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The Rise of Influencer Marketing in B2B Technology

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This webinar deck reveals 6 influencer marketing shifts emerging in leading technology companies. Discover key findings from new industry research, brand-new data illustrating how influencers impact B2B organizations, and ways to apply the trends in practice to enable B2B success .

Published in: Technology
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The Rise of Influencer Marketing in B2B Technology

  1. 1. BUT, FIRST… I N T R O D U C T I O N # I N F L U E N C E B 2 B E N A B L E P O P - U P S Q U E S T I O N S T E C H I S S U E S ? T R A A C K R
  2. 2. 3 TODAY’S PROGRAM I N T R O D U C T I O N M A R K S C H A E F E R Speaker, Author, Educator @ markwschaefer E V Y W I L K I N S Today’s Moderator VP ABM, Traackr @evylyons S E T T I N G T H E S C E N E 6 T R E N D S & H O W T O A P P LY T H E M K E Y TA K E A WAY S Q & A T R A A C K R # I N F L U E N C E B 2 B
  3. 3. 4 B2B MARKETING IS NOT EASY S E T T I N G T H E S C E N E F R AG M E N T E D C H A N N E L S B U Y E R C O N T R O L S T H E J O U R N E Y T R U S T I S H A R D T O C O M E B Y O L D TA C T I C S D O N ’ T W O R K 01 02 03 04 … # I N F L U E N C E B 2 B T R A A C K R
  4. 4. 5 While our go-to channels are in turmoil, there is one bright spot growing at light speed… influencer marketing M a r k S c h a e f e r
  5. 5. 6 people who shared content said they better understood the product and the company. - T h e N e w Yo r k T i m e s 85% # I N F L U E N C E B 2 B T R A A C K R
  6. 6. 7 adults say their purchasing decision is affected by content they see shared on the web. - T h e N e w Yo r k T i m e s 70% # I N F L U E N C E B 2 B T R A A C K R
  7. 7. 8 technology buyers prefer 3rd party opinions when evaluating a vendor, which they are open to discovering on social media. - H o t w i r e P R s t u d y 83% # I N F L U E N C E B 2 B T R A A C K R
  8. 8. 9 INFLUENCER MARKETING IS VIEWED AS A STRATEGIC PRACTICE 71%brand marketers rate influencer marketing as a strategic or highly strategic prac tice # I N F L U E N C E B 2 B T R A A C K R
  9. 9. # I N F L U E N C E B 2 B T R A A C K R YET B2B HAS BEEN SLOWER TO ADOPT INFLUENCER MARKETING 55% of B2C companies run ongoing/integrated programs, compared to only 15% of B2B companies 43% 28% 24% 5% 31% 14% 48% 7% Integrated Program Ongoing Program Campaign-driven Program Experimenting 49% 36% 11% 4% ALL B2C B2B
  10. 10. 11 Microsoft A M A N D A D U N C A N HPE B E C C A TAY L O R SAP A M I S H A G A N D H I Aruba P E G A H K A M A L B2B TECHNOLOGY INFLUENCER MARKETING PRACTITIONERS E X P E R T I N T E R V I E W S Dell K O N S TA N Z E 
 A L E X - B R O W N IBM A N D R E W G R I L L Social Tribe M E G A N C O N L E Y Forbes A N N 
 M A R I N O V I C H Intel N I C O L E S M I T H Samsung M A X I M E G U I R AU T O N
  11. 11. LIVE POLL RESULTS J O I N T H E C O N V E R S A T I O N
  12. 12. EMERGENCE OF MICRO- INFLUENCERS VS. MACRO- INFLUENCERS 6 T R E N D S 1
  13. 13. 14 T R E N D # 1 • Topical expertise N I C O L E S M I T H • Customer relevance A M I S H A G A N D H I • Highly specialized conversations K O N S TA N Z E A L E X - B R O W N SEEING BEYOND FOLLOWER COUNT Intel SAP Dell # I N F L U E N C E B 2 B T R A A C K R
  14. 14. 15
  15. 15. 16
  16. 16. C A S E I N P O I N T W H O I S T H E I R A U D I E N C E D E M O G R A P H I C A L LY ? P Y S C O G R A P H I C A L LY ? WHO EXACTLY DO YOUR INFLUENCERS INFLUENCE?
  17. 17. C A S E I N P O I N T W H O I S T H E I R A U D I E N C E D E M O G R A P H I C A L LY ? P Y S C O G R A P H I C A L LY ? WHO EXACTLY DO YOUR INFLUENCERS INFLUENCE?
  18. 18. NECESSIT Y TO LEAD WITH PURPOSE OVER PROMOTION 6 T R E N D S 2
  19. 19. 20 T R E N D # 2 • B2B environments not kind to “celebrity” endorsements A N D R E W G R I L L • Clearly outline expectations with training workshops K O N S TA N Z E A L E X - B R O W N • Editorial control is a must M A R K S C H A E F E R ALWAYS REMEMBER THE FIFTH “P” - PURPOSE DellIBM Author, KNOWN # I N F L U E N C E B 2 B T R A A C K R
  20. 20. 21 MATURE BRANDS INVEST 7X MORE THAN LAGGERS T R E N D # 2 2017 Influencer Marketing Budget L AG G E R S M AT U R E B R A N D S FUTURE INFLUENCER MARKETING BUDGET FOR THOSE WHO SPEND MORE THAN 250K FOR THOSE WHO USE TECH Staff Tech Agencies/Services Content Events Infl. Compensation 0 5 10 15 20 25 Staff Tech Agencies/Services Content Events Infl. Compensation 0 5 10 15 20 25 358,000 2,512,200 Includes companies experimenting with IM and using it as an add-on to campaigns Includes companies running an ongoing program and embedding IM into all marketing ac tivities
  21. 21. IMPORTANCE OF EXPERT VOICES AND THEIR RELATIONSHIP WITH BRAND VOICE 6 T R E N D S 3
  22. 22. 23 T R E N D # 3 • Constructive feedback triggers a fruitful exchange A M A N D A D U N C A N YOU MUST HANDLE THE TRUTH Microsoft • Be willing to relinquish control of the message B E C C A TAYO R HPE # I N F L U E N C E B 2 B T R A A C K R
  23. 23. TRANSITION FROM CAMPAIGN-DRIVEN ACTIVITIES TO “ALWAYS- ON” ENGAGEMENT 6 T R E N D S 4
  24. 24. 25 T R E N D # 4 • Influencers aren’t made to order A N D R E W G R I L L • Own influencer relationships in-house P E G A H K A M A L ABILIT Y TO SEE BEYOND A CAMPAIGN IBM Aruba • Relationship-centric from the start M E G A N C O N L E Y Social Tribe # I N F L U E N C E B 2 B T R A A C K R
  25. 25. 26 CASE IN POINT: INFLUENCERS IMPACT THE BUYER’S JOURNEY T R E N D # 4 VISIONARIES VISIONARIES TRUSTED ADVISORS INDEPENDENT VOICES
  26. 26. 27 ALWAYS ON PROGRAMS YIELD GROWING IMPACT T R E N D # 4 Traditional influencer programs can help build best prac tices. Always-on programs leverage every touchpoint to build relationships. C A M P A I G N - B A S E D A L W A Y S - O N
  27. 27. INTEGRATION OF SILOS IN FAVOR OF CROSS- FUNCTIONAL COLLABORATION 6 T R E N D S 5
  28. 28. 29 MATURE BRANDS CHAMPION INFLUENCE AT A HIGHER, CROSS-FUNCTIONAL LEVEL T R E N D # 5 What role do you see influencer marketing playing within your organization in the nex t three years? 0 10 20 30 40 Primary area of digital mktg investment Integrated in all disciplines Cross-functional discipline Catalyst for digital transformation None of the above 0% 15% 30% 45% 60%
  29. 29. 30 • Brands appear unapproachable • Develop true peer-to-peer dialogue with key [industry] people • Connect with leaders in IT, finance, accounting, and other disciplines M a x i m e G u i r a u t o n B 2 B M A R K E T I N G D I R E C T O R , S A M S U N G
  30. 30. EVOLUTION OF MEASUREMENT FROM REACH TO OUTCOMES 6 T R E N D S 6
  31. 31. 32 T R E N D # 6 • Influencer partnerships generate 2-4X greater return A M I S H A G A N D H I • Analyze success across content and channels N I C O L E S M I T H • Requires all the systems to talk to each other P E G A H K A M A L TOWARDS AN INFLUENCE ATTRIBUTION MODEL SAP Intel Aruba # I N F L U E N C E B 2 B T R A A C K R
  32. 32. 33 BRINGING VISIBILIT Y TO MEASUREMENT OUTCOMES: A WORK-IN-PROGRESS T R E N D # 6 A w a r e n e s s R & D Q u a l i t a t i v e m e a s u r e s S E O S a l e s T R A A C K R # I N F L U E N C E B 2 B
  33. 33. STRATEGIC PLANNING BUSINESS GOALS MARKETING GOALS INFLUENCER MARKETING STRATEGIES Targets for the overall business Marketing’s target contribution to business goals Initiatives to achieve marketing goals Grow revenue by X% Source X% of pipeline targets Build relationships with influential developers using X technology # I N F L U E N C E B 2 B T R A A C K R T R E N D # 6
  34. 34. 35 MEASUREMENT MATRIX INPUTS OUTPUTS OUTCOMES Program activities Impact on influencers Impact on target audience Influencer Touchpoints Share of Voice per influencer/channel Overall Share of Voice T R E N D # 6 T R A A C K R # I N F L U E N C E B 2 B
  35. 35. 36 M E A S U R E M E N T INPUT: INFLUENCER PERFORMANCE T R A A C K R
  36. 36. 37 M E A S U R E M E N T OUTPUT: LOOK FOR OPPORTUNITIES IN THE DATA T R A A C K R
  37. 37. 38 M E A S U R E M E N T OUTCOME: MEASURE SHARE OF INFLUENCE T R A A C K R
  38. 38. 39 W H A T H A P P E N S N E X T R E L AT I O N S H I P S O V E R P R O D U C T - O R I E N T E D C A M PA I G N S C E N T R A L I Z E D C O O R D I N AT I O N H U B F O R WA R D - T H I N K I N G M E A S U R E M E N T M I C R O E X P E R T C O M M U N I T I E S D I S C O V E R W I T H T E C H & I N T E R N A L I N P U T CREATE AN ENVIRONMENT THAT RECOGNIZES: T R A A C K R
  39. 39. Q U E S T I O N S ?
  40. 40. FURTHER READING & CONVERSATION C O N C L U S I O N @ m a r k w s c h a e f e r @ e v y l y o n s @ t r a a c k r
  41. 41. Thank you.
  42. 42. 43 BUILDING A GLOBAL PROGRAM FOR SAP: START SMALL & SCALE 1 E V E N T 1 1 I N F L U E N C E R S 1 7 % T R A F F I C C A S E I N P O I N T T R A A C K R
  43. 43. 44 BUILDING A GLOBAL PROGRAM FOR SAP: START SMALL & SCALE G L O B A L E V E N T S H U N D R E D S O F I N F L U E N C E R S P I P E L I N E AT T R I B U T I O N C A S E I N P O I N T T R A A C K R

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