- 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
Monday, 22 July 2013
If Content is Still King, Data is Heir to the Throne
Monday, 15 April 2013
Slide Deck - 2013 Cloud Marketing Trends
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
Monday, 8 April 2013
Best Practices for Paid Social Media - An Up and Coming Tool for B2B Marketers
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:
Thursday, 15 November 2012
FutureM: For Marketers, Times They are a Changin’
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 buyer is on a journey and the vendor is not invited.”
“Good professionals let the data speak, if you don’t have good data – don’t make a decision!”
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”
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)
Thursday, 8 November 2012
Data Analytics wins 2012 US Presidential Election
- 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.
- $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
Thursday, 11 October 2012
Facebook Announces 1 Billion Users – It’s Time for All Marketers to Give it a Go
- Skunk Works Project
- Don't Forget Mobile
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
Monday, 1 October 2012
How bright is the silver lining of Salesforce.com's Marketing Cloud?
- 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.
- 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.
- 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.
- 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.
Wednesday, 28 March 2012
The Personalization Paradox: To get more personal, B2B marketers need to think in terms of accounts
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. - 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?
- 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.
Wednesday, 12 October 2011
CMO's report universal lack of preparedness for key challenges
Tuesday, 20 September 2011
The Customer Cloud: The Killer App for the Social Enterprise
- 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.
Friday, 23 July 2010
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.
Monday, 15 March 2010
Social Media is Not Marketing...Yet
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.
Thursday, 20 August 2009
Social Media Guidelines
- 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.
Thursday, 16 July 2009
Rise of the Social Media Function
- 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.
Monday, 8 June 2009
BtoB Marketing's Response to Social Media: Have we Lost all Control and Impact?
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.
Wednesday, 27 May 2009
Intel's Digital Marketing Training Program
- 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"?
Thursday, 14 May 2009
A Few Gold Nuggets from BtoB's NetMarketing Breakfast(5/14) – Interactive Marketing
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
Friday, 8 May 2009
Leveraging Video for B2B Digital Marketing
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.
Tuesday, 24 March 2009
Digital Marketing and Marketing Automation Hit Critical Mass in 2009
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.
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
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.