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Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design
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Pardot Elevate 2012 - Balancing Agility with Sophistication in Demand Generation Program Design

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As a growth-stage company, how do you balance time-to-market and flexibility with the Web 2.0 and operations sophistication required to build a modern demand generation program? Adam Needles, …

As a growth-stage company, how do you balance time-to-market and flexibility with the Web 2.0 and operations sophistication required to build a modern demand generation program? Adam Needles, author
of Balancing the Demand Equation, a leading demand generation strategy book, will explore the differences between demand generation strategies for larger companies in mature markets versus those for agile companies in growth-stage markets.

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  • 1.  Balancing  Agility  with  Sophis2ca2on    In  Demand  Genera2on  Program  Design    #pardot2012   Adam  B.  Needles   Twi>er:    @abneedles   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 2. Defining  demand  genera2on   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 3. Defining  demand  genera2on   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 4. Defining  demand  genera2on   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 5. Everyone  is  overwhelmed  by  tac2cs   “Tech  marketers  are  juggling  too  many   tac2cal  balls.    A  full  75%  of   respondents  reported  they  were  using   15  of  the  26  techniques  we  surveyed.”     “The  reported  use  of  tac2cs  was   consistent  across  various  company   sizes,  from  small-­‐to-­‐medium   businesses  (SMBs)  to  large   enterprises.”  Source:    Forrester,  “2012  Tech  Marke2ng  Planning  Guidance,”  December  2011.  
  • 6. How  do  you  define  B2B  demand  genera4on?   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 7. Strategic  B2B  demand  genera2on  defini2on  •  Perpetual  process  of  Engaging,  Nurturing  and  Conver2ng  …  •  Both  new  prospects  and  exis2ng  customers  …  •  To  influence  and  add  value  to  their  buying  processes  …  •  Via  two-­‐way  buyer  educa2on  and  lead  qualifica2on  …  •  In  a  way  that  is  op2mize-­‐able;  opera2onalize-­‐able  …  •  Throughout  the  en2re  customer  lifecycle  …  •  To  maximize  cash  flows  (i.e.,  revenue).   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 8. How  do  you  define  marke4ng  agility?   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 9. Marke2ng  agility  defini2on  •  Business-­‐outcome  orienta2on  •  Strong  grounding/ra2onaliza2on  in  buyer  insight,  needs  •  Flexible  go-­‐to-­‐market  framework  •  Rapid  decision-­‐making  •  Data-­‐driven  decisions  •  Con2nuous  itera2on  and  improvement  •  “Pragma2c  innova2on”   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 10. Not  that  different  …  eh?   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 11. Staying  focused  in  modern  B2B  demand  genera4on  AND  remaining  agile  requires  framing  demand  genera4on  differently.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 12. The  key  is  a  strategic,  not  a  tac4cal  frame  …  sophis4ca4on,  not  complexity  …  and  not  confusing  the  two.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 13. Sophis2ca2on  is  the  key  …  especial  for  SMBs   “We  …  have  a  pre>y  sophis2cated   system  built  here  …  and  the   sophis2ca2on  is  what  enables  us  to   be  agile  …  and  automated.”     “Instead  of  slowing  us  down,  that   sophis2ca2on  is  what  lets  us  scale   and  stay  personal  at  the  same   2me.”  Source:    Phone  interview  with  Ezra  Fishman,  October  2012.  
  • 14. agility  =  func4on  (  sophis4ca4on  )   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 15. Taking  an  agile  +  sophis2cated  approach  Source:    Needles,  Balancing  the  Demand  Equa2on,  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 16. Agenda  •  State  of  modern  B2B  demand  genera2on  •  The  why  •  A  new  (sophis2cated)  approach  (w/  SMB  case  studies)  •  A  total  (sophis2cated)  framework  •  Final  thoughts   Twi>er:  @abneedles  
  • 17. STATE  OF  MODERN  B2B  DEMAND  GENERATION   Twi>er:  @abneedles  
  • 18. Modern  B2B  demand  genera4on  is  failing.    Seriously.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 19. Not  genera2ng  the  right  type  of  leads   “On  average,  Sales  Reps  report   that  only  31%  of  all  leads   generated  fit  their  Ideal   Customer  Profile  (ICP).    Said   another  way,  Sales  Reps  believe   roughly  70%  of  the  leads  they   receive  have  a  low  probability  to   purchase.”  Source:    Vorsight  and  The  Bridge  Group,  “Sales  Speaks:    Percep2ons  and  Ponderings  on  Marke2ng  Leads,”  2011.  
  • 20. Yet  SMBs  show  stronger  results  …   40%   36%   30%   29%   20%   17%   10%   10%   0%   Fit  ICP   Fit  ICP  +  Decision-­‐ maker  or  Strong   Influencer   SMB   Enterprise  Source:    Vorsight  and  The  Bridge  Group,  “Sales  Speaks:    Percep2ons  and  Ponderings  on  Marke2ng  Leads,”  2011.  
  • 21. Not  sa2sfying  our  sales  teams’  needs  Source: Bulldog Solutions/Frost & Sullivan, "The Executive Benchmark Assessment,” 2010.
  • 22. SMBs  =  more  marke2ng  automa2on  success   “49%  of  current  users  say  that  they  are   able  to  be>er  manage  their  sales   leads.”     “46%  have  seen  an  improvement  in   demand  genera2on.”     “42%  have  improved  their  marke2ng   ROI.”  Source:    Techaisle  (via  PR  Newswire),  "36  Percent  of  US  SMBs  Are  Planning  to  Use  Marke2ng  Automa2on;  More  Than  Double  of  Current  Adop2on,"  July  2012.  
  • 23. B2B  best-­‐in-­‐class  vs.  worst-­‐in-­‐class   200%   Best-in-class “In Progress” 157%   150%   111%   Worst-in-class 100%   57%   50%   2009  Profit  Growth   0%   146%   2010  Profit  Growth   48%   135%   -­‐23%   -­‐14%   -­‐50%   2  YR  Profit  Growth  Avg  -­‐100%   -­‐104%  -­‐150%  Source: SiriusDecisions, “B-to-B Sales and Marketing: Forging a New Alliance,” 2011
  • 24. Fixing  demand  genera4on  requires  some  root  cause  analysis  …   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 25. THE  WHY   Twi>er:  @abneedles  
  • 26. #1  -­‐  We’re  not  really  connec4ng  with  buyers,  or  suppor4ng  their  buying  process,  in  a  value-­‐added  fashion.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 27. Not  engaging  our  B2B  buyer  …   “86%  of  the  unique  benefits   touted  by  vendors  were  not   perceived  as  unique  or  having   enough  impact  to  create   preference.”  Source:    Tim  Riesterer,  "Three  B2B  Value-­‐Proposi2on  Rules  That  Create  Preference,  Not  Just  Parity,”  2010.  
  • 28. Not  suppor2ng  our  B2B  buyer’s  journey   "Half  of  the  marketers  create   and  use  content  that  educates   buyers  on  their  issues  and   problems,  but  only  14%  align   compelling  content  with  buyer   journeys  in  a  way  that  tells  a   story."  Source:    Forrester  (J.  Ernst),  “The  State  Of  B2B  Demand  Genera2on:  Disjointed,”  2011  
  • 29. “[Y]our  customers  are  living  in  a   different  world,  and  you  need  to   adapt.”  Source:    Salesforce.com  execu2ve,  Dreamforce,  2010.  
  • 30. Buyer  2.0  is  disintermedia2ng  Sales  Source:    Enquiro/Media2ve,  “Integrated  Persuasion:  Online  and  Offline,”  2010.  
  • 31. Yet  we  do  more  of  the  same,  with  declining  returns.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 32. Digital  banner  ad  click-­‐through                            rates  1990s  vs.  today     78%   3%   5%   Average  click-­‐through  rates     for  ‘Promoted  Tweets.’  0.2%  Sources:    TechCrunch  (Suster,  M.),  “The  Future  of  Adver2sing  Will  be  Integrated,”  2011;  BusinessWeek  (Stone,  B.),  “Idiot  Proof,  2012.  
  • 33. 2.90%  3.00%   Average  email  click-­‐through  rates  2.00%   1.60%   MailerMailer   1.20%   1.16%   Oceanos  1.00%  0.00%   5%   2007   2009   2010   2011   Forrester:  B2B  marketers  who  cite  enewslekers  and  email     as  “highly  effec4ve”  top-­‐of-­‐funnel  tac4cs.   Sources:    MailerMailer,  “Email  Marke2ng  Metrics  Report,  Click  Rates,  July  2010  Edi2on”;  Oceanos,  “The  List  Intelligence  Report,  Spring  &   Summer  2011”;  Forrester  (L.  Wizdo),  2012  Tech  Marke2ng  Planning  Guidance  -­‐  With  Prolifera2ng  Tac2cs  and  constrained  budgets,   Targe2ng  and  Focus  are  a  Mandate,  2011.  
  • 34. #2  -­‐  We’re  not  really  building  a  founda4on  for  a  con4nuous  and  long-­‐term  rela4onship  with  buyers.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 35. Technology  focused  at  the  top  of  funnel   Among  adopters  of  marke2ng   automa2on  technology,     “fewer  than  10%  of  them  are   deploying  those  tools  to   address  programs  later  in  the   buying  cycle.”    Source: Heuer, Email Interview re: SiriusDecisions Sea Change Data, 2010.
  • 36. Engagement  focused  at  bo>om  of  funnel   “Buyers  have  higher  expecta4ons   for  in4macy.    …    We  have  built   in2macy  into  the  later  stages  of   the  buying  process.    …    But  at  the   front  end,  our  tradi2onal  tac2cs   are  star2ng  to  come  off  with  all   the  warmth  and  sincerity  of  an   English  royal.”  Source:    Chris  Koch,  “Why  you  need  to  turn  your  customers  into  stalkers,”  2011.  
  • 37. We  do  not  op2mize  buyer  interac2on  To  what  extent  do  you  use  data  on  past  performance  to  build  models  that  enable  the  predic2on  of  future  buying  behavior?  %  of  Respondents  (N=85)   Nearly  all  the  2me   15%   Not  at  all  or  very   rarely   34%   Some2mes   51%  Source:    ITSMA,  “B2B  Services  and  Solu2ons,  Lead  Management  Benchmarks,”  2011.  
  • 38. We  do  not  organize  around  an  L2R  process   "Fewer  than  one-­‐fourth  of  [B2B   organiza4ons]  have  defined  a  lead-­‐ to-­‐revenue  management  process   that  their  marke2ng  and  sales  teams   follow.  Included  in  that  number  are   only  5%  who  claim  that  every   prospect  interac4on  is   orchestrated."  Source: Forrester (J. Ernst), “The State Of B2B Demand Generation: Disjointed,” 2011
  • 39. ‘You  can’t  get  there  from  here  …’   ‘Awareness’  +  automated  (tac2cal)  lead  gen   ?   Sales   Enable-­‐   ment   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 40. We  have  a  middle-­‐of-­‐the-­‐funnel  problem.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 41. A  NEW  (SOPHISTICATED)  APPROACH   Twi>er:  @abneedles  
  • 42. Finding  the  balance  Source:    Needles,  Balancing  the  Demand  Equa2on,  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 43. #1  -­‐  Focusing  on  the  buyer  …  so  we  can  ‘stop  selling,  start  educa4ng’   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 44. Focusing  on  the  buyer  Source:    Needles,  Balancing  the  Demand  Equa2on,  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 45. Organizing  around  a  dialogue  thread   Buying  Process  w/  Buyer’s  Informa4on  Requirement  (IR)  Stages   IR1   IR2   IR3   IR4   IR5   IR6   IR7   IR8   IR9   Marke4ng  Content  Offers   Sales  Educa4on   CO1   CO2   CO3   CO4   CO5   CO5   SE1   SE2   SE3   SE4   QL   SAL  Source:    Needles,  “Process  Stewardship,”  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 46. Nurturing  that  is  buyer-­‐driven   Buying Process w/ Buyer’s Information Requirement (IR) Stages IR1 IR2 IR3 IR4 IR5 Marketing Content Offers Engagement Nurturing Content Offers Content Offers E-­‐CO1   N-­‐CO2A   N-­‐CO3A   N-­‐CO4A   N-­‐CO5A   E-­‐CO1   N-­‐CO2B   N-­‐CO3B   N-­‐CO4B   Re-Engagement RE-­‐CO5   Content Offers E-­‐CO1   N-­‐CO2C   N-­‐CO3C   (Recycle Loops) RE-­‐CO4   E-­‐CO1   N-­‐CO2D   RE-­‐CO3   E-­‐CO1   RE-­‐CO2   Drip Content Offers D-­‐CO2   D-­‐CO3   D-­‐CO4   D-­‐CO5   (Recycle Loops)
  • 47. Case  Study:    Wis2a   •  Challenge   –  Alterna2ve  to  YouTube  for  SMB  marke2ng   –  "Were  preaching  a  different  way  to  think  about  video.    …    [T]he  big  win  for  us  is  ge{ng   more  and  more  people  to  think  about  video  marke2ng,  in  the  Wis2a  way.’”   •  Approach   –  "We  make  lots  of  content.    …    Thats  a  lot  of  our  lead-­‐gen,  through  the  content.”   –  Segment  Nurtures  based  on  topics,  common  paths,  how  they  found  Wis2a   –  Offer  a  freemium  account   –  "Were  looking  at  that  data  to  op2mize  the  experience  …  [t]hats  looking  a  lot  at  the   path  people  take  and  the  content  they  consume  along  the  way."   –  "We  are  looking  pre>y  much  on  a  daily  basis  at  …  conversion  rates  …  ."   •  Results   –  "It  is  really  one  con2nuum  for  us  …  theres  not  this  separate  marke2ng  team  who  passes   to  a  sales  team  who  pass  to  a  support  team."   –  95%  of  customers  purchase  through  ecommerce  without  any  live,  pre-­‐sales  support  Source:    Phone  interview  with  Ezra  Fishman,  October  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 48. Sophis2ca2on  enables  focus,  agility   “It’s  work  se{ng  this  stuff  up  …   but  that’s  the  power  of   sophis2ca2on.    We  have  a  very   small  marke2ng  team,  but   we’re  able  to  spend  2me   teaching  people  the  Wis2a   way.”  Source:    Phone  interview  with  Ezra  Fishman,  October  2012.  
  • 49. #2  -­‐  Adop4ng  an  opera4ons  mindset  …  so  we  can  ‘shiq  aken4on  to  middle-­‐of-­‐the-­‐funnel  dynamics’   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 50. Adop2ng  an  opera2ons  mindset  Source:    Needles,  Balancing  the  Demand  Equa2on,  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 51. Process  stewardship   Buying  Process  w/  Buyer’s  Informa4on  Requirements   IR1   IR2   IR3   IR4   IR5   IR6   IR7   IR8   IR9   Marke4ng  Content  Offers   Sales  Educa4on   CO1   CO2   CO3   CO4   CO5   CO5   SE1   SE2   SE3   SE4   Lead  Qualifica4on  Stages  Example   Pre-­‐ RESP   Pre-­‐QL1   Pre-­‐QL2   QL   SAL   SO1   SO   CR   Marke4ng  and  Sales  Demand  Genera4on  Process  Roles  Example   Demand   Lead  Dev   Genera4on   Demand  Genera4on  Team  +  Marke4ng  Ops   Sales  Ops   Inside  Sales   Outside  Sales   Team   Team  Source:    Needles,  “Process  Stewardship,”  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 52. Case  Study:    Cogmed   •  Challenge   –  Research-­‐based  methodology;  helps  ac2vate  “working  memory”   –  Acquired  by  larger  company;  focused  on  scaling  programs   •  Approach   –  "We  do  a  lot  of  tes2ng."   –  Define  stage-­‐based  indicators;  later  stages  get  higher  scores   –  "They  have  to  have  certain  qualifica2ons  before  they  advance  through  our  system  to   become  a  hot  lead.”   –  "If  they  dont  qualify,  they  s2ll  get  informa2on  …  they  get  in  a  segmented  list,  but  they   dont  move  to  the  next  step  of  talking  to  a  sales  person."   –  "[W]e  do  know  our  targets  and  what  were  trying  to  accomplish  with  it  -­‐-­‐  with  the   tes2ng  and  analy2cs.    Weve  been  able  to  accomplish  a  lot."   •  Results   –  "Weve  really  learned  a  lot  about  how  to  get  people  through,  …  how  to  grade  them,  …   what  we  need  to  accomplish  …  and  running  them  through  the  sales  team."   –  Scaled  from  suppor2ng  two  sales  people  to  75+  Source:    Phone  interview  with  Chad  O’Neil,  October  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 53. A  TOTAL  (SOPHISTICATED)  FRAMEWORK   Twi>er:  @abneedles  
  • 54. A  total  framework  Source:    Needles,  Balancing  the  Demand  Equa2on,  2012.   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 55. FINAL  THOUGHTS   Twi>er:  @abneedles  
  • 56. Final  thoughts  •  Do  strategic,  not  tac2cal  demand  genera2on  •  Put  buyer  dialogue  at  the  center  of  your  planning  •  Align  buyer  educa2on  with  lead  qualifica2on  •  Organize  ac2vi2es  around  a  lead-­‐to-­‐revenue  demand  process  •  Have  clear  demand  process  roles  and  SLAs  •  All  of  the  above  will  enable  agility,  not  add  to   complexity   Copyright  2012  Adam  B.  Needles.    All  rights  reserved.  
  • 57. Thank  you  •  Contact  info:   Adam  B.  Needles   •  Phone:    617-­‐413-­‐6087       •  Twi>er:    @abneedles   •  Email:    aneedles@needlesnet.com  •  Book  info:   Balancing  the  Demand  Equa2on   •  Hardcover:    Amazon,  Barnes  &  Noble   •  Electronic:    Google  Books,  iBook,  Kindle,  Nook  

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