Archive for the ‘metrics’ Tag

Marketing at the Big Table

Just yesterday, I talked about a marketing management paradigm I found interesting – and potentially very useful. And today, I finally got around to reading “How to Think Like a Modern CMO.” Another great article on the changing needs and responsibilities of leading a marketing team in today’s hyper-active marketplace. Change is coming quickly and much of it requires being savvy in both technology and leadership.

From the article, this quote rings especially true with me and my organization:

“CMOs have to be both analytical and adaptable, rolling and thriving with continuous change. It’s an interesting combination of left brain and right brain characteristics, where creativity is absolutely essential to see around corners, data analysis is required to make decisions, and execution is needed to deliver actual results.”

Personally, I love this. I have a background in engineering so I really get the technology and metrics angle. I’m not nearly as strong on the “traditional” marketing areas highlighted by Mad Men. But I usually can hold my own in that arena. So I love the challenge involved.

But what really interests me is the thought that the CMO (re: marketing) is becoming more important to the success of an organization. This is not so new to consumer brands. But it is in the B2B world, especially in the tech sector where engineering or sales has long ruled.

My company is very progressive in pulling marketing in early and often. And we have a seat at the table – the monthly executive board meeting that all companies have in some shape or form. Marketing in B2B on the rise. Get ready to get caught up in the tide.

 

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2014 B2B Marketing budgets set to rise

Forrester Research has released it’s latest survey results on the state of B2B Marketing budgets. Good news is that the investment in marketing is expected to rise 6% this year. Bad news is that, after the recession, it still only gets budgets back up to 4% of company revenues. Pre-recession levels were often cited at 7% or higher. So still some ground to make up.

Forrester notes an increase in spending particularly on technology (read as marketing automation). In order to justify the higher budgets, marketeers are having to prove return on investment. I’m surprised it is taking this long to get there. I remember being pressed for numbers and ROI at least ten years ago. And that was when the marketing automation platforms weren’t as robust as they are today!

B2B 2014 Marketing budget investments

Source: Forrester Research

One other item from this report – how people expect to use their marketing budgets. Here’s a nice pie chart with a breakout of the responses. It is interesting to see how, with all the noise around digital, email and inbound, in-person events remains a very significant piece of the pie. Guess that shows that there is no substitute for face-to-face!

Here at Mercury Systems, our fiscal year runs June through July. I’ll be interested in taking our FY15 budget and seeing how we match up to the rest of the industry – in both size of budget and how we invest it.

Marketing and IT expertise

The latest issue of B2B Magazine has an interesting article entitled In-demand tech experts find new home in marketing. It’s interesting to see how some companies are combining traditional Marketing Operations and IT roles to better support the critical systems many marketing teams now rely on – usually very heavily. In my experience, I would NEVER implement a marketing automation solution without having a solid marketing ops person to support it. And at the companies I’ve worked at that used marketing automation, I also saw much better success when there was a dedicated IT resource(s) to support marketing needs. The third leg is a strong connection with the Sales Ops team as marketing automation and CRM systems have to be intimately intertwined.

For those of you not familiar with the Marketing Ops function, this article from a few years ago still does a good job of explaining the function. Plus, I like their graphic:

Marketing Ops, a comprehensive discipline that leverages technology, process and metrics.  Courtesy of Marketing Operations Partners.

One area where I’ve particularly found the need for Marketing Ops/IT teaming is in metrics. In many organizations, without IT help, you can not reach into key systems to get the reporting you may want. Systems such as financial, ERP, order management, customer service and more often reside with those groups. Unless you have an enterprise data warehouse, you need help querying those systems. And even with a warehouse, you still need expertise to query that. So a solid teaming of Marketing Ops, Sales Ops and IT works to make all teams more successful.

As and aside, as I’m writing this, the marketing ops person on my team is at Eloqua Experience 2012 – Eloqua’s annual user conference – staying plugged into the latest best practices. Even though we didn’t win the Markie award, I will still give them a plug.  : )

 

More on Content Marketing

You can’t look at any major marketing magazine, blog or website without seeing some talk about Content Marketing. Content creation takes up a good chunk of my time and I’m always interested in best practices and research findings.

Here’s a smattering of recent articles I found particularly interesting:

Here’s one of the charts I really liked from the Eloqua blog:

content marketing statistics

I’m sure we will continue to see content marketing as a discipline evolve and expand as we move into 2013 and beyond.

Email Marketing – basic metrics review

The recent (October 2012) issue of Target Marketing had a nice, short article reviewing the basic metrics used in email marketing. It’s a nice, concise review of stats many of us use to measure the effectiveness of our email campaigns. Worth the quick read.

Trade show leads

Everywhere I’ve ever worked struggled a little with follow up on trade show leads. For marketing, the biggest problem was getting the leads processed, the data cleansed, notes entered and then passed over to sales. Hot leads often failed to get to sales quickly and then hot turns to warm. Or worse, to a competitor.

Besides that, I hate paying those lead scanner rental fees. The bastards rake you over the coals.

Mark talking to a prospect.

Typically at a show, you get your device and use it to scan bar codes of the booth visitors. Some vendors are good enough to let you access the leads on a daily basis. Most make you wait until the end of the show to get them. Then you have to travel home and may not be back in the office for a few days. And even then, you most likely need to manually do data cleansing. If you use a marketing automation system, you then have to upload them. More time delays.

If you have a really good conversation with a prospect, you don’t want to wait that long to get them to sales.

Some companies bypass the delay by directly notifying the sales rep w/ the info. But, unless you are REALLY diligent, you lose the tracking and hence, ROI measurement for the event.

So we worked on a better way. We now use an iPad or iPhone, take a picture of the prospect’s business card, use an inexpensive app to do character recognition and send it to our marketing automation system. There are steps to do data cleansing on the spot (in case there were errors in scan) plus add notes from the conversation. The prospect often gets entered into our system before they leave the booth. And they get the “thank you” email w/ links to relevant content – often while still talking to us. Additionally, the system feeds our CRM system so our sales team gets the leads w/in hours of the booth visit – not the days plus typical of the old system.

Sales is ecstatic with quicker access to leads and more complete (and accurate) information and notes. Marketing is happy with much quicker turnaround, higher quality data and increased ROI. And we are putting ourselves in for an Eloqua Markie award. Root for us!

What’s in a Lead Gen team

Catching up on some reading. From the May 2012 B2B Magazine, there was an interesting article by Debbie Qaqish from Pedowitz Group.

I heard her speak last year at Marketing Sherpa’s B2B Summit in Boston and was impressed. And, in general, I like what she spells out in this article. The only problem is, if you are a small or medium sized business, there is no way you are going to have this many people in lead gen – let alone the whole marketing department! So how do you prioritize the roles? Here’s my take.

Firstly, you need to get to where you use some sort of marketing automation (MA) system. Nowadays, you can get low-end SaaS versions for very reasonable investments (notice my use of that word – investment, not a cost). This must be treated as an investment and you need to get a good return on it. I have several previous blog posts on both marketing automation and metrics if you are looking for more info.

If you have a MA solution, one of the top roles you need is, as Debbie phrased it, a “power user/marketing technologist.” If you are leveraging one of the SaaS solutions that has a more intuitive user interface, you need someone who is more on the power user side and less a technologist. This helps you not need the Marketing Ops person – yet. You can leverage your vendor for tech support when needed.

Another position Debbie mentions that I would have high on my list of “must-have’s” is the content manager. And this doesn’t have to be a marketing position. In fact, I would say this position in many SMBs is held jointly by many people – at least on the content creation side. It is nice to have someone who manages the strategy of what is needed and helps drive the creation process. Without quality content, your marketing efforts through your automation system and social media will be anemic.

The other position that Debbie mentions that I find critical at many points in a company’s growth is the “telequalifying role.” Even with MA, you can’t short-change the human touch. An actual conversation with a prospect gets you the chance to get into a conversation, open the door and possibly find the pain the customer may be experiencing.

Lead Scoring

Eloqua is one of the thought leaders in marketing automation. I subscribe to their “It’s all about revenue” blog and enjoy reading it. Their latest post on lead scoring is interesting, especially since I’ve been working on lead scoring at my company over the past few months.

Lead scoring

We have implemented lead scoring pretty much like the Eloqua blog suggests. We use A through D for implicit scoring – does the lead meet our criteria for “target” customer based on company and job role? And we use 1 through 4 for explicit scoring – what activity(ies) did the prospect do? And we have full alignment with sales on this scoring. In fact, we just tweaked it to reflect regional needs. We score differently for AsiaPac and Europe than we do for North America – highlighting the flexibility you can get from a marketing automation system.

The one thing that jumped out at me from the blog post is the role of an inside sales team (or telemarketing or whatever name you may call it). Even if a lead is scored a C3 or other relatively “low” score, the human touch is a great way to not only advance the lead but also get insight into the real lead score. A simple conversation can help you better understand the lead. Should they truly be put in a lead nurturing program or are they really a good lead for sales follow-up?

This stage of the process is critical and takes talented people. It’s also an investment by the organization. For us, we have very limited resources here and, during times of big lead influxes, can become a bottleneck. But, because we have metrics in place and a nice dashboard that all of sales management sees on a weekly basis, when the problem arises, everyone sees it. And there is discussion about expanding this team. One of the biggest pluses of intelligent metrics is being able to not only identify needs but also to justify investments.

So, as the blog post says, lead scoring is not the “be all, end all” of passing leads over to sales. It is a tool and one you need to understand. It definitely has it’s benefits but also it’s limitations. And you need to understand both.

Email Marketing in 2012

So I’ve had a couple of interviews with B2B Magazine lately. The first was on the topic of social media. And the latest was on email marketing. Because of that latter article, I have been approached by a reporter at MarketingSherpa, probably the hotbed of leading-edge marketing intelligence, for a deep dive case study. And I’m pretty impressed by that.

I’ve been on the cutting edge of B2B marketing for 20 years now and I think I’m pretty much an expert. Even when I was at the MarketingSherpa B2B summit conference last fall, I listened to many of the speakers and participants and felt like “been there, done that.” To the point where I was critiquing the advice from the “expert” speakers at the B2B events.

As someone who has lived his marketing life in the trenches having to deliver results to both sales and the company (meaning revenue), I feel pretty confident in my abilities and look forward to talking to this reporter from MarketingSherpa.

Metrics – Again

It seems to be all the rave to be talking metrics and marketing. In my opinion, if you are just starting to do this, you are 8 laps behind in a 6 lap race.

Thank God I have a really good Marketing Operations person who knows our marketing automation and CRM system inside and out. I can get my marketing BI questions answered almost all the time. The only issues I run into tend to be “not being able to generate that specific report” or not being able to automate the report. Right now, the latter is more of an issue.

I can get information in intimate detail but it takes my colleague easily a day to pull it all out and format it. But I love the info. I can look at what I call micro-metrics (not stuff I necessarily report to management but use for my benefit):

  • number of leads by account manager (our term for sales rep)
  • number of new contacts we’ve added for each persona – we’re trying to grow certain high-value targets so this is important
  • organic database growth
  • what each marketing campaign delivered – MQLs, SALs, revenue opportunities, etc.

And so much more. It’s great to see, especially since I may be getting a new boss soon! I know I’d want to see that I have a team that knows what works and what doesn’t.