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Showing posts with label Digital Marketing. Show all posts
Showing posts with label Digital Marketing. Show all posts

Monday, 22 July 2013

If Content is Still King, Data is Heir to the Throne

Posted on 06:00 by Unknown
Content marketing is becoming a primary strategy to solve the challenges of massively scaling and diversifying marketing channels. But content does not naturally support both scale and diversity at the same time. The only thing that scales as endlessly and cost effectively as the digital world is data. As a result, data marketing is on the rise and will ultimately inherent the throne as the core strategy for modern marketing. What is data marketing? It's using interactive data to directly influence or add value to your prospects, customers, and partners. Think of it as content marketing without the editorial. Data marketing is already fueling the rapid growth of content marketing. The best pieces of content marketing are typically wrapped around a compelling piece of (static) data. The key is that stripped of editorial, data must become interactive and not only deliver personalized insights but capture and bring user input back. 

Modern business solutions are increasingly deployed in the cloud on SaaS platforms that capture every transaction of every user. SaaS vendors are finding huge value in these datasets. They provide empirical evidence of best practice, efficacy, and cost effectiveness. Marketing and sales automation vendors can show their customers and prospects what types of campaigns result in the greatest lead generation, the highest value and velocity through the pipeline and the greatest return. They can tell them what type of social media content and cadence is most effective on which social media channels. This insight represents enormous value-add over and above the operational efficiency the systems provide.

Consider the power of this model applied to channel marketing. A SaaS platform for channel enablement can offer partners a single point of access to content repositories, transaction systems, execution environments, (inbound and outbound marketing, sales process tools) and social networks. If it's constructed properly it provides a place for partners to get work done, not just a library to read about how to get stuff done. For smaller partners that lack infrastructure and staffing resources this is an invaluable resource. As they use the platform it captures:
  • Engagement – who's downloading what how often from the platform
  • Transactions – deal registration, order submission, billing update, MDF reconciliation.
  • Execution– the number of leads their marketing has produced, how leads are progressing through their pipeline
  • Social interactions - groups they join, how they participate, what SMEs they interact with.
  • Performance data – closed deals, order value

Access to this data can be offered from the platform through the development of a few simple forms and reports. The more data partners provide, the greater the level of analysis and insight they get in return. This information can be used to identify best practices of the top performers and shared (in aggregate) with other partners to help them run their businesses, resulting in better overall performance of all partners.

By utilizing pure data as collateral, companies can deliver highly targeted proprietary insights at scale much more efficiently than they can with content. While the role of content will in no way diminish, companies that master the art of data marketing will have greater levels of engagement, retention, and revenue with all their key constituents than those that rely exclusively on content marketing. 
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Posted in analytics, B2B Marketing, Big Data, channel marketing, content, data, Digital Marketing, Gerry Murray, marketing as a service, Marketing Automation, Measurement, partner marketing | No comments

Monday, 15 April 2013

Slide Deck - 2013 Cloud Marketing Trends

Posted on 11:32 by Unknown
There is no arguments that the cloud software industry is currently top of mind for many, in fact enterprise companies are even receiving their share of love. While the industry as a whole has our attention, what about marketing departments at these companies. 

How are CMOs at these fast growing cloud organizations managing their marketing budget? What are they worried about? and what are their priorities for the rest of the year?

Within IDC's 2013 Marketing Barometer survey we received answers from marketing leaders within cloud organizations. In this presentation you will see the high level findings comparing these cloud marketing departments to more traditional 2nd platform companies.

I would love to hear your thoughts on these initial findings and how your marketing organization is working to compete in this fast growing market (whether as a pure play or just one of many product lines).  


For an extended deck with further analysis please contact me directly at smelnick (at) idc (dot) com or reach out to me on twitter: @SamMelnick
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Posted in B2B Marketing, Cloud Marketing, CMO, Digital Marketing, Sam Melnick, Survey, Tech Marketing Benchmarks | No comments

Monday, 8 April 2013

Best Practices for Paid Social Media - An Up and Coming Tool for B2B Marketers

Posted on 09:45 by Unknown

The stigma of social media is something I have been fighting for years. As someone whose education and career has mirrored Mark Zuckerberg's (minus the dropping out of an ivy league school to build a multibillion dollar company and taking it public…so really when I say "mirrored", I mean we are approximately the same age), I feel an affinity to the social networks that have matured as my own career has moved forward. Because of this I have found myself defending the merits of different social networks' "tangible" value to relatives, colleagues, and random people on the subway. So, when I received an email stating I had $100 free Twitter ad credits, I jumped at the chance to see where Twitter has taken their ad platform. While that $100 was great to boost my twitter followers (speaking of which follow me here), retweets, and ego it didn't really answer my questions around how creative B2B marketers are utilizing social networks.

To dive in deeper I tapped the knowledge of 3 digital and social marketing leaders to educate me on how their organizations are harnessing the power of social through "Paid Social" Campaigns. The experts I spoke with are listed below:

Lauren Vaccarello, Sr Director of Online Marketing at salesforce.com

Lauren Friedman, Manager of the Social Community Engagement Team at Adobe

Dan Slagen, Head of Global Marketing Relations at Hubspot. (Now SVP of Marketing at Nanigans)

You can find the full overview and guidance on 'Paid Social' within IDC's CMO Advisory Service'smost recently published document Paid Social Media: A Look into How TopBrands Are Utilizing Paid Social Campaigns. For 3 'take aways' for B2B marketers look no further:

There are Two Kinds of Marketers in Social: The Quick and the Dead: A pillar of social is the fast pace and instant reactions it provides. While moving fast is necessary, leading companies go to great lengths to make sure they are able to move quickly and effectively. The experts I spoke with all emphasized seamless communication across the organization to assure there was no misunderstandings on the current social game plan. Additionally, they each spoke about implementing technologies on the backend to measure the data and output actionable metrics.

Paid Social is a Different Kind of Advertising Buy: Social ad buys are not your father's paid advertising campaigns; marketers must acknowledge this before going head first into a paid social campaign. Social networks are built with the end user in mind; all of the marketers I spoke with emphasized this point. Think creatively when it comes to Twitter or Facebook ad buys, consider leveraging the platforms to amplify a message or push something that will strengthen your community rather than just driving leads.

What Can Social do for Me?: Most marketers have acknowledged and embraced social marketing as a part of their overall strategy. However, that does not mean it is accepted throughout the organization. Before asking for (or putting) advertising dollars towards paid social campaigns, marketers need to answer the question "what can social do for me?" for other decision makers within the organization. The experts I spoke with pointed towards heavy alignment with sales so the reps understand the incoming leads and how to act on them. Some companies put SLAs in place to assure that both Marketing and Sales commit to specific responsibilities. The other best practice is to create a pilot program before committing big dollars and major resources - this way you have specific proof points to set your goals on and optimize off.

What are your thoughts on "Paid Social"?

Does your organization currently run paid advertising on Twitter, Facebook, or LinkedIn?

Do you have any comments to add to what is above?

Sam Melnick is a Research Analyst with IDC's CMO Advisory you can follow him on twitter: @SamMelnick
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Posted in B2B Marketing, Best Practices, Digital Marketing, Sam Melnick, social marketing, Social Media | No comments

Thursday, 15 November 2012

FutureM: For Marketers, Times They are a Changin’

Posted on 10:51 by Unknown
I attended FutureM in Boston a few weeks ago and the main take away was: Marketing is changing quickly and organizations must grow and adapt, otherwise they will fall behind.

IDC’s CMO Advisory Service has been advising this for some time, but as I read more blogs and attend more marketing based events like FutureM, the reality of overarching change is becoming obvious. IDC’s data points to this as well; investment in Digital Marketing within the Enterprise Tech industry has increased from 12.6% of budgets in 2009 to 29.2% by the end of 2012* - we expect this trend to continue.

Below I have outlined 3 sessions that did a great job of highlighting the change that is taking place. I then took particularly interesting or relevant quotes and expanded on them.

The Future of Social is Action and ROI

“Social has to be collaborative between agencies and the brand – It has to be done for consumer insight and you cannot do it for the sake of just doing it.
                   - Anthony van Dijk, Brand Manager, Global Gillette Venus Base Business, Gillette

This quote hit home with me – as social, and digital in general, continue to mature, marketers must engage with their agency around these topics. However, don’t just check off a box by giving them the set of keys to your online presence and communities. Hold your team and agency accountable; have a specific plan and goals. Almost as importantly, don’t just give your agency a mandate to improve social, work with them and guide them as your brand and goals change. Social is often instantaneous, you cannot expect the undertaking to be a straight line trajectory – be ready to adjust and if you’re expecting deliverables from your agency give them the best chance to help you succeed!

Understand IDC’s guidance for B2B Social Marketing by downloading our report: “Despite the Hype, B2B Social Marketing Is Still in Its Infancy: 2012 Guidance for New Investment Dollars and Staff”

The End of Depth? Marketing Complex Services and Products

“The buyer is on a journey and the vendor is not invited.”
-                    -  Joe Chernov - VP of Marketing, Kinvey

This was one of my favorite quotes of the entire conference - it was provocative and goes against much of what we have been taught as marketers. If you take a broader view, Joe is right, this isn't your father’s “buyer” the tools and knowledge available today have changed everything. Rather than Sales or Marketing holding all the information, social networks, forums, and the rest of the internet can provide the Buyer with a large majority of answers. As IDC has reported in our recent publication, The 2012 IT Buyer Experience Survey: Accelerating the New Buyer's Journey, marketers and sales must be aware of this new reality and adjust their strategies and tactics. Additionally, my colleague Kathleen Schaub wrote a great blog post on Operationalizing Your Buyer's Journey. The report and post both are great places to start on this topic!

DataXu’s Data Brew: The Data-driven Power Shift

“Good professionals let the data speak, if you don’t have good data – don’t make a decision!”
-                     - Chuck Hollis, VP -- Global Marketing CTO, EMC Corporation

Discussion around Analytics and Big Data resonate strongly with me - they are hot topics in the marketing world and can provide immense value. Our group always urges marketers to utilize data any chance they can. However, it is easy to get caught up in the excitement of trying to quickly move projects forward while using data as a guide. Chuck’s quote reminds us to be honest with yourself and be honest in your decision making process, don’t make a decision based on data unless it is telling a clear objective story.

For more information on data driven marketing download IDC’s study “Data-Driven Marketing: A Survey of Marketing Automation Maturity in Global High-Tech Companies”


-------------------------------------------------------

While these quotes give a quick glimpse into a few sessions at FutureM, the entire conference is a reminder that there is a lot of change in Marketing and many technologies and companies can be a huge asset in this transformation. Don’t ignore this change, take time to educate yourself even if it is just a few hours a week to demo a new product or service or view an interesting webinar. Ultimately, as a marketer if you don't start swimming, you risk sinking like a stone. 

You can follow Sam Melnick on twitter: @SamMelnick or contact him at smelnick (at) IDC (dot) com

*Source:  IDC's 2012 Tech Marketing Benchmark Study (full results to be published this quarter)

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Posted in B2B Marketing, Digital Marketing, FutureM, marketing, Marketing Change, Marketing Conference | No comments

Thursday, 8 November 2012

Data Analytics wins 2012 US Presidential Election

Posted on 08:13 by Unknown
Data analytics was the big winner in the 2012 US Presidential race. In fact, 11:17 PM (US ET) November 6th was the moment data analytics went mainstream. This was when Ohio was officially projected to go to Obama. It was the ultimate validation for Nate Silver and his data analytics approach to election forecasting. To much fanfare he accurately predicted the results of the election in all 50 states without doing any of his own polling. He used sophisticated analytic models based on data from as many third party polls he could find. To this he added the secret sauce of data analytics - a keen understanding of how different types of data from different sources relate to one another in context.

His FiveThirtyEight blog drove as much as 20% of the web traffic to the New York Times website - the 6th most visited US news site on the net - leading up to the election. As a result, data analytics is officially mainstream. Any business leader at any level that does not immediately embrace its power is putting his or her career and company in jeopardy.

Data analytics works. It does not produce miracles, but it does produce results that far outperform human judgment on its own. The Obama campaign employed an army of retail data analytics wonks to beat the Romney campaign in every battleground state. They did it by applying analytic techniques proven in the supermarket industry:
  • Standardizing records: Unifying the customer (voter) database
  • Widening perspective: Combining diverse data types: demographics; buying/voting history; response by media; donation/activity by trigger (celebrity dinner), model (contest) and method (mobile); group/church  membership, social networking activity (Reddit), etc.
  • Judicious targeting: Carefully identifying the potential for influencing voters that could influence the election. Not worth targeting easily influenced voters if they don't live in a county that can help swing a state. Not worth targeting difficult to influence voters even if they live in a critical county. This is essential for achieving impact and ROI.
  • Media mix modeling: which media channels have the greatest impact on which kinds of voters?
  • Action oriented outreach: Understanding the specifics of why and how certain people act and designing multiple outreach experiments (progressive offers, channel mix, social references, etc.) based on that.
  • Openness to innovation: data driven models may point to approaches that are counter intuitive for some decision makers. They can seem risky and mysterious. They will not be right all the time. Controlled risk is part of the evolutionary process to effectiveness. Without a tolerance for experimentation however, you will not develop a data driven culture, you will in fact kill it.

Marketers in the world's largest high tech companies are finally acquiring the enterprise data services needed to apply data analytics to long cycle B2B customer creation processes. We are already seeing signs of how significant the impact of these new approaches to marketing and sales can be:

  • $200M EU lift based on a sophisticated solutions recommendation engine
  • 45% more subscription revenue with no increase in a multi-million dollar marketing budget
  • Tens of millions of dollars in revenue uplift from simple web behavioral changes

Embracing data driven decision making is now a matter of survival. You simply cannot win against competitors that have faster, deeper market insight. They will beat you in every stage of the customer creation process. Your marketing will be months behind, your inside sales reps will be calling customers already committed to alternatives, your field sales reps will miss opportunity after opportunity to get more revenue from existing customers. Your funnel will collapse, your pipeline will dry up, your renewable revenue will shrink, and at that point it will be hard to recover. Hyperbole, you say? In the great A/B test of who uses data analytics and who does not, stay in the B group at your peril.

IDC EAG group has done extensive research on the key ingredients needed to create the enterprise data services that are a prerequisite for data driven customer creation and has ongoing research into how to create a data driven culture. To find out more please contact Gerry Murray - gmurray(at)idc(dot)com. 
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Posted in analytics, Best Practices, Big Data, Campaign Management, CMO Guidance, customer creation, Digital Marketing | No comments

Thursday, 11 October 2012

Facebook Announces 1 Billion Users – It’s Time for All Marketers to Give it a Go

Posted on 06:16 by Unknown

A few days ago Facebook announced that their active users surpassed 1 Billion. This is a huge number and like it or not, as a Marketer, you cannot ignore a community of this size. At this point, it is irresponsible to write Facebook off as a fad. Its user base covers all demographics and geographies – chances are, as a business, whoever you are selling to is on Facebook. While I certainly do not advocate for suddenly changing your advertising mix to a 25% Facebook Ad spend or hiring a brand new agency to build a Facebook Page that rivals Coke or Jet Blue, I do believe there are plenty of good ways to start dipping your toes into the giant ocean that is Facebook.

I readily admit that the standard thinking is Facebook is a B2C tool - Facebook is great to reach consumers, however I believe there is something for everyone. B2B marketers need to think creatively, manage expectations and take learning’s from similar communities (think LinkedIn). And if you’re worried that you might be behind the curve or not sure the amount of time and energy to spend on social, through IDC's 2012 Tech Marketing Benchmark Study (full results to be published this quarter), we learned that only 0.9% of tech marketing program budgets are spent on social media. So, while there is a lot of hype around social, we are still in the early days of truly leveraging social as a powerful marketing tool.

Below I've listed three ways you can start utilizing Facebook to make sure you aren't missing an opportunity:

  • Skunk Works Project

While it’s great to have an agency who can own Social and Digital, having staff internally that are just as skilled is important. Facebook advertising is relatively easy to get started with, so it lends a perfect opportunity to give a key staff member a skunk works type side project and see if they can get value out of Facebook. Let them be creative, see what you can get out of Facebook, a worst case scenario is results are unsuccessful but you have a staff member who learns new skills – this can’t be overlooked in a world that continues to rapidly move towards digital. 

  • Don't Forget Mobile

It’s easy to think of Facebook as a website where people go to when they want to take a quick break from work or inconspicuously “catch up” with old friends, but the future of Facebook is Mobile. In fact Mark Zuckerberg recently stated that 600 Million are Mobile users. With that many users on Mobile already, you can be sure that any major updates to the platform will have mobile users top of mind. Combine that with Facebook’s need to continue to monetize, it’s probably safe to predict there will continue to be new and creative ways to reach your target audience through Facebook’s Mobile platform. Be sure to keep your ear to ground when it comes to Facebook and Mobile, test out new products, you never know when one might be just what you need to reach key targets!

Quick heads up! 
For more research on Social Marketing please view our report: Despite the Hype, B2B Social Marketing Is Still in Its Infancy: 2012 Guidance for New Investment Dollars and Staff

  • Ask For Help


No one is expecting you to be a Facebook expert - it is still a very new platform and it is ever changing. Thankfully, there a ton of innovative companies that work with the platform or leverage Facebook to help large brands reach their goals. Start with your agency, see if they have resources, partners, or experience with building out the type of campaigns you are looking for, if they don’t have the answers, find out what vendors are leaders and schedule a call with them to see what they can offer. You don’t have to go at it alone. 


Regardless of what you do remember to measure measure measure. We never advocate aimlessly trying new strategies without a solid plan and a way to track and compare.

Have you had any experiences with leveraging Facebook? Let me know how it went and how you think it can be best used to reach your audience (if at all!).

Sam is a Research Analyst within IDC’s CMO Advisory Service you can follow him on twitter: @SamMelnick. 
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Posted in B2B Marketing, B2C Marketing, Digital Marketing, Facebook, social marketing, Social Media | No comments

Monday, 1 October 2012

How bright is the silver lining of Salesforce.com's Marketing Cloud?

Posted on 13:15 by Unknown

At their annual Dreamforce shindig last week Salesforce.com announced the formalization of their marketing capabilities as the Marketing Cloud. Essentially it is a coupling of four key pillars of Salesforce.com's front end:
  1. Customer intelligence: Data.com enriches contact and account information with fresh feeds from sources such as LinkedIn and many others. Enables both sales and marketing to create detailed contact profiles for segmentation, targeting and campaign management.
  2. Social advertising and content management: The recent Buddy Media acquisition provides support for a wide range of social channels (social, web, mobile) and formats including contests, videos, and photos. Users can coordinate their publishing and advertising activity and measure impact throughout the social sphere.
  3. Social listening and analytical tools: Radian 6 monitors popular social services such as Twitter, Facebook, LinkedIn, YouTube, as well as blogs, forums, communities and more. Supports 17 languages and mobile access.
  4. Core CRM functionality: Salesforce.com consolidates resources to provide sales reps with a single source that can connect them with other applications, contacts, colleagues and workflows. Pulls data together into account/opportunity context. Delivers reporting data to sales and sales managers and can provide opportunity and pipeline performance data into other systems such as marketing and order management.

Salesforce.com is taking its "Social Business" mantra to heart by building its marketing functionality with a "social first" philosophy. The question is: will this be enough to satisfy Salesforce.com customers (and the company itself)? The answer is probably not. The functionality you won't find in Marketing Cloud is significant - the core campaign management tools, workflows, analytics and more offered by marketing automation vendors (e.g. Eloqua, Marketo, Neolane, Pardot, etc.) Even though there are fewer seats to be sold to marketers as opposed to sales, these two worlds are rapidly converging. The systems needed to automate them will need to do likewise, as evidenced by the tight integration of most marketing automation systems with Salesforce.com and the recent announcement of Chatter for Eloqua.

But Marketing Cloud is undoubtedly only the first step, in fact it's well beyond the first step for Salesforce.com and the only issue going forward is how do they continue to expand functionality in this area?  The build or buy equation for Salesforce.com currently favors the build approach as valuations for marketing automation vendors are sky high, at least in terms of an acquisition. Salesforce.com has plenty of time to creep into the marketing automation arena, establish itself as a more serious threat and then re-evaluate its strategic decision around marketing functionality.

In the meantime, marketing automation vendors have their work cut out for them. They must stay well ahead of where Salesforce.com's Marketing Cloud may go. They must continue to grow rapidly, prove their staying power and market value. Customers, however, should have no illusions that Marketing Cloud is an enterprise marketing automation platform in its current state. There is much more to marketing than social engagement especially for B2B models. Waiting for Marketing Cloud to evolve or for social to mature is simply not a choice, there is way too high a price to be paid in terms of market share, growth, and profitability. So if you're considering marketing automation don't delay or change course because of Marketing Cloud. Charge ahead full steam and should the social engagement of Marketing Cloud pop your ROI, by all means add it to your arsenal. 
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Posted in B2B Marketing, CRM, Digital Marketing, Eloqua, Gerry Murray, marketing and sales alignment, Marketing Automation, Neolane, Pardot, social marketing, tech marketing | No comments

Wednesday, 28 March 2012

The Personalization Paradox: To get more personal, B2B marketers need to think in terms of accounts

Posted on 12:23 by Unknown
Personalization is fast becoming a de facto customer expectation. In the old days of B2B marketing (i.e. today) people go to your web home page, scan for links, click around and hopefully find their way to the most relevant information. That model is quickly being replaced by the social-mobile model in which information finds you based on your interests. Not only should it be delivered to you, but wherever you go on the Internet content should be designed around you. In effect, digital engagement is transitioning to a Google Adwords model where everything is specifically targeted and customized for every single visitor.

This is a very challenging transition for B2B marketers. It means you have to identify as much as you can about a web visitor and serve content to them dynamically in the amount of time it takes for your web page to load in their browser. The implications for web infrastructure, content development and management, and data structures are significant.

A key to making visitor data more useful to the marketing and sales process is the ability to instantly identify visitors and associate them with specific accounts. Many B2B companies construct their go to market models around industries, segments, and increasingly, named accounts. This is also how they set up their CRM systems and revenue reporting. However, most marketing automation systems work at the contact level and use emails as unique record locators, neither of which are ideal for an account based model. Marketing needs to embed the account perspective into everything they do. Fortunately it is as relevant to the personalization process as it is to the alignment issue.
Key account level questions for personalization:
  • Is this an existing customer?
  • Is this person's company in the same corporate family as an existing customer?
  • Is this a targeted segment, vertical, or named account?
  • Who are their direct competitors?
  • What role are they likely to play in the education, evaluation, and purchase processes?
Understanding someone's professional profile opens the door to the real power in B2B marketing - being able to connect the relationships of contacts within accounts and the relationships between accounts (who owns who). The result is more targeted engagement, faster lead identification and qualification, higher conversion rates, and a customer experience that is really designed around the customer.

IDC recommends:
Focus on specific targets to facilitate the process of content development and provisioning. Prioritize by segment, vertical, or named accounts and work through the content development punch list.
  • Deploy an IP identification capability that can be easily integrated with your customer databases, web, marketing and CRM systems.
  • Adopt an account level attribution model so contacts can be readily assigned to accounts in the CRM, and marketing influence can be tracked through the sales pipeline.
  • Push the engagement envelop as far as possible because the more immediate it is the more influential, e.g. integrate chat with key targets and offer them chat sessions with subject matter experts not just sales people.
  • Connect contacts within accounts carefully. Regional proximity, departmental similarities, and what search terms/links they used to reach your site should be factored in to increase the likelihood of finding familiar people or priorities.
IDC believes that personalization is a critical function for all digital marketing infrastructures. Reaching your audience sooner and grooming them through a completely personalized experience will be key to gaining market share. This is no small task and those that get started early will find market advantages that late comers will be hard pressed to displace.
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Posted in account based marketing, B2B Marketing, Digital Marketing, personalization | No comments

Wednesday, 12 October 2011

CMO's report universal lack of preparedness for key challenges

Posted on 07:29 by Unknown
IBM released the findings of their Global CMO study yesterday and one of the primary conclusions is that CMOs feel unprepared to address key challenges. The most surprising thing is how consistent the feeling is across regions and vertical industries. CMOs generally face the same issues and report very similar levels of "unpreparedness" in the face of them. Top challenges include: data explosion, social media, growth of channel and device choices, and shifting consumer demographics, among others.
The findings are based on 1,734 structured in-person interviews with CMOs in large organizations conducted between February and June of 2011.Regional and vertical representation was reasonably well balanced. The sheer scale of the effort and the willingness of so many CMOs to participate indicate a role under siege.
In our research, IDC has learned that marketing is undergoing fundamental and painful transformations on several levels: new and expanding datasets, new channels and forms of communication, new tools and infrastructure requirements, new dynamic in customer acquisition, new pressure to prove business impact, new skills required for success. It is a multi-dimensional change that has many marketing leaders struggling to keep up.
The IBM study provides a strong basis for CMOs to educate their C-level peers on the challenges they face. However, by design, it does not offer practical models for addressing the issues. IDC has strong evidence that the customer data record is the fundamental design principle around which all customer facing activities and systems should be (re-)built. The customer record is increasingly the source for strategic insight, tactical planning, and performance metrics. Any marketer working in an organization without an enterprise customer creation process (with the requisite standards for customer records, data governance, and the infrastructure to support it) is set up for failure.
Unfortunately hardly any companies today manage customer creation as an enterprise process. We believe that this is the root of the universal "unpreparedness" revealed in the IBM Global CMO study. Having a practical model for implementing an enterprise customer creation process is the first step toward mastering all the key challenges CMOs and their marketing organizations are facing today.
ENTERPRISE customer creation is not something that only happens in marketing and/or sales. It encompasses every customer touch point over the lifetime of the relationship. It goes beyond the jurisdiction of any departmental leader and therefore must have C-level (CEO) endorsement and active support. It is the demand side equivalent of supply chain automation and we all know how WalMart conquered the world by mastering that side of the economic coin. On the demand side, the challenge is finding and forming relationships with prospective customers much earlier using channels and resources not traditionally thought of as marketing (or sales.) In addition the relationship needs to be tracked consistently from marketing to sales to finance, provisioning/fulfillment, support, etc - i.e. the customer data record must be uniformly defined and managed across departments. All the information associated with a customer record must be available to everyone involved in the process. It is a massive undertaking on par with the supply chain automation effort, but the reward is being months ahead of your competitors in terms of customer contact and relationship building – a key competitive advantage that will be very hard to displace.
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Posted in CMO Guidance, Digital Marketing, Gerry Murray, marketing and sales alignment, Marketing Automation, Marketing Operations, Marketing Performance Measurement | No comments

Tuesday, 20 September 2011

The Customer Cloud: The Killer App for the Social Enterprise

Posted on 11:20 by Unknown
The old two-step marketing and sales model for customer creation is dead. Today we have a three part model: Socializing, Marketing, and Sales – with socializing taking on increasing importance and marketing being redefined in the process. That’s a good thing for customers but it makes the market more competitive for sellers. Companies have to seek out and engage with both existing and potential customers in radically new ways outside of explicit business contexts with resources previously not thought of as customer facing.
This activity is going on today at a furious pace, but it is highly fragmented. With the introduction by Salesforce.com of Data.com and the social ready rebuild of Database.com at Dreamforce, as well their Chatter and CRM capabilities, customer interactions will come together in what is emerging as the Customer Cloud – the first killer app for the social enterprise.
The Customer Cloud will evolve into the source of record for all account and contact data because it can provide the Holy Grail of the customer creation process – the unified customer record. As a result, it will be the centering point for all customer interactions. It is definitive because:
  • It is self-regulating – contacts update their own data via social tools such as LinkedIn, Facebook, etc. greatly improving data accuracy and timeliness
  • It is real time – individuals have a vested interest in updating their social profiles asap
  • It has practically infinite scalability and reach.
  • It is equally available to all customer facing functions from marketing to sales, as well as fulfillment, finance, service and support, etc.
  • It provides insight into relationships – account contacts can be sustained and expanded even in the face of departures, and corporate hierarchies can be better understood and tracked.

A unified customer record provides the basis for breaking down the discrepancies, decay, and dysfunction that currently plague (or prevent the implementation of) enterprise customer creation processes, especially in B2B. It offers companies the potential to coordinate all of their customer facing activities around a single source of information – the lack of which has been the Achilles Heel in all previous efforts in CRM, data warehousing, and other valiant attempts to unify customer facing functions.
Thus at Dreamforce, the announcements of Data.com and the social data readiness of Database.com are major strategic milestones for Salesforce.com. With the addition of the Radian 6 social monitoring last year, this neatly rounds out a very strong play for leadership in the battle to deliver the Customer Cloud and provide the customer facing infrastructure of the future that will be build upon it.
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Posted in B2B Marketing, CRM, Digital Marketing, Gerry Murray, Sales Enablement | No comments

Friday, 23 July 2010

Posted on 06:15 by Unknown
The IDC Sales and Marketing Automation Framework

Sales and marketing organizations are seeing a rapid evolution of solutions for automating their core business processes. While we are years away from anything like an integrated ERP-class solution that can manage the full range of sales and marketing activities, the building blocks are available today. CRM vendors have established that a single system of record is within reach for the sales team, and an emerging group of companies are is starting to prove that this goal is attainable for the marketing side of the house as well.

However, automating these two organizations will be a major undertaking for large companies. There will be significant process, cultural, and technical challenges. But the benefits are self-evident: lower cost, higher efficiency and productivity, greater accountability, better performance, improved customer experience, and potentially shorter sales cycles.

The Need for Alignment
The 80/20 Rule and the 50/50 Rule: IDC research shows that up to 80% of the content marketing generates is not used by Sales, even though a lot of it is specifically created for Sales and Channel enablement. Additionally, customers say that Sales reps are insufficiently prepared for their initial meeting 50% of the time. Clearly a massive disconnect is at work.
IDC's Framework for Sales and Marketing automation is, therefore, focused on the tight alignment of key Sales and Marketing processes. This framework represents only those processes that must be coordinated (potentially integrated) between the two organizations. It is not meant to be a comprehensive map of all the processes in which each organization must engage to be successful – there are many activities on each side of the dynamic that do not have a corollary on the other.
Each high level process in Sales that has a counterpart in Marketing must share:
  • A common set of definitions for inputs and outputs
  • Proportional allocation of budget and resources based on overall business objectives
  • Phase-appropriate performance metrics
  • An integrated IT ecosystem


Source: IDC, 2010

Implementation
IDC recommends that sales and marketing automation efforts be tightly coordinated across both organizations so that the customer experience and lead management processes are handled seamlessly by all parts of the infrastructure. Even if a marketing implementation will have no sales users and vice versa, the data definitions and flow will be critical for both organizations. IDC recommends that:
  • Senior marketing and sales leaders meet regularly to plan, review, and asses automation projects
  • Marketing operations and sales enablement teams are especially critical, they should have representatives from both organizations with senior level sponsorship.
  • Marketing needs to be very cognizant of how leads and lead details will flow into the SFA/CRM environment.
  • Sales needs to be diligent in making sure marketing is capturing the high priority prospects and the high priority details so that lead acceptance criteria is routinely fulfilled.

Next Steps
One of the key issues for automating sales and marketing is establishing a shared automation road map. Upcoming research from IDC will help you: prioritize your plans based on business impact and implement best practices to be most successful.
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Posted in Digital Marketing, Gerry Murray, Lead Management, marketing and sales alignment, Marketing Automation, Marketing Investment, Marketing Operations, Marketing Resource Management, Sales Enablement | No comments

Monday, 15 March 2010

Social Media is Not Marketing...Yet

Posted on 11:17 by Unknown
I have just returned from the Bay Area where last week I moderated a panel of senior marketers on the topic of Social Media within the complex B2B marketing mix.

The more I think through the potential for this area, the more excited I become about the contributions that Social Media will eventually make to marketing.

What is most promising is that "Social” will help to transform marketing communications into what it should be: a two-way interaction between buyer and seller. Presently, much of our marketing communications is just the opposite: a one-way push of the vendor’s voice.

But Social Media is not Marketing…Yet. Mostly, it’s a jumbled mass of dialogue with a lot of static to sort through.

Social Media will become marketing when two things happen. First it needs to contribute to the "inbound" side of marketing. Web 2.0 conversations about your company’s product and services need to be mined and gleaned so that they become valuable components of your product management decisions. The litmus test here is that your product managers start to depend on those contributions.

The second thing that needs to happen is on the "Outbound" side of marketing. The litmus test here is that Social Media needs to become a primary preference for how buyers inform their decisions. IDC research shows that buyers almost always prefer to receive information from independent third parties and from their peers. So, Social Media should really shine in this application.

There is important work ahead to make it this happen. It’s all about how to operationalize your marketing organization to reap the benefits of Social Media. "Operationalize” doesn’t make it through your spell-checker… but it is on the lips of the best marketers in tech, today. Only with operational depth will Social earn its way into the marketing mix. In our latest survey of CMO’s less than one-half said that they were making "significant" progress on this task - and that’s from an audience who tend to self-rank pretty high.

Here are three operational Best Practices that I see marketing leaders taking, right now. These leaders, by the way, are moving quickly on these. My sense is that they know that these basic operational tasks need to be completed well before the inbound and outbound marketing benefits can be realized.

1. Centralize. If you have followed the IDC CMO area research, you know that we are not great fans of heavy-handed corporate marketing. But in this case we are pressing hard for this. The issue is that (Congratulations, by the way) everyone in your company is now in marketing! Well-meaning engineers are merrily blogging about a new technical advance. Your sales reps are tweeting about a local seminar that they are setting up. The problem is that we are creating the perfect environment for a major breach of data. A privacy issue will be violated; an important confidentiality will be disclosed. When this happens, the blame I think is going to wind its way back to the marketing department, regardless of marketing’s role in the breach. So, corporate marketing needs to have the basics of governance and policy in place.

The second opportunity for centralization is for shared service creation. One of my clients has five major development groups and the lead developer in each group took a separate initiative to construct a community site for the development community and their most engaged customers. Couldn’t the deployment of a master community site with five sub-divisions have saved money? Yes. And wouldn’t it be easier to then deploy a single mining tool across those sub-divisions? Yes.


2. Train. I don’t think that there is a lot of good external "courseware" for how to conduct Social Media Marketing. But wait! Remember that everyone in your company is now in marketing?? I would bet that for every 100 people who are involved in Social conversations, that you have two or three real sharp-shooters. Find those two or three, and have them train the rest.


3. Measure. Poor metrics can give good marketing activities a bad name. One of the basic faults in metrics development is measuring activities and not results. Measuring the number of Tweets or enumerating the cast of your Followers are stark examples of these errors. Measure how many buying decisions you influenced. Measure how many customer service issues you identified and passed on to the right area for resolution. It seems basic but I am surprised at how many marketers still measure just the volume, the activities. Why? Because it’s easy. You have to be willing and able to do the harder work.


"Operationalize" for Social Media. An important initiative for 2010.
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Posted in Digital Marketing, Marketing Operations, Social Media | No comments

Thursday, 20 August 2009

Social Media Guidelines

Posted on 11:21 by Unknown
I've posted a couple of blogs recently about the rise of the social media function and how BtoB companies can best leverage social media. A common theme has been the need for marketing to provide guidance, guidelines and infrastructure without stifling the power of this new channel to reach customers, prospects and influencers. To help with your journey, I've included below a list of social media guidelines that several companies have published:
  • Adobe Acrobat Users: http://www.acrobatusers.com/blog_guidelines

  • Cisco: http://blogs.cisco.com/news/comments/ciscos_internet_postings_policy/

  • Dell: http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&1=en&s+corp&~section=019

  • Mayo Clinic: http://sharing.mayoclinic.org/guidelines/for-mayo-clinic-employees/

  • BT: http://richarddennison.files.wordpress.com/2009/04/bt-social-media-guidelines-mar09.pdf

  • eBay: http://ebayinkblog.com/2009/03/06/new-social-media-guidelines-for-reporting-company-information/

  • HP: http://www.hp.com/hpinfo/blogs/codeofconduct.html

  • IBM: http://www.ibm.com/blogs/zz/en/guidelines.html

  • Intel: http://www.intel.com/sites/sitewide/en_US/social-media.htm

  • SAP: http://www.sapweb20.com/blog/2009/07/sap-social-media-guidelines-2009/#
  • Sun: http://www.sun.com/communities/guidelines.jsp

Have any others to share?. . . Please comment below.

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Posted in Digital Marketing, Marketing Operations | No comments

Thursday, 16 July 2009

Rise of the Social Media Function

Posted on 13:20 by Unknown
Many opportunities exist for B-to-B marketing organizations in the social media space. . . .and they're not all limited to what you can do with Twitter, Linked-In and YouTube. Just a few of these opportunities include:
  • Establish a direct, relevant connection with your customers as a source of voice of the customer for new product development (e.g., through an on-line community)
  • Improve customer satisfaction (e.g., enable customers to share experiences on-line by creating a self-running community where customers can interact with and learn from their peers)
  • Increase the speed for troubleshooting and R&D by reducing the distance between customers and engineering
  • Join the on-line technical conversations about your products that your customers are already having, by either leveraging your own community or listening to and participating in other companies' communities

Best-in-class organizations are adding a new social media role to their organization to capture these opportunities. The social media manager may report to the digital, interactive or web marketing team; integrated marketing communications; directly to the CMO if it's a new and/or especially important area; or even within product teams within more decentralized organizations. Potential responsibilities include:

  • Establish the social media strategy in collaboration with the digital marketing team, PR, events, product management as well as other parts of the organization. (Refer to a prior post: BtoB Marketing's Response to Social Media: Have we Lost all Control and Impact?)
  • Provide the training and infrastructure to empower your organization to interact with customers and prospects on-line (e.g., ambassador training program by Logitech, Intel's digital marketing training program)
  • Develop community sites within the company web site (e.g., Citrix's community site offers a clean, comprehensive community site design with many unique features)
  • Collaborate with product management, engineering and customer service to monitor and contribute to on-line communities. (internal and external) In some cases the social media team may act as direct contributors to on-line content or they'll provide the infrastructure and guidelines to facilitate contribution by other internal teams.

This role is only in the early stages across the technology industry; however, those companies that best leverage this new area to connect with prospects, customers and their markets will increase their differentiation in this increasingly mature technology industry.

Contact me at mgerard@idc.com for a copy of our recent telebriefing on "Key Success Factors for Your B-to-B Social Media Strategy". Do you have a social media role within your company?. . . please share your insight in the comments section below.

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Posted in CMO Guidance, Digital Marketing | No comments

Monday, 8 June 2009

BtoB Marketing's Response to Social Media: Have we Lost all Control and Impact?

Posted on 08:32 by Unknown

For decades marketing has been desperately trying to connect with their customers in a controlled, one-way fashion. We had control of the brand, all marketing content as well as the traditional channels that were used to communicate with the market. And even on occasion, we cautiously exposed our executives and engineers to our customers while all the time holding our breath that they didn't say the "wrong thing" that would hurt our image, costing us millions of dollars in marketing investment and countless hours including nights and weekends executing our marketing strategy.

It reminds me of a time when I was a product marketer in the semiconductor industry. I would visit customers quite frequently with our lead engineer. In one meeting this engineer exposed our greatest product flaw to one of our key customers. As I cringed in my seat, I expected the ROI from millions of dollars of investment into the brand value of this product to be instantly destroyed not to mention the lifetime value of this customer as they quickly switched to our competitors' products. To my surprise, the candor expressed by this sincere engineer did not doom our company's success at all. In fact, it was a key factor in gaining credibility with our customer, including serving as the basis for a joint discussion and future research to solve these problems in a collaborative fashion. This new problem-solving process served as a key differentiator for our products in a very commoditized market.

What's the connection? Imagine 100s or even 1,000s of your engineers, developers and/or product managers interacting directly with your customers through their own blogs, contribution to other blogs, interaction through Twitter or countless other social media applications. Sound familiar to anyone?. . . How do we stop this PR nightmare?. . . How do we control them?. . . How do we ensure that they stay on-message with our brand?. . . How can we review every bit of content that they put on the Internet? The simple answer is that we "don't" try to control them.

Not to say that we should hang up our marketing hat and make wine in Napa Valley. In this new social media model we need to devise new ways of helping our organization to best represent the company while keeping the needs of the customer at the forefront of our communications; and even better leveraging this new found connection to the customer. Some ideas include:

  • Increase your resources dedicated to internal communication. We've always said that everyone needs to be a salesperson. With the new social media model, we all have to be marketers as well, more than ever before. [CMO Advisory Service clients should refer to a recent publication entitled Intel Launches a Comprehensive Digital Marketing Training Program for its Global Marketing and Sales Staff, IDC doc. #218416]
  • Ensure that specific marketing staff are accountable for your company's social media strategy.
  • Don’t “control” the social media strategy, “guide” it (e.g., evangelize, train, share best practices)
  • Provide the infrastructure for your social media "ambassadors" to communicate and interact with your markets (e.g., social media applications/platforms, basic guidelines for communications)
  • Integrate social media across the organization’s existing efforts
    - Develop private communities for customers to provide a self-serving environment for peer-to-peer interaction, as well as providing a great source of voice of the customer for product improvement and new product development
    - Establish public communities on your web site to share insight into new solutions for customers' challenges; and contribute to other communities (no one will go to your party if you don't go to theirs)
    - Integrate on-line and in-person social networking strategies (e.g., facilitate collaboration for an in-person event amongst prospects and clients before (on-line), during (in-person) and after (on-line) the event
    - Include social media as part of the overall marketing mix [CMO Advisory Service clients should refer to a recent marketing mix study entitled 2009 CMO Tech Marketing Barometer, IDC Doc. #217640]
  • Ensure that your social media strategy aligns with your customers' needs. For example, relevant content from independent sources continues to be the greatest magnet for attracting our customers' attention. Ensure that your communities remain on target to your customers' needs.
  • Don't forget performance measurement. Sample metrics for measuring the impact of social media include: customer satisfaction and retention, marketing reach and engagement (e.g., click-thrus, time spent on-site, more qualitative insight such as types of conversations)

Taking a more strategic perspective to leverage the power of new social media channels without stifling their potential will enable marketing to significantly increase its impact on the organization.

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Posted in CMO Guidance, Digital Marketing | No comments

Wednesday, 27 May 2009

Intel's Digital Marketing Training Program

Posted on 05:50 by Unknown
In many marketing departments, the technical competency required for marketing execution is often consolidated in the hands of a few experts on the marketing staff. A marketer might be the direct mail guru, an "adman," a PR specialist, or the trade show expert. In general, the execution of these marketing mix elements, while technical and complex, has not changed too much over time. The fundamentals of public relations, copywriting, event management, and so forth, are tried and true. Digital marketing is transforming this in two important ways:
  • First, there is a crush of new marketing techniques and program elements that need to be mastered. The digital marketing mix has quickly added 10 or so (and counting) new elements of execution to the standard mix palette of about 12–15 classic program types. (e.g., email, webcasts, virtual events, SEO, display ads, social networking)
  • Second — and even more important — digital marketing by definition does not rest in the hands of just a few experts. The portability, interactivity, and cost effectiveness of digital marketing are placing the execution benefits and pitfalls into the hands of marketing and nonmarketing staff throughout your company.

Today, all marketers need to become digital marketers. Marketing management needs to make sure that all staff are trained and skilled.

The IDC CMO Advisory team is impressed with the Digital Marketing Training program rolled out over the past 10 months by Intel. The Intel Digital Marketing Training program has been rolled out to the entire global sales and marketing staff. Job functions required to take the training include end-user marketing, channel marketing, market development managers, field sales engineers, field application engineers, and retail marketing managers. In total, about 80% of Intel's thousands of global sales and marketing staff are engaged in the training. Intel has developed role-based training levels and digital IQ certifications. Additional details about Intel's program are available for clients of IDC's CMO Advisory Service. (IDC document #218416, http://www.idc.com/getdoc.jsp?containerId=218416)

What steps are you taking in your organization to help your employees become "digital marketing certified"?

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Posted in CMO Guidance, Digital Marketing | No comments

Thursday, 14 May 2009

A Few Gold Nuggets from BtoB's NetMarketing Breakfast(5/14) – Interactive Marketing

Posted on 09:16 by Unknown

How do you get busy marketers in a room for 2 hours to discuss some of their interactive marketing practices? One way is to offer them breakfast, exposure to several leading marketing organizations and industry experts, and introduction to a couple of digital marketing vendors. BtoB did just that this morning in Waltham, MA. Panelists included John Smits, Global Dir. Dbse. Mktg. and Segmentation, EMC; Leigh Day, Sr. Dir. Corp. Comm, Red Hat; and Paul Gillin of Paul Gillin Communications. Vendors included Brightcove and ZoomInfo.

Here are a couple of key takeaways from the meeting:

How do you avoid "campaign collisions" [EMC insight]

  • Problem: multiple BUs and regions were sending communications to the same individuals (e.g., CIOs) about different EMC events on the same day
  • Solution: "Deliver the most appropriate information, to the most relevant audience via the user's medium of choice" [sounds easy, no?]
    - "Centralized Demand Center" created a couple of years ago --> a single global database
    - Segmentation strategy used to profile individuals and their needs, leveraging intrinsic and extrinsic information from disparate sources to best understand who should be targeted for which go-to-market(GTM) activities
    - "Plan, calendar and govern". . . only give folks access to prospects/customers that meet specific criteria, thereby improving the quality of interaction of EMC with specific individuals as part of GTM activities
  • Results: For a specific launch activity (email) for one of their platforms, they achieved a >20% open rate and <0.05%>
  • Ongoing challenges. . ."How do you "control" prospect interactions across all BUs and regions?": Less about control, more about leveraging common interests; Involve users in decision-marketing processes; Offer value for use of corporate database (e.g., access to valuable infrastructure, higher quality contact information) [leverage Mktg. Shared Services as another part of this execution strategy]

    Some key success factors for your digital marketing strategy

    • Red Hat
      - news blog with an RSS feed, headlines on Twitter
      - offer high quality content and value for customers: Red Hat KnowledgeBase to provide relevant and valuable info. to customers; "Carve Out Costs with Red Hat" campaign- an online resource site to help customers deal with the downturn
      - Leverage multiple types of technology to reach different audiences (e.g., video, podcast, whitepapers); yet content must be written differently for each medium ("don't just webify a white paper") [earlier Blog on video]
    • Paul Gillen
      - "must lead with your business objective, not the latest social media tool"
      - To optimize participation in a community you need to identify and leverage peoples' interests and passion for participation and collaboration
      - The real action now is branded and special interest communities. For example, "Opinion Panelists" by Hilton (private panel): direct feedback from their best (~300) customers. . . virtually replaced focus groups for Hilton. . .save $, immediate feedback, etc. . . get loyalty points for participation
    • EMC: Leverage social media to broaden the impact and value of other marketing activities: EMC World. . "we've started marketing this in-person event months before its start date– e.g., getting people online to engage and discuss key topics and then gather these folks together when in-person at the event
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    Posted in Digital Marketing, Lead Management | No comments

    Friday, 8 May 2009

    Leveraging Video for B2B Digital Marketing

    Posted on 08:14 by Unknown

    B2B marketers have not been well known for their advertising creativity and innovation in the past 10-15 years. Yes, there are a few great examples; especially from the multi-billion dollar companies that have large advertising budgets and can afford those large agencies. However, this is certainly one area that we lag behind our consumer marketing counterparts. After all, we're marketing to engineers, software developers, CIOs, CTOs and other "left brain" people. Think "logical", "sequential", "rational" and "analytical". They won't be fooled by our flashy marketing tactics and colorful images. Right?

    Well, maybe this is another area that we need to rethink as we shift into the age of digital marketing. What are some key drivers of this shift?

    • The cost to create video and more advanced graphics has dropped considerably.
    • We've learned that video and other graphical communication methods can be powerful in communicating complex products and solutions as well as their application to our customers' business needs. (sounds like a B2B tech environment to me)
    • New technologies enable us to increase the interactivity of video, such as allowing video to respond to users' specific needs.
    • In some cases use of a less professional look is actually deemed more valuable since it simplifies the messaging, increases your credibility and differentiates you from other companies.
    • We can better measure the performance of digital marketing, thereby enabling us to improve our activities and assets "on the fly" as well as tracking ROI.

    In fact anything that involves picture/video/animations vs. an avalanche of text is usually more valued as it’s easier to communicate. We can provide more bite-sized information enabling our cusotmers to absorb information “on the go”, it simplifies the message and it improves communication and comprehension. (e.g., doesn’t depend on pure text which quite often results in use of unfamiliar acronyms) But, don't forget all that you've learned in business school and in your years of marketing; and just as important, ensure that your digital marketing experts are privy to these learnings. (e.g., identify and understand your target segments, provide relevant and valuable content, identify key success factors, metrics and targets, etc.)

    Here are a few examples that you may find of interest.

    • Eloqua's interactive video: Some quick stats: “Starters”(those who answer the first question) spend an average of 3 min. 45 seconds interacting with the conversation; those who become leads reach up to 6 min.; 23% of “starters” reach the longest path. (Produced by Jellyvision)
    • American Airlines: Capture the FlagshipSM Experience. Yes, it's more of a B-to-C example, but a great example of leveraging graphics to communicate an experience. Check out the First Class section.
    • Google Docs in Plain English: A simple presentation of how to use Google Docs to create and share online documents, spreadsheets and presentations. Over 1.6 million views on YouTube.
    • CRM Online Workbook created by IDC's Go-to-Market Services team for SAP: Designed to help companies evaluate and improve effectiveness of customer life cycle processes across sales, marketing and services (demand generation) Use of independent parties, such as industry analysts and end user interviews helped build credibility.

    Have you seen some examples either by your company or others? Feel free to provide links in the comments area below.

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    Posted in Digital Marketing | No comments

    Tuesday, 24 March 2009

    Digital Marketing and Marketing Automation Hit Critical Mass in 2009

    Posted on 07:45 by Unknown
    Well, our 2009 IDC Tech Marketing Barometer results are in; and if you missed the Telebriefing two weeks ago, here are some of the highlights:

    Marketing Investment:
    • 0.5% Growth for Global IT Spending in 2009, while Average Tech Marketing Investment Drops 10%.
    • Larger companies (>$1B in revenue) will take the greatest hit in marketing budget as they wrestle with significant revenue drops in key parts of their portfolios and continue to improve efficiency.
    • Growth areas still exist within: enterprise social media, security management, mobile data, SaaS, Internet advertising, business analytics and IT outsourcing & BPO to name a few. (source: John Gantz's presentation at IDC's recent Directions event)

    Marketing Mix:

    • The pendulum of investment swings to demand generation, with sales enablement closely coupled to this priority. (awareness building takes a "back seat", yet remains a key part of healthier companies' portfolios)
    • We've been all talk as an industry with regards to full-scale shifts of our investment to digital marketing over the past couple of years. The economic downturn will catalyze this shift in 2009 with almost 70% of marketers indicating an increase in investment in digital marketing while 60% and 72% of marketers will decrease advertising and events spend respectively. (refer to the past couple of posts in this blog for additional details about digital marketing shifts)
    • Sales enablement will become a high priority for getting internal and external sales teams (and partners) the most relevant content at the right time and in the right place to assist in moving specific opportunities forward. Endless pages of collateral and white papers will be replaced by more relevant content that is better leveraged across the organization. (check out the previous blog post, "Content Squared")

    Organizational Structures:

    • Here we go again as marketers shift their organizational structures. Some organizations will entirely abandon their relatively cohesive marketing structure to shift to an entirely decentralized organization in an effort to simply survive; while the better positioned organizations will "weather the storm" with a more centralized marketing function and/or leveraging marketing shared services to improve efficiency and effectiveness in execution.
    • Marketing operations and sales operations teams will continue to work together, increasing focus on the lead management process and associated nurturing and lead qualification strategies.

    Marketing Automation:

    • Marketing automation will experience a turning-point in 2009 as adoption significantly increases in the technology sector. Drivers include the significant improvements in the transactional CRM system vendors as well as the increased availability and cost effectiveness of SaaS offerings from planning to event-triggered marketing to performance measurement.
    • A few questions to ask yourself: Do I have a marketing operations team in place to deploy and govern marketing automation?; Are we ensuring that process drives the technology versus the other way around? How do we ensure consistent adoption and use of these applications across functions, business units and regions on a regular basis?; Have we partnered with finance, sales and other teams as part of this strategy?; and Do we have a marketing automation road map?


    These are just a few highlights of the recent study as well as food for thought as you progress through your 2009 plan. As technology marketers, I continue to believe that we are better prepared than ever to respond to the challenges posed in this difficult environment. This will not only facilitate our survival in 2009, but will enable us to rebound quicker than from prior downturns.

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    Posted in Benchmarking, CMO Guidance, Digital Marketing, Marketing Automation, Marketing Operations | No comments

    Monday, 16 March 2009

    Does Your Go-To-Market Strategy Align with Your Customer Needs? – Insight from IDG's Recent Marketing Summit and CIO Panel

    Posted on 06:34 by Unknown
    IDG and IDC recently held its 4th annual Marketing Summit in San Francisco, with over 50 marketing executives in attendance. This annual, senior level event offers the opportunity to not only network with some of the technology industry's best and brightest marketing executives, but also offers the chance to hear from a panel of CIOs about "the good, the bad and the ugly" of our marketing and sales effectiveness. This year proved to be as valuable as prior years in helping to confirm some of our existing knowledge as well as offering contradictions to our preconceived notions of what works and what doesn't work.

    The CIO panel, moderated by Rich Vancil of IDC's Executive Advisory Group, included executives from Chevron, Levi Strauss and Byer California (a mid-market company that manufacturers womens' clothing). Here are a couple of "gold nuggets" that I took away from this event including the actual quotes from the panelists: [my comments in brackets]
    • "In a recent RFP process, I had discussions with five companies' sales teams. Only one out of the five companies was able to understand our needs and reiterate our challenges and communicate a solution without making it a one-way sales pitch." [How can we as marketers improve our sales enablement strategy to better equip our sales teams for these engagements?]
    • "I prefer to print out white papers and read them at home, while my staff prefer web casts and other online material." [That's right, the CIO uses printed material to absorb information while more junior staff have adopted newer consumption methods. Always segment your customers. A role-based marketing strategy may highlight significant differences in how individuals consume information; including the continued need for an integrated, multi-media go-to-market approach.]
    • "As a mid-market company, spend more time telling me about how you've deployed your solutions at companies similar to mine. Yes, you may have a Fortune 50 company as a client, but those companies will buy one of everything and put them on a shelf! I'll be investing my entire budget into one solution." [Segmentation and understanding of your customer, an often neglected area, continues to be a key success factor for marketing and sales engagements with customers.]
    • "As a CIO, I may not use webcasts since every minute that I'm in the office someone is coming into my office; however, I may pass on the opportunity to my staff who I greatly depend upon to influence my decisions." [Once again speaking to the importance of a role-based marketing strategy. As B-to-B marketers, we need to not only understand the importance of selling to different members of an extended buying team, but embed this knowledge into our go-to-market and sales enablement strategies.]

    As if we ever need reminding, the importance of maintaining our connection to our customers should never be underestimated. In fact, I find that the best marketers serve as a "beacon of light" for customer and market information for the entire organization. Don't let your marketing cuts inhibit your drive to serve this role in your company. Now more than ever your customers' needs are changing, if not due to rapid adoption of the Internet then most certainly due to the economic downturn.

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    Posted in CMO Guidance, Digital Marketing | No comments
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