Making Leaders Successful
Every Day
Optimize Content and Conversation
for 21st Century Sales Success
Peter O‟Neill, Vice President & Principal Analyst

Forres...
Agenda
› 10:00 - 10:30

Breakfast, Coffee & Registration

› 10:30 - 10:45

Welcome & Introduction

› 10:45 - 11:30

Forres...
Forrester is a global research
and advisory firm

© 2013 Forrester Research, Inc. Reproduction Prohibited

4
We help you make better decisions in a
world where technology is radically
changing your customers

© 2013 Forrester Resea...
We have entered the Age of the Customer

October 2013 “Competitive Strategy In The Age Of The Customer”
© 2013 Forrester R...
With four market imperatives

Transform
the customer
experience

Embrace
the mobile
mind shift

Age of the
Customer
Turn b...
Next Steps
 Visit the Age of the Customer site
 Recent Reports by Peter O’Neill
Establish Your Content Marketing Lifecyc...
Agenda
› 10:00 - 10:30

Breakfast, Coffee & Registration

› 10:30 - 10:45

Welcome & Introduction

›

Forrester Session

1...
© 2009 Forrester Research, Inc. Reproduction Prohibited
© 2009 Forrester Research, Inc. Reproduction Prohibited
Michael Porter‟s five forces revisited in the Age
Of The Customer

October 2013 “Competitive Strategy In The Age Of The Cu...
Strategic budget imperatives for customerobsessed enterprises

October 2013 “Competitive Strategy In The Age Of The Custom...
Optimize Content and Conversation for
21st Century Sales Success
My Agenda
Your Buyers Have Their Own System
Align Your 21...
So, How are we doing?

Executive buyers
Source: August 1, 2013, ―Executive Buyer Expectations – The Bar Is Low‖ Forrester ...
80% of our sales efforts are “inside out”

Executive buyers
© 2013 Forrester Research, Inc. Reproduction Prohibited

16
We are not aligned to the buyers‟ context

Executive buyers
© 2013 Forrester Research, Inc. Reproduction Prohibited

17
Our marketing is not even aligned to the
preferred buyer behaviour anymore
Old
Market interactions
based on offers
Seller
...
The preferred buyer interaction model
Old
Market interactions based on
products

New
Market interactions based on
business...
Buyers have adopted new technologies
and changed their behaviour
Social media
Video
Mashups
Podcasts

Dialog

Chat
Wikis

...
Buyers are fishing for your content
B2B marketers need their
content to be found:
› By each buyer in their
context,
› When...
Messages find their own route to buyers

May 2008 “Community Marketing: A New Discipline For Business Technology Marketers...
The buyer journey starts earlier than your
traditional marketing work, and continues …

Offer-Respond-Fulfil
Marketing

© ...
Introducing lead-to-revenue management
L2RM is everything that
we, as marketers, do to
engage our customers
on their journ...
It‟s not about . . .
. . . moving masses of ―leads‖ through a sequential
process of attrition until tens or hundreds of de...
Our goal now is to . . .
. . . take a single
lead through an
optimized process
...
. . . and then repeat
that process
hund...
The LeadTo-Revenue
Playbook

© 2012 Forrester Research, Inc. Reproduction Prohibited

27
Optimize Content and Conversation for
21st Century Sales Success
Agenda
Your Buyers Have Their Own System
Align Your 21st ...
What is a selling system?
Messenger

Message

+

Audience
Forrester approach to defining the 21st
century selling system
Message

Messenger

Combination

Outcome

Consolidator

Con...
The elements of the Customer Reference Model
Audience
Customer
Reference Model

A CUSTOMER IS AN ENTITY
CATEGORIZED BY LEG...
All your company should be involved

Sellers (QC)

Audience
Sales Management

Sales Leadership

Subject Matter Experts

Sa...
GE Healthcare thought ―outside in―

Source: http://blogs.forrester.com/kerry_bodine/13-06-14-customer_experience_innovatio...
Optimize Content and Conversation for
21st Century Sales Success
Agenda
Your Buyers Have Their Own System
Align Your 21st ...
Strategic Messaging Framework
Level 1:
Corporate
Positioning
& Strategy

Messaging Must be:
•Unique
•Compelling
•Different...
Strategic Messaging Framework
(Example for a Marketing Automation Vendor)
What business are we in?
Level 1:
Corporate
Posi...
Artifact: Buyer Role Profile
Marlena Ortega
Chief Marketing Officer

Role and Tenure
Marlena has been CMO a global consume...
Buyer journey map
Discover

Something
changed —
need to
understand
problem.

Transition
trigger(s)
We will
commit
to
chang...
Eg. Content research for the Discover phase

© 2013 Forrester Research, Inc. Reproduction Prohibited

39
What: content for the Discover phase
Buyer activities
Identify problems.
Search for
options.
Potential content options
Bes...
Marketing content and sales conversations vary by solution
complexity
Portfolio of
technology,
services, and
expertise

Sc...
Marketing content mapped to solution complexity
Product portfolio

Portfolio of
technology,
services, and
expertise

Scope...
Thought leadership sits at the pinnacle
of content marketing strategy

Source: April 4, 2013, ―Nurture Thought Leadership ...
Forrester‟s four-step IDEA framework

I
D
E
A

Identify your target audience, their issues, and the
sources of information...
True thought leadership embodies bold
attributes
Relevant
Provocative
Forward-looking
Distinct
Inspiring
Actionable
Result...
Source: blogs.sap.com/innovation
Optimize Content and Conversation for
21st Century Sales Success
Agenda
Your Buyers Have Their Own System
Align Your 21st ...
Content maps to solution complexity
Portfolio of
technology, ser
vices, and
expertise

Scope of
offerings

Single
product ...
The content-conversation mix varies
Product
functions

Conversation

Product
portfolio

Conversation

Business
improvement...
Great content begats great conversation
› At the very least, you need to ensure that sales know your
content, so they can ...
Help sales to help make your content
successful
› Sales can inform your content plans.
• Sales can review your topics and ...
Not only your content
› Listening platform output specific to
entity/customer
• What has he/she said in LinkedIn-Xing-Face...
Leaders are linking content marketing to
sales system
› Content asset system knows which content is
most successful.
› Con...
Key takeaways
Your buyers have changed, so you also have the opportunity to change.

 Your buyers have different expectat...
Engage with Forrester through . . .
ANALYST ADVISORY AND RESEARCH-BASED CONSULTING

 One-on-one advisory sessions with Fo...
Thank you
Peter O‟Neill
+49 (0)69.959.29839
poneill@forrester.com
Twitter: @poneillforr
blogs.forrester.com/peter_oneill
Improving Content and Conversation For B2B Sales Success
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  • Forrester is a global research and advisory firm with a major presence in North America, Europe, Asia Pacific, South America.If someone asks what the blue dots represent:The blue filled in represents where we have research teams on the ground and/or collect consumer, business, and workforce data.
  • Forrester’s unique value is that we help you make better decisions in a world where technology is radically changing your customers. And by your customers that could be your end consumers if you are B2C organization, business buyers if you are a B2B marketer or your internal customers.For example, for marketers, we look at that changing consumer behavior like mobile and social and what that means to your marketing organization. Do you have the right skill sets, where do you make your bets. ---------------------------------How do we know all this?
  • At Forrester, we believe we have entered into a new business era that we call “The Age of the Customer.” In the “age of the customer” the old sources of advantage like manufacturing strength, distribution power, and information are business as usual -- and now to be truly competitive companies must become customer obsessed – which means they need to have deep knowledge of and engagement with their customers. We believe that in this Age of the Customer, companies must focus on four market imperatives:Transform the customer experienceEmbrace the mobile mind shiftTurn big data into business insightsAnd Become a digital disruptor - which will be our focus today
  •  
  • Improving Content and Conversation For B2B Sales Success

    1. 1. Making Leaders Successful Every Day
    2. 2. Optimize Content and Conversation for 21st Century Sales Success Peter O‟Neill, Vice President & Principal Analyst Forrester Breakfast Seminar Amsterdam, February, 2014
    3. 3. Agenda › 10:00 - 10:30 Breakfast, Coffee & Registration › 10:30 - 10:45 Welcome & Introduction › 10:45 - 11:30 Forrester Session › 11:30 - 11:45 Break › 11:45 - 12:30 Guest Speaker and Analyst Q&A › 12:30 Lunch © 2013 Forrester Research, Inc. Reproduction Prohibited 3
    4. 4. Forrester is a global research and advisory firm © 2013 Forrester Research, Inc. Reproduction Prohibited 4
    5. 5. We help you make better decisions in a world where technology is radically changing your customers © 2013 Forrester Research, Inc. Reproduction Prohibited 5
    6. 6. We have entered the Age of the Customer October 2013 “Competitive Strategy In The Age Of The Customer” © 2013 Forrester Research, Inc. Reproduction Prohibited
    7. 7. With four market imperatives Transform the customer experience Embrace the mobile mind shift Age of the Customer Turn big data into business insights © 2013 Forrester Research, Inc. Reproduction Prohibited Become a digital disruptor 7
    8. 8. Next Steps  Visit the Age of the Customer site  Recent Reports by Peter O’Neill Establish Your Content Marketing Lifecycle Gauging Your Progress And Success, (Benchmarks Report for The Lead-To-Revenue Playbook)  For any follow up questions, please contact your client representative, if unsure please ask the host  Presentation slides will be shared by marketing  Stay up to date via our Twitter group! @forrester © 2013 Forrester Research, Inc. Reproduction Prohibited 8
    9. 9. Agenda › 10:00 - 10:30 Breakfast, Coffee & Registration › 10:30 - 10:45 Welcome & Introduction › Forrester Session 10:45 - 11:30 › 11:30 - 11:45 Break › 11:45 - 12:30 Guest Speaker and Analyst Q&A › 12:30 Lunch © 2013 Forrester Research, Inc. Reproduction Prohibited 9
    10. 10. © 2009 Forrester Research, Inc. Reproduction Prohibited
    11. 11. © 2009 Forrester Research, Inc. Reproduction Prohibited
    12. 12. Michael Porter‟s five forces revisited in the Age Of The Customer October 2013 “Competitive Strategy In The Age Of The Customer” © 2013 Forrester Research, Inc. Reproduction Prohibited
    13. 13. Strategic budget imperatives for customerobsessed enterprises October 2013 “Competitive Strategy In The Age Of The Customer” © 2013 Forrester Research, Inc. Reproduction Prohibited
    14. 14. Optimize Content and Conversation for 21st Century Sales Success My Agenda Your Buyers Have Their Own System Align Your 21st Century Sales System Design Your Content Marketing Strategy Based Upon A Messaging Framework Enable Your Sales Channels Accordingly Recommendations © 2012 Forrester Research, Inc. Reproduction Prohibited 14
    15. 15. So, How are we doing? Executive buyers Source: August 1, 2013, ―Executive Buyer Expectations – The Bar Is Low‖ Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 15
    16. 16. 80% of our sales efforts are “inside out” Executive buyers © 2013 Forrester Research, Inc. Reproduction Prohibited 16
    17. 17. We are not aligned to the buyers‟ context Executive buyers © 2013 Forrester Research, Inc. Reproduction Prohibited 17
    18. 18. Our marketing is not even aligned to the preferred buyer behaviour anymore Old Market interactions based on offers Seller Buyer Offer Respond Fulfill O-R-F scales with media Source: http://www.funnysalescartoons.com/photo/king-machine-gun-salesman-3/prev?context=user Source: May 07, 2008, ―Community Marketing: A New Discipline For Business Technology Marketers‖ Forrester report
    19. 19. The preferred buyer interaction model Old Market interactions based on products New Market interactions based on business outcomes Scale with media Scale with social media and communities Source: May 7, 2008, ―Community Marketing: A New Discipline For Business Technology Marketers‖ Forrester report © 2012 Forrester Research, Inc. Reproduction Prohibited
    20. 20. Buyers have adopted new technologies and changed their behaviour Social media Video Mashups Podcasts Dialog Chat Wikis Discussions Social Rich Blogs networks media Community Customer engagement Usergenerated content Virtual trade shows Virtual worlds Participation Webcasts Shared bookmarks Advergames Social network marketing Tagging/voting Web 2.0 Groundswell Content sharing Viral
    21. 21. Buyers are fishing for your content B2B marketers need their content to be found: › By each buyer in their context, › When they are looking. Create content that accelerates the buyers along their journey and leaves behind your “brand scent.” Base: 418 executive-level buyers at global companies of 100 or more employees; Source: Forrester’s Q4 2012 Global Executive Buyer Insight Online Survey © 2013 Forrester Research, Inc. Reproduction Prohibited 21
    22. 22. Messages find their own route to buyers May 2008 “Community Marketing: A New Discipline For Business Technology Marketers”
    23. 23. The buyer journey starts earlier than your traditional marketing work, and continues … Offer-Respond-Fulfil Marketing © 2013 Forrester Research, Inc. Reproduction Prohibited 23
    24. 24. Introducing lead-to-revenue management L2RM is everything that we, as marketers, do to engage our customers on their journey from need to value. As we engage, we learn more about them and develop a relationship for our company as a trusted advisor and supplier. And it’s the process we develop to optimize customer engagement. 24
    25. 25. It‟s not about . . . . . . moving masses of ―leads‖ through a sequential process of attrition until tens or hundreds of deals emerge. Attract Capture Nurture Sell Expand 25
    26. 26. Our goal now is to . . . . . . take a single lead through an optimized process ... . . . and then repeat that process hundreds or thousands of times. 26
    27. 27. The LeadTo-Revenue Playbook © 2012 Forrester Research, Inc. Reproduction Prohibited 27
    28. 28. Optimize Content and Conversation for 21st Century Sales Success Agenda Your Buyers Have Their Own System Align Your 21st Century Sales System Design Your Content Marketing Strategy Based Upon A Messaging Framework Enable Your Sales Channels Accordingly Recommendations © 2012 Forrester Research, Inc. Reproduction Prohibited 28
    29. 29. What is a selling system? Messenger Message + Audience
    30. 30. Forrester approach to defining the 21st century selling system Message Messenger Combination Outcome Consolidator Conductor Description Recipe Expediter Audience Specialist Manager Procurer Executive Leader Then … Lastly … First …. • Offers and messages • Sales types • Role map & wallets • Content • Skills and model • Agreement network • Processes • Objectives • Segments and patterns
    31. 31. The elements of the Customer Reference Model Audience Customer Reference Model A CUSTOMER IS AN ENTITY CATEGORIZED BY LEGAL STATUS SEGMENTED BY LEGAL DEFINITION GROUPED BY BUYER ARCHETYPES NARROWED BY PROBLEM UNIVERSE REFERRED DOMAINS & PROCESSES INFORMED BY AGREEMENT NETWORKS FILTERED THROUGH ALTITUDE LEVELS KEYED TO A ROLE MAP PLOTTED OVER A LIFECYCLE SORTED BY OUTCOME PATTERNS © 2013 Forrester Research, Inc. Reproduction Prohibited 31
    32. 32. All your company should be involved Sellers (QC) Audience Sales Management Sales Leadership Subject Matter Experts Sales Operations Training & Dev Customer Experience Finance Events Teams Messenger Demand Gen Segment Mktg Competitive Mktg Corp Marketing Services Teams Solutions Teams Engineering Teams Message Customer Reference Model A CUSTOMER IS AN ENTITY CATEGORIZED BY LEGAL STATUS SEGMENTED BY LEGAL DEFINITION GROUPED BY BUYER ARCHETYPES NARROWED BY PROBLEM UNIVERSE REFERRED DOMAINS & PROCESSES INFORMED BY AGREEMENT NETWORKS FILTERED THROUGH ALTITUDE LEVELS KEYED TO A ROLE MAP PLOTTED OVER A LIFECYCLE SORTED BY OUTCOME PATTERNS © 2013 Forrester Research, Inc. Reproduction Prohibited 32
    33. 33. GE Healthcare thought ―outside in― Source: http://blogs.forrester.com/kerry_bodine/13-06-14-customer_experience_innovation_from_the_outside_in © 2013 Forrester Research, Inc. Reproduction Prohibited
    34. 34. Optimize Content and Conversation for 21st Century Sales Success Agenda Your Buyers Have Their Own System Align Your 21st Century Sales System Design Your Content Marketing Strategy Based Upon A Messaging Framework Enable Your Sales Channels Accordingly Recommendations © 2012 Forrester Research, Inc. Reproduction Prohibited 34
    35. 35. Strategic Messaging Framework Level 1: Corporate Positioning & Strategy Messaging Must be: •Unique •Compelling •Differentiating •Defensible •Durable •Comprehensive How are we-redefining our Market Category Level 2: Market Segment Positioning How are we a relevant solution provider in the marketing we sell into? Level 3: KDM Positioning How do we deliver value to the key decision makers in our customers? Level 4: Outcome Messaging Outcome 1 © 2013 Forrester Research, Inc. Reproduction Prohibited Outcome 2 Outcome 3 Market Segments are: A homogenous group that shares related roles, exhibits common behaviors, and has similar needs, distinct from other segments. Key Decision Makers: Decision makers and influencers in the target segment Outcomes are: The optimal context for customer messaging. Outcomes are the driver of action. The outcome to may be fulfilled through a number of different products and solutions, but is not product-centric
    36. 36. Strategic Messaging Framework (Example for a Marketing Automation Vendor) What business are we in? Level 1: Corporate Positioning & Strategy Level 2: Market Segment Positioning Leader in Integrated Customer Experience MS # 1: Digital Marketing Mgmt Level 3: KDM Positioning MS #2: Web Content Management How does it all tie together? What products/solutions do we offer? How are they changing the approach? Who is engaged in the decision making process – at all levels, through all stages CMO/EVP/VP Marketing Outcome 1 Level 4: Outcome Messaging What do we „uniquely‟ offer Outcome 2 Outcome 3 Increase Inbound Traffic Build highconversion e-commerce platform Automate L2RM process © 2013 Forrester Research, Inc. Reproduction Prohibited What can we help them accomplish?
    37. 37. Artifact: Buyer Role Profile Marlena Ortega Chief Marketing Officer Role and Tenure Marlena has been CMO a global consumer products company for the last 18 months. She is a serial CMO and this is the fourth time she has held the position. Each transition has been voluntary as she’s moved to larger companies (and much higher compensation.) Marlena is responsible for facilitating growth, through the sales, distribution and marketing strategy. She reports to the CEO. Key Issues & Responsibilities  Creating Brand Image for CPG company while allowing individual brand freedom  Centralizing brand-specific customer care centers to a single center  Evaluating the transition to a single CRM system Personal Profile Marlena has been divorced for about 5 years, after a 15 year marriage. No children. She has a small group of close friends with whom she socializes regularly. She has one cat, named Clio and and contributes regularly to PETA and the ASPCA. She has a BA in British Literature from Haverford University and and MBA from Wharton. What Makes the Job Hard CMOs are faced with a diverse range of specialized disciplines in which they are required to be knowledgeable. This challenge is compounded by the fact that the day-to-day activities of these functions range from the highly analytical (e.g. – pricing and market research) to highly creative (advertising and promotions) The average tenure of a CMO is 28 months.  Maintaining a single customer experience across multiple channels  Optimize the mix of marketing, media and channel   Organizing marketing for adaptability Getting Marketing Analytics that go beyond marketing metrics to link to ROI © 2013 Forrester Research, Inc. Reproduction Prohibited What makes the job fun. Marlena likes the diversity. Jumping between creative and analytical. The power. In CPG, marketing is seen as a strategic enabler of growth. She used to work for a global technology firm and got no respect.
    38. 38. Buyer journey map Discover Something changed — need to understand problem. Transition trigger(s) We will commit to change. Explore Transition trigger(s) Seeking approaches to solve problem Identify possible solution provider. Evaluate Transition trigger(s) How well will Narrow each solution down the meet my options. needs? Shortlist Transition trigger(s) Purchase Which solutions are best? How should I choose? Make a decision. This is how I made my choice. These are my expectations. What was the motivation? What questions did you ask? What info were you looking for? What were you feeling? Where did you go for help? Who/what did you trust? © 2013 Forrester Research, Inc. Reproduction Prohibited 38
    39. 39. Eg. Content research for the Discover phase © 2013 Forrester Research, Inc. Reproduction Prohibited 39
    40. 40. What: content for the Discover phase Buyer activities Identify problems. Search for options. Potential content options Best practices of leaders Business or industry blogs Industry examples Business stories © 2013 Forrester Research, Inc. Reproduction Prohibited 40
    41. 41. Marketing content and sales conversations vary by solution complexity Portfolio of technology, services, and expertise Scope of offerings Single product line Describing the product portfolio Arguing for business transformation Listing the product functions Showing potential business improvement High intrinsic value Low knowledge transfer © 2013 Forrester Research, Inc. Reproduction Prohibited Knowledge transfer required Low intrinsic value High knowledge transfer 41
    42. 42. Marketing content mapped to solution complexity Product portfolio Portfolio of technology, services, and expertise Scope of offerings Single product line Business transformation Content about • Company brand values • Portfolio benefits and functionality • Product functions content for • High- and low-level tech buyers • Multiple content consumers Content about • Company brand values • Thought leadership on transformation • Case studies • Business improvement • Portfolio benefits and functionality content • Product functions for • Business and IT buyers • Many content consumers Product functions Content about • Business benefits and functionality for • Lower-level tech buyers • Few content consumers High intrinsic value Low knowledge transfer © 2013 Forrester Research, Inc. Reproduction Prohibited Business improvement Content about • Thought leadership on improvement • Technology impacts process and organization Business Improvement • Product functions content for • Business and IT buyers • Business and tech content buyers Knowledge transfer required Low intrinsic value High knowledge transfer 42
    43. 43. Thought leadership sits at the pinnacle of content marketing strategy Source: April 4, 2013, ―Nurture Thought Leadership To Nurture Your Brand‖ Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 43
    44. 44. Forrester‟s four-step IDEA framework I D E A Identify your target audience, their issues, and the sources of information they trust. Develop your thought leadership platform: the ideas and content that express the company’s positions. Engage your audience through a considered mix of digital, social, and traditional channels. Assess the impact on your business and revise or reinvest. Source: April 4, 2013, ―Nurture Thought Leadership To Nurture Your Brand‖ Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 44
    45. 45. True thought leadership embodies bold attributes Relevant Provocative Forward-looking Distinct Inspiring Actionable Results-driven Conversational Credible Independent © 2013 Forrester Research, Inc. Reproduction Prohibited • Deals with big issues your buyers face • Challenges conventional thinking • Anticipates what’s coming over the horizon • Different from what everyone else is saying • Energizes people about this way of thinking • Provides actionable advice on what clients can do now • Using the ideas can produce breakthrough results. • The tone encourages a dialogue and feedback. • Your company can help people get there. • Makes no reference to your products and services 45
    46. 46. Source: blogs.sap.com/innovation
    47. 47. Optimize Content and Conversation for 21st Century Sales Success Agenda Your Buyers Have Their Own System Align Your 21st Century Sales System Design Your Content Marketing Strategy Based Upon A Messaging Framework Enable Your Sales Channels Accordingly Recommendations © 2012 Forrester Research, Inc. Reproduction Prohibited 48
    48. 48. Content maps to solution complexity Portfolio of technology, ser vices, and expertise Scope of offerings Single product line Describing the product portfolio Content about • Company brand values • Portfolio benefits and functionality • Product functions content for • Procurers and managers • Multiple content consumers Content about • Company brand values • Thought leadership on transformation • Case studies • Business improvement • Portfolio benefits and functionality content • Product functions for • Business executives • Many content consumers Listing the product functions Content about • Business benefits and functionality for • Procurers • Few content consumers High intrinsic value Low knowledge transfer © 2013 Forrester Research, Inc. Reproduction Prohibited Arguing for business transformation Showing potential business improvement Content about • Thought leadership on improvement • Technology impacts process and organization • Product functions content for • Business managers and IT buyers • Business and tech content buyers Complexity of buying process Low intrinsic value High knowledge transfer 49
    49. 49. The content-conversation mix varies Product functions Conversation Product portfolio Conversation Business improvement Conversation Business transformation Conversation Content Content Content Content © 2013 Forrester Research, Inc. Reproduction Prohibited 50
    50. 50. Great content begats great conversation › At the very least, you need to ensure that sales know your content, so they can leverage it in their customer dialogue. › Sales account managers are now often in the role of ―content concierge‖ — pointing out useful content to their contacts proactively and inventing their own ―call-to-action.‖ © 2013 Forrester Research, Inc. Reproduction Prohibited 51
    51. 51. Help sales to help make your content successful › Sales can inform your content plans. • Sales can review your topics and even language for customer centricity. • Sales has ideas for thought leadership content. • Sales can provide contacts for deeper buyer research. › Create content about content. • Every content asset should be ―tagged‖: target audience, sales stage, intended next step. • Provide sales guides/battlecards around content programs. › Thought leadership: what thought? Who? Why? What? › Forrester Wave™ reprint: Where are we good/not so good — why, what do we say about it? © 2013 Forrester Research, Inc. Reproduction Prohibited 52
    52. 52. Not only your content › Listening platform output specific to entity/customer • What has he/she said in LinkedIn-Xing-FacebookTwitter recently (about us, their business issues, the outcome they seek, etc.)? • Have they said something about the competition? • Does customer have friends/contacts that are potentially useful (advocate for us)? © 2013 Forrester Research, Inc. Reproduction Prohibited 53
    53. 53. Leaders are linking content marketing to sales system › Content asset system knows which content is most successful. › Content asset system logs all content consumption into the CRM system — so sales can check before meeting the customer. › L2RM system informs sales about useful content to deploy for each sales-qualified lead (SQL). › Attribution analysis shows which content piece increases success probability. © 2013 Forrester Research, Inc. Reproduction Prohibited 54
    54. 54. Key takeaways Your buyers have changed, so you also have the opportunity to change.  Your buyers have different expectations and new communications channels.  Re-design your sales system: Message(s) – Messenger(s) – Audience(s).  Create compelling content; in Europe, the Middle East, and Africa (EMEA) that means local content for local buyers.  Re-align sales and marketing roles and responsibilities © 2012 Forrester Research, Inc. Reproduction Prohibited
    55. 55. Engage with Forrester through . . . ANALYST ADVISORY AND RESEARCH-BASED CONSULTING  One-on-one advisory sessions with Forrester analysts to leverage their research and expertise. Analyst engagement  One- or two-day intensive workshops in which analysts use research-based best practices to enhance your team’s skill set.  Research-based consulting engagements with analysts deliver the objective, actionoriented recommendations you need in a condensed timeline. Work closely with our analysts to apply their proven expertise to your big initiatives. 56
    56. 56. Thank you Peter O‟Neill +49 (0)69.959.29839 poneill@forrester.com Twitter: @poneillforr blogs.forrester.com/peter_oneill

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