Visit these 6 offices and convert your Old Style Marketing 1.0 cost
center to a Modern Marketing 2.0 revenue generation machine.
Your Journey to Modern Marketing 2.0
Picture yourself visiting these offices on your journey.
1) Office of Sponsorship.
2) Office of Optimization.
3) Office of Sales
4) Office of Content.
5) Office of Marketing
6) Office of Analysis &
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Suppose you’re a brand newVP Marketing for Acme Corp. You arrive on the job and after assessing your inherited Marketing function, you realize Acme is marketing
like it’s 1995. As a progressive marketer, you know 1995’s marketing won’t cut it in this modern age. As you embark upon your journey to update the Acme Marketing
Function to a Modern Marketing 2.0 powerhouse, picture yourself on a journey through the hallways or cube maze touching base with each of these offices. These may
not be actual offices, but they are all critical epicenters within any organization that must be embraced and made real in order for Modern Marketing 2.0 to deliver
revenue and cement your Marketing function as a revenue engine atAcme. Who knows, maybe your success places you in line to be the next CEO
Your current marketing function might look like this:
Old Style Marketing 1.0
• A cost to the business
• A group of people in the back cubicles who manage the brand, create
brochures, set up tradeshows, send some emails, and do what the product
and sales people tell them to do.
• No idea about effectiveness of generating revenue, leads or opportunities.
Your head marketer tells you about clicks, views, likes, exposures, cost per
this and cost per that. All useless information for the executive team.
• A crappy, dirty database with more holes than a hunk of good Swiss cheese
resulting in generic, intrusive, useless outbound messaging.
• Maintains a one-way website hosting nothing more than digital brochures
and an e-store that sucks up more revenue than it brings in.
• Prepares messages about product features without any real knowledge of
the positioning, value proposition or perceptions of the marketplace.
• Does whatever the sales or product people tell them to do without any
thought, question, planned strategy or tactics. We call this ‘seat-of-the-
pants’ or ‘ad-hoc’ marketing.
• No wonder companies with Old Style Marketing 1.0 are only growing 1-2%
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Modern Marketing 2.0 looks like this:
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• A revenue generator. A revenue engine for the business.
• A written, current marketing plan.
• A strategic partner providing high value in aligning modern
marketing strategy, tools and teams to the business goals.
• Metrics obsessed to ensure it is known what works great, what
works OK, what does not work and what has failed in order to
optimize and iterate for optimum spend and absolute growth.
• A high value, clean and comprehensive database from which to
market, cross sell, up sell and analyze via relevant and timely
• Maintains a website designed to have a conversation with visitors
by delivering relevant dynamic content tailored to the visitor.
• Strategic positioning, value propositions that resonate, messaging
about the customer’s needs.
• Tactics that funnel large numbers of qualified leads who are ready,
willing and able to buy.
• Producing high value, useful, helpful marketing material, events
and activities engaging early in the purchasing process.
• Understands technology and fully leveraging technology for
efficient and scalable marketing teams and activities.
Modern Marketing 2.0 -What’s in it for you?
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Increase revenue beyond your wildest dreams.
Pass more high quality leads to sales until they say ‘Uncle’
Take market share from your lame competitors still on Old Style
Effortlessly scale your marketing team and resources (they’ll love
Establish Marketing as a Revenue Engine.
Live the nirvana of Modern Marketing 2.0
1. Office of Sponsorship
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Marketing 2.0 success depends on thorough and deep buy-in
throughout the organization. In many companies (actually ‘most’
companies) the culture is built around the product (or service).
Typically, when you ask an employee about the firm they work for,
they will describe the product or service the firm provides. Once in
a while, you might hear about the value proposition, but you will
almost never hear about how the offering solves customers
To realize a shift from product centric to customer focus, you will
need to have executives and/or company leaders talk the talk and
walk the walk. Your top executive is your most important (even
critical) sponsor and should be your most vocal evangelist.
If you can’t gain sponsorship at the highest levels of the
organization, it will be very difficult to achieve the nirvana of
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At the Office of Sponsorship, it is critically important
to gain key stakeholder buy-in.
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After you have secured the sponsorship of the senior leaders, it’s time to start
courting your key stakeholders. These key stakeholders will vary from firm to
firm. Stakeholders may include:
Key Account managers
Who else would you include?
It’s helpful if they start to hear rumblings or hallway discussions from the
senior leadership team before you engage with the stakeholders. This will
help facilitate the discussion.
It’s not necessary (and probably not even realistic) to have 100% buy-in from
the stakeholders. The holdouts will jump aboard as soon as Marketing 2.0
starts to show results. The holdouts may (and often do) become your biggest
advocates down the road.
2. Office of Optimization
1) Write down a Marketing
2) Develop a Content team
3) Set up a Marketing Operations
4) Build a culture of digital,
automation and technology
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2. Office of Optimization (cont.)
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It is highly likely the existing marketing team is set up around the
old Marketing 1.0 model. Review slides 2 and 3. The team will
have to be optimized to support the new ways of thinking,
operating and the tools to support the new Marketing 2.0 model.
Optimization depends on many factors and should be determined
on a case-by-case basis. My recommendation is to optimize the
team around 3 basic functions:
1. Marketing Strategy
The Marketing Strategist
The Marketing Strategists are the focal point for Marketing 2.0.
They should be the central liaison to interface with key
stakeholders around the entire Marketing 2.0 function.
The Marketing Strategist holds responsibility for the strategic
marketing plan and management/execution of the outbound and
inbound plans and activities.
Depending on your firm and the basic operating strategy and
function, the Marketing Strategist may be aligned to product
group, geography, target market, business area or other vertical
Typically, the Strategist will also manage and direct:
Content road map
Measurement and optimization
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TheOperationsTeam will be responsible for the management of the
digital tools. Tools may include but are not limited to the tools to
support the new Marketing 2.0 model. following:
• Marketing automation
• Web content management system
• Marketing portion of CRM
• Collaboration tools
• Other marketing specific tools
Some typical functions governed by the operations team:
• Creation of templates
• Vendor management
• Integrations between platforms
Build a ContentTeam
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Marketing 2.0 is built around a content marketing strategy. Content
Marketing engages people in the target audience by giving them
information, education or entertainment they see as valuable.
Content Marketing can be difficult to implement, difficult to gain
acceptance and difficult to maintain. Although Content Marketing is a
fairly complex strategy to implement, we won’t go into depth in this
discussion, but developing a ContentTeam is integral to a Marketing
TheContentTeam could be internal, outsourced or some
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A medium size company could start with the following team
• Managing Editor
• Social Media Manager
• Web Manager/SEO Expert
3. Office of Sales Alignment
In addition to obtaining buy-in of key
stakeholders and sponsorship of the executive
team, a critical success factor is the alignment
of the sales and marketing teams. Ideally, both
sales and marketing functions fall under one
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3. Office of Sales Alignment (cont.)
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In a broad sense, alignment is defined as:
Establishing an understanding and agreement to the marketing
strategy and tactics.
Establishing common KPIs and/or bonus factors.
Agreement on common definitions of the pipeline stages and
Agreement in writing covering service level agreements as to who
does what when.
You may even consider doing away with the idea and function of
separate teams and make everyone from the former sales and
marketing teams a member of the commerce team, for example,
under one leader.
4. Create Content
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The ContentTeam should establish a process for
generating ideas, creating assets, distribution and
curation. Ideas for content should come from a
cross-functional group. Establish an Editorial Board
or group of ContentAmbassadors, for example, from
sales, marketing, product development, business
team and so on.
The Marketing Strategist is central to creating
relevant and useful content for their particular
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More about Content
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Content should be designed with the consumer of the
content in mind. Typically the content consumer is
someone who will eventually decide to purchase (or at
least influence) the thing you are offering for sale.The
'ideal prospect' is another way to describe the
consumer of content.
Educational content works best for generating leads
and/or beginning a relationship because it creates
Product specific content works well in later stages of
the buying cycle as the prospect moves towards a final
Some popular types of Content
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Consider these formats for some popular content:
4. FB posts
5. LinkedIn shares
6. Technical papers
The secret to scaling a content creation process with limited people
and resources is to re-purpose, re-purpose and re-purpose.
5. Office of Automation
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A robust marketing automation platform is the key
component for efficiency, efficacy, scaling up and proving
ROI. Without marketing automation, Marketing 2.0 is
not achievable. Marketing automation facilitates these
• Landing pages
• Lead management
• Sales enablement
• Measuring and reporting ROMI
• Lead scoring
• Campaign management
• Social media management
• Progressive profiling
• Form management
• Delivering relevant content in a dynamic way
• Reading digital body language
6. Office of Analysis & Optimization
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There are two types of metrics that should be
followed; Revenue Metrics and Marketing metrics.
It’s important to present revenue metrics to the
executive team and other stakeholders. Avoid
presenting marketing (or cost per) metrics as proof of
efficacy. Telling your leadership team and other
stakeholders about cost per lead or cost per anything
brands the marketing function as a cost center or an
expense and thus a reduction to the almighty bottom
line as opposed to a revenue generating function.
Click here to view Prezi
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Revenue metrics are the metrics you share with your CEO,
CFO and other executives. These are also good metrics to
share with the sales team and other critical stakeholders:
Contribution to new opportunities
Contribution to closed/won opportunities
Top campaigns by contribution
Revenue per lead
Revenue per attendee
Revenue per dollar spent
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Marketing metrics are critically important to the efficiency
and efficacy of the marketing strategy. DO NOT brag to
your executive team or your sales team about clicks, views,
opens, etc. They don’t care. But, these marketing metrics
are invaluable tools for your internal (to the marketing
team) assessment. Some common marketing metrics for
monitoring the trends and effectiveness include:
Click through rate
Cost per click
Cost per thousand exposures
Cost per lead or attendee
Open rate (for emails)
Click to open rate
“Insanity is defined as doing the same thing over and
over again and expecting different results”
- Albert Einstein
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Who am I and why did I write this Manifesto?
Hello, my name is Bruce McDuffee. I help industrial companies increase their organic growth rates by creating
and implementing a marketing strategy built around the Knowledge Marketing framework.
I'm passionate about Knowledge Marketing simply because I know it works. It's an amazing way to go to
market and I want to share my expertise and knowledge with your team.
How do I know it works? As the Marketing Director of a global electronics manufacturing company, I
increased the AMER growth rate from 4% to 20% with this Knowledge Marketing framework. I was able to
work out most of the kinks, problems and issues in this test bed. Now I'm ready to help you realize
extraordinary growth in your manufacturing business. Are you ready?
At this point, you are either actively thinking WIIFM [what’s in it for me?]
Well, here’s what’s in it for you:
Rapid revenue growth rate – potentially tripling your recent growth rate.
Take market share from your laggardly competitors.
Convert your marketing team from a utilitarian cost center to a revenue engine for rapid growth.
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For more about me and
what I can do for you:
• FAQs about Bruce
• Visit the web site
• Send me an email
• Fill out a form
Ready to add 10%, 20% or 30% to your revenue?
If you answered 'yes', then let's get started:
• Step 1: Send me an email, fill out the contact form or call me at (303) 505-8009
and we'll schedule a 30 to 60 minute discovery call. (no charge for the discovery
• Step 2: If you like what we discuss and if you think your organization is ready to
increase growth and embrace the marketing function as a revenue engine. I'll
prepare a custom proposal for your review.
• Step 3: If you accept the proposal, we get to work. We agree on schedules and
resources. We dig into your current marketing plan, strategy, messaging, etc.
• Step 4: We set a plan of action and milestones (POA&M) and commence
building your plan based on the 3 step framework.
• Step 5: Watch your top line grow and reap the rewards.
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Call me to discuss, brainstorm or chat about Modern
Mobile phone: 303-505-8009 feel free to call during normal business hours
Website: Knowledge Marketing for Industry http://knowledgemktg.com/home.html
Blog: GrowYour Business with Knowledge Marketing http://knowledgemktg.com/blogs/
My LinkedIn Profile: http://www.linkedin.com/in/brucemcduffee/
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