1. Back to the basics2. Old school meets new school3. Content quality over quantity4. Social CRM delivers more than hype5. Taking marketing and sales collaboration to another level6. Finding the value in big data7. Experience matters8. Getting real about measurementEight B2B Marketing Trends for 20132
It’s easy to be distracted by the hype surrounding new marketing opportunities in B2B marketing.Content marketing, brands as publishers, social media, apps, QR codes, augmented reality,marketing automation and sales automation have caused some B2B marketers to lose site of thefundamentals of developing and implementing a sound marketing strategy. Who is the target – byvertical, segment and role? What are their needs? What business challenges and pain points dothey face every day? What does their buy cycle look like, and how can you support them throughit? What are competitors doing in their marketing, and what can you offer that competitors can’t?2013 is the year where getting back to the basics helps make the new tools of marketing workeven more effectively.§ Understanding the customer and mapping the customer’s journey will be key in 2013(Forrester)§ According to a 2013 MarketingSherpa report, only 36 percent of marketers segment based onbehavior. Even fewer, 30 percent, segment based on sales cycle. Marketing Sherpa§ Targeted and segmented lead nurturing emails generate an 8% click-through rate comparedto general email sends, which generate just a 3% click-through rate. HubspotBack to the basics4
5 Motorola Solutions focused on bringing their brand promiseto life – “we innovate to mobilize and connect people in themoments that matter” – as well as taking a deeper view oftheir customers in order to engage them in a more relevantand compelling way. In their Rise campaign, communicationsfocused on segments of professionals, not businesses,featuring a solution-based narrative showing how Motorolasolutions can improve network functions. Print ads drivetraffic to Motorola’s website to read more in-depthinformation on how they can help different segments solvetheir issues. The centerpiece of the campaign is a brandedvideo that shows various critical moments for firefighters,transportation professionals, industrial works and howMotorola’s solutions enable them to connect to peopleduring the moments that matter.Examples
6 Implications for marketers:• Understand your target audiences in detail, theirneeds, pain points/business issues and what theyare trying to accomplish. To get their attention,position your brand as a thought leader andproblem solver for their issues, then show themhow your solutions can help solve their problems.• Map the buyer’s purchasing journey. Then look atthe thought process the buyer goes through andhow you can support their decision making.• Identify key touch points and develop marketingpieces that will move the buyer through thepurchase cycle. Content should be customer-centric and allow the buyer to easily interact withthe brand.
Old school meets new school8 Today, the lines are blurred between digital and physical, high touch and high tech, marketing/salesautomation and personal selling. B2B decision makers want to interact where, when and how theychoose, on their device of choice. We’re seeing three key trends in this area:The digital and physical worlds have merged.Decision makers move seamlessly between channels to access information and content frompartners and manufacturers. Smartphone and tablet use for business is increasing. Marketers areresponding with multichannel marketing campaigns that enable it. To make the most of this,campaigns must add value and provide a seamless experience across all channels.Resurgence of personal selling.Marketing and sales automation have taken off in the last few years as B2B decision makers areentering the sales funnel far later in the buy cycle and their need for content has grown. But we’realso seeing the importance of face-to-face contact increase equally. New-school technology canonly take us so far, and then old-school relationships and relationship selling takes over.Direct mail makes another comeback.Combining direct mail with digital is an effective lead-generating tactic that lifts overall response.Dimensional mail in B2B outperforms flat, with the right economics. And the economics work betterbecause of the higher value of the sale. Today, more companies are integrating direct mail withonline efforts to create a compelling conversation with the customer and drive higher response andengagement. And in every case, we see performance lift as we add integrated channels to the mix.
9 Nuance Communications, a provider of call center technology,outlined the buyer’s journey for six verticals and mapped contentto each stage to power a targeted campaign that opened doorswith a personalized, high-impact DM piece. The personalizeddirect mail piece drove recipients to a personalized contentportal where they successfully sparked a conversation withrelevant white papers and product materials on how they canimprove their customer call center experience to increasecustomer loyalty. A series of emails was also sent that droverecipients to download specific pieces of content as well. Thecampaign achieved an overall response rate of 38%, and $6 to$10 million in new pipeline revenue makes for a solid bottomline. Examples
10 Siemens has found that face-to-face conversations at trade showsare still very effective in establishing relationships with customers.To generate more face-to-face meetings and start a personalconversation with healthcare professionals at trade shows, theyintegrated SMS marketing, apps and social media. One trade showsmartphone app asks the user to text in a keyword, then the appasks the user to enter their email address to receive brochures,white papers and other content.Siemens offers VIP sessions at their trade show booths, which canbe set up via text message. Their trade show app then sends a textalert 15 minutes prior to the meeting. The app also guides the userto specific products at the trade show and connects the user tocontent regarding products the user is interested in. Examples
11 Implications for marketers:• Make the most of both digital and physicalworlds by looking for ways to bridge themtogether.• Look for opportunities to leverage businessprofessionals’ multiscreen behavior by linkingmedia options and creating a seamless cross-channel experience.• Understand the new purchase funnel and howyour customers make brand decisions withtoday’s information and tools.
Content marketing has become the most important part of many B2B marketers’ customerengagement plans. Some research has even suggested quality content may be moreimportant in customer acquisition than the products themselves. This is a result of thehuge growth in marketing automation and lead nurturing programs, the growing impact ofblogging and social media, the importance of search visibility and changes in buyerbehavior in the buy cycle. But the result has often meant simply more content.Content marketing leaders are increasing focus on customer needs, roles and stages inthe buy cycle. And more B2B marketers are innovating with a faster-read, visual storyacross multiple channels like YouTube, Instagram, Google+, Pinterest, Facebook andTwitter by using imagery, video, infographics and photography.• According to 3M Corporation, 90% of information transmitted to the brain isvisual, and visuals are processed 60,000X faster in the brain than text. Publishersthat use infographics grow traffic an average of 12% more than those who don’t(Ansonalex).• 70% of buyers say they review four or more pieces of content prior to making abuying decision, if the purchase is greater than $10K (Marketing Profs)• 91% of B2B marketers now use content marketing as part of their marketing mix(Content Marketing Institute)• B2B marketers spend 33% of their budgets on content marketing, and 54% planon increasing that percentage (Content Marketing Institute)Content quality over quantity13
Cisco’s “Tomorrow Starts Here” campaign usedFacebook, Twitter hashtags, an infographic, aseries of blog posts and a mobile app to guidecustomers through the possibilities of the “Internetof Everything.” Cisco also uses online video andwhite papers to help tell their story on the value oftechnology and how Cisco can contribute.14 GE’s Instagram feed gives users a richer lookinto the company’s groundbreaking researchand technology, and how they contribute tobusinesses. A recent post is an engineerworking on a plane engine inside a TurbulenceControl Structure at the GE aviation facility inPeebles, Ohio.American Express engaged smallbusiness owners with their “State ofWomen-Owned Businesses Report,”presented through an infographiccampaign using compelling charts ratherthan as a 70-page, copy-heavy report. Theinfographic was the most clicked OPENForum story ever and boostedengagement by 30%.Examples
§ Implications for marketers:• The most effective content reinforces thebrand promise and connects with customers’issues/challenges/pain points or needs in aunique way.• Content should be compelling, engaging anddifferentiated from content your competitorsprovide. Photos and video are the mostengaging content; infographics are popularbecause they offer the user the advantage ofspeed.15
In the past few years, there’s been a lot of build up around social CRM. Most of the hype has beenfrom B2C marketers adding social tools to marketing and customer service programs. But B2Bmarketers are also seeing value. Social CRM may be the next step in social selling, integratingsocial networking into traditional CRM; allowing you to connect to your social networks and yourcontact’s social networks, social discovery and engagement and the ability to track and aggregatethis information into contact records regardless of origination points.Marketers and salespeople should be able to listen and respond to conversations, identify mostvaluable customers and prospects and engage them individually to sell additional products andservices, while managing these conversations on multiple channels and associating them with anindividual contact. As the applications add features, 2013 may be the year where companies andsocial CRM providers get past the hype and focus on tying B2B social activities to clear andmeasurable business.• Spending on social applications to help sales, marketing and customer serviceprocesses was expected to pass $1 billion worldwide in 2012 (Forbes)• By year end 2013, B2B organizations using social CRM applications will represent 25% ofall projects worldwide, which is an increase from fewer than 10% in 2011. (Gartner)• Effective use of sales intelligence (utilizing data from social conversations) increasesrevenue productivity per sales rep by 17% (CSO)Social CRM delivers more than hype17
Cisco assembled a team of 1,500 social media ambassadors to seek out conversations around Cisco’sproducts and then join the conversation by using social CRM platform Radian 6. Averaging 5,000 to7,000 mentions per day, with 3% of those being action-based conversations, Cisco created a socialmedia strategy and playbook so ambassadors know what to do once they have identifiedconversations. They prioritize conversations into groups by classifying brand mentions into the followingcategories: question, lead, general buzz, critic, support, idea and ambush. The top priorities receive aresponse within 24 hours through social media, the second priority group receives a response within 72hours and the least priority group (general buzz, ideas, critics) receives a discretionary response. Ciscoinput specific words or triggers that would have social posts routed to specific teams. By addressingcustomers’ needs and issues through social media, Cisco is not only able to nurture leads and closesales, but create a strong brand experience that generates positive word-of-mouth mentions among thecommunity.18 Examples
19 Implications for marketers:• Evaluate vendors and tools based on how wellthey function on a level deeper than monitoring theconversation and measuring sentiment value.• Look for the ability to integrate social tools withcommon CRM functions – allowing tracking andmonitoring of conversations with individuals andenabling true CRM functions, like contactmanagement.• Tie social media efforts to clear and measurablebusiness objectives.
20 taking marketing and sales collaborationto another level
CMOs are spending more on IT. They have more information about every stage of the buyingcycle. Sales wants that information. Because marketing is expected to justify their spendingthrough ROI or new revenue, they’ll need more frequent and collaborative input from sales to scoreleads, track conversions and map them to revenue. To enable the sales conversation, marketersnot only need to provide sales-ready leads in real time, they also need to provide the insights onthe customer to help close them, including all prior marketing touches, critical needs, pain pointsand all content interactions.§ If a lead is not followed up with within 20 minutes, the likelihood of converting that lead toa sale drops dramatically (MIT)§ Effective use of sales intelligence increases revenue productivity per sales rep by 17%(Eloqua)§ Companies with a fully aligned approach to sales and marketing achieve an averagethree-year growth rate of 24% (SiriusDecisions and Forrester)§ Businesses that have the greatest degree of alignment grow 5.4 points faster than theirless aligned counterparts when compared with business in the same industry, close 38%more proposals than non-aligned businesses and lose 36% fewer customers tocompetitors (Hugh MacFarlane, CEO and founder of MediaMathMarketing)Taking marketing and sales collaboration toanother level21
F5 Networks aligned their marketing and sales teams with weekly collaboration meetingson promotions, feedback on specific leads and marketing programs; used a marketingautomation platform to track, score and distribute high-quality leads; and nurtured high-quality leads further in the sales cycle. Strong results included an increase of higher-quality leads (13.2% versus 1.7%) that hit the pipeline in days versus weeks, higherconversion rates and $38.70 in purchases for every $1 in marketing.22 Examples
23 Implications for marketers:• Involve sales and marketing in building anintegrated go-to- market strategy to ensure theyare working toward a common set of objectivesand targets.• Consider managing sales and marketing activitiesas a single integrated revenue cycle.• Develop a shared understanding of most valuablecustomers and how and why they choose to buy.Define buyer personas, roles and content needsby segment.• Share understanding of customers’ criticalbusiness issues and align the company’s keycapabilities with them.• Agree on Key Performance Indicators (KPIs) andlead scoring criteria and report on a regular basisso operations and programs can continuously beimproved.
Although companies have access to vast amounts of customer data, its value comes from how it’sleveraged. Some of the highest-value uses include mining data from online behavior to driveremarketing/retargeting programs and using social data to uncover opportunities to engagecustomers in real time. Companies that leverage big data are already seeing an increase in sales.In our own hawkeye testing with clients we are seeing up to 12X performance improvements inspecific big data pilots.§ With the need to combine customer behavior data from multiple channels, big data willdrive $232 billion in IT spending. More technology companies will be focusing onlaunching data services that will make it easier to access and analyze real-time customerdata. (Gartner)§ Leveraging data can drive 70% more revenue (SiriusDecisions)§ 49% of enterprises are focusing big data efforts on customer insights, segmentation andtargeting to improve overall performance (McKinsey & Company)§ More systems will be put into place to better capture and control the inflow of datastreams and to segment the data in granular levels in real time (McKinsey)Finding the value in big data25
26 HP uses a data management platform (DMP)in order to personalize content and sendtargeted communications to customers. Thecompany uses analytics to understand whatand where they buy and to understand theirrelationship. HP remarkets to people byexecuting a specific email or targeted offerthrough direct mail or banner advertising tocustomers who have shown previous interest.Their remarketing efforts have yielded a muchhigher ROI since it meets the needs of thecustomer in a way that a mass directmarketing campaign does not.Once a customer relationship is established,value-added content that the customer findsessential is sent to them online and throughemail in a format the customer prefers.Data on user behavior is also being used todrive a better overall brand experience. Inaddition to improving HP’s marketingcommunications, the value of customer datahas enabled them to better serve content onits website.Retargeted banner adon LinkedIn after thecustomer, Chris, madean HP purchase.Behavioral targeted B2B e-newsletters drove a 300%open rate and a 600% click-through increase.Examples
27 Implications for marketers:• Involve centralized data collection and usage asmuch as possible.• Get as much information on who you are selling toand what you are selling them. Have a strongunderstanding of their reasons for purchasingfrom you.• Capture and analyze behavior in real time insteadof focusing only on previous purchases andbehavior because customers’ interests, intentionsand goals consistently change during the year.
Experience matters29 The customer experience may matter even more in B2B than B2C. Business professionals areresearching products and seeking products and solutions on websites and via tablets andsmartphones. They have come to expect an optimized user experience, just as a consumer would.And given limited time availability, it’s even more important to help them get in, find what they needquickly and get out.B2B marketers who have been active in optimizing the experience across the customer lifecyclehave seen greater sales and loyalty than those who haven’t. Mobile-enabled companies includingSiemens, UPS and Intuit have generated a significant competitive advantage. With touch screens,GPS navigation and video functions, mobile provides new and creative ways to interact withbusiness professionals. IBM created an app that incorporates video chat to allow customers totroubleshoot a problem with a technician in real time. Siemens launched a service app that allowscustomers to scan a barcode for any industrial equipment and pull relevant facts and manuals forthe product right on the spot.§ There is a strong correlation between a company’s customer experience index score andpurchase intent/ customer loyalty likelihood to recommend (Forrester)§ A two-second delay in website response time reduces customer satisfaction by 3.8% anda 4.3% loss in revenue per visitor (Microsoft)§ 72% of smartphone owners report that they want mobile-friendly sites, 67% are more likelyto buy on mobile-optimized sites versus ones not optimized and 74% will return later to amobile site that functions well (Google)
30 IBM has shifted their marketing efforts tobecome more mobile and social in order toadapt to their customers’ behaviors.According to Forrester Research, 38% ofenterprise c-suite executives already accessvendor websites through a smartphone and28% use a tablet. IBM launched anoptimized mobile website, focusing onsimplicity and ease of use, allowing accessto case studies, interactive demonstrationsand images of software screens on how IBMhelps businesses in various industries drivebetter business decisions.Drop-‐down navigaKon First page “Help us gather data on big data” Full website Examples
31 Intuit changed their strategy and optimizedtheir website, Facebook page and smallbusiness insights blog so it can be viewed onany device or platform, and recently launchedglobal-ready training for QuickBooks Onlinefor small business owners that can be viewedon any mobile device. The company has seenthat trained users are twice as likely torecommend the product. The experience hascreated the halo effect of “Hey, I’m using yoursoftware and I’m able to access software via amobile device or an iPad or iPhone.” Theirtraining apps feature social sharing tools sousers can post to their social media networkthat they have been certified and completedthe training program.Examples
32 Implications for marketers:• Always take a user-centered view – understandcustomer needs, behaviors and preferencesacross touch points. Understand how competitorsserve them. Know their most important tasks andensure a simple, straightforward and high-valueexperience for those tasks, regardless of platformor device.• Look for opportunities to deliver brand clues thatdifferentiate the experience and strengthen theunique value of your brand.• Optimize apps and websites so they are accessiblefrom any mobile device. Provide options for peopleto upload comments and photos from any device.Driving users from a mobile social media campaignto a web page that is not optimized for mobile is arecipe for irritation and disaster.• Use customer surveys and other feedback tools tocontinue to improve the experience.
CMOs are under pressure for accountability, and ROI is the prevailing metric cited. We wouldexpect strong internal organizational pressure to get the necessary data to measure acrosschannels. We would also expect strong near-term pressure to develop ROI baselines as soon aspossible, and then begin measuring against that baseline. But the challenge for most organizations is that the need for immediate results is not generallytolerant of the time needed for changes to the measurement process. Once a process isbaselined, it must be repeated. But CMOs don’t have a year or more to develop the full funnel ofmeasurement. We recommend to clients that they wait to baseline ROI until they have true full-funnel attributionvisibility. In the meantime, they should negotiate small areas of ROI accountability where the datais accessible and attribution can be understood (e.g., online-to-online remarketing, DM/EM secondtouch campaigns). Simultaneously, marketers should dislodge small percentages of siloedmarketing budgets for centralized measurement pilots (e.g., ask for 5% of annual DM budget). They can use those pilots to develop multitouch conversational campaigns with relevant offers,and the necessary measurement strategy in place. This dual strategy will show somemeasurement success and help create a baseline ROI measurement and a business case forbroader implementation of integrated multichannel marketing.§ Two-thirds of CMOs believe marketing ROI will be their top effectiveness measurement by2015 (IBM)§ Only 42% of marketers say they can “see” the total marketing funnel with multichannelattribution and understand the value of multiple marketing channels to a conversion (BtoBMagazine study)Getting real about measurement34
35 ING Bank gained a 3X lift in its response rates by placing a focus onpersonalization and analyzing responses across multiple channels todetermine, prioritize and deliver next-best actions to customers acrossmultiple channels. And the bank reduced its marketing costs by 35%.The bank personalizes marketing communications based on historicalclient data and recent interactions. Campaigns are coordinated acrossinbound and outbound channels, which channel selection based oncustomer activity and past response. ING maintains norms forminimum response levels for each next-best action proposition toensure that offers are moved across channels based on minimumresponse rates.Instead of focusing entirely on ad hoc campaigns, ING runs itscampaigns on a continuous basis. By collecting customer responsesfrom different channels and feeding them back into its marketinganalytics platform, the bank can continuously optimize and personalizeoffers made to customers.ING uses a detailed marketing campaign dashboard that monitors allcampaigns via all channels on a daily basis. Campaign responses,sales and net present value are monitored through the entire salesfunnel and are available in one report. The bank also has acomprehensive stimulation tool to test the performance of eachcampaign before it goes live.Examples
36 Implications for marketers:• Analyze conversion pathways. They can be auseful window into the confusing and complexset of marketing strategies in play. We arelearning that a large volume of conversionscome to clients’ sites because of a specificbanner ad or paid search result. Knowing thiswe can construct a more relevant conversation.• Simple measurement for simple strategy. Themultichannel measurement strategy must followmultichannel marketing strategy. There is atendency in the marketplace to piece together astory where one was never intended. Createand execute a strategy, then measure it.• Design of experiment. Successful measurementrequires an integrated design that accounts forproper volumes through each channel. In astatus quo environment, quantities are dictatedby budget (and making sure to spend it all).
we create extraordinary experiences that matter.§ hawkeye: Integrated.digital.agency. We create extraordinary experiences for clientsand their customers using insight, analytics and innovation to develop ideas that drive brandaffinity and business success. Through social, mobile, digital, event and direct channels,we help clients inspire action to accelerate brand growth.§ We don’t talk at people. We engage them with breakthrough experiences in the right channel atthe right time with the right message in the right context. We help you figure out who yourconsumers are, what they value, where they look for it and how they prefer it to be offered.Using integrated digital capabilities and creative solutions that drive results, we inspire yourcustomers to act by clicking, tapping, emailing, texting, calling, participating in an event, joiningthe conversation, making a purchase through digital channels or going to a brick-and-mortarstore. And, we measure everything to give you the results you need.§ For additional insights, email us or give us a call.www.facebook.com/hawkeyeagency JOHN TEDSTROMwww.twitter.com/hawkeyeww Managing Director, Insight & Strategywww.youtube.com/user/hawkeyeww email@example.com://www.linkedin.com/company/10388?trk=tyah c) 970.376.0269 0) 970.476.2071 X5301About hawkeye37