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Sales Enablement for Customer Journey and Better Content


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When content nurtures the first 60% of the sales cycle, it is imperative that sales and marketing work closely together. Many organizations today create content that fails to consider the multiple roles that content plays in both demand generation and sales. This session will offer practical tips on:
~Road blocks to aligning sales enablement efforts with other marketing and content work
~Identifying the complete buying center and members’ specific content needs
~How to optimize the data captured in platforms for better content strategy

Published in: Sales
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Sales Enablement for Customer Journey and Better Content

  1. 1. 1 Optimizing Sales Enablement for Customer Journey and Better Content The second in a Series From the Big Content Alliance Press Pause
  2. 2. 2 Today’s Presenters Kathy Baughman @comblu Kevin Nichols @kpnichols #Content Sales Enablement
  3. 3. 3 Establishing Baseline Getting started and needing a roadmap Building Bridges Need more internal collaboration Ready to Scale Enhancing approach with tools and metrics Three Reasons to Press Pause Which one are you?
  4. 4. 4 Session Agenda 1. Three reasons to press pause in the sales enablement maturity progression 2. Readiness factors and trouble shooting for each “reason” or point on the progression 3. Common themes across all three reasons to press pause 4. Q&A
  5. 5. 5 Sales Enablement: A process to facilitate effective communication between sales teams and customers throughout customer’s lifecycle. Structured Sales Enablement Programs Lead to: higher team quota attainment more revenue growth higher sales velocity increase in lead conversion. That’s how powerful it is. — Aberdeen Research Report 62% 205% 725% 23%
  6. 6. 6 Reason One: Establish Baseline
  7. 7. 7 Establish Baseline: Things to Consider 1 in 4 companies says their marketing and sales teams are either “rarely aligned” or “misaligned.” — HubSpot’s State of Inbound 2016 Report Know all of your buyers Understand their role in the journey Don’t forget partners Include internal stakeholders Plan for new content needs Make sure your content strategy supports Sales Enablement
  8. 8. 8 Know your Buyers • Have you identified the full buying center for your services? • Did you include partners and their role in the selling process? • Do you have a fully developed persona for each key role in the buying center? • Does the persona provide deep insights into content consumption patterns and pain points? • Is your content strategy aligned to fulfill the needs of your target buying center? • Do you have a systematic process to refresh and share customer insights? 7+ pieces of content are consumed by each persona in the buying process — Sirius Decisions + 6.8 people are involved in any B2B purchase, on average —IDG Enterprise Study
  9. 9. 9 CEO Partners Catalyst for IT purchase, based on strategic business requirements. Kicks off the formal purchase decision process to fulfill business mission. Involved at a high-level throughout the process and “owns” final approval. CMO LOB CFO Exec Business Decision-Makers CIO SVP CTOExec Technical Decision-Makers VP Sr. Mgr. Director Admin Mgr. Engineer Technical Decision-Maker (TDM) Influences consideration set, evaluates potential solutions and recommends preferred technologies and vendors. Translates business need to technology specs, developing a consideration set and evaluating prospective solutions. Vets options in technical; helps with planning and migration. Technical Influencer (TI) Enterprise Technology Purchase
  10. 10. 10 Understand Buyers’ Roles in Journey • Do all business units share a common customer lifecycle definition? • Are the steps within each stage well defined? • Have you identified key handoffs between marketing and sales? • Do you understand the conversion points that push the customer from one stage to the next? • Do sales lifecycles align or do inconsistencies create issues with customer insights? • Are each of the customer lifecycle stages performance- based? • Do you understand the business goals for each stage? Do you include distributors and internal sales teams? ROI on marketing spend from persona-based approach. - McKinsey 95% of B2B organizations share content internally before making a final purchasing decision. - CMO Council 70% of the purchase decision is made before talking to the company. - Content Marketing Institute 5-8X
  11. 11. 11 Integrate solution into operations Awareness Solution Options Implement Buyer Purchasing Journey Create content for each buyer at each point of the journey Become aware of industry challenges Identify compelling problem/opportunity Determine best solution approach Choose a few vendors & providers Internet In-person Problem/ Opportunity Short-list Providers Choose best vendor solution for buyer team Decision Marketing & Sales Buyer-Centric Lead Qualification Content Marketing & Sales Enablement Content Strategy Marketing & Sales Integrated Revenue Process
  12. 12. 12
  13. 13. 13 Enhance Enterprise Content Strategy • Do you have a defined enterprise content strategy that includes sales and marketing inputs? • Does the enterprise content strategy consider overall business direction/goals? • Are you prepared for the increase in content volume resulting from a buyer center/journey approach? • Have you created a content roadmap that considers all buyers and partners? • Can customer facing employees provide feedback into content strategy and associated customer journeys? 65% of sales reps can’t find content to send to prospects—the most common complaint of sales teams. — Kapost
  14. 14. 14 Reason One to Press Pause: Establishing a baseline Customer insights drive content roadmap 1. Start with sales enablement goals and objectives 2. Conduct Strategic Audit; not a content inventory. Include sales collateral; content to support distributors and each sales channel. 3. Identify gaps and sourcing model 4. Create an objectives-driven enterprise roadmap aligned with sales enablement strategy 5. Create/streamline the process required and align the tools and platforms needed to distribute and amplify content 87% of buyers choose a solution provider that “Provided them with ample content to help navigate through each stage of the buying process.” — Demand Gen Report
  15. 15. 15 Reason Two: Build Bridges
  16. 16. 16 Building Bridges: Things to Consider 82% of B2B buyers say that marketing content is not useful, relevant or aligned with needs of decision makers at their companies. —IDC 76% choose vendors that deliver effective value messages. — Forrester Shared vision between sales and marketing of sales lifecycle Including subject matter experts in your discussions Involving sales in the content roadmap and related content initiatives (e.g., omnichannel) Identification of cultural roadblocks
  17. 17. 17 Shared Vision Between Sales and Marketing of Sales Lifecycle • Audit your processes. Have you identified everyone in your organization that creates sales and marketing content? • Are the right people in marketing communicating with the right people in sales? • Is there true collaboration between CMO and CRO (Chief Revenue Officer)? • Are you measuring content performance across and within sales and marketing teams? • Are you organized to support industry trends and current sales and marketing functions? 52% of companies report that marketing produces all of their sales enablement content. —Corporate Visions 63% of executives say that organizational silos & lack of integrated systems are the two biggest obstacles standing in the way of improving customer experience. — Lithium
  18. 18. 18 Create an integrated sales/marketing approach • Validate/define sales enablement goals and objectives • Map the customer lifecycle to objectives • Identify integration points across organization; account for distributors and each sales channel • Note which content is necessary to support each stage of customer lifecycle • Identify how content performance is tracked Identify Points of Leverage • Determine how to leverage assets: customer insights, journeys, personas, roadmaps, tools, in-person meetings and distributor sales collateral Reason Two to Press Pause: Building Bridges
  19. 19. 19 Build a Sales Enablement Roadmap Identify what else you need to get to next level • Processes • Content • Systems • Skills • Tools • Governance GovernanceToolsSkillsProcess Sales enablement strategy Content Current State Mapping Future State Mapping
  20. 20. 20 Content Interaction Between Functions • Customer Interaction • Sales Enablement • Messaging • Outreach • Strategy • Brand • Technical Expertise Sales Marketing Corporate Direction SMEs
  21. 21. 21 Involving Sales in the Content Roadmap • Have you actively engaged sales in the process of building the content roadmap? • Have you established a process to continue tapping their knowledge and insights? • Have you socialized the approach and established regular touchpoints? • Have you put formal training in place to make sure the content and topics will be integrated into the sales process? • Have you engaged sales advocates who will help inculcate the philosophy and keep the bridge between sales and marketing strong? 78% of salespeople using social media to outsell their peers. — Forbes
  22. 22. 22 Identification of Cultural Roadblocks • Do stakeholders act collaboratively? Is there a defined governance process to establish roles and responsibilities? • Are there strong leaders who can impact adoption of a collaborative process? • Are business silos preventing effective communication? 84% of sales reps with best-in-class sales enablement teams achieve their quota, compared to just 50% of sales reps with subpar sales enablement. — Aberdeen
  23. 23. 23 Reason Two to Press Pause: Building Bridges Do a culture gut check • Determine how ownership issues can be facilitated • Define change levers needed ̶ Leadership buy-in ̶ Org definition ̶ Customer-centricity ̶ Publishing model (self-publish vs. centralized controls) ̶ Customer-facing alignment on overall strategy • Establish strong governance and ongoing engagement ̶ Workshops ̶ Training ̶ Skills ̶ Continuous learning and collaboration ̶ Performance measures 208% greater revenue when sales and marketing teams are aligned. — HubSpot
  24. 24. 24 Reason Three: Creating Scale
  25. 25. 25 Things to Consider A large technology firm has created analytics teams in Digital eCommerce, Marketing (two separate teams), and Sales Enablement. All with different goals, definitions and analytics tools. This leads to duplication effort, lack of alignment, and overall confusion as to what certain numbers mean. Content that supports both sales and marketing Metrics that matter Alignment of analytics teams throughout the organization Automation for enterprise content strategy
  26. 26. 26 Content That Supports Both Sales and Marketing • Have you organized content in a way that allows for use by sales and marketing? • Is your content structured for easy reuse? • Have you built an architecture to support effective content management (including personalization)? • Is there consistent language (labels and definitions) between sales and marketing (and by extension, the entire organization)? 65% of marketing content is not used by sales. — Sirius Decisions 90% of B2B sellers don’t use sales content because it is irrelevant, outdated, and difficult to customize. — Forrester
  27. 27. 27 Reason Three: Creating Scale It’s about the content, content, content… Ensure You Have a Content Plan and Editorial Strategy • Define what content is necessary for initial and ongoing sales enablement, use the customer journey to identify gaps and needs • Put in place the necessary resources to create the content, source the content, and publish it • Account for ongoing content planning to ensure current and future needs are met • Fashion content lifecycles around customer needs to eradicate silos; ensure business units are telling a consistent brand story Content Sourcing for at scale Industry Trends and Analysis Product/ Service Marketing User Generated Content Influencer Content
  28. 28. 28 Reason Three: Creating Scale Content Architecture is the ‘design phase’ for content management Create a blueprint for content optimization • Plan the data structures required to deliver content across programs, channels and devices • Survey all sales channels, distributor collateral, CRM data and in-person sales collateral • Architect content so that it can be assembled and used for multiple purposes and devices • Consider the context in which content will be delivered • Remember to build performance into the model
  29. 29. 29 Metrics that Matter • Do you understand how buyers engage with content when they are ready to buy? • Have you identified meaningful metrics to predict sales readiness? • Do you have metrics for multiple customer touchpoints? How content is organized, packaged, grouped , delivered and tracked is driven by how buyers consume content when in purchasing mode. — Corporate Visions
  30. 30. 30 Sample Metrics • Average Length of Production • On-time Delivery Rates • Cost per Asset Type • Bottlenecks in Workflows • Content Coverage Gaps • Cost per Asset Type • Sales Utilization Rates • Internal Traction/Reach • Month-over-Month (MOM) Referral Traffic per Asset • MOM Internal Shares per Asset • Views per Asset Type • Shares per Asset • Clicks per Asset • Shares per Channel Category • Referral % per Channel Category • Downloads per Month/Topic • Downloads per Sales Stage • Rate of Immersion per Topic • Downloads per Buyer Persona • Consumption Time/Topic • Time on Page Internal Surface Internal Commitment External Surface External Commitment
  31. 31. 31 Reason Three: Creating Scale Platforms are meaningless in the absence of an enterprise content strategy Get all the stakeholders in a room and don’t let them out until you agree upon an enterprise approach to content Map content experience along the full customer lifecycle…from pre-to post sales; include customer funnel alignment Agree upon step strategy to move along content sales enablement maturity progression Agree upon best way to collaborate to deliver collectively against the strategy Source content from across stakeholders and then organize its components in a way that allows re-use and dynamic delivery 1 2 3 4 5
  32. 32. 32 Reason Three: Creating Scale Inspired by Hawkeye Graphic Look at the tech stack contextually Leveraging customer lifecycle to inform tech stack allows sales teams to: • View technology needs more contextually • Include every user target: salesforce (direct, distributor) and the end user/customer • Visualize and develop a user-centric publishing model • Understand the journey(s) prior to technology purchase or implementation • Align sales content with marketing messaging • Drive a model that distributes relevant content experiences across all distribution channels • Eliminate unnecessary functionality
  33. 33. 33 What Did We Learn?
  34. 34. 34 Common Reasons You Press Pause Inspired by Hawkeye Graphic Deficient enterprise content strategy Need for alignment among processes and collateral Absence of right skill sets Lack of alignment between marketing and sales teams Absence of effective governance
  35. 35. 35 What we have learned Reason One: Establishing a baseline • Know your users – buyers and partners • Leverage customer and buyer journeys • Respect that it’s a team sport and consult all necessary teams and inputs • Create an enterprise content strategy and roadmap through collaboration Reason Two: Building Bridges • Bridge gaps between sales and marketing teams on content objectives • Get the rights SMEs at the table • Integrate teams into larger enterprise content strategy and roadmap discussions • Identify cultural roadblocks and define strategies to overcome them Reason Three: Ready to Scale • Understand how sales and marketing content feed each other • Create a unified content architecture between sales and marketing teams • Align analytics teams and gather the right metrics • Ensure tech stack supports the buyer and customer journeys, and better integration between sales and other teams
  36. 36. 36 Questions? Call BCA if you need: • Help with content strategy • Mapping content across the customer lifecycle • Breaking down silos between marketing, sales and CX Contact us: @BigContentBCA Kathy Baughman @comblu Kevin Nichols @kpnichols #ContentSalesEnablement
  37. 37. 37 Appendix
  38. 38. 38 Reason One to Press Pause: Establishing a baseline Customer-centricity is the most foundational competency. Each requires specific insights that provides a foundation for outcome selling. Customer lifecycles should include the internal sales team, sales partners and the end-customer. Segment/Cohort • Segment ID • Topic modeling/ segment Persona/Role • Buyer center ID • Persona creation and alignment between B2B and B2C • Use case definition • Use case content needs per persona Person/Account • ID high-value customers & prospects • Single view of customer/ federated profile • Data point definition and source mapping • Sales partners and distributors Customer Lifecycle • Holistic lens for customer relationship with brand • Defined stages of customer maturity • KPIs defined at conversion points from one stage to next
  39. 39. 39 Content Requirements: Map Content to User Journey/Segment/Channel, Etc. User Journey 1 Pre-requirements/ Education 2 Requirements/ Evaluate options 3 Design/ Build business case 4 Approve/ Buy 5 Post-purchase/ Implement and cross-sell User State • Anonymous • Anonymous • Known visitor • Known prospect • Customer Channel • Website (desktop) • Mobile search • Website • Mobile search • Website • Mobile App • Chat • Conversation • Lateral search • Online store • Mobile app • Sales contact • Customer portal • Internal search/website • Online community • F2F communications Content • Emerging technology • Pricing and promotions • Thought leadership/POV • Product/solutions overview • Vendor comparisons • Performance benchmarks • VOC/peer testimonials • Testing documentation • Requirements checklists • Analyst report • Original research • Use case performance • ROI/TCO calculator • Architectural documentation • Contract • Newsletters • Knowledge base • UGC Persona: Technical Decision-maker
  40. 40. 40 Dashboard Approach Surface Metrics Commitment Metrics Definition Engagement metrics that indicate content interests Consumption patterns that indicate sales readiness Pros • Topline insights into topics and formats of interest to prospects • Easy to source metrics • Deeper understanding of content sequencing that converts • Provides insights about how to cluster content assets to move people more quickly across journey Cons • Poor indicator of sales readiness; lots of false positives and funnel inflation • Tends to provide information about a single content asset Requires sophisticated recombinant metrics and algorithms Examples Clicks, views, shares Page time, # assets consumed, consumption time
  41. 41. 41 Why Commitment Metrics Matter Time starved B2B buyers tend to “content binge” when in buying mode • Consume multiple pieces of content in a session • Serving up one piece of content per click does not accommodate someone in research mode • Harried B2B buyers get frustrated and will move on if they can not find deep enough information easily • Monetizing attention is a mission critical imperative for marketers that need to educate and nurture quality prospects Commitment metrics allow B2B marketers to provide hyper- focused content clusters aligned with specific need or pain point in a data-driven sequence. 93% of B2B buyers want marketers to package related content together. - Demand Gen 2016 Content Preferences Report more likely sales ready when a buyer content binges. - Lookbook HQ 67% rely more on content research today than last year to make decisions. - Demand Gen 2016 Content Preferences Report 75% report they have less time to view it. 2.4X