how to prioritize your 2013 marketing plan for bigger...

How to Prioritize Your 2013 Marketing Plan for

Bigger Impact on Revenue #2013Plan

Jay Gaines

Group Director, Demand Creation

SiriusDecisions

Bruce Brien

Sr. VP, Solutions Development

Bulldog Solutions

Sponsored by:

How to Prioritize Your 2013 Marketing Plan for Bigger Impact on Revenue

Jay Gaines Group Director, Demand @izjay

© Copyright SiriusDecisions.

All Rights Protected and Reserved.

Executive Summary

• Key issues

– Rather than slowing, the pace of change in b-to-b demand creation is accelerating

– The implications of massive shifts in buyer behavior are finally being realized and

addressed

– Companies that outperform their peers have a common set of characteristics that

drive their performance

• What you will walk away with

– Some key trends that are impacting b-to-b marketing performance

– An understanding of how leading organizations will drive revenue performance in

2013 and beyond

– A look at the next big b-to-b marketing metric

3



Trends

• Lead Source: Today 58% of all leads are originally sourced via inbound increasing to 71%

by 2015.

• Technology: B-to-B companies doubled their investment in marketing technology in the last

five years with 70% saying they will increase further in the next five.

• Skills: Less than 25% of organizations utilize marketing automation to its fullest.

• Enablement: The greatest barrier for a sales person not achieving quota (52% of the time)

is from the inability to demonstrate value or lack of customer knowledge.

• The Sales Cycle: More prospect interaction is now occurring online shortening the actual

time for sales engagement. The need for a digital relationship has never been higher.

• Performance: Marketing organizations that market to the buyers journey via integrated,

multi-channel programs create twice as much pipeline as those who do not.

4

Blend

True demand creation success? It’s all about blending.



The SiriusDecisions Demand Waterfall

6

Close

Sales Qualification

Marketing Qualification

Inquiry Outbound Inbound

Teleprospecting Qualified

Leads (TQLs)

Teleprospecting Accepted Leads (TALs)

Sales Generated Leads (SGLs)

Sales Accepted Leads (SALs)

Automation Qualified Leads (AQLs)

Teleprospecting Generated

Leads (TGLs)

Sales Qualified Leads (SQLs)

Won Business




7

Inquiry

Outbound Inbound

Inquiry

Outbound Inbound

1 Inbound marketing is a

required part of an

effective marketing mix.

Best-in-class organizations

tag inquiries that originate

from both inbound and

outbound sources.

Understanding the relative

contribution of inbound and

outbound is key to building

highly effective programs.

Observations

1



Inbound and Outbound Performance

SiriusPerspective: Inquiries generated via inbound perform better and cost less.

8

Source: SiriusDecisions

Inbound

Outbound

$25

$41.50

Cost Per Response





9


6%

20%

37%

21%

16%

15%

20%

19%

20%

4%

Very Low

Low

Average

High

Very High

Quantity of Responses

outbound Inbound





10


4%

10%

41%

26%

19%

15%

24%

33%

23%

5%

Very Low

Low

Average

High

Very High

Quality of Responses

outbound Inbound



Blending Inbound and Outbound Improves Results

SiriusPerspective: By combining inbound and outbound approaches, more leads will be generated at a lower cost.

11

Outbound Only Integrated Programs

Lead to Close 15.3 7.2

Sourced Pipeline 15.5% 30%+

Close Rate 19% 24.5%

Influenced Pipeline 52% 70% +

Marketing Touches 25 + 15 - 20

Programs 50 + < 30%

Program Design Single Channel Multi Channel

Campaign Focus Product Solution

Primary Source eMail Web

Marketing Pipeline Cost 2% - 3% .5% -1.5%

Focus

Aim small. Miss small.



Find Your Sweet Spot

SiriusPerspective: Targeting too broadly – and not considering the impact of internal ability to succeed in a target market – are deadly mistakes.

13

Domain Knowledge

Messaging

Sales Readiness

Database

Solutions Delta

EXTERNAL FACTORS

Trends

Product Use and Importance

Competitive Presence

Category Spend INTERNAL

FACTORS



B-to-B Customer Ecosystem

Organization • Size (revenue, headcount)

• Industry

• Geographic Region

• Products and Services Owned

• Length of Relationship

Buying Center

• Business Issue

• BANT (budget, authority, need, timing)

• Buyer Roles Involved

14

Enterprise

Business Unit

Department or Team

Job Role

Persona

• Key Initiatives

• Challenges



B-to-B Persona Template

Attributes Persona A Persona B

Job Role Product Management Product Marketing

Buying Center Engineering/R&D Global Marketing

Common Titles Business Unit Head

General Manager

Product Management

Service Line Manager

Product Marketing

Solution Marketing

Segment Manager

Brand Manager

Position on Org Chart Reports to the Head of a Business Unit or Head of

Product Management in the R&D division

Reports into the CMO of a central marketing organization or

reports into the Head of a Business Unit

Challenges Lack of Development Funding

Legacy Products Complicate Portfolio

Lack of Resources

Sales Does Not Use Content

Initiatives Develop New Product

Rationalize Legacy Portfolio

Product Launch

Build New Vertical Marketing Strategy

Create Thought Leadership Program

Buyer Role Type Influencer Champion

Interaction

Preferences

Email In-Person Meetings

Watering Holes Linked In Product Management Group

Product Management Associations

SiriusDecisions Event

15

Mobilize

Sorry, but it really is time.



Mobile Marketing Can No Longer Be Ignored

SiriusPerspective: B-to-B needs to wake up to the current mobile reality, buyers are increasingly accessing and consuming content via mobile devices.

17

64% of CXOs access email

(Marketing Sherpa)

64% access video at work

(Turbofilter)

Mobile surpassed print media in 2011

-eMarketer

Mobile email opens increased 34% in 2011

- Return Path

Mobile predicted as ‘first screen’ by 2015

- Morgan Stanley

6 billion people, 4.8 billion mobile devices, 4.2 billion tooth brushes - Mobile Marketing Association, 2012

65% access social networks

(Wired PR Works)

75% are texting (Pew Research)

No wonder we’re not speaking face to face…



What is Mobile Marketing?

SiriusPerspective: Mobile marketing enables interaction with buyers via the consumption and delivery of content, by, to and from, mobile devices.

18

• What mobile isn’t:

– A silver bullet

– The primary access point for b-to-b buyers (not yet)

– A fully evolved channel for access and delivery of content

• What mobile is:

– A component of an integrated multi-platform web experience

– A much needed additional communication channel

– The fastest growing access and delivery method used by

buyers



Do not measure mobile traffic by device type

Do not track mobile conversion rates

Do not offer a mobile sales portal

Share of responders

Current situation

The Current State of Mobile Marketing in B-to-B

SiriusPerspective: If we view mobile marketing as a highway, then our survey indicates the journey has just begun and b-to-b is traveling slowly.

19

Share of companies not leveraging mobile marketing

Indicated their marketing plan does not include mobile

Highest level of mobile adoption, in any category

Share of responders

Current situation



SiriusDecisions Mobile Marketing Adoption Framework

SiriusPerspective: We see three primary areas that b-to-b marketers need to address to create a complete mobile strategy.

DEVELOP

UTILIZE

Adapt existing content,

templates and web

experiences to improve

the mobile user

experience

OPTIMIZE

Leverage mobile

access and delivery

technology and

services to offer and

deliver content based

on mobile device type

and opt-in preferences

Think ‘mobile first’ to

design and create new

templates and formats

based on mobile content

consumption and user

behaviors

20



SiriusDecisions Mobile Marketing Adoption Framework

SiriusPerspective: We see three primary areas that b-to-b marketers need to address to create a complete mobile strategy.

DEVELOP

UTILIZE

Adapt existing content,

templates and web

experiences to improve

the mobile user

experience

OPTIMIZE

Leverage mobile

access and delivery

technology and

services to offer and

deliver content based

on mobile device type

and opt-in preferences

Think ‘mobile first’ to

design and create new

templates and formats

based on mobile content

consumption and user

behaviors

21



Considerations for Getting Started with Mobile Marketing

SiriusPerspective: To effectively leverage mobile marketing, it is critical to include mobile in in the planning process.

22

Determine Utilization

Audit Technology

Develop a Strategy

Define Use Cases

Design for Mobile

Measure utilization and internal needs/requests

Determine target audience(s), internal/external

Audit technology, what’s available, needed

Align to campaigns, determine roles, measure

Use the Mobile Adoption Framework and Checklist

Elevate

Get real about buyer behavior.



Six: Making the Selection

Source: SiriusDecisions Inc.

SiriusDecisions Buying Cycle

Web

Sales

24

Buyer Behavior

SiriusPerspective: Approximately half of the buying process is typically happening online.

Three: Exploring Possible Solutions

Five: Justifying the Decision

Four: Committing to a Solution

One: Loosening of the Status Quo

Two: Committing to Change Ed

uca

tio

n

So

luti

on

S

elec

tio

n



Education

Buyer

Journey

Inbound

Demand

Account-Based Marketing

Pipeline Acceleration

Opt-In Programs

SEO/SEM

WCO

Social Media

Sales Playbook Content

Sales Tools

Channel Enablement

Case Studies/Reference

Lead Generation Programs

Reconstitute Programs

Recycle Programs

Channel Demand

Customer Marketing

Content

Strategic Communications

Marketing Around The Journey

SiriusPerspective: Today’s marketing ecosystem should center on the buyer’s journey, where marketing disciplines must effectively work together.

25

Sales

Enablement

Outbound

Demand

Sales

Demand



Marketing Around The Journey

SiriusPerspective: Today’s marketing ecosystem centers on the buyer’s journey, where marketing disciplines must effectively work together.

26

Partner

• Become a true partner to sales

• Own your part of the revenue engine

Understand

• A deep and shared understanding of buyers is the foundation

Measure

• You can’t have a seat at the table if you don’t know what you contribute

Balance

Balance is everything.




28

Close

Sales Qualification

Marketing Qualification

Inquiry Outbound Inbound

Teleprospecting Qualified

Leads (TQLs)

Teleprospecting Accepted Leads (TALs)

Sales Generated Leads (SGLs)

Sales Accepted Leads (SALs)

Automation Qualified Leads (AQLs)

Teleprospecting Generated

Leads (TGLs)


Won Business



Our Leads vs. Yours: Mutually Assured Destruction

SiriusPerspective: The numbers that will come out of our bottom two phases will start the beginning of the end of a worthless fight.

29

Close

Sales Qualification


Won Business

Marketing

Teleprospecting

Sales

Whose leads

perform the

“best?”



Our Hypothetical? Welcome to the B-to-B World

SiriusPerspective: The simple solution to the problem at hand isn’t so simple; something’s gotta give.

30

Tim

e

• A salesperson’s time is finite; if he or she spends more time

prospecting, selling/closing time is reduced

• When selling time is reduced, fewer active opportunities

can be managed

• Fewer opportunities at the same close rate, less revenue

Cost

• To generate incremental leads, organizations can’t hire a

portion of a salesperson

• Heavier prospecting by sales equals a higher cost of sale

• For any company looking to grow, the model isn’t scalable



Introducing the Demand Balance Index

SiriusPerspective: The demand balance index (DBI) divides lead performance of the best source from the worst.

31

Marketing Teleprospecting Sales

SAL/SGL to

SQL 15% 20% 50%

SQL to Close 20% 30% 40%

Yield 0.06 0.20 0.03

0.20

0.03 6.6 DBI



The Goal? Squeeze the Ratio

SiriusPerspective: More high-quality leads from the cheapest source to create them should be the goal of every b-to-b organization.

• Benchmark

– Determine what your organization’s/business unit’s/product line’s DBI

is by comparing the performance of leads from all sources

• Rationalize

– Understand whether things are really as bad as they seem, or there

are “explainable” reasons for the differences

• Reset and Go

– Use the rationalized DBI as the springboard for understanding why

leads of varying sources perform differently, and put a plan into action

32

Thank You!

Providing Insight to…

Drive Revenue Performance Improvement in 2013 and beyond

© 2012 Bulldog Solutions. All rights reserved. www.bulldogsolutions.com

2013 RPI Priority Map

© 2012 Bulldog Solutions. All rights reserved.

www.bulldogsolutions.com

35 35

Who is Bulldog Solutions?

Revenue Performance Maturity

Planning for 2013: Business Case Guidance

Taking advantage of the Sirius Decisions

Guidance

Agenda



36 36

We are Revenue Performance Experts

Strategic planning for marketing and

revenue generation

Infrastructure Optimization for sales and

marketing systems and analytics

Program design and execution to maximize

pipeline impact

Who is Bulldog Solutions?

Revenue Performance Maturity



38 38

A comparison exercise:

Compare current competencies and

processes against best practices

Identify actions required to improve revenue

performance

Prioritize actions into a focused roadmap

The Process



39 39 Revenue Performance Maturity Model



40 40 The Exercise

Maturity Levels

1- Reactive – Fighting Fires

2- Managed – The job gets

done

3- Aligned – Results are

measurable and positive

4- Optimized – Truly

Aspirational results worthy

of case studies

Revenue Performance

Maturity Model RPI Priority Map



41 41 RPI Priority Map: Competency Maturity

Strategy Infrastructure Programs

0 1 2 3 4

Operational Intelligence

Lead Management

Budget Optimization

Organizational Goal

Alignment

0 1 2 3 4

Analytics Foundation

Database Marketability*

Data Governance*

Database Quality

Systems / Process

Integration

0 1 2 3 4

Performance Monitoring

Sales Enablement

Buyer Engagement Nurturing

Buyer Insights

Audience Acquisition

Message Alignment



42 42 RPI Priority Map: Recommendations

Strategy Competency Current State Concept Future State - Aspirations

• Determine common spends per conversion point – outline any anomalies

• Define gap between what revenue would be realized in 2012 with existing

metrics and programs vs. revenue target

• Level spend across all stages of buyers journey to accelerate deal velocity

Planning & Budget

Optimization

• Align goals with predictive models

• Tactical choices based on modeled

impacts

Steps to Reach Next Level of Maturity

1 2 3 4 1.7

Managed

Managed: • Budgets are planned based on tribal knowledge of

previous years

• Budgets are comprised of tactical elements that do not

necessarily fit into a cohesive strategy

• New opportunities are handled on a reactive basis

• Minimal analysis is performed prior to creating budgets

• Plans are calendared with little opportunity to change

course mid-year if needed.

Aligned: • Budgets are reviewed and adjusted on a quarterly basis

• New opportunities are analyzed for performance impact

• Performance is monitored quarterly prior to creating or

adjusting budgets

• Budgets are developed to specifically impact discrete

funnel stages

• Sales & Marketing budgets are created holistically

Planning for 2013: Business Case Guidance



44 44

Begin with the End in Mind Quantify the impact you will drive to as deep into the funnel as

possible (i.e. revenue, pipeline, leads)

Plan for all sources of revenue that Marketing can impact

Work your way up the funnel You will need to impact pipeline conversion, lead engagement,

and lead identification

Measure to the Plan Track the same metrics that represent the critical drivers in your

plan

Adjust the plan and your tactics throughout the year

Business Case Guidance



45 45 Optimizing Your Business Case

What we look for: An Accurate Baseline

Based on real results

Separation by Lead Source Modeled against new Sirius

Decisions Waterfall

Clear Identification of Focus areas

Which conversion rates are slowing you down the most?

Which stage velocities?



46 46 Planning from multiple points of view

What we look for: Separate Volume from

Conversion and Velocity Plan specific tactics to

increase volume

Plan specific tactics to increase stage velocity

Plan specific tactics to improve stage conversions



47 47 It is about delivering an impact

What we look for: Productivity

Cost per win or pipeline impact

Understand your ROI projections Estimate the impact

beyond your influence if necessary

Taking Advantage of the SiriusDecisions Guidance



49 49 SiriusDecisions Guidance and your 2013 plan

Blend can be applied across all acquisition techniques

Focus should be applied to all three drivers

Mobilize all of your touchpoints

Elevate your capabilities to match your buyer’s expectations

Balance applies to stage as well as source

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