Downloaded 43 times
![Marketing Now (Should) Own a Majority of
the Buying Process
“[T]he
average
[B2B]
customer
had
completed
more
than
one-‐half
of
the
purchase
decision-‐making
process
prior
to
engaging
a
supplier
sales
rep
directly
…
.
At
the
upper
limit,
that
number
ran
as
high
as
70%
…
.”
Source:
The
Corporate
Execu<ve
Board
Company,
“The
Digital
Evolu<on
in
B2B
Marke<ng,”
2012.](https://image.slidesharecdn.com/annuitas-ecornell-150309101539-conversion-gate01/85/Applying-Business-Intelligence-in-Demand-Generation-webinar-5-320.jpg)
![Case Study: LENOX / Newell Rubbermaid
Approach: Content Marketing Model
Content Marketing Model Overview
QUALIFIED)ENGAGED)ENGAGED) QUALIFIED)LEAD)
E,CO)1A:)))
"Top%Five%Opera-ng%
Challenges%in%the%%
[X%Segment]%of%the%
Metal%Cu=ng%
Industry")
E,CO)1B:)))
"Metal%Cu=ng%
Industry%Performance%
Benchmark%Study")
N,CO)2.1.0:)))
"Common%Traits%of%
High%Performing%
Metal%Cu=ng%
Opera-ons")
E,CO)1) N,CO)2)
N,CO)2.2.0:)))
"ROI%Analysis%of%
Making%
Improvements%to%Cost%
Per%Cut")
N,CO)2.2.1:)
"Managing%Blade%
Manufacturer%
Rela-onships%to%
Improve%Cu=ng%
Performance")
N,CO)3.0:)))
"LENOX%Customer%
Case%Study%KK%LENOX%
Band%Saw%Blade%
Difference"!
N,CO)3) N,CO)4)
N,CO)2.2.2:)))
"User%Error%or%Blade%
Failure:%How%to%
Know")
N,CO)3.1:)
"LENOX%Customer%
Service%Difference%for%
Band%Saw%Blades"%
N,CO)4.0:)
)"UpBlade%Challenge"%
Offer%
OR
HOT)LEAD)WARM)LEAD)
Note:%%Response%to%any%of%NKCO%2%content%offers%will%move%buyer%
forward%to%NKCO%3.%
Trigger)
Catalyst)
Root)Cause)Analysis)
LENOX)
SoluJon)
IdenJficaJon)
Move)to)Test)
N,CO)2.1.1:)))
"Selec-ng%the%Right%
Saw%for%the%Right%Job")
N,CO)2.1.2:)))
"Improving%the%
Produc-vity%of%Your%
Band%Saw")
N,CO)3.2:)))
%”SAWCALC:%Selec-ng%
the%Right%LENOX%Band%
Saw%Blade%for%the%Job"%
N,CO)4.1:)))
"LENOX%True%Test%
Blade%Test%Guide"%
OR
SUPERVISOR)/)
EXPERIENCED)
OPERATOR)
“On$the$Shop$
Floor”$
EXECUTIVE)/)
PLANT)
MANAGER)
“In$the$Office”$
N,CO)2.1.X:)))
”Accoun-ng%for%the%
Variability%of%Human%
Factors%in%Metal%
Cu=ng%Opera-ons")
N,CO)2.2.3:)))
”LENOX%Guide%to%
Band%Sawing")
UPDATED 20 MAY 2013
Buyer-‐driven
Content
Offer
Nurture
Logic
Content
MarkeIng
Model](https://image.slidesharecdn.com/annuitas-ecornell-150309101539-conversion-gate01/85/Applying-Business-Intelligence-in-Demand-Generation-webinar-29-320.jpg)
Uploaded byeCornell
Applying Business Intelligence in Demand Generation [webinar]
The document discusses the evolution of business-to-business (B2B) demand generation, emphasizing the need for marketing to own a significant portion of the buying process. It highlights the importance of integrating technology, content, and data to create a structured demand process that can improve lead management and return on investment. Key recommendations include adopting a value-chain model for data systems, progressive profiling for lead management, and rethinking key performance indicators to focus on outcome-oriented measures.
More Related Content
![Proving Marketing's Worth: What B2Bs Need to Measure and Why [Marketing Metrics]](https://cdn.slidesharecdn.com/ss_thumbnails/provingmarketingsworth-121115113745-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Applying Business Intelligence in Demand Generation [webinar]
![B2B Demand Generation Explained [Definition & Strategies]](https://cdn.slidesharecdn.com/ss_thumbnails/b2bdemandgenerationexplaineddefinitionstrategies1-251119105940-e6b3610d-thumbnail.jpg?width=640&height=640&fit=bounds)
![It's The End of the Funnel As We Know It [Webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/theendofthefunnel-130626143137-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
![Building a Disability-Inclusive Workplace [webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/webinar4-150501080830-conversion-gate01-thumbnail.jpg?width=640&height=640&fit=bounds)
![Why Branding is Dead, and Why Mindset Is Your Only Hope In the Future [webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/webinar11-150309083743-conversion-gate01-thumbnail.jpg?width=640&height=640&fit=bounds)
![Applying the Dual-System Approach to Executive Education [webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/holisticapproachtodualexecutiveeducationtrainingdevelopmentmanagement-150309103216-conversion-gate01-thumbnail.jpg?width=640&height=640&fit=bounds)
![Lead Your Remote Workforce To Success [webinar]](https://cdn.slidesharecdn.com/ss_thumbnails/effectivelymanagingaremoteworkforce-5-150527125556-lva1-app6892-thumbnail.jpg?width=640&height=640&fit=bounds)
Applying Business Intelligence in Demand Generation [webinar]
- 1. Applying Business Intelligence (‘BI’)In Demand Generation Twi$er: @abneedles
- 2. Who is ANNUITAS? • Founded in 2005 • Headquartered in Atlanta, GA • B2B Demand Process Transformation firm – Demand generation change management – Buying-process alignment – Lead-to-revenue process context – NPV / ROI / CLV focus • Serving global, growth-oriented, $1B+ enterprise organizations – Financial services – Industrial – Technology
- 3. ANNUITAS Enterprise DemandGeneration Study Download at www.annuitas.com Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 4. What Is Obvious:We’re In a ‘2.0’ B2B Demand Generation Environment Twi$er: @abneedles
- 5. Marketing Now (Should)Own a Majority of the Buying Process “[T]he average [B2B] customer had completed more than one-‐half of the purchase decision-‐making process prior to engaging a supplier sales rep directly … . At the upper limit, that number ran as high as 70% … .” Source: The Corporate Execu<ve Board Company, “The Digital Evolu<on in B2B Marke<ng,” 2012.
- 6. Enterprise Demand GenerationEnvironment Marketing’s Top Goal Is Delivering ‘Quality Leads’ Through Demand Generation Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 7. CMOs Believe TheyMust Now Deliver ROI "Most CMOs are struggling in one vital respect — return on investment (ROI). … Nearly two-‐ thirds of CMOs think return on markeIng investment will be the primary measure of their effecIveness by 2015. But proving that value is difficult.” Source: IBM, “From Stretched to Strengthened,” 2011.
- 8. ‘On Paper’ B2BEnterprises Have Invested Heavily in Demand Generation Twi$er: @abneedles
- 9. Enterprise Demand GenerationInvestments B2B Enterprises Have Invested Heavily in Demand Generation Staff Over the Last Five Years. Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 10. Everyone Has aContent Marketing Plan Source: Content Marke<ng Ins<tute and Marke<ngProfs, "B2B Content Marke<ng 2015 Benchmarks, Budgets, and Trends -‐-‐ North America."
- 11. Enterprise Demand GenerationInvestments B2B Enterprises Run a Large Number of Tactical, Time-bound Demand Generation ‘Campaigns.’ Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 12. (Almost) Everyone HasMarketing Automation “In a recent survey of business-‐ to-‐business (B2B) marketers, we found that slightly more than 50% of markeIng organizaIons had implemented a system to manage the lead-‐to-‐revenue process.” Source: Forrester, "The Forrester WaveTM: Lead-‐To-‐Revenue Management Pla_orm Vendors, Q1 2014," January 2014.
- 13. Yet There Remainsan Enterprise Demand Generation ‘Disconnect’ Twi$er: @abneedles
- 14. Enterprise Demand GenerationDisconnect B2B Enterprises Lack Process Discipline. Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 15. Enterprise Demand GenerationDisconnect B2B Enterprise Demand Generation Today Fails to Hit the Mark. Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
- 16. How Do WeFix This Problem? Twi$er: @abneedles
- 17. Implementations of Technology Systemsand Data for Demand Generation – By Themselves – Are Not a ‘Solution’
- 18. ‘Big Data’ Analytics/ ‘BI’ – Alone – Cannot Improve Demand Generation
- 19. Our Data andSystems in Demand Generation Need Structure … Otherwise ‘BI’ Is Useless …
- 20. #1: Build aDemand Process Based on Buyer Journey and Dialogue Twi$er: @abneedles
- 21. The Key IsGetting People AND Process AND Content AND Technology to Work Together
- 22. It Is This‘Integrative’ Approach That Defines Successful Enterprise ‘Demand Process’
- 23. … Which BICan Then Help Improve
- 24. What Is DemandProcess?
- 25. The Key Elementsof a Demand Process
- 26. Demand Process Architecture AligningPeople, Process, Content and Technology
- 27. Aligning Demand ProcessElements with Buyer Journey Demand Generation Program Design
- 28. Case Study: LENOX/ Newell Rubbermaid Approach: Buyer Dialogue Logic Final Segmentation Approach Content Offer Segmentation by Persona + Cutting Type Supervisor*/*Experienced*Operator* “On$the$Shop$Floor”$ Execu4ve*/*Plant*Manager* “In$the$Office”$ General*Metal*Cu;ng*Industry! Fabricators! Metal*Service*Centers! Machine*Shops! Forges! UPDATED 20 MAY 2013 Buyer SegmentaIon Buyer Dialogue Logic ‘New’ (Organic / MarkeIng-‐led) Buying Stages ‘Old’ (TradiIonal / Sales-‐led) Buying Stages
- 29. Case Study: LENOX/ Newell Rubbermaid Approach: Content Marketing Model Content Marketing Model Overview QUALIFIED)ENGAGED)ENGAGED) QUALIFIED)LEAD) E,CO)1A:))) "Top%Five%Opera-ng% Challenges%in%the%% [X%Segment]%of%the% Metal%Cu=ng% Industry") E,CO)1B:))) "Metal%Cu=ng% Industry%Performance% Benchmark%Study") N,CO)2.1.0:))) "Common%Traits%of% High%Performing% Metal%Cu=ng% Opera-ons") E,CO)1) N,CO)2) N,CO)2.2.0:))) "ROI%Analysis%of% Making% Improvements%to%Cost% Per%Cut") N,CO)2.2.1:) "Managing%Blade% Manufacturer% Rela-onships%to% Improve%Cu=ng% Performance") N,CO)3.0:))) "LENOX%Customer% Case%Study%KK%LENOX% Band%Saw%Blade% Difference"! N,CO)3) N,CO)4) N,CO)2.2.2:))) "User%Error%or%Blade% Failure:%How%to% Know") N,CO)3.1:) "LENOX%Customer% Service%Difference%for% Band%Saw%Blades"% N,CO)4.0:) )"UpBlade%Challenge"% Offer% OR HOT)LEAD)WARM)LEAD) Note:%%Response%to%any%of%NKCO%2%content%offers%will%move%buyer% forward%to%NKCO%3.% Trigger) Catalyst) Root)Cause)Analysis) LENOX) SoluJon) IdenJficaJon) Move)to)Test) N,CO)2.1.1:))) "Selec-ng%the%Right% Saw%for%the%Right%Job") N,CO)2.1.2:))) "Improving%the% Produc-vity%of%Your% Band%Saw") N,CO)3.2:))) %”SAWCALC:%Selec-ng% the%Right%LENOX%Band% Saw%Blade%for%the%Job"% N,CO)4.1:))) "LENOX%True%Test% Blade%Test%Guide"% OR SUPERVISOR)/) EXPERIENCED) OPERATOR) “On$the$Shop$ Floor”$ EXECUTIVE)/) PLANT) MANAGER) “In$the$Office”$ N,CO)2.1.X:))) ”Accoun-ng%for%the% Variability%of%Human% Factors%in%Metal% Cu=ng%Opera-ons") N,CO)2.2.3:))) ”LENOX%Guide%to% Band%Sawing") UPDATED 20 MAY 2013 Buyer-‐driven Content Offer Nurture Logic Content MarkeIng Model
- 30. Case Study: LENOX/ Newell Rubbermaid Approach: Inbound + Outbound List Rentals (e.g., “The Fabricator”) LENOXtools.com Industrial Metal Cu`ng eNewsle$er
- 31. #2: Shift toa Value-chain Model for Systems and Data – Underpinning Demand Process Twi$er: @abneedles
- 32. ‘Value-Chain’ Data +Systems Model Moving to a ‘Value Chain’ Data Flow Model A more complete profile of prospective customers INCREASE WHAT IS KNOWN ABOUT EACH LEAD NARROW DOWN THE ‘LEAD’ SET SFDC + Sales AnalyIcs Data Append MarkeIng AutomaIon Inbound MarkeIng (w/ Social) + Web CMS 3P List/ Ad Impression/ Outbound/ Event BI + Analy<cs + Dashboard
- 33. A Demand ProcessView of Systems and Data Marketing + Sales Technology Architecture
- 34. Case Study: LENOX/ Newell Rubbermaid Approach: MAP = Perpetual Engine Alignment of People, Process, Content, Technology MAP as Perpetual Demand GeneraIon Engine Upstream) Downstream)Midstream) LENOX Lead Qualification Stages Orientation of Buyer Dialogue Logic to Lead Qualification Stages Trigger)Catalyst) Root)Cause) Analysis) LENOX) Solu?on) Iden?fica?on) Move)) to)) Test) GTO) Customer) Decision) NURTURE) CONVERT)ENGAGE) Demand)Process) Buyer)Dialogue)Logic) Content)Marke?ng)Program)Element)Categories) LENOX)Lead)Qualifica?on)Stages) WARM) HOT) TEST)PROSPECT) ENGAGED) QUALIFIED) ENGAGED) QUALIFIED) LEAD) PURSUE) CONFIRM) UPDATED 15 MAY 2013 Technology)Systems)Handling) Silverpop)(ini?al)capture,)qualifica?on)and)Nurturing))) Silverpop)(con?nued)Nurturing))) SFDC)(pipeline)management)))
- 35. #3: Structure YourData ‘Progressively’ Twi$er: @abneedles
- 36.
- 37. Lead Management SystemManagement Marketo Revenue Cycle Model Example
- 38. Data Field Design DeliveringDemand Process Intelligence
- 39. Case Study: LENOX/ Newell Rubbermaid Approach: Lead Management Framework Progressive Profiling Model Behavioral Scoring Model
- 40. #4: Re-think theKPIs at the Core of Your ‘BI’ Twi$er: @abneedles
- 41. Your Demand ProcessKPIs Must Be Outcome-oriented
- 42. Moving From CPIto CPE and CPR
- 43. Client Example Measure: CPIto CPE and CPR
- 44. Moving From QualifiedLeads to ‘Closed / Won’
- 45. Client Example Measure: QualifiedLeads to Closed / Won – Conversion Rate
- 46. Client Example Measure: QualifiedLeads to Closed / Won – Velocity
- 47. Moving From ContentDownloads to Content Elasticity
- 48. Client Example Measure: ContentDownloads to Content Elasticity
- 49. This Must BePart of a Demand Process ‘Balanced Scorecard’
- 50. Demand Process KPIs • Engagement Performance • Content Offer Performance • Nurturing Email Performance • Lead Management Performance • Revenue Performance • Return on Investment Performance Core KPI Categories
- 51. Takeaway: A Structured DemandProcess Is the Key to Improving BI in Demand Generation Twi$er: @abneedles
- 52. Thank You. Questions? Twi$er: @abneedles
- 53. Contact • Me: AdamB. Needles – Chief Strategy Officer – P: 617-413-6087 – E: adamneedles@annuitas.com – Tw: @abneedles • Us: ANNUITAS, Inc. – A: 3399 Peachtree Road, NE, Suite 400, Atlanta, GA 30326 – P: 404-751-5131 – E: info@annuitas.com – Tw: @_ANNUITAS