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Aligning Your Marketing Team and Strategy with the Modern Customer Journey


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Taking a customer journey-centric marketing approach means engaging the right target customers with the right experiences, at the right time— adding more qualified leads to your sales funnel, and ensuring that more loyal customer advocates come out the bottom. Sure, this all sounds great in theory, but how do you actually go about designing and executing an effective strategy for your organization?

Topics include:

• Understanding your customer journey: Adopting a buying stages model, and key factors to consider based upon characteristics your business, target customers and market landscape

• Mapping content strategy and multi-channel marketing initiatives to engage your audience across customer journey stages

• Lessons learned from nearly 4 years of experience practicing agile marketing to support a high volume, high velocity, B2B model

Gary DeAsi is a global digital marketing and demand generation expert with a passion for technology and thinking both analytically and creatively to overcome business challenges at every stage of the customer journey. At SmartBear, he manages the company’s corporate brand and leads the inbound/digital marketing team to drive demand for more than 15 software quality tools used by more than four million software professionals and over 25,000 organizations worldwide. His initiatives helped SmartBear earn back-to-back Marketo Revvie Awards in 2013 and 2014 for Most Dramatic Business Impact and Most Creative Integrated Marketing Campaign. Also an expert in lead nurturing and marketing automation, Gary has been honored as a three-time Marketo Champion, having presented at Marketo’s Marketing Nation Summit. Follow him on Twitter @gDAZ.

Published in: Marketing
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Aligning Your Marketing Team and Strategy with the Modern Customer Journey

  1. 1. Gary DeAsi Senior Manager, Digital Marketing & Brand SmartBear Software @gdaz Aligning Your Marketing Strategy & Team with the Modern Customer Journey
  2. 2. 22 4M+ users 25K+ organizations 194 countries 15+ products
  3. 3. Marketing Organization Demand Gen Creative Web Operations Functionally “Market Manager” & Product Marketing X4 Vertically
  4. 4. : The complete sum of experiences that customers go through as they interact with a company/brand across multiple touch points over time. Customer Journey
  5. 5. 70% of the buyer’s journey occurs online before engaging with a sales rep
  6. 6. 66 ROAD TO ADVOCACY 90% of the buyer’s journey is self-directed
  7. 7. 77 “The right people, with the right experiences, at the right time!” But for realsies, how do you do that?
  8. 8. Adopting a Stages Model and Key Considerations
  9. 9. Adopting a Customer Journey Stages Model
  10. 10. Click here to learn more about this model
  11. 11. Stages/Models Tips and N2K • Customers can enter at any stage • Don’t think linear • Choose the right model for your business • Define stages by customer POV, not just yours. Questions and barriers… • Encompass all scenarios • Clear definitions • Objectives and success definitions • Training and reinforcement! • Get internal buy-in
  12. 12. Understanding your Customers Individual Job roles, personas Motivators Problems, pain points Terminology & language Buying triggers How solve problem before? Organization Industry vertical Company size Business model, strategy Technology stack Org structure Geo locations
  13. 13. 1313 Using Competitor XYZ not actively looking to switch solutions Using Competitor XYZ actively looking to switch solutions Has a pain/problem, has never used a paid solution before Doesn’t know they have a problem yet Has used a competitor before, new company doesn’t have a solution Using a free tool, recycled lead now actively looking for solution
  14. 14. Understanding your Business Product or Service Value propositions Key features, capabilities Differentiators Complexity of solution Use cases Technical specifications Technology partnerships Sales Pricing model Sales model Length of sales cycle $ ASP Barriers & objections Complexity of buying decision Market Market maturity Demand type Market share Competitive landscape Positioning Market trends
  15. 15. 1515 Demand Type Characteristics Objectives Requirements Established Market • Majority recognize as necessary • Well-defined, contested market with established solutions • Battling for market share • Differentiate solution features/capabilities • Quantify incremental value vs competitors • Calculate total cost of ownership advantages • Competitive positioning and differentiation • Overcome cost of switch New Paradigm • Retools/optimizes existing process • Solves known current problem better • Replaces current line item • Educate buyers there is a better way solve problem than current legacy solutions • Quantify the cost of status quo doing nothing • Justify the cost of new paradigm vs status quo legacy solution • Process/solution change • Hone in on pitfalls and risks associated with existing legacy solutions • Focus on innovation, change, future New Concept • Disruptive • No budgetary line item • Requires issue/problem creation • Illuminate issues buyers may not be aware they had and/or associate with pain points • Help buyers prioritize opportunities • Make buyers aware solutions exist and the value in solving problems • Market Leadership • Evangelism • Early adopters • Target influential, motivated prospects
  16. 16. 1616 Information • Search and browsing behavior • Research and nurture needs • Messaging • Barriers to overcome • Questions to answer INTELLIGENCE
  17. 17. How do you get all this information? Online Surveys Interviews Networking Data & Research
  18. 18. Team Education: Customer Journey “Battlecards”
  19. 19. NOW WHAT?...
  20. 20. Engagement Education Research Evaluation Justification Purchase Adoption - Advocacy Content Strategy Social Strategy Lead Nurturing Paid Advertising Web: SEO & Conversion PR Marketing Operations Analytics and Reporting Alignment & Execution
  21. 21. Content Strategy
  22. 22. Metrics Goals & Objectives Content Audit Content Plan Aligning Content Strategy: Planning Process Traffic Free tool downloads Leads Generated Content Downloads QLs Trials Trial Activations Opportunities Opportunities Won Renewals Upsell, Cross-sell %
  23. 23. 2323SmartBear Confidential and Proprietary Aligning Content Strategy: Content Audit
  24. 24. 2424 Content Audit: Identify Content Gaps SmartBear Confidential and Proprietary  Number assets / stage  Types of assets / stage  Performance of assets  Age of content  Location of content  Distribution strategy  Optimization, enhancement, and re-purposing  Keyword research
  25. 25. Metrics Goals & Objectives Content Audit Content Plan Content Strategy: Planning Process Traffic Leads Generated Content Downloads QLs Trials Trial Activations Opportunities Opportunities Won Renewals Upsell, Cross-sell % Topics Formats Timeline Budget Resources
  26. 26. 2626SmartBear Confidential and Proprietary ? ? “Why do I have a problem?!" “What solutions are available? What factors should I consider?” “Does this product solve my problem(s) & meet my needs/requirements?” "Why should I choose this? How can I get my boss and team members on board?” “Hello, brand, do I like you, are you relevant to me?” “How do I get it? How difficult will it be to implement and change current process?”
  27. 27. Multi-Stage Content, Linking, CTAs Education (Problem) Research (Solution) Evaluation (Product)
  28. 28. Channel Alignment
  29. 29. Properties and Communities Blog & Social Resource Centers Product Sections Community & Support
  30. 30. Resource/“Learn” Centers “educational”
  31. 31. 3131 Product Sections Product Sections “Commercial”
  32. 32. Paid Advertising Paid Social 3rd party Email Sponsored Content adwords Re-marketing
  33. 33. Paid Advertising: Remarketing Resource Center Product SectionOpen Source Download eBook Trial
  34. 34. Lead Nurturing Top Funnel During Trial Bottom Funnel Customer
  35. 35. *eBooks Infographics Webinars Blogs Slideshares Videos Documentation Checklists Tutorials Guides Weekly training FAQ Case Studies Testimonials ROI Calculators Sell your Boss Analyst Reports BOFU Webinars Top BottomTrial
  36. 36. Operations, Scoring, Metrics
  37. 37. 3737 *Scoring, Behavioral Data + Segmentation Engagement Education, Research Evaluation Justification, Purchase Adoption – Advocacy Closed Won, Renewals a) Completed Trial (Open, working) b) Open Opportunity a) Scored QL (100+) b) During trial Score = 10-99 Score < 10
  38. 38. SFDC Campaign Field + Score Weights +10 +30 +50
  39. 39. Stages Metrics Engagement, Education, Research  Blog traffic  Resource traffic  Content Downloads  QLs (Non-trial score-ups) Evaluation  Product section traffic  Trials  Trial Activations Justification, Purchase  Opportunities opened  Opportunities closed won Adoption, Retention, Expansion, Advocacy  Renewals  Up-sell, Cross-sell opportunities  NPS  Influitive members/activity
  40. 40. Agile
  41. 41. 4141 Why Agile? • Project planning/management • Time + workload management • Faster reaction time • Collaboration (Global) • Prioritization • Visibility/transparency • Accountability • Efficiency • Break down silos
  42. 42. 20132012 2014 2015 Agile Tools and Systems: 2012-2016 2016 Agile system 1 Agile system 2 RE-ORG
  43. 43. Current Sprint System Demand Gen CreativeWeb Operations Teams Team Managers Market Manager (x4) Customers
  44. 44. Current Sprint System Length: Two weeks (10 business days) Delivery Vehicles: • Epics: Overarching project (multiple sprints) • Stories: High level summary of problem sent to Manager • Tasks: Execution items with hours attached (assigned to sprint) Meetings: • Retrospective/Review – how did we do? What went well? What can we improve? Big wins? • Mid-Sprint “Half-time show” – how are we tracking? Blockers? Priority changes? Have what we need for H2? • Sprint Commit – What does everyone have on our plates? Priorities? Details and deadlines? Can we commit?
  45. 45. 4545 “I _____________, take you _______________________ , to be my lawfully wedded JIRA issue, to honor and cherish you, for better, for worse, in sickness and health until we are parted by ____________” Honor Thine Commitments! SmartBear Confidential and Proprietary [~gary.deasi] MTD-577 Team Customer Journey Training Due: 7/July/16
  46. 46. First 10 Sprints Since Adding Commit Session 64.82% 79.42% 78.34% 88.26% 85.71% 95.96% 90.25% 92.06% 91.88% 95.55% 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% 728 814 828 911 925 1009 1023 1106 1120 1204 Traffic Team Sprint Results: % Commited Execution Hours Completed 728 814 828 911 925 1009 1023 1106 1120 1204
  47. 47. Current Sprint System • Backlog: “To do” list of tasks not assigned to a sprint • Execution hours: time spent actually executing tasks • “Personal Problems”: OOO/PTO, Doctor’s, Travel, Interviews, Meeting • “Flex” time: time planned in sprint for incoming unplanned tasks, or to be used for ideation, experimentation, optimization, or backlogged tasks • “Flex” tasks: unplanned tasks assigned to sprint after commit session • “Gypsy” tasks: a task that keeps getting pushed back sprint after sprint
  48. 48. 4848 Sprint 0610 Retrospective: 10AM Sprint 0624 Commit: 2PM Sprint 0624 Start Mid-sprint check-in, calendar review Metrics MMs send “big rocks”
  49. 49. Agile Lessons Learned  Get organizational buy-in  Mold system to your organization, not the other way around  Iterative, collaborative process - feedback, evolution  Sprint length = 2-4 Weeks  Benchmark your bandwidth  Build in flex time. Plan for the unpredictable, time-sucks (20-50%)  Minimize upkeep – low touch  Specificity, break down tasks into bite size pieces  Review and commit before sprint  Sprint and backlog to deflect unnecessary requests – use the backlog!  If it’s not in the sprint it doesn’t exist.
  50. 50. Gary DeAsi @gdaz Thank you!