See it. Control it. Protect it. The inside story of how it happened.


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Back in 2013, we were delighted to pick up two awards for Kaspersky’s ‘See it, control it, protect it’ campaign. It was then a great opportunity to present this, with Kaspersky, at the B2B Marketing Summit 2014. The campaign is a full on global B2B marketing campaign for Kaspersky Lab. Over 40 countries, 26 languages, over 1,000 assets per campaign wave. In short, quite a big beast.

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  • CW
    Afternoon everyone. Thanks for choosing our session.
    Today we’re going to give you a warts and all, behind the scenes look at one of last year’s big award-winning campaigns.
    The campaign was a landmark moment both for Kaspersky but also for us at Earnest. It won a number of awards – the MIs Best Technology Marketing, B2B Marketing’s Best International and runner up for Best Content, plus 3 more awards at the US B2s last year.
    But for George and I what’s interesting is the story behind it – the challenges we had to overcome and how we did this. In particular, we both had prior experiences of just how hard international campaigns are to do.
    So we hope today offers some useful insights and practical things for others facing similar challenges.
  • CW
  • GG
    Kaspersky Lab is the 4th largest IT security company in the world. It creates anti-virus software – the protects consumers and businesses from the rising tide of malware.

    In our market, we’re the only non-US company. We’re independent (not listed on a stock exchange) and we’ve got a reputation for technical excellence – certainly amongst the technical community.

    However, despite being fast-growing we’d never really hit critical mass in the B2B market. And this was what needed to change.
  • GG
    Kaspersky Lab build great products. And back in 2012, we started planning the launch of our best yet – the world’s first integrated security platform for business.

    This was a MAJOR deal for Kaspersky – there’d obviously been a lot spent in terms of R&D and there was a board-level commitment to make this successful.

    There was also a broader shift going on within the company: a recognised need to move from being ‘just anti-virus’ to a more broad business-focused security solutions provider.

    And I certainly saw that B2B was moving up in the priority stakes – from being a relatively minor and ‘unloved’ part of the business to something that was rapidly becoming centre stage.

    And of course, no-one was ever going to confuse this was ‘brand building’ – the business wanted leads, and quickly. Now of course we all felt this campaign would build the brand – but that’s not how we positioned it internally.
  • CW
    International / global campaigns are not easy. Most of them fail.
    Broadly speaking, there are three reasons why.
    Global imposing on local.
    This is the big one – regional push back happens all the time. I’ve been sat with UK marketing teams when they’ve had the new global campaign revealed and it’s not a pleasant meeting.
  • CW:
    So we’re going to run through how we got past all the obstacles.

    Taking each of the ‘problem areas’ mentioned on the previous slide:

    First off: ‘global imposing campaigns on regions’.
    Solving this very common issue was all about internal engagement – which is something much more fundamental than just ‘internal communications’. To be frank, many organisations do internal communications over email, after a decision has been made. That’s very different to engagement.

    Secondly, the problem of lowest common denominator campaigns – the brand camoflage you see too often. Solving this is all about finding a behavioural insight: something that motivates people on a human level. All great ideas go beyond the ration and tap into something much deeper.

    And lastly, George will run through this campaign was set up to be a success – through proper prior planning and a way of running thing client-side that meant they was no way this campaign was not going to deliver.
  • GG:
    This campaign had board-level backing and commitment from the outset.
    We had two board members (CTO and CMO) as part of the steering committee.
    We reported progress directly to the board and both the CTO and CMO were part of the messaging development at the start of the campaign.
    And, this campaign was never billed as fluffy brand development – it was all about the numbers.
    We had a business case to do this campaign. We reported revenue progress every two weeks (both globally and at a regional level).
  • GG
    We now come on to our second challenge, getting the regions bought into this.
    This is just like any other marketing challenge – it’s all about understanding your audience.
    And here he is.
    Jeroen is the Marketing Director of Kaspersky Netherlands.
    He’s a team of one. Our campaign is not the only thing he’d be working on. He’s running partner marketing in his region, PR, brand marketing. And beyond B2B he’s also doing consumer.
    Historically though, he’s been a master of his own destiny – he’s a bit of a one man army and he’s got a ‘do it yourself’ attitude.
    As a result of all this, he’s quite tactically focused and tactically minded. And to be fair, this is a symptom largely of his resource constraints – lack of people and money.
  • GG
    Basically there were three big things we needed to do:

    Change his mind
    Help him out
    Keep talking

    Taking the first, we needed to make sure he was involved from the start: getting his inputs into the campaign early on (what he needs, what his market responds to, plus any constraints and things we need to bear in mind).

    As the campaign was developed we kept him involved – sharing plans, getting input to these. The one area we didn’t ask for input on was the creative. Quite simply, the more people you ask, the more dilution you risk getting. Plus, it slows you up – we’d have never hit the deadline.

    Next, we needed to help him out. This was about making it easy for him – delivering ready to go campaign assets that he could execute on really quickly. We created a readiness toolkit and even developed a budget planner to help him plan ahead and maximise the impact of his local budget. And lastly we delivered a huge amount of sales enablement and training – both for his direct sales force, and also for his local channel partners.

    All the way through, we kept up the engagement. From weekly cross regional calls to update on progress and address any issues; through to shared global reporting which showed everyone how every region was doing. Mostly importantly, we didn’t rely on emails and calls – we got on the road. We did regional roadshows where we met not just the regional marketers, but also regional sales – this was the only way to really engage ‘hearts and minds’. Global teams are often these invisible entities that seem to sit in ivory towers – we had to break that perception.
  • CW
    So onto our second challenge. How do we overcome lowest common denominator campaign ideas?
    How do we develop an idea that’ll really resonate – not just with the external audience, but all the Jeroen’s out there…?
    This about leveraging universal behavioural needs. Psychological drivers that are held across the world.

    Or of course you cut all the verbage and call it coming up with a good idea…!
  • CW:
    Our audience. IT managers in mid-sized organisations.
    These are the people who are often put in the basement, not taking that seriously. But, at the same time, a lot is being asked of them.
    And a real crunch-time moment is an IT security lapse. And they know it.
    The campaign needed to tap into their aspirations – being in control, knowledge. Power even. Now there’s a scary thought….
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  • GG:
    As you can imagine, there was a huge amount of detailed planning that went into the campaign.

    Across plenty of functions:
    Global marketing
    Regional marketing
    Partner marketing
    Product marketing

    And regions:
    North America

    I could spend the entire hour just covering the internal planning we had to do – but I’ll show you a few examples that’ll illustrate the detail we had to go to. Only by being this granular could we really be sure that we’d launch on time. There were so many dependencies to get a handle on.

    In particular we had to ‘over-communicate’ across the various teams – just because you’ve told someone something (on a call or email or face-to-face) doesn’t mean it’s sunk in, or that what you’ve asked to happen will actually happen. We had to bang the same drum steadily for the entire course of the campaign.
  • GG
    Here’s our reverse timeline which showed everyone our deadline and worked back from there.
    This really highlighted the impact of any scope creep, sign offs, agency delays.
  • GG
    This just shows how day by day the planning was.
    The main point here is around expectation management. By having a RAG status on almost everything it meant we could pre-emptively warn stakeholders if there was any risk in delivery. They could then act upon it in time.
  • GG
    And the last example here is the global bill of materials.
    The key point here is clarity. Unless you write down every single output, there’ll be confusion as to what’s going to be delivered and when.
    And if regional marketers want new things – then this can be highlighted and once again, expectations managed.
  • cw
  • GG
    We structured the campaign around quarterly waves.
    Each wave was based on a theme – for example, mobile security or systems management.
    Each wave was planned so we delivered the ‘global marketing package’ nearly two months before the regional deadline.
    This gave the regions plenty of time (and no excuses) to localise things and be ready to deliver local demand generation.
  • CW
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  • GG
    For launch we delivered ‘Kaspersky TV’, a live studio broadcast hosted by a professional TV presenter.
    In the programme we had Kaspersky experts (including the CTO), customers and industry experts.
  • CW
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  • CW – need to embed video.
    Hyperlink here just in case
  • See it. Control it. Protect it. The inside story of how it happened.

    1. 1. Context • Intros • The challenge we faced • Overcoming the challenges • A walkthrough the campaign itself • The results • 5 top tips to take away
    2. 2. Setting the scene Who is Kaspersky Lab? 4th largest IT security company in the world, and fastest growing Only large ‘non-US’ company Reputation in the IT community for robust expertise “These guys really love tackling the bad stuff”
    3. 3. Setting the scene The challenge Major new global product launch “We’re betting the farm on this” Repositioning – from ‘just AV’ to broader solutions partner Growing recognition internally: B2B is a strategic priority Plus: Loads of leads please! Ps: Very quickly.
    4. 4. Why does most Global B2B Marketing fail? ‘Global’ imposing campaigns on local regions Lowest common denominator approach Not globally fit for purpose Get push back from regions. ‘Not invented here’. Global turf war. ‘Don’t offend anyone’ – leads to Brand camouflage Quite simply, an epic fail.
    5. 5. Overcoming the challenges Internal engagement (not just internal comms) Leverage a universal behavioural need Military planning
    6. 6. Internal engagement Board level endorsement • Link to strategic business objectives • Aligned to brand direction • Show the money, not the pictures
    7. 7. Internal engagement: meet Jeroen A team of 1 Handling consumer and business Some local agency support Used to DIY Tactically focused
    8. 8. What did we do? Make it easy for him: simple re-usable campaign assets Change his mind Help him out Keep talking Involvement from the start: inputs requested Feedback requested throughout the dev process Readiness toolkit Budget planner – helping maximise local execution impact Sales enablement & training, including partners Weekly cross-region campaign calls Regional roadshows and ‘townhalls’ Sharing success – bi- weekly global reporting Spend marketing budget on execution, NOT coming up with new campaigns
    9. 9. In other words: come up with a good idea Leverage a universal behavioural need
    10. 10. What does our audience care about? Control Power Knowledge Superiority And World of Warcraft (probably)
    11. 11. “Losses hurt more than gains feel good” • We feel losses twice as much as comparable gains • So if we can visualise a potential loss, then are more inclined to act (Source: Prospect Theory, Kahnemann and Tversky) 43 61 57 39 S CE NARIO A S CE NARIO B Gamble No Gamble You have £100 Scenario A: - Keep £60 -50/50 chance keep/lose £100 Scenario B - Lose £40 - 50/50 chance keep/lose all £100 Leverage a universal behavioural need
    12. 12. Bring this together Personal need: CONTROL Business need: LOSS AVERSION +
    13. 13. Leverage a universal behavioural need
    14. 14. It all starts with a great brief
    15. 15. What does one look like? This….? Brief 1: Please paint the ceiling Brief 2: Please paint the ceiling using red, yellow and green Brief 3: We’ve got terrible problems with cracks in the ceiling. Could you please cover it up for us? Brief 4: Please paint biblical scenes on the ceiling, incorporating some or all of the following: God, Adam, Cupid, devils and saints
    16. 16. What does one look like? This….? Brief Please paint our ceiling for the greater glory of God – as an inspiration and a lesson to his people. Let it be something that inspires awe and humility. Let it be something that is remembered by everyone that casts eyes on it.
    17. 17. Not this
    18. 18. But this • 3 day immersion workshop on the messaging • Detailed brief – with do’s and do not’s • Delivered well in advance + face to face briefing and Q&A • Almost daily comms around WIP, thoughts, questions etc
    19. 19. Military planning •Resourcing plan – headcount, finances (creation vs rollout) •Reverse timeline (global) •Individual regional timelines •Daily calls
    20. 20. Reverse timeline
    21. 21. Daily activity plan with RAG status
    22. 22. Global and regional bill of materials
    23. 23. Campaign walkthrough
    24. 24. Campaign walkthrough: quarterly themes 1 2 3 4 Global delivery Regional delivery Nov 2012 Jan 2013 Feb 2013 April 2013 April 2013 July 2013 July 2013 Oct 2013
    25. 25. Overall structure Campaign quarterly themes Content Premium content Supporting campaign content Product marketing content Outreach Advertising (on and offline) Direct marketing Events Social media
    26. 26. Mapping content against the buying cycle
    27. 27. Levels of content PremiumSupportingProduct
    28. 28. Content repurposing
    29. 29. Content landmarks • Live broadcast thought leadership event – unique in the sector • Major ‘stake in the ground’ for Kaspersky – shows intent
    30. 30. Content landmarks • Hugely popular across regions • Proved our assumption – that many small businesses are still at ‘security 1st base’… • Big lead generator
    31. 31. And then it took off… Thailand launch Indonesia Singapore
    32. 32. Outreach: engaging the channel • Channel toolkit
    33. 33. And, a bit of fun…
    34. 34. Measurement and results The numbers: • Successful delivery – 40 countries, 18 languages. ON TIME. • 27,170 BANT qualified leads • 3,000 sales opportunities • $42m pipeline in 1st 12 months Plus:
    35. 35. Top 5 tips • Plan. Plan. Plan. • Messaging – it’s the anchor. And make sure the right people are involved. • The brief. Think Sistine Chapel. • Internal engagement has to be face to face • Plan. (Just in case you missed the point.)