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- Efficiency is the new gold
Revenue Journal | Sep 08, 2010 | Permalink
What makes your business special? It doesn't matter if you are one person working out of your house or a company with thousands of employees. If you are the most efficient at what you do, you're golden. Efficiency is a big concept. That label belongs on a lot of good things. If you are efficient, you:
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- Juan Eloqua's Grande Guide to Lead Scoring
Marketing Interactions | Sep 08, 2010 | Permalink
Eloqua has released the first in a series of B2B marketing guides labeled the Grande Guides. This first one is on Lead Scoring. To have a bit of fun, they've also created Juan Eloqua - who's quite a Bold and Smoky guy whose specialty is growing fine coffee and, of course, revenues. If you haven't met Juan, you should. The...
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- Sales Performance & Compensation Relationship in a Recession
Idea Sellers | Sep 08, 2010 | Permalink
There are two types of business owners: 1. Those who view their sales team as an asset. 2. Those who view their sales team as an expense. Type 2's do not understand the value and contribution of their salespeople. They...
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- Could AT&T kill the iPhone Brand?
Buzz Marketing for Technology | Sep 08, 2010 | Permalink
According to a study conducted by Gartner, the first quarter of 2010 witnessed a whopping 707 percent increase in Android sales. As a result, the sales of the Google Android OS-based smartphones have surpassed the sales of the Microsoft Windows Mobile-based handsets around the world. And this month I saw a stat that said the sales [...] Related posts:- Why is Google Scared and What it means for B2B Marketing! At a recent dinner with a buddy of mine from...
Social Media – is it really mainstream in B2B Marketing? So I ran across some interesting stats last week when...
Sharing is how you build a Brand In a recent BusinessWeek article featuring Tony Hsieh from Zappos...
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- B2B Marketing needs a stronger Why
Buzz Marketing for Technology | Sep 08, 2010 | Permalink
Last year I wrote about how the balance of content has shifted. Bottom line is there is more content being produced by Users than by Publishers these days. Which means Publishers (or Marketers) are now the “white noiseâ€� in comparison to User Generated Content. Our messages are being drowned out by user generated content. This struck [...] Related posts:- The 4 P’s to Social Media Marketing Ok ok – based on the great response I got...
The 4 C’s of B2B Marketing We’ve all heard about the four P’s of marketing....
Using Content to Build Trust in B2B Marketing In the recent Edelman Trust Barometer report they detail out...
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- Customer Insight Three Ways
B2B Marketing Confidential | Sep 08, 2010 | Permalink
Customer insight is important to marketers for many reasons. Understanding your customers helps you in formulating market strategy. It helps in campaign design. It helps the sales force understand how to approach acquisition targets or retain existing customers. It is the raw material out of which great marketing happens. In the B2C space, customer insight is well understood, and whole industries and many great companies have made it their business. Segmentation schemes that provide predictive lift in product design, creative design, and direct marketing campaigns make billions of dollars a year for companies like Axciom and Claritas. However, in the B2B space, customer insight still has a long way to go. The reason is simple. Companies are a lot more complex than individuals or househo...
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- Scott Cross (Office Depot) Talks Efficient Customer Response, Customer-Centri...
B2B Marketing Confidential | Sep 08, 2010 | Permalink
I recently interviewed Scott Cross for an upcoming issue of MarketBridge's client email newsletter (Minds Over Markets). Scott is Director of Strategic Campaigns at Office Depot. Scott's a super smart guy who's tried a lot of innovative things and has a firm grasp on the big picture of B2B Marketing.---------------------------------------------------AH: Talk a little about how customer data is being used to bring together vendors, manufacturers, retailers and distributors in a more customer focused strategy, and where that’s headed from a B2B perspective.

SC: The manufacturers don’t really understand who is making the decisions and what information is available within the network of their distributors and retailers. A lot of them aren’t set up to understand the information,...
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- Sterling Cooper What Happened to You?
B2B Marketing Confidential | Sep 08, 2010 | Permalink
As a shameless tag along to last night's Mad Men premiere, I want to develop a hypothesis that I've been kicking around about how agencies, companies, and other elements of the marketing value chain have evolved since 1963.Back in the 1960s, I've heard from some reputable sources, agencies were much more "do it all marketing companies." The distinctions we make today between a digital agency, an old line agency, an experiential marketing agency, and a marketing strategy firm would be foreign and meaningless back then, because agencies, in many cases, handled all elements of a client's customer facing presence. This was marketing in it purest form. The agency handled research, ideas, creation of message, art, and getting it out to the market. In many cases, agency folks would do thin...
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- "Barrier Removal" Marketing Strategy
B2B Marketing Confidential | Sep 08, 2010 | Permalink
"Barrier Removal" is a tactic I've used to great effect many times in strategic situations where customers don't seem to be behaving the way companies want them to. In many cases, to a customer, there are hurdles galore when getting information or making a purchase. To companies, these barriers may not be at all apparent. Barriers can be physical, rational or emotional. Physical barriers might include:Long load times on a web pageCredit disapprovals at a car dealershipSmall type size in an adLong distances to a dealershipRational barriers might include:Higher prices than competitorsFeature sets mismatched to needsConfusing steps to buyEmotonal barriers might include:Fear of the unknownThe brand doesn't match my identityDistrust of the product / brandWhen a marketer adds up all the ba...
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- Creating a Dynamic View of Customer Status
B2B Marketing Confidential | Sep 08, 2010 | Permalink
When trying to manage a population of customers in a high frequency-of-purchase business where unique customer data are obtainable, it can be helpful to look at a grid comparing:Frequency of purchase in the last "active" 30 day period, and;Last purchase date.This grid will look like this, when the report is run against the current state of customers:Another way to look at these dimensions is as continuous dimensions where:Freq of Purchase {0-->∞}Last Purchase {0-->∞}And each customer is plotted along these dimensions. But, to make things convenient, we cut off "last purchase", at, say, 90 days, and frequency at, say, 4 X for our table. We can then bucketize these scalar dimensions into a neat 4X4 (or nXn) grid like the one above. A simple customer count in each bucket lets one under...
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- Verticalizing Internet Marketing
B2B Marketing Confidential | Sep 08, 2010 | Permalink
The hottest thing in direct marketing today is targeting individuals online vs. targeting via publishers or content. The idea that we can "know" a user and target them frees up the 90% of online inventory currently referred to as "remnant" space-- e.g. the space left over after GM, Microsoft and Coke buy the top page banners at Washington Post and NY Times. The remnant space can be just as valuable as the prime space if we only knew who the users were. A user interested in gourmet cooking is still a user interested in gourmet cooking when she leaves the NY Times food page and goes to her hotmail account or to her son's preschool website.Verticalizing the internet is a potential solution. Or rather, verticalizing internet users. The internet is already as verticalized as it's ever...
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- Build vs. Buy to Land Marketing Analytics
B2B Marketing Confidential | Sep 08, 2010 | Permalink
I break analytical marketing into two families: performance optimization and performance improvement. Both families are equally popular these days. However, I'm still seeing significant frustration landing "analytical marketing", particularly in large companies. Smaller "born on the web companies" have no problem at all with this. Generally, the founders of these companies built the core strategy around analytics, hired people comfortable with these concepts, and have woven analytics into the core IT systems of the company as it has grown. However, for larger "digital immigrant" companies, weaving analytics into marketing can be a daunting task. It's no accident that large global consultancies like IBM are investing heavily in analytics consultants. They've realized a simple truth...
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- A novel approach to solving healthcare?
B2B Marketing Confidential | Sep 08, 2010 | Permalink
In honor of MLK day, I'm not writing about my livelihood, marketing, but rather about a slightly larger and more relevant topic, health care. Don't worry, faithful readers, you'll get more abstruse marketing ideas soon. I started thinking about this problem in detail because I've recently switched employers, which has meant switching health insurance companies. This has led to the typical bewildering array of changes. Some Doctors take one insurance plan (the old one) but not the new one. Others take plan 517b but not 517c. Other Doctors, such as our internist, don't take any insurance. I don't blame her. In short, it's frustrating for me, but it's far worse for many Americans who have no insurance at all. At the start of the health care debate, I, like most Americans, couldn't...
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- Cascading detail for sales enablement
B2B Marketing Confidential | Sep 08, 2010 | Permalink
I've been working on a lot of sales enablement kits lately. My biggest learning on sales enablement came about ten years ago, when I did a study for a big enterprise technology company on marketing effectiveness. We looked at three marketing objectives: Generate demand, drive awareness and comprehension, and enable the sales force. In hindsight, it was ultra-simple. But, we came up with a really powerful conclusion. The most effective programs, in terms of ROI, were sales enablement programs. However, when we spoke to reps, they complained about 90% of the content they were provided. What really mattered was the 10% "really good" stuff that made the deals. So, the recommendation had two parts: First, invest more in sales enablement. Second, only produce 1/5 of the material. Th...
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- 5 Key Questions for Creating a Compelling Value Proposition & an Integrated C...
B2B Sales & Marketing Knowledge Sharing | Sep 08, 2010 | Permalink
I’m about to share with you the secret formula for; 1) creating a rock solid, compelling value proposition (for products, services, solutions, etc.) and, 2) aligning (enterprise wide) your corporate communications. It will seem like a very simple approach, and it is, but once you try to get consistent answers from the organization to the following questions (in order) you will understand why this is so challenging...and why so many companies fail.Keep this in mind, effective communication to customers must happen through a consistent delivery of the right message, to the right customer, at the right time, in the right channels to facilitate effective, efficient dialogue.This is how you do it. You have to be able to collectively (with the right internal groups) answer the following fiv...
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- Efficiency is the new gold
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![](http://digg.com/submit?phase=2&url=http://b2bmarketingconfidential.blogspot.com/2009/07/customer-insight-three-ways.html&title=Customer-Insight-Three-Ways&bodytext=Customer insight is important to marketers for many reasons. Understanding your customers helps you in formulating market strategy. It helps in campaign design. It helps the sales force understand how to approach acquisition targets or retain existing customers. It is the raw material out of which great marketing happens. <div/><br/><div>In the B2C space, customer insight is well understood, and whole industries and many great companies have made it their business. Segmentation schemes that provide predictive lift in product design, creative design, and direct marketing campaigns make billions of dollars a year for companies like Axciom and Claritas. However, in the B2B space, customer insight still has a long way to go. </div><div/><br/><div>The reason is simple. Companies are a lot more complex than individuals or households. For one thing, companies can be very small--say one worker--or very large. For another, companies have different locations with different functions. Capturing all of this diversity is difficult. </div><a href='http://4.bp.blogspot.com/_30veOO2AATQ/SmXJkkFy8YI/AAAAAAAAAFI/5Uz11VofPzo/s1600-h/ThreeAudiences.jpg'><img src='http://4.bp.blogspot.com/_30veOO2AATQ/SmXJkkFy8YI/AAAAAAAAAFI/5Uz11VofPzo/s400/ThreeAudiences.jpg' id='BLOGGER_PHOTO_ID_5360912561454903682' border='0' alt='' style='width: 400px; height: 242px; cursor: hand;'/></a><br/><div/><br/><div>A good way to start simplifying the customer insight question in B2B is to focus on three key dimensions. First, <strong>what products are companies buying</strong>? Second, how is the company structured from a <strong>decision making perspective</strong>? Third, what <strong>information channels</strong> do decision makers and influencers in the company use to make decisions? This simple triad--product / audience / channel--can be very helpful as a "check off" list when thinking about marketing strategy. How would this approach work in a simple marketing campaign to say, sell a new type of tool to construction companies?</div><div/><br/><div>First, the <strong>product dimension</strong> kicks in. What companies currently have similar tools? What types of industries would need this tool? If the tool is very expensive, is there a lower bound on company size? A marketer could use data on product sales to build a predictive model of the most likely firms to purchase this new tool. It's important to note than in most cases, the product dimension is relevant at the firm and not the contact level.</div><div/><br/><div>Then, the <strong>audience</strong> <strong>dimension </strong>comes into play. Who is going to make the decision to purchase this tool? Are there key influencers to the purchase, the actual users of the tool? What are the features of the tool that will be most appealing to them? A marketer could create a contact strategy that hits each audience with the selling points that make the most impact--price on the buyer, value on the CFO, features on the users, for example. </div><div/><br/><div>Finally, the <strong>channel dimension </strong>is used to understand how marketing and sales should be executed. Do buyers and influencers read a specific type of publication to understand more about this family of tools? Are there influential communities that they listen to that we need to plug into? Are there key distributors that must carry the product for it to penetrate the market?</div><div/><br/><div>Of course, getting customer insight--the raw information--across these three dimensions is difficult. Doing this requires at the very least a qualitative market research study. However, by beginning to think in terms of these three dimensions, marketers will make better decisions and begin to collect information on their B2B customers that they can use over and over again.</div><div class='blogger-post-footer'><img src='https://blogger.googleusercontent.com/tracker/36395142-959196577683935418?l=b2bmarketingconfidential.blogspot.com' height='1' alt='' width='1'/></div>
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![](http://digg.com/submit?phase=2&url=http://b2bmarketingconfidential.blogspot.com/2009/08/creating-dynamic-view-of-customer.html&title=Creating-a-Dynamic-View-of-Customer-Status&bodytext=When trying to manage a population of customers in a high frequency-of-purchase business where unique customer data are obtainable, it can be helpful to look at a grid comparing:<br/><br/><ul><li>Frequency of purchase in the last "active" 30 day period, and;</li><li>Last purchase date.<br/></li></ul><p>This grid will look like this, when the report is run against the current state of customers:<br/><a href='http://4.bp.blogspot.com/_30veOO2AATQ/SpaCDBYTokI/AAAAAAAAAFY/cchYK3NGlBw/s1600-h/Basic+Cust+Status.jpg'><img src='http://4.bp.blogspot.com/_30veOO2AATQ/SpaCDBYTokI/AAAAAAAAAFY/cchYK3NGlBw/s400/Basic+Cust+Status.jpg' id='BLOGGER_PHOTO_ID_5374626193734869570' border='0' alt='' style='width: 400px; cursor: hand; height: 149px;'/></a><br/></p>Another way to look at these dimensions is as continuous dimensions where:<br/><ul><li>Freq of Purchase {0-->∞}</li><li>Last Purchase {0-->∞}</li></ul><p>And each customer is plotted along these dimensions. </p><p>But, to make things convenient, we cut off "last purchase", at, say, 90 days, and frequency at, say, 4 X for our table. We can then bucketize these scalar dimensions into a neat 4X4 (or nXn) grid like the one above. </p><p>A simple customer count in each bucket lets one understand current state. This is a perfect application for an OLAP reporting tool. It's also interesting, however, to understand dynamics: How customer status has changed from previous periods--the real point of this post.</p><p>To do this, I use the concept of vectors. A table such as the following can be created:</p><a href='http://2.bp.blogspot.com/_30veOO2AATQ/SpaFs5DaxFI/AAAAAAAAAFg/YSRWN706Gd4/s1600-h/CustStatusRecordLevel.jpg'><img src='http://2.bp.blogspot.com/_30veOO2AATQ/SpaFs5DaxFI/AAAAAAAAAFg/YSRWN706Gd4/s400/CustStatusRecordLevel.jpg' id='BLOGGER_PHOTO_ID_5374630211589162066' border='0' alt='' style='width: 400px; cursor: hand; height: 131px;'/></a><br/><br/><br/><p>We can then simply average all of the movements for each unique starting cell location. For example, for the starting cell 1,1, which would correspond to Frequency of Purchase = 1 and Last Purchase <= 30 days, we might get {1.283, 1.321} for movement. These two numbers are the sides of a right triangle, the hypotenuse of which is the <em>vector of customer movement.</em></p><p>There is an even more precise way to do this, which is to measure actual change in frequency of purchase and last purchase for each customer. In this way, we can actually measure customers who are going "beyond the edges" of our table--for example purchasing more than 4 times per 30 day period.</p><p>We can then plot our vectors in our table, which might look like this:</p><a href='http://2.bp.blogspot.com/_30veOO2AATQ/SpaIu9AKJvI/AAAAAAAAAFo/yOTHOIpWn2s/s1600-h/DynamicCustStatus.jpg'><img src='http://2.bp.blogspot.com/_30veOO2AATQ/SpaIu9AKJvI/AAAAAAAAAFo/yOTHOIpWn2s/s400/DynamicCustStatus.jpg' id='BLOGGER_PHOTO_ID_5374633545543853810' border='0' alt='' style='width: 400px; cursor: hand; height: 149px;'/></a><br/><br/><p>Each vector "direction" has a meaning. For example, "North" means more recent; "East" means more frequent / valuable, and so on. </p><p>We can also get to the velocity of change--the second derivative--by simply differencing two vectors, say, a month apart. These would tell you how a dynamic trend like the one above is changing. This is a very useful indicator of how marketing programs are impacting customer status.</p><p>This approach can also be used with virtually any customer attribute replacing these two dimensions, for example:</p><ul><li>Total value</li><li>Customer Lifetime Value</li><li>Category-Specific Activity</li><li>Etc.</li></ul><p>This is a neat approach that can be done with basically any pivot table / OLAP tool and a database of customer purchases.<br/><br/><br/></p><p/><div class='blogger-post-footer'><img src='https://blogger.googleusercontent.com/tracker/36395142-5746927633868200342?l=b2bmarketingconfidential.blogspot.com' height='1' alt='' width='1'/></div>
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</div>)
![](http://digg.com/submit?phase=2&url=http://b2bmarketingconfidential.blogspot.com/2010/02/cascading-detail-for-sales-enablement.html&title=Cascading-detail-for-sales-enablement&bodytext=I've been working on a lot of sales enablement kits lately. My biggest learning on sales enablement came about ten years ago, when I did a study for a big enterprise technology company on marketing effectiveness. We looked at three marketing objectives: Generate demand, drive awareness and comprehension, and enable the sales force. In hindsight, it was ultra-simple. But, we came up with a really powerful conclusion. The most effective programs, in terms of ROI, were sales enablement programs. However, when we spoke to reps, they complained about 90% of the content they were provided. What really mattered was the 10% "really good" stuff that made the deals.<br/>
<br/>
So, the recommendation had two parts: First, invest more in sales enablement. Second, only produce 1/5 of the material. This sounds like a "duh" recommendation, because we've all heard the trite adage about the CMO who says "I know I could cut 50% of my marketing spend, I just don't which 50%"... but there was more to it. The number one thing reps needed, it turned out, was cascading detail about the solutions they were selling. Reps selling into complex organizations need to be enabled with at least three levels of detail--one for the business lead, one for his or her researchers / support in the deal, and one for the technical folks that will actually be doing the implementation. Without a clear <strong><u>value proposition</u></strong> and <strong><u>component model</u></strong> for each of these audiences, reps spend hundreds of hours spinning their wheels. In most cases, these levels of detail don't exist, at least not in distilled form.<br/>
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Another interesting observation I've had is that companies are usually really good at selling into one of the above audiences, but lousy at selling in to the other two. For example, Microsoft seems really good at selling into the implementers, but not so good with the decision makers and researchers. They're ok, don't get me wrong, but every company has its strength. So, if you can figure out how to make selling into role a strength, you'll outcompete your rivals and win.<br/>
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Each level of detail should also cascade. If we're focusing on a value proposition, it might cascade like this:<br/>
<ul><li><strong>Decision Maker:</strong> Acme helps me realize my performance targets by providing my teams with the best possible productivity tools, while functioning flexibly with my existing systems.</li>
<li><strong>Researcher:</strong> Acme provides superior performance management tools across the finance and HR functions, at a superior value / price ratio to the competitive set; Acme's core APIs are best-in-class and can be integrated with a minimum of effort compared to the competitive set.</li>
<li><strong>Implementer: </strong>Acme's integration services are flexible and best-in-class, and can be installed on any of my core systems using its easy-to-use customization kit; Acme's load balancing services make it the least impactful to our overall operating environment</li>
</ul>The idea here is that the value proposition builds from one level to the other. Researchers and implementers will still be interested in the "core" business value proposition, but the value we can provide them needs to be more specific to be sufficient for them to be comfortable.<br/>
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The same concept applies when we get to component model. For a decision maker, a component model should be purely functional, but should show exactly how the solution in mind meets their business needs and enables the value proposition. The component model would then be filled in with detail and potentially blown into a few pages for the researcher. Finally, when it came to implementation, the component model would turn into a full-blown technical design. The key is that it's translatable top-to-bottom and bottom-to-top. An example is shown below:<br/>
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<div class='separator' style='clear: both; text-align: center;'><a href='http://4.bp.blogspot.com/_30veOO2AATQ/S3L87gJhG6I/AAAAAAAAAHo/oEnCSCC2KNE/s1600-h/cascadingcomponentmodel.png' style='margin-left: 1em; margin-right: 1em;'><img src='http://4.bp.blogspot.com/_30veOO2AATQ/S3L87gJhG6I/AAAAAAAAAHo/oEnCSCC2KNE/s400/cascadingcomponentmodel.png' border='0' height='261' width='400'/></a></div><br/>
Thoughts about this topic? What are some examples of cascading sales enablement / core content that have worked for you?<div class='blogger-post-footer'><img src='https://blogger.googleusercontent.com/tracker/36395142-2180399287972993972?l=b2bmarketingconfidential.blogspot.com' height='1' alt='' width='1'/></div>
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