Get leadership ?? for marketing (weekly meeting with senior exec for first
3 - 4 months)3. Be on the executive committee4. Have ?? own marketing initiatives internally
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Lesson 2
Set ?? Expectations
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Set Realistic Expectations• Everyone thinks marketing is easy, that anyone can do it, and that
results will happen in a month or two • Because the purchasing cycle in B2B is long, marketing takes just as
long to have an impact • Not a 3 or 6 month process• Reality: ?? – ?? months to see consistent pipeline
growth from marketing, and real impact is in years ?? and ??
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Lesson 3
Don’t be the ?? Department
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Don’t be the Art Department• Everyone thinks marketing = ‘what color is the logo’ in B2B
companies• Have to dispel this myth hard and fast • Take a calculator to meetings• Talk about ROI• Don’t just do brochures
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Lesson 4
The Right Attitude
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The Right Attitude• Marketers take responsibility for ?? generation• Role up your sleeves• Be resourceful• Sharing expertise = marketing
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Lesson 5
Good Marketing Starts With Business Acumen
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Business Acumen• Strategic thinkers – is the company differentiated, is the value
proposition clear and compelling, is the position sustainable • How does the business make ?? • What marketing drives ROI (most ??
customers, least cost) • B2B marketers need to focus on ‘hard side’
(financials and data) and ‘soft-side’ (creative and communications)
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Lesson 6
Know your Target Market
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Know your target market• Can’t be all things to all people. • Target your customers:
• Use the company data, if there is sufficient
• Talk with sales people • Use personas
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Lesson 7
Be heard from all directions
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Be heard from all directions• There is no silver bullet in B2B marketing
• buyers want to know the company from many angles (it’s how they build trust)
• 5 – 7 touch points (11 – 13 in some)• Some marketers know how many touches
it takes to get to a deal
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Lesson 8
Be a resource allocation wizard
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Be a resource allocation wizard• Prioritize activities in the face of limited resources
1. Target markets2. Roles / decision makers3. Objectives – what’s the biggest problem:
• Strategy• Awareness• Lead Generation• Sales Team Support• Retention / Share of Wallet
4. Tactics, tools and campaigns (avoid ‘shiny marketing syndrome’)
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Lesson 9
Deliver Quick Wins
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Deliver quick wins• Stave off the skepticism; small
businesses won’t wait a year for results
• Use a ‘First 100 Days’ approach (activities, then results)
• Possible F100 activities: • Strategy• Brand update• Website overhaul• Sales collateral • Others based on company needs
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Lesson 10
Pick your battles, and communicate your choices
(again and again)
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Pick your battles and communicate your choices
• Everyone wants you to do it all, yesterday • Announce your priorities and your timelines• But everyone will forget what you’ve
planned – so communicate and re-communicate the plan and milestones
• Become the Department of Redundancy Department
a lot
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Lesson 11
Get Aligned on Goals
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Get aligned on goals• Sales thinks marketers are ‘academics’ and ‘irrelevant’• Marketing thinks salespeople are ‘simple-minded’ and
‘cowboys’• They’re the same team – the revenue generation team• To get aligned:
1. Establish a revenue goal 2. Define the buying process3. Figure out the revenue generation math 4. Feedback (closed-loop process) 5. It doesn’t have to be perfect, just start
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Lesson 12
Working well with sales and
marketing
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Success starts at the top 1. Understand the sales leader’s mindset (what do they expect from marketing)2. Create shared definitions (eg qualified lead)3. Try things out – don’t shut every sales idea down4. Be the head of Sales and Marketing
Oblique reference contest: Why did I choose this picture?
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What’s NextSession #5
Lessons 13 - 20
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Special Report Update
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