The 2014 marketing planning guide provides a comprehensive overview of best practices for organizing and preparing marketing strategies for the upcoming year. It emphasizes the importance of focusing on critical areas such as budgeting, content strategy, and productivity while also highlighting new marketing skills essential for success. The guide encourages leveraging quiet periods during the holiday season to finalize projects and reconnect with professional contacts.

1. 2014 Marketing Planning Guide
It’s that time of year again!
No, we’re not talking about presents under the tree
or hot apple cider or snowball fights.
We’re talking marketing budget, new resource
planning, strategic marketing plans and more!
We realize both end-of-year business planning as
well as holiday preparations can both be stressful.
We can’t really help you with your shopping, but we
can offer a series of best practice guides and advice
on how to plan for and hit the ground running
on some focused, strategic sales and marketing
initiatives to start the New Year right.
Enjoy!
First Things First: How To Get
Organized And Strategically
Plan For The Year Ahead
2
Six Critical Marketing
Focus Areas To Ensure
2014 Success
2
Five Ways To Stay Focused,
Get More Done And Be More
Successful 2
Four “New Marketing” Skills
You’d Better Learn Quick
3
Five Stages Of Effective
Content Strategy
Implementation 4
Productivity Tips For
The End Of The Year
5
Ten Productive Ways To Work
In The Last Days Of The Year 5
Forecasting Your Pipeline
And Lead Management
Building And Managing
A Bigger Sales Pipeline
How To Organize And
Communicate With
Channel Partners
Lead Generation Modeling
Made Simple
Improve Sales Forecast
Accuracy With These
Seven Steps
7
7
8
9
9
Budgeting For Success
10
Six Marketing Focus Areas
You’ll Want To Budget
For In 2014
10
How To Write A Marketing
Budget Your CFO Will
Enthusiastically Support 11
Plan And Budget For
Data Hygiene In 2014
12
Six Places To Cut Budget
(Without Impacting Results) 14
Marketing Automation 15
Get Your Marketing
Automation Initiative
Back On Track For 2014
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2. F I RST T H ING S F IRST: H OW TO G E T O R GANIZ ED
A N D S T R AT E GIC AL LY PL AN FOR TH E YEAR AHEAD
Six Critical Marketing Focus Areas To Ensure 2014 Success
Success in 2014—which includes developing the plans
and resources required to execute—means simultaneously
assessing the impact of current-year efforts while precisely
projecting what you’ll need across the organization to
accelerate success in the New Year.
What skill sets do existing staff need to increase success in
the coming year?
We highly recommend that marketing organizations take
advantage of time in late Q3 and early Q4 to get ahead
of the 2014 budgeting and planning cycles—by both
reviewing and improving the efficacy of current efforts, plus
successfully planning, budgeting for and hitting the ground
running on greater objectives next year.
Where can it be improved—depth and breadth—and how
can that be most efficiently accomplished?
Think of it as a 2014 Readiness Review: part real-time
postmortem on the year to-date, plus a functional review of
what’s needed to hit 2014’s objectives.
Which specific tools, applications and integrations are
required both now and over the next several quarters?
To do this, dedicate time with your managers and key
marketing contributors and dig into the following:
Process
What systems are in place to support and automate
execution?
Which new processes can be introduced to improve
efficiency, consistency and results with minimal cost?
People
Database Health
How efficient is the current prospect database?
Technology
What is the optimal software stack for your marketing
organization?
Sales And Marketing Collaboration
What processes, rhythms and other collaborations need to
be in place to improve lead conversion and sales success?
What specific strategies and tactics can be adopted to
improve real-time results?
Content, Social And Search Strategy
What is the optimal mix and collaboration between content,
social and search specific to your customer and market
opportunity?
Which roles are required to execute on the strategy and
objectives moving forward?
Five Ways To Stay Focused, Get More Done And Be More Successful
I recently asked several business and executive coaches what
they do for their clients. I wanted to know more about their
process, their approach, and generally how they create value
for the people and organizations they engage.
Although each had a slightly different take, it all boiled
down to one thing—focus. Each successful coach produced
results for their clients by helping them get the most out of
themselves and their teams, in every case by focusing time,
talents, resources and values. What I heard generally fell into
five distinct areas of focus:
1. Focus On What’s Important
It’s easy to feel successful in a day that’s busy. Filled with
putting out fires. Getting things done. But often, we don’t
get the right things done. By stepping back and focusing on
what’s most important (not necessarily what’s in front of us,
or what’s easiest, or what’s screaming the loudest), we make
far better forward progress (and often in less time).
2. Focus On What You’re Good At
Know your strengths, and lean into them. Compare that
to what your organization needs, and ensure that others
are doing everything else for you. Yes, there’s a cost to
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3. delegating, but the results will far outweigh the investment
when you have more time for your strengths, and others are
accelerating your cause by leveraging theirs.
your values? Getting back to the basics of your business
can oftentimes be the simplest and most effective way to
accelerate growth and productivity again.
3. Focus On Fewer Things
5. Focus On What You Want
Most of us take on far too much. Even if those are all things
that are both important and speak to our strengths, there’s
not enough time in the day to get it all done. Make the
hard trade-offs for what’s going to drive the most value, and
make the hard decisions to put other projects on the back
burner.
It’s amazing to me how many people let the day and its
myriad influences direct not just day-to-day, but larger
directional decisions that affect personal and professional
success. When’s the last time you took 30 minutes to reflect
on what’s most important to you? What will make you
happiest and fulfilled? How do you map those priorities
back to your life and your business?
4. Focus On The Basics
What’s most important to your business? What’s
fundamental? What got you where you are now? What are
Four “New Marketing” Skills You’d Better Learn Quick
Of course, achieving one or many of these areas of focus
is far easier said than done. If you have the discipline to
address and stick to these on your own, you’re in the
minority. For the rest of us, finding a coach (or even just
a mentor) to keep us accountable and help unlock the
full potential of our focus can reap significant dividends
personally and professionally.
Marketing today, especially for B2B, has changed
significantly. And whether you’ve been out of it for awhile,
or want to make sure your skill set keeps up with what’s
required for success now and moving forward, here are four
skills I recommend you learn quickly.
1. Funnel Math And Revenue Perfromance
Management
The mindset you want, even as a marketer, is that your job
depends on finding and closing business. It’s not enough to
manage the trade show, send the direct mail, or even flood
more leads to the sales team. You need to understand the
economics of the full sales funnel—how many opportunities
are required to generate a closed sale, and how many leads
are required to find a qualified, short-term opportunity (for
starters).
Next, knowing that today’s sales process is completely nonlinear, you need to understand the fundamentals of lead
nurturing and two-way lead and opportunity movement,
including the metrics behind these dynamics for your
unique market and industry.
Here’s a relatively simple mathematical model for
understanding the lead-opportunity-sale math for your
company. And for revenue performance management, I
recommend reading up on best practices from Marketo,
Eloqua, Hubspot and others whose business focuses on
revenue-centric marketing.
2. Social Lead Generation And
Buying Signal Mining
If you’re worried about followers and likes, you’re doing it
wrong. Focus instead on engagement, conversations, and
driving an active, two-way discussion about the issues, needs
and pain points your target customers care about most. But
that’s just the tip of the iceberg.
Your prospects are sharing their needs and buying signals
on the social web every day. Your responsibility is to listen,
look proactively for mentions of those keywords and buying
signals, and become an information concierge to drive topof-pipeline lead generation for your organization.
Technology and process drives value here, not media
buying and budget. The social web is the greatest source of
ongoing free leads ever seen. Are you taking advantage?
Here’s a best practice guide on social sales best practices, as
well as a full (and free) resource on successful social selling.
3. SEO And Inbound Marketing Fundamentals
The rules change (literally) daily, but it’s important to
understand the fundamentals of what drives natural traffic,
and how to create content that drives perpetual inbound
interest for your products and services. If you understand
(and read) nothing else, understand that the most important
drivers of successful SEO and inbound marketing are 1)
great content, and 2) inbound links that demonstrate others
are validating your great content.
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4. It’s worth reading content from Hubspot, SEOMoz,
Content Marketing Institute and others who keep up on the
daily changes of the technical aspects of SEO, but educate
and enable “the rest of us” on how to cut through the
clutter and drive value, traffic and conversions.
This isn’t about buying a marketing automation system. It’s
about having a strategy that addresses how your customers
buy, and enabling processes and tactics throughout your
organization that address and empower your prospects
where they are.
4. Lead Management/Nurture
Workflow Development
No matter how tightly you manage your sales process,
your prospects will decide (independent of you) when
they’re ready to buy. So your lead management and nurture
strategy had better reflect that.
Even if you aren’t using a marketing automation solution,
your marketing strategy should reflect the reality that the
majority of your prospects don’t convert (or move forward)
right away, and that most of them need “nurturing” in
advance of being ready to buy.
This isn’t to say that the “old” marketing focus areas and
strategies aren’t relevant or don’t work. Because many are
and do. But if you don’t have a working knowledge of
the above four disciplines, it’ll be difficult to be a working
marketer moving forward.
Five Stages Of Effective Content Strategy Implementations
This installment outlines five key structural stages of
effective content marketing implementation. Like most
marketing programs, the vast majority of your time will be
spent in execution mode. But without proper planning,
your execution has far less of a chance of having the effect
you desire. What’s more, ensuring that your plan covers
each of the key elements or stages of the program is essential
to maximizing success.
and conversion? Think through these and other structural
questions before beginning to execute or even outline the
key points to be made. Different formats and structures lend
themselves to different angles and approaches to content.
The better you’re able to match your objective and audience
to the right format, the more productive the final product
will be in delivering your desired outcome.
1. Objective
With the first two steps above in place, you’re ready
to execute. Set a clear production schedule with stages
of review for key parties. Depending on the nature of
the content program and product, consider including
a customer review of the content before it’s finished as
well, to make sure it resonates and “works” not just with
internal reviewers but a potential peer of your intended end
audience. Just as in product development, it’s easy to make
adjustments, cut corners or otherwise change the original
plan to get a final product out the door. But as you execute,
ensure that you aren’t compromising the objectives and
original needs of the content and program overall.
Seems basic and obvious, but the nuances of your specific
objective or need for a particular piece of content (or
content program) may change how you execute. For
example, is your content intended to drive awareness and
discovery, or something more specific and deeper within the
sales process? Knowing what you need the content to do
(i.e. what you want the audience to think and act on after
consuming your content) will drive clarity and precision
through the rest of your program execution. Defining your
objective up front will also ensure all internal constituents
(especially between sales and marketing) are on the same
page and agree on what you’re trying to accomplish.
2. Asset Architecture
Once you have the objective established (which also
inherently directs who you are targeting and with what
purpose), you can effectively choose the format and
structure of the content itself. For example, what media
should you use? If written, is it a blog post, a white paper,
a transcript of a previous event, or something else? How
and where should it be published and accessible? Will you
require registration? How long will it be, and what will
you request of (or offer) the recipient after consuming
the content? How will you measure consumption, impact
3. Execution
4. Measurement
Because you included measurement in your inventory of
asset architecture requirements, you won’t be scrambling
during or after execution to figure out if your plan worked.
With measurement structures in place, start reviewing the
immediate and long-term impact of the content program.
Does the output or result match your expectations and
objectives? If you started with a limited test, have you seen
enough to expand deeper into the market, to more of your
opt-in list, or across the rest of your customer base?
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5. 5. Continuous Improvement
As you measure consumption and impact trends, look for
ways to make your results even better. What are consumers
of your content telling you explicitly and implicitly about its
value? What feedback are you getting about how to make it
more impactful? What have you learned from this particular
content program that can impact previously-launched
programs, but also make future programs more successful
right out of the gate? Plenty of content programs get
launched and quickly forgotten about. And if they continue
to drive inbound traffic and/or leads, that may be OK. But
there are often best practices discovered in later programs
that could be applied to previous, now-passive programs to
make them perform even better for you in the background.
Productivity Tips For The End Of The Year
Planning Your Holiday Vacation
4. Have An Escalation Path (Just In Case)
With the holiday season, you may be wanting to take time
off. You may want to truly go dark, no email, phone calls,
or meetings. To do that successfully takes planning, as does
doing the same for a great vacation or even a long weekend.
If something truly does catch on fire (which can happen),
make sure your staff (or at least an assistant or trusted
number two) can still get ahold of you if necessary. Again,
last resort, but important.
If you want to truly disappear, here are a few steps I recommend.
5. Keep Capturing Notes And Ideas
1. Clear Your Schedule
Even though you’re intentionally adding distance between
yourself and active work, you’ll still have ideas. Better to
capture those on paper, in Evernote or somewhere else you
can save them for processing and/or execution later.
Cancel as much as you can, and move the rest. Don’t leave
yourself with any scheduled reasons to re-engage. It’s a
slippery slope.
2. Make It Clear To Colleagues And Clients
Don’t tell people you’ll check in every once in awhile. Let
people know you’ll really be gone. Make it clear who they
can contact while you’re gone.
3. Create A Really Good And Clear Out-Of-Office
Auto-Reply For Your Email
Again, be clear that you’re not going to respond anytime
soon, and give contact information for others that can
take care of them in the meantime. If you must, leave a
cell phone number for emergencies but make it clear that
something had better be on fire.
6. Have A Re-Entry Plan
(And Give Yourself Time And Patience To Adjust Back)
Before you leave, set up your first day back. Leave plenty
of time open to catch up on email, re-orient yourself to
active work, and re-connect with your closest colleagues
to get caught up on what’s most important. I recommend
blocking an entire day to do this.
Relatively simple list, but rarely executed well. You may
not need every step for a three-day weekend, but a couple
can still give you the time away you need to come back
refreshed and productive.
Ten Ways To Be Productive In The Last Days Of The Year
It only happens once a year, that magical week between
Christmas and New Year. And for those who continue
working in between holidays, it’s definitely slower. More
colleagues, customers and partners are out of the office,
more recurring meetings are cancelled, and we consequently
have more lightly-scheduled days than normal.
How you use that time is completely up to you. It would be
easy to reactively handle email, take a long lunch, and linger
too long in your RSS reader. But we both know, if you’ve
chosen to stay in the office this week, there are better things
to do.
Here are at least ten things you can do in the quieter
days leading up to New Year’s Day to help you accelerate
through the curve and come back January 2nd ready to take
on the world.
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6. 1. Finish A Big Project
6. Networking
Something (or several things) on your plate have been
sitting there for longer than expected. You haven’t had time
to get them done, or haven’t taken the time to break that
project down to the individual steps it will take to get it off
your desk. Now’s the time to do just that. Pick a project (or
two, no more than that), and set an aggressive goal to get it
done in the next couple days. Shut your door, turn off email,
and focus. If you pick the right project, you’ll be far better off
with this done and producing results for you next week.
Who are the people and organizations you’ve lost touch
with over the past year? Make a list, and focus time this
week to get back in touch. You don’t need a reason—just a
quick “reflecting on the past year and thought of you” kind
of message will work great. If your contact is out this week,
they’ll still appreciate seeing your email or voicemail when
they return. And if they are in this week, you might just get
a faster response and reconnection.
2. Plan A Big Project
Every one of us has a list of projects that sound great, but
have no next steps attached to them. They’re typically
complex projects that just need a little planning, need
some immediate next steps and deadlines. Even the most
complex projects have a very simple next step to get them
rolling. Figure out what those next steps are for you—today,
tomorrow and next week even. Get the ball rolling this week
and you’re far more likely to get the whole project done
faster.
3. Get Organized
This is a great time to finally implement a more successful
organizational or productivity system for yourself. Especially
if you’re decided you like the approach of Getting Things
Done, for example, but haven’t yet had time to implement
it, block the next couple days and make it happen. This may
feel like “preparing to work” vs. getting actual work done,
but I guarantee the rest of your week (and your New Year)
will be far more productive if you invest the time to do this
now.
4. Clean
Stacks on your desk, random magazines on your bookshelves,
clutter that distracts you from what needs to get done. You
just hope there’s nothing in the middle of that stack that
needed to be completed last week. Take the time this week to
clean it all up, get it organized, and extra credit for creating
and/or implementing an organizational system or strategy
that keeps this clutter from happening again.
5. Improve Your Work Environment
Is your workspace set up in the most effective way?
Should your desk face a different direction, do you need
a whiteboard on the wall, a printer within arm’s reach, a
headset for your phone? This is a great time to consider how
you might more effectively work, and ensure you have the
set-up and tools to do it. This includes software, Web tools,
subscriptions, whatever you need.
7. Inbox Zero
Even if you don’t implement a proactive email inbox
management strategy right away, work this week to
declutter the one informational interface you likely use
more often than others throughout the day and workweek.
Take the time to sort, file or respond to as many relevant
emails as possible. Delete the rest. Don’t be afraid to declare
“email bankruptcy” and start from scratch, especially for
that backlog of email newsletters you’ve been meaning to
get to (but, let’s face it, you just won’t as they keep piling
up).
8. Spend An Afternoon (Or Day)
Alone With your Thoughts
Give yourself the gift of your own mini-retreat. Take with
you a handful of things you’ve been meaning to brainstorm
or think about. It could be your professional goals for the
new year, it could be a new project or opportunity that
simply needs your creative thinking to get started. Find a
quiet coffee shop (without wifi) where you can ensconce
yourself and just think for awhile.
9. Dream
Where do you really want to go? What would you really
rather be doing not just this time next year, but in 3–5
years? If you never have time to think that far ahead, this is
your time. This could be related to a product or brand you
help manage, it could be related to the business you own or
run, or it could be related to your career or personal life.
Think big, think beyond what you can comprehend or plan
for immediately. Worry about implementation and next
steps later, but document your ideas and thought process so
you can sort, prioritize and consider what happens next.
10. Recharge
Focus too much of the next few days on the list above
and you’ll likely get back to the office on January 2nd
without the energy you’ll need to face the onrush of
work, opportunities, fire drills and other distractions that
will inevitably come. Take an afternoon and take in two
matinee movies. Stay home and catch up on whatever’s
on your DVR. Take that long lunch. Just do these things
intentionally, and be ready for the big year ahead.
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7. F O RE C AS T IN G YOU R PIPEL IN E AN D LEAD MANAGEM ENT
Building And Managing A Bigger Sales Pipeline
Why Do You Need A Pipeline In The First Place?
Most leads aren’t sales-ready: Whether you’re sending out
campaigns or fielding inbound calls, as little as 15 percent
of your leads are going to be both qualified and sales-ready.
The majority of your leads may be qualified, but they’re
not ready to be worked into an active buying cycle. You
need a pipeline that can triage and communicate with these
prospects accordingly.
You Can’t Focus On Everything
You simply cannot keep everything in your head.
Notebooks and post-its on your computer monitor aren’t
going to help either. You need a system to manage lead
volume, status, next steps, reminders, etc. for you. Your
time, right now, is best spent on the best prospects, ready to
take the next step. Let your pipeline manage the rest of the
work for you.
The Right Message At The Right Time
With every stage of the buying process, your prospects will
want (and accept) different things from you. This includes
type of information, frequency of contact, and channel(s)
used to communicate. By using a pipeline with defined
stages, most of this thinking is already done for you. You
simply execute.
Maximum Sales, Minimum Work
An effective sales pipeline strategy will help you get the
maximum sales and conversion from your prospects, while
doing as little work as possible. It’s not about being lazy or
taking shortcuts, it’s about working smarter and respecting
your buyers. And it works.
It’s A Pipeline, But Your Prospects
Shouldn’t Know That
The last thing you want to do is make your prospects feel
like they’re in some kind of sales funnel. Don’t treat them
like a number, and don’t force them to go faster than
they’re willing or ready to go. An effective sales pipeline will
nurture prospects on their time with occasional offers to
let them self-select into a more active communication and
buying cycle
DO NOT SELL
Seriously, especially in the early stages when prospects
aren’t ready to buy. Instead—add value, educate, connect
and empower. Become a trusted adviser for your prospects,
someone they can trust, someone they know won’t sell
them something they don’t need, or that won’t benefit
them. The more you build value, the more your prospects
will look forward to hearing from you.
Automate As Much As You Can
This means reminders for next steps, the next steps
themselves (based on activity triggers), content templates you
can quickly customize for individual prospects, etc. Custom
communication is important, but if you understand your
customer base, there’s plenty to templatize and automate to
save you significant time and hassle as you execute.
Differentiate From Competitors
As you build value and communicate with prospects all
along the sales pipeline, also build differentiation and
preference for you and your products/services. Don’t slam
competitors, and in most cases don’t even address them
directly. But make it clear how you’re special, how you’re
different. Differentiation and preference will lead to action
and decision in your favor.
Key Strategies For Effective Pipeline Execution
Use a lead management system: At minimum, make sure
you have a CRM system that integrates contacts, accounts
and sales opportunities in one place. Salesforce.com
does a great job of this, but may be too much for small
businesses. For smaller or early-stage organizations, I’d also
recommend PipelineDeals or Highrise.
You Clearly Define Lead And Opportunity Stages
Define not only the stages your prospects go through (from
the very beginning, nurture stages through to the sale),
but also define your communication strategy at each stag—
what do they get, how often, in what format, etc. Defining
this up front will make decisions and actions both faster and
more successful as you execute (especially if you have a team
where common definitions are critical).
Focus On Great Content
Be remarkable. Be educational. Make yourself requiredreading for your prospects. Teach them how to do their
jobs better, how to live their lives better. Great content,
especially in today’s information-overload world, can be a
powerful differentiator and attractor of new business to you.
You Make It Easy For Prospects To Move Forward
Give your prospects ample chances to “raise their hand” to
move forward more actively into the buying stages. Create
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8. offers that inherently mean they’re interested in moving
forward—price estimator tools, free trials, buying guides,
etc. Integrate these offers into your other content, putting
the prospect in control of taking the next step. If you’re
done your work up front—building value, differentiation,
and preference—they’ll come to you to buy far more often.
How To Organize And Communicate With Channel Partners
Every business has partners, including a large number that
are either current or prospective channels of new business.
But not every partner is created equal.
3. Minimal production and/or minimally successful lead
conversion
Some are extremely important to your business, others
aren’t as much but are nonetheless proactive referral
sources.
The combination of both scores then dictates the depth
and frequency with which you might want to communicate
with that partner. And these activities can be grouped
together with partners that garner the same score.
And there are multiple shades of grey in between.
4. Dark
Most businesses we work with struggle to organize those
partners in the first place, let alone
Partner Ranking and Campaign Matrix
determine and operationalize
campaigns to keep those partners
active and productive.
1. Proactive
Importance (Quality Of
Network/Introductions)
1. Elite channel to target prospects
2. Good/average channel to target
prospects
3. Occasional match with target
prospects
4. Minimal match with target
prospects
Productivity (Quantity/
Regularity
Of Network/Introductions)
1. Proactive, proven regular
communication and introductions
2. Reactive, responds when asked,
handful of introductions
4. Dark
Quarterly call
Gist
Twitter
1. Elite
Importance
To help (or at least to start), consider
the partner matrix highlighted
below. It allows you to effectively
“score” current and prospective
partners along two primary factors:
Importance and Productivity. I use a
four-point scale for each factor, with
the following general definitions:
Productivity
2. Reactive
3. Minimal
Monthly meeting/call Bi-monthly call
Gist
Gist
Twitter
Twitter
Monthly meetings
Joint pipeline
Gist
Twitter
Monthly calls
Gist
Twitter
Quarterly call
Gist
Quarterly call
2. Good
Bi-monthly meetings
Joint pipeline
Gist
Twitter
Quarterly meetings
Gist
Quarterly call
Email only
Email only
Email only
Email only
Email only
Email only
3. Occasional
4. Minimal
All partners get periodic curated content email
All partners eligible for one-off, contextual emails
Manage Twitter & Linkedin updates via HootSuite
Daily "New & Notable" emails from Gist
Legend
Importance (quality of network/introductions)
1. Elite channel to target prospects
2. Good/average channel to target prospects
3. Occasional match with target prospects
4. Minimal match with target prospects
Productivity (quantity/regularity of network/introductions)
1. Proactive, proven regular communication and introductions
2. Reactive, responds when asked, handful of introductions
3. Minimal production and/or minimally successful lead conversion
4. Dark
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9. How you decide to execute and act with each partner type
in the matrix is up to you, and likely dependent on your
business, industry and how you like to operate. But I bet
scoring and organizing your partners in the first place will
be a big first step, and likely help drive natural direction on
what to do next.
Lead Generation Modeling Made Simple
Too many marketers don’t model how many leads they
actually need to hit their organization’s sales goal. Those
who do model often overdo it.
• How many leads you need
But you’ve got to do the math. Most of the time it boils
down to answering just two questions:
• How much those sales will cost via a paid lead generation
campaign
• How many sales will result (and with what bookings
output)
• How many opportunities are required to get a sale?
• How many leads do you need to create a new
opportunity?
Let’s leave out sales cycle length for now, to keep things
simple. Let’s just look at leads-to-opportunities-to-sales.
And with that model, if the inputs are isolated and the
lead/opportunity/sales figures are calculated with simple
formulas, you can make adjustments to the inputs to see
what the sales and/or revenue impact would be if you:
• Generated more leads
To build the model, you need a handful of inputs:
• Increased the average sales price
• Average sales price of a closed deal
• Increased the percent of leads you can close
• Percent of leads that turn into a new sales opportunity
• Increased the percent of opportunities you can close
• Percent of new sales opportunities that convert into a sale
Start simple, but build this model and share it with your
team. Discuss it with sales management. Get on the same
page, and execute with more confidence that what you’re
doing is leading directly to sales success.
• Average cost per lead
If you don’t know these figures explicitly, come up with
a reasonable but somewhat conservative guess. With this
input, you can build a model telling you:
Improve Sales Forecast Accuracy With These Seven Steps
A consistent weak point across sales organizations is their
sales forecast.
Yes, it’s difficult to predict which sales will close. But your
forecast drives numerous decisions across the organization.
And when forecasts are wrong, the implications go well
beyond commission checks.
To improve the quality and accuracy of your sales forecasts,
starting immediately, I recommend the following seven steps.
1. Use Consistent Definitions
If your entire sales team is working from a consistent set
of definitions (i.e. what is a good lead, what is a qualified
opportunity, etc.), then it’s easier to trust the data you have.
If you look historically at your conversion rates—overall,
by industry, by geography, by rep—it’s easier to predict
conversion rates and new sales from a future pipeline of
opportunities. The entire sales and marketing team needs to
understand these definitions, and sales management needs
to enforce their usage on a regular basis.
2. Know Your Sales Cycle Length
If you get a good lead today, when will it likely close?
This week? This quarter? This year? Many inaccurate
sales forecasts get this one piece of data wrong, meaning
your conversion rates are accurate but don’t take place
in the window of time you assumed. You eventually get
the revenue, but not at the time your organization was
9

10. expecting it. By building in a typical (or even conservative)
sales cycle length into your model, you’re making it easier
to map expected sales to the week, month, quarter or year
in which they’re likely to land.
3. Read Market Changes
(And Their Impact On Closing Behavior)
The model you build last year might not work this year.
If market conditions are weak, sales cycle length may have
spread out. If budgets are tighter, an earlier decision maker
may need permission from the CFO to take action now.
These changes can wreak havoc on your sales forecast if
you don’t anticipate, identify and adjust both behavior and
expectations as a result.
4. Require A “Compelling Event”
To Become An Opportunity
It’s the right contact at the right company in an ideal
market. They can surely benefit from your product
or service. But do they want it? Is it a priority? Is
there something internally that is driving urgency and
prioritization of what you’re selling? Requiring a defined
“compelling event” for new opportunities may reduce the
volume of opportunities created, but it also increases the
likelihood that those deals will close, which in turn makes
your forecast far more accurate.
5. Conduct Regular Deal Reviews
Sit down with your sales reps and walk through their
pipelines. Not just names and numbers, but context. Ask for
the back story, why they’re qualified, what the compelling
event internally is that’s driving action. This isn’t about
not trusting your reps. It’s about establishing a culture of
accountability, learning and collaboration.
Make these deal reviews about helping your reps brainstorm
new ways of accelerating deals, establishing greater urgency
with latent opportunities, and creating greater income
opportunities for them personally. In the process, you’ll
have a more intimate idea of the quality and accuracy of the
pipeline.
6. Make Updating The Forecast Fast,
Easy And Mandatory For Your Reps
Opportunities change after they’ve entered the pipeline.
Close dates move out. Or up. Deals that were on a fast
track suddenly slow down, and perhaps should be moved
back to an earlier stage. Most reps don’t want to make these
changes to opportunities in their CRM system, as that may
imply weakness in their own pipelines and selling skills.
Instead, make it easy and mandatory to make these changes
in real-time. Make it clear to the sales organization that
these changes will help management improve selling
conditions, and address real-time changes with the resources
needed to close more business.
7. Reward Accuracy And Honesty
Very few sales organizations reward pipeline performance
and behavior. They compensate based on closed business,
but not based on how close reps come to their forecasts.
Create incentives for your reps to accurately forecast their
expected sales. Foster an environment where honest changes
to forecasts, even if the news isn’t good, is encouraged and
rewarded.
Would you really reward a rep for reducing their sales
forecast? Absolutely. Imagine the alternative, that they led
you to believe their output would be much higher when
they knew they couldn’t deliver.
B U D GE T IN G F OR SU CCESS
Six Marketing Focus Areas You’ll Want To Budget For In 2014
Last week we covered a handful of marketing budget line
items that you might consider cutting without a significant
impact to your performance and results. But if you aren’t
simultaneously looking for the means to improve your
results through new efforts, channels and strategies, you
might be caught flat-footed when what used to work starts
to decline, and you’re playing catch up without the money
to fund it.
From what we’re seeing deliver solid ROI for leading B2B
marketing organizations today, as well as the focus areas
we believe will continue to deliver high-leverage results in
2014, here are six strategies we recommend you consider
for investment in your new budget:
1. Advocate Marketing Platform And Resources
Think about the various constituent groups that could
be more proactively delivering your message, offers and
expanded word of mouth for your brand, products and
services. Your most loyal, passionate customers just need the
right nudges to help you spread the word. I’d encourage
you to check out what Influitive is doing to create Advocate
Hubs that are accelerating the mobilization of their happy
customers, partners, employees and more.
10

11. 2. Content Strategy
Content (and the tools/technology that organize and
distribute it) has already become the most important
asset marketers will work with in 2014 (more important
than media). If you don’t have a content strategy, and the
resources to execute it, you’ll spend way too much money
replicating its replacement value to drive qualified leads to
your sales team. Think carefully about the content you need
in 2014, and budget the resources to create and capitalize
on it.
3. Marketing Automation Support
Too many companies buy their marketing automation
platform and assume that’s enough. World-class lead
management programs require four components to succeed:
1) strategy, 2) platform, 3) people and 4) content. Those
last two are sorely underfunded, and are the primary reasons
why many marketing automation efforts are less than
successful. Think carefully about the people and content
resources you need to fulfill the full ROI and pipeline
growth potential of your marketing automation platform.
4. Influencer Engagement
The funding you need here may very well be just a
single person or a percentage of someone on your PR or
marcomm team. But it’s on this list because, if you don’t
dedicate the resources for it, you’ll never get the work
done. Most companies engage the press and analysts, but
few go the extra mile to engage the bloggers, Twitter users
and other “social” influencers that, together, may have
even greater reach and sway over your target market. These
individuals are often easier to engage and build relationship
with as well vs. crusty reporters who get pitched all the time.
5. Sales Enablement Tools
Forward-thinking sales reps are already doing this for
themselves. They’re using tools such as OFunnel, Newsle
and others to filter the noise and find for themselves buying
signals from their existing networks. They’re using ToutApp
to get real-time alerts when prospects engage with their
follow-up emails. But marketing groups are increasingly
playing a proactive role in providing a set of sales
enablement tools that help their sales counterparts increase
productivity, efficiency and output.
6. Social Lead Generation
The budget required here is almost exclusively for
technology, but the output is pure lead generation. With
social, the media is free. But it’s like the best library of
buying signals in the world with all the books on the floor.
Tools such as Socedo, SocialBro, LinkedIn Sales Navigator,
GaggleAMP and Papershare can help you mine the social
web for qualified leads at a fraction of the cost of other paid
media. At minimum, budget for a series of tests of these
and other platforms in early 2014 to validate their leadproducing potential.
How To Write A Marketing Budget Your CFO Will Enthusiastically Support
Ah, the fall. Changing weather and leaves. College football.
Baseball’s postseason. And annual budget time!
If you’re on a calendar fiscal year, you know what I’m
talking about (and probably wince every time you hear that
word). For many companies, annual budgeting is a painful
process of back-and-forths, arguments about priorities and
endless spreadsheet revisions
I can’t promise these ideas will make all of that go away, but
if you want a less painful process this year, my best piece of
advice is to build a budget that your CFO will understand
and agree with from the get-go.
Here are seven specific best practices to get there.
1. Ask For Organizational Goals Up Front
I can’t tell you how many times I see marketing leaders
develop a plan and budget without any context for the
business or division’s overall goals. What are your revenue
targets next year? How about net-new sales, margin,
customer retention and other key business metrics? How
can you write a marketing plan and budget without
knowing what everything is building towards?
This step alone will help you align your priorities with those
of your CFO and others.
2. Get Sales Buy-In First
Before taking your plan and budget to the CFO, run it by
your sales counterparts. Make sure they understand how
vital your plan is to helping them hit their number next year
as well.
If you can go back to the CFO together, saying jointly
that these efforts are required to hit and exceed sales goals,
you’re in far better shape to justify and keep what you’re
asking for.
11

12. 3. Cut Unsuccessful Line Items From Last Year
(And Explain Why)
If you keep everything from last year by default, it’s far
too easy to assume that you’re just doing a “land grab” for
more money. Even if you had a great year, I’m sure there
were initiatives that didn’t pass muster or deliver the results
you had hoped.
As a way of making your plan both more efficient and
credible, cut any items that were unsuccessful, highlight
that in your plan and clarify why. This will also serve to
demonstrate the rationale you likely used to justify any
additions to the plan for the coming year.
4. Organize By Business Objective
(Instead Of Marketing Function)
Most marketing budgets are organized in a way that lacks
clarity for the CFO. It may be easier for you and your team
to manage input and areas by sorting them by your org
chart or primary functions, but it’s far easier for the CFO
and other members of the management team to justify your
budget if its organized by business objective.
This won’t work for everything, but at minimum you
should be able to sort certain initiatives by sales, customer
retention, etc.
5. Project Results Wherever Possible
(Revenue, Not Just Spend)
Most marketing budgets focus entirely on costs. And even
if you couch everything in terms of the overall business
objectives they support, it’s far better to project precisely
what results you expect from any new budget requests.
Better yet, create a mini ROI calculator inside your budget
so that any negative impact of cuts are clear.
6. Make Future Expenditures Contingent On
Early Success
It’s tempting to ask for everything up front. But in today’s
fast moving markets, it’s also difficult to accurately predict
what you’ll really need in the second half of next year.
Rather than propose a firm budget for the full calendar
year, identify certain line items that are contingency on early
success. This can be defined as success in early marketing
objectives or success in overall business performance. But
either way, this makes your “core” budget request more
manageable and demonstrates that the bigger number
won’t come into play unless it’s justified by performance.
7. Tie Staff Bonuses To Sales Performance,
Not Marketing Tactic Completion
I’m not talking about commissions. Most marketing teams
have bonuses built into their budgets already. But in most
cases, they get paid if the marketing objectives or tasks
are completed no matter how sales performs. This year,
consider tying marketing bonuses to broader company
performance.
At minimum, tie your demand generation team’s bonus to
sales opportunity growth and/or closed business. Tie the
retention team’s bonus to churn reduction or growth of
lifetime value.
Plan And Budget For Data Hygiene In 2014
Data management and data hygiene are probably the
most overlooked components to a successful marketing
automation initiative, right after content.
I recently learned of a large enterprise with marketing
automation that was blacklisted by ISPs. The blacklist status
effectively shuts down all outbound marketing efforts right
as they are heading into Q4. This happened because of poor
data management and data hygiene. It can happen to any
organization with marketing automation. When it happens,
heads roll because it impacts customer engagement and
revenue. The audit process for getting off ISP blacklists isn’t
easy. Can you imagine being responsible and for this with
your organization?
Building a plan with a budget can prevent these nightmare
situations.
Here Are Eye-Opening Stats
On B2B Data Quality
According to Sirius Decisions:
• 25 percent of the average B2B database is inaccurate
• 60 percent of companies surveyed had an overall data
health scale of “unreliable”
• 80 percent of companies have “risky” phone contact records
• NetProspex reports in their 2013 State of Marketing Data
• 64 percent of companies surveyed have “unreliable” data
and 34 percent have “questionable” data
• 61 percent of companies surveyed said 35 percent of their
records were “incomplete”
How do CMOs and Demand Generation Directors avoid
getting their companies blacklisted? How do Modern
Marketers ensure over 90 percent email deliverability month
12

13. after month? How do companies maintain CAN-SPAM
Act compliance? What sources of data are used to build,
maintain, and append the database? How do marketing
automation teams keep out the spam traps and keep the
good contact records up to date? These are mission-critical
questions that need a plan. Operating without a plan puts
marketing operations, reputation, and revenue at risk!
Here Are Steps To Consider As The Starting
Point For Effective Management
Establish A Data Management Strategy
Do you have a data strategy? Chances are you don’t. Build
the strategy and business case that a budget will support.
A marketing automation platform needs regular health
checks and ongoing maintenance. Define the standards for
complete records and manage how the database grows and
where records come from. Define the minimum standards
for deliverability rates. Establish requirements for data
providers.
Marketing Automation and CRM platforms need regular
updates, health checks, de-dupes, and data appends. A
database will have a natural decay of contact data because
people change jobs, companies go out of business, and
mergers happen. All of these events directly impact the
effectiveness of a database. Keeping the database healthy is
strategic to maintaining a strong revenue pipeline.
Check Your Database For A Baseline Of Health
Get a database health scan before implementing the strategy
or randomly buying tools or hiring consultants. A good
health check should identify spam traps and determine
record completeness at a minimum. Don’t forget to check
phone records as well. Find a reputable organization like
Unlock The Inbox, Reachforce or NetProspex to conduct a
health scan for a baseline assessment.
Budget For Data Hygiene in 2014
Imagine the situation where in July 2014 your email
deliverability tanks to 80 percent and pipeline opportunities
decline. Not fun, right? Data hygiene is an investment
that builds marketing automation effectiveness and drives
revenue! Investments are typically needed to for tools and
services regularly clean out spam traps, update and append
data records, and perform detailed de-duplication.
CRM and marketing automation platforms have some basic
tools for de-duplication and there are often free utilities or
connectors that can serve as temporary solutions. Finding
service providers and platforms that can enhance the free
tools are a prudent step, especially when starting a clean-up
process.
Maintain Regular Maintenance And Updates
A database is like a car. Regular maintenance keeps the
machine running smoothly and efficiently with the best
performance. Here are just some of the items to monitor
and manage:
Deliverability—anything below 90 percent is a red flag.
Why are messages not delivered?
Opportunity pipeline growth—Are conversions and
opportunities decreasing? Many factors go into this but
even the best content and campaigns will fall flat without a
healthy database.
Reputable data sources and partners—We all get the spam
emails from the offshore list brokers that offer segmented
B2B contacts for pennies on the dollar. Don’t. Do. It.
Chances are cheap lists are loaded with questionable
contacts scraped from websites by offshore sweatshops.
Monitor the soft email bounces—are they increasing over
time? Why are soft bounces happening?
Monitor sender scores using services like ReturnPath.
This is especially critical for marketing organizations using
dedicated IP addresses for outbound marketing. The higher
a sender score, the better the reputation which helps ISP’s
monitor and allow emails from trusted sources.
Prevent duplicate records—Use de-duplication platforms
like RingLead whenever importing new data, or when
performing regular updates. This keeps records clean and
can merge duplicate records in the CRM or marketing
automation platform.
Append and update records—Keep records up to date with
a data provider to ensure the proper taxonomy, addresses,
phone numbers, email addresses, and syntax are correct.
Segment old records—Don’t delete old or outdated records
completely. Place old records in a quarantine or sandbox
that is kept away from marketing and sales operations. Even
after de-duplication and data append, old records may be
needed for an audit or opportunity research.
Contact cadence and governance—Who can send outbound
communications, when, how often, and who receives the
messages? Set a clear policy that the entire organization
understands.
CAN SPAM—Does your marketing operations team
understand CAN SPAM requirements for the US? What
about Canadian and EU requirements? Ignorance is not
the same as innocence when trouble arises. The US Federal
Trade Commission offers these guidelines for compliance.
Plan Wisely
Data management and hygiene is strategic and helps keep
marketing automation and demand generation running
strong. Putting off the health checks and maintenance
can directly impact revenue opportunities, customer
engagements, and reputations.
13

14. Six Places To Cut Budget (Without Impacting Results)
Whether your budget from this year is being challenged for
next year, you need to make room for new initiatives, or if
you’re simply (and smartly) looking for ways to cut lessefficient initiatives out of your marketing strategy in 2014
without significantly impacting results, here are six places
you might want to explore.
They maintained the focus and science behind their content
strategy and actually improved social sharing and pass-along,
all while eliminating a significant chunk of their content
marketing budget. Third-party writers are great, but only as
a supplement to the ideas and direct contributions of people
already inside and around the business.
Each of these, if executed well, can clearly still generate
material results. But I’ve found they can also be the source
of some of the most excessive waste in B2B marketing
organizations of various sizes and industries.
4. Trade Shows
1. PR
It continues to surprise me how many companies assume by
default that they need a PR agency. I know some amazing
PR professionals and agencies, but there are too many
others that will take a ton of your money and not deliver
much in return. Furthermore, there’s a difference between
having a PR strategy and hiring a PR agency. That plus PR
has changed significantly from the days when the press was
your primary conduit to get news, commentary and other
information to your prospects to build awareness, interest
and preference.
Many companies find they can put more focus on their
content and social strategies to get the same awareness,
traffic and inbound lead impact without the glut of press
releases and PR fees.
2. Paid Search
Buying clicks from Google can still help you make a ton
of money, but most companies are spending far more than
they need to. They manage their paid search programs in
aggregate, and aren’t optimizing their programs down to
individual keywords and keyword groups, plus measuring
impact of clicks through to the sale, to understand which
clicks are profitable and which are not.
You may find, for example, that some of your least expensive
keywords aren’t converting into business at all. So if you’re
managing your spend based on cost per lead, and getting
excited about that 50 percent reduction in CPL you’ve
achieved so far in 2013, you may still be losing and wasting
money.
3. Blog Contributors
The new CEO of a company in Seattle immediately shut
off all budget to third-party writers for their blog. He
challenged his marketing team to find 10 people, anywhere
in and around the business, who could commit to writing
one blog post a month. And they did it, within four days.
A couple people in marketing, a couple developers, a board
member, the CEO himself, etc.
You don’t need to be there just to be there. And your trade
show strategy isn’t the booth plan, either. You can work an
event, conference or trade show without being there. You
can also send a couple people to set up meetings or work the
hallways, get a ton of business done, and without locking
people into booth duty and tens of thousands of dollars.
Events are channels. A booth is one of many ways to
leverage that channel. If your target customer is aggregating
together somewhere, take advantage. But there are
countless ways to do it more cost effectively than the
traditional booth set-up.
5. Focus Groups
Customer, prospect and market feedback is critical. And
sometimes focus groups can help get you that feedback.
But the social Web is a daily, real-time feedback mechanism.
So are your most loyal customers. Why not invest in an
advocate marketing program, set up with a platform
such as Influitive, to not only manage and drive greater
participation from your customers but actively seek more of
their feedback?
Or, check out what ProdThink is doing. They’re offering a
real-time platform for capturing product interest, triaging
product priorities, and offering a dynamic environment
for anyone to play with and evaluate new features. Does it
replace the focus group? No. But it can deliver some of the
same results faster and at a fraction of the cost.
6. Recruiting Fees
The more narrow your criteria, the more important
recruiters can be. And lord knows finding the right person
can make a huge difference, and justify the recruiter’s fees
many times over. But if you’re not actively using LinkedIn
to find candidates, you’re missing a huge opportunity
to leverage your existing network to ferret out viable
candidates.
Job postings require applicants to respond. But in a tight
market, your best candidates may not be looking. Filter your
search based on seniority, role, skill sets and more. Then
ask your connections to make introductions where needed.
You’ll be surprised how many top candidates you’ll find in
less than 15–20 minutes.
14

15.
MA R K E T IN G AUTOMATION
Get Your Marketing Automation Initiative Back On Track For 2014
Marketing automation initiatives have tremendous potential.
However many companies under perform after just a few
months of platform usage and there are many reasons for
the letdown. As we approach 2014 now is the time to plan
for getting the initiative back on track.
Here Are Common Causes For
A Marketing Automation Initiative
Falling Short Of Expectations
1. No defined demand generation strategy.
2. Weak leadership and missing executive sponsorship.
3. Overselling how quickly marketing automation will
deliver results, and missing what the results will be.
4. Failure to correctly integrate marketing automation
with CRM.
5. Limited focus on training internal resources to build
internal operating experience.
6. Using marketing automation as an overpowered email
blast engine with no nurturing, scoring, or inbound
marketing configuration.
7. Failure to measure metrics that matter, and effectively
communicate results.
8. Complete lack of a content marketing strategy for any
campaign efforts.
9. Not holding the marketing automation vendor
accountable for successful start-up and ongoing support.
Get Your Marketing Automation Initiative
Back On Track With These Important Steps
1. Define The demand Generation Strategy
And Objectives First
What are the revenue goals for 2014? What is the overall
plan to meet those goals? How will demand generation
map to major events throughout the year? What
2. 2B Marketing Involves Marketing To People
B
People are emotional and sometimes follow seemingly
irrational paths through the famous Buyer’s Journey. Use
marketing automation to support a process that provides
the right information, at the right time, to the right
people.
3. Process Design
Marketing Automation is a process enabler that supports
a bigger strategy. Marketing automation is not a strategy
in itself. Build the strategy with the desired outcomes.
The process should support the strategy. This is where the
definitions of leads and opportunities come into play.
4. ocus On The Metrics That Matter
F
What is the required Marketing contribution for leads
for the upcoming year? How many Marketing Qualified
Leads flow into Opportunities and Closed Sales? Focus
on the metrics that matter. Don’t send your CEO the
email report on email open rates and click through rates.
That data is meaningless if you can’t track contributions
to revenue, the sales funnel, and overall leads delivered to
sales.
5. Gap Analysis
Evaluate the gaps where your org falls short with demand
gen and marketing automation. Look at everything with
the Process, Platform, People and Content. Plan how to
fill the gaps in order to support the demand generation
strategy.
6. eadership—Quit Being The Tail On The Dog
L
Too often a demand generation strategy is left to a
manager level marketing resource with limited support.
The people in these situations react to situations instead
of operating with a plan. Make sure your people have the
leadership to work with Sales, communicate the results,
and stay on track with the demand generation strategy.
7. eople—Invest In Your Most Important Resource
P
Marketing automation gives the impression with the
name alone that marketing can be automated. Don’t even
go there and don’t let Sales or other CxO’s believe that
for a minute. Marketing automation is hard and requires
an ongoing effort of continually building knowledge and
skills on the technology, understanding how to engage
customers, developing content, and building processes.
People need training to keep initiatives running efficiently
and effectively over the course of the year.
8. old Your Marketing Automation Vendor
H
Accountable.
Time and again I hear from a marketing VP or a
marketing operations manager that their marketing
automation vendor has left implementations and
onboarding incomplete. The vendor’s customer success
manager has too many accounts and they only contact
each customer once a month, if that. And too often
clients get the suggestion “have you checked our blog/
15

16. knowledgebase/outdated support portal?” This is
unacceptable. Your marketing automation vendor should
proactively work with you provide you with the plan to
lead towards your success and self-sufficiency. To be fair,
blaming your marketing automation vendor for all that
ails your demand generation is unacceptable as well.
9. atabase Health—Get Your House In Order
D
2014 will be the year database health becomes a strategic
imperative for marketing automation. I have heard of
several enterprise organizations with marketing automation
that have been blacklisted by ISP’s for poor email practices
resulting from dirty database data. Reputation and revenue
are at stake with a dirty database. This is no longer 2002
when a cluttered database is acceptable. Plan for data
hygiene in 2014 or lose your job!
10. Content—Wake Up!
No more excuses in 2014 for a lack of content. Content
fuels how you engage with customers through any channel
and especially with marketing automation. Without
content, campaigns don’t have any story to tell. Without
content, you’re dead in the water with any demand
generation effort.
Just Do it!
Don’t be that marketing team that uses marketing
automation as an overpowered email blaster in 2014.
Now is the time to build and execute a demand generation
strategy the right way with marketing automation. How
are you planning to evolve and improve your marketing
operations in 2014?
16

17. More Information About Us
About Matt Heinz
Matt Heinz is the Founder and President of Heinz Marketing Inc. Matt brings more
than 12 years of marketing, business development and sales experience from a variety of
organizations, vertical industries and company sizes. His career has focused on delivering measurable results for his employers and clients in the way of greater sales, revenue
growth, product success and customer loyalty.
About Heinz Marketing
Heinz Marketing is a Seattle marketing agency focused on sales acceleration. Heinz
Marketing helps clients achieve sustained sales success by growing revenue from existing
customers and cost effectively identifying and winning new customers.
Contact Heinz Marketing
Heinz Marketing Inc.
8201 164th Ave NE, Suite 200
Redmond, WA 98052
877.291.0006
www.heinzmarketing.com
acceleration@heinzmarketing.com
Learn More About Heinz Marketing
Interested in learning more creative ways to make the most of your marketing?:
Request your FREE 10-minute brainstorm at www.10minutebrainstorm.com
Join our newsletter:
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8201 164th Ave. NE, Suite 200
Redmond WA 98052
Ph. 877.291.0006
www.heinzmarketing.com