The Crisis Of Coordination At The Top Of The Funnel Is Distracting From Lower-Funnel Efforts Needed To Scale Pipeline. This SlideShare features content from Kerry Cunningham of Sirius Decisions and Lena Waters of Lookout discussing today’s B2B marketing climate – specifically the growing need for Demand Orchestration as marketing teams become responsible for revenue, not just leads. Content was originally featured in a live webinar on 4.6.2017. The on-demand webinar can be viewed here: https://discover.integrate.com/webinar_the_move_to_demand_orchestration

1. The Move to Demand
Orchestration
@LenaWaters @davidfcrane@KerrySirius

2. What’s On The Agenda
• Demand gen today
• The role of demand orchestration
• Lookout’s orchestration story
Click here to view the full on-demand webinar
3

3. 3
Demand Gen Today

4. Tale of Two Cities
The fundamental aspects of demand gen:
1. acquiring contact leads/inquiries
2. converting these leads into pipeline
opportunities
Unfortunately, these two sides of demand gen
are drastically siloed
4

5. © 2017 Integrate, Inc. 5
Generating Leads/Inquiries
Qualifying Leads/Inquiries
Demand Gen Today
Content
Syndication Display Events Lists Search Social

6. What Happens Before Inquiry?
Marketing automation helps B2B marketers nurture prospects and convert leads from
inquiry to opportunity. But top-funnel, pre-inquiry tool haven’t advanced.
What’s it like pre-inquiry?
• Marketers pay millions of dollars to pump new contacts into their database
• Time and energy spent finding and negotiating with data providers to get content in
front of the right people
• Waste 30+ hours a week scrubbing lead files and importing contacts into MA
This distracts them from focusing on strategic needs!
6

7. 7
Can’t Scale to
Meet Pipeline
Goals
Little Insight
Into What’s
Working
Consequences
Low Conversion
Rates
Wasted Time,
Effort & Budget

8. Bringing It All Together
8
Generating
Leads/Inquiries
Nurturing & Qualifying
Leads into Opps
Converting Ops into
to Customers

9. 9
“Marketers are focusing on demand
orchestration to coordinate their top funnel
channel [and pre-inquiry efforts], and then
connect them to the mid funnel systems to
better spend time and budget on strategic
initiatives instead of mundane tasks.”
~ David Crane
Integrate

10. Related Resources
• Demand Orchestration Workbook
• Guide to Demand Orchestration Software
• ABM Workbook
• View On-demand Webinar

11. Poll: What success metric drives
your team the most?
11

12. 12
“Exclusive focus on inquiries,
contacts, and leads is causing
misalignment and errors for
#B2B demand creation.”
~ Kerry Cunningham
SiriusDecisions

13. 13
Senior Research Director
• Lead Development &
Management
• Predictive analytics,
research methods,
organizational design
Kerry Cunningham, SiriusDecisions

14. What You Know Changes What You Must Know
14
SiriusPerspective: As the availability of data has changed, demand creation
becomes increasingly more effective, but also increasingly more complex.

15. THE OPPORTUNITY &
THE ISSUES
15

16. Identifying the Selling
Opportunities
Exclusive focus on
inquiries/contacts leads to
misalignment and fundamental
errors in how organizations plan
their go-to-market and measure
their progress

17. Independent
Agreement
Among Individual(s)
Less than $50K
Less than
8 Weeks
1-2 1-2
Consensus
Agreement across
teams, functions
or departments
$50-$500K
1-2 Quarters
(but no more)
3-4 3-5
Committee
Agreement at
the executive
leadership level
$500K-$Millions
1-2 Quarters
(or more)
5
(or more)
6-10
(or more)
Source:
SiriusDecisions
2017 Buying Study
Scenario
Decision
Orientation
Typical Price
Range
Typical
Timeframe
Buying
Centers
Colleagues
SiriusPerspective: B2B buying behavior clusters into three types of scenarios
that must be considered when designing a go-to-market strategy.
But this is Easier Said
than Done

18. B-to-B Marketing & Selling
Today
Leads
Nurture
& Tele
B-to-B Marketing Reporting
Opportunities
hitting pipeline

19. B-to-B Marketing & Selling
Today
Leads
Nurture
& Tele
Opportunities
hitting pipeline
In reality, each
opp probably
evolves from
multiple
leads.
B-to-B Marketing Reality

20. Identifying the Selling Opportunities
Leads
Nurture
& Tele
Opportunities
hitting pipeline
Opportunities
And those leads were
already coordinated
among themselves at
the time they became
‘leads.’
Buying Committees

21. Champions
Ratifiers
Influencers
CxOs
What Does A Prospect Really
Look Like?
Buyer Personas
Number of
personas/
composition of
buying center to
vary with purchase
process complexity
Scope:
• Departmental (which)?
• Corporate? Global? Regional?
Buying
Center
Buying Team

22. Important to Remember
22
• Each person in a buying center does his/her own
research.
• These folks may or may not be synched up in terms of
their personal learning curve.
• To have a complete and accurate reading of what’s
happening in that demand unit is not sufficient to
know how any one of these folks is engaging.

23. Champions
Ratifiers
Influencers
CxOs
What Does A Prospect Really Look Like?
Scope:
• Departmental (which)?
• Corporate? Global? Regional?
Buying Team
• Unique role-based
needs
• Perspective on
organizational needs
• Role and power in
purchasing process

24. Extending The SiriusDecisions Demand Waterfall®

25. Active Market
Extending The SiriusDecisions Demand Waterfall®
Addressable Market
Digital Inbound and
Outbound Tactics
Teleprospecting
outbound to high-
propensity accounts
Sales outbound to
high-propensity
accounts
SiriusPerspective: It may be hard to get an accurate measure at both levels today, but the
effort to refine those numbers will drive vital insights along with alignment between marketing
and sales.

26. Refined Focus = Greater Power But
Greater Complexity
Resourc
es
Needs
Contact Data Sources
• Demographic
• Behavioral
Account Data Sources
• Firmographic
• Technographic
• Episodic
• Behavioral
Derived Data
• Predictive
• intent

27. So, that makes things complicated…
Lo-Res
Static Data
Hi-Res
Static Data
Episodic
Data
Intent Data Predictive
• Email
• Address
• Phone
• Industry
• Revenue
• Skills
• Certifications
• Groups
• Tech install
base
• Mergers
• Earnings
• Promotions
• Lease
expirations
• Competitor, 3rd
party web
activity
• Other ?
ExamplesDescription
• Propensity
to..
Basic
contact and
account info
Attributes that
allow more
precision in
identifying
personas and
accounts
Information
related to news
and events;
mostly accounts
but some
contact
Activity data,
synthesized to
suggest
awareness and
interest; useful
only at account
level
All available
data,
synthesized to
better predict
next best
action
• Look-alike
clusters

28. So, that makes things
complicated…
• Doctors don’t actually do the
DNA testing
• To be good physicians, they
must understand the principles
and have the skill to interpret…
• But they aren’t back in the lab
with test tubes and pipettes…

29. So, that makes things
complicated…
• They are on the front lines with
patients, combining visual, verbal
and traditional health signals with the
new science…
• Interpreting the complex array of
signals to make judgements about
courses of treatment and to
communicate effectively with
patients

30. So, that makes things
complicated…
• Likewise, modern marketers are
turning to technology to help manage
the increasingly complex array of
signals
• So they can stay focused on the task
at hand... Identifying, engaging and
converting prospects.

31. 31
“You don't have to be a
data scientist. You just
have to be able to interpret
and act on data.”
~ Kerry Cunningham
SiriusDecisions

32. 32
Poll: What is your biggest demand
creation challenge?

33. 33
“If we ever wanted to have time
to address our other pressing
challenges, then we had zero
time to spend on inefficiencies
at the top of the funnel.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

34. 34
Lena Waters, Lookout
Vice President, Corporate Marketing
• Global Demand, Digital, Field &
Event Marketing
• Marketing Ops & Reporting
• Integrated Enterprise & Personal
Go-to-Market

35. THE MARKET OPPORTUNITY
From Personal App to Enterprise Platform
35

36. Your Mobile Device is a Gold Mine for Hackers
ENTERPRISE
EMAIL
ENTERPRISE
NETWORK
VPN, WiFi
ENTERPRISE
APPS
SaaS, Custom Apps
CREDENTIALS
Stored, Soft Tokens
PHOTO ALBUM
Whiteboard Screenshots, IDs
SENSORS
GPS, Microphone, Camera
36

37. Web Crawlers App Store
APIs
Dynamic
Analysis
Static
Analysis
Reputation
Analysis
Malware
Assessment
Capability
Assessment
Exploit
Assessment
SENSOR NETWORK
ACQUIRE ANALYZE PROTECT
Binary
Similarity
Mobile
Sensors
EnterprisePersonal
We Approach Mobile Security
as a Big Data Problem

38. BUILDING AN ENTERPRISE
FRAMEWORK
Assembling the Airplane in Mid-Flight
38

39. 39
“Being a marketer in
today’s world means
we’re often building the
airplane mid-flight.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

40. Pipeline & Data
• Build pipeline while process &
operations are being fine-
tuned
• Use data to guide and
demonstrate marketing’s
impact on the business
• Report, optimize, enable
global self-service
Process & People
• Build an enterprise team
• Establish enterprise
operations, sharing
Personal resources
• Establish processes to
enable output across
enterprise teams
Technology & Infrastructure
• Stand up a global demand
machine from scratch while
rebuilding digital infrastructure
• Launch pilot programs and scale
to achieve pre-set goals
• Operate globally across 4 sales
theaters in multiple languages
The Mandate
40

41. Marketing Funnel Sales Pipeline
Response MQL SAL SQL 1-Qualified 2-Validate 3-Proposal 4-Decision 5-Order 6-Closing
7-Closed
Won
Customer
Person
Engages
Demographic
+ Behavioral
Criteria
Inside Sales
Accepts
Meeting
Booked
BANT Sales Cycle Stages
Available for
References
Marketing Pipeline Goal #1
Drive a specific percentage of new
Enterprise pipeline.
Marketing Pipeline Goal #2
Drive a specific percentage of closed
Enterprise bookings.
The Goal
41

42. 42
“If it was easy, they’d
have the B team
working on it.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

43. Mobile
Threat
Defense
Navigating the Gartner Hype Cycle
43

44. 44
“#MarTech is like the
fashion industry. As more
stuff comes out, not all of it
is worth buying/wearing.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

45. Top Funnel Challenges
The early evolution of our category means:
• Very little pull from the market
• Low awareness of the problem, or of us as a
company/brand
It’s vital we identify who the early adopters of our product
are likely to be, understand the key drivers for why they
need us, and set our priorities accordingly.

46. Marketing Funnel Sales Pipeline
Response MQL SAL SQL 1-Qualified 2-Validate 3-Proposal 4-Decision 5-Order 6-Closing
7-Closed
Won
Customer
Person
Engages
Demographic
+ Behavioral
Criteria
Inside Sales
Accepts
Meeting
Booked
BANT Sales Cycle Stages
Available for
References
Enable Sales Motion
Enable global marketing, sales & channel
organizations.
Create a Category
Innovate a breakthrough product & market.
Create Urgency in an Early Market
Mobilize the buying team.
Accelerate Funnel Effectiveness
Build and automate a top of funnel
machine.
Top Funnel Challenges
46

47. WHY INTEGRATE
47

48. 48
“If we ever wanted to have time
to address our other pressing
challenges, then we had zero
time to spend on inefficiencies
at the top of the funnel.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

50. time suck
NOUN
US
Informal
An inefficient or unproductive activity, process, etc.; a waste of time.
50

51. Which is why
uses…

52. Demand Orchestration is an
Existential Issue

53. 53
“You’re looking at individual leads that
come in at the top of the funnel, but what’s
really happening is that there’s buying
groups that are invisible until they get
further down the funnel. Closing that gap
has become the existential issue to us.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

54. Lead
Sources
Creating and
optimizing the
marketing mix
across personas
means a lot of
decentralized
lead sources
Data
Quality
Unstandardized
data of varying
quality from
multiple online
and offline
sources creates
follow up delays
Lead
Process
Process
inefficiencies with
lead aggregation,
scrubbing,
importing,
reporting require
additional manual
work
Global
Scale
Multiple
considerations
across countries
or regions
increases the
need for
consistency and
speed
Investment
Balancing
resources at the
top of the funnel
competes with
other valuable
funnel stages
Top of Funnel Challenges w/o Integrate
54

55. Lead
Sources
Freedom to
optimize across
the best-
performing
demand
vehicles with
faster time to
implement
Data
Quality
Normalized data
is the new
normal
Lead
Process
Eliminating the
time suck frees up
high value
resources for
higher value work
Global
Scale
Greater capacity
to focus on
global
expansion with
balanced
resources
Investment
Orchestrated
demand means
faster time to
value
Integrate Increases Time to Value for Lookout
55

56. Pipeline & Data
• Build pipeline while process &
operations are being fine-
tuned
• Use data to guide and
demonstrate marketing’s
impact on the business
• Report, optimize, enable
global self-service
Process & People
• Build an enterprise team
• Establish enterprise
operations, sharing
Personal resources
• Establish processes to
enable output across
enterprise teams
Technology & Infrastructure
• Stand up a global demand
machine from scratch while
rebuilding digital infrastructure
• Launch pilot programs and scale
to achieve pre-set goals
• Operate globally across 4 sales
theaters in multiple languages
Remember The Mandate
56

57. 57
“Make sure you’re identifying your target
accounts and customers before you’re
buying tech designed to help reach them.
Otherwise, you’ll end up getting skewed
to the people that the tech finds easily.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

58. • Surpass pipeline targets
• Increase funnel velocity
• Use data to predict
marketing’s impact on the
business
• Scale the integrated
marketing team
• Optimize integrated
consumer & enterprise
operations
• Increase global process
efficiency to maximize output
across teams
• Scale global demand across a
broader buying team
• Leverage digital to grow global
integrated framework
• Focus on key investments to
create momentum
What’s Next?
Pipeline & DataProcess & People Technology & Infrastructure
58

59. 59
“MarTech does not
solve problems,
people do.”
~ Lena Waters
Vice President, Corporate Marketing
Lookout

60. Related Resources
• Demand Orchestration Workbook
• Guide to Demand Orchestration Software
• ABM Workbook
• View On-demand Webinar