The document outlines a demand generation plan for B2B/C2C companies, focusing on key strategies such as understanding buyer personas, mapping content to buying cycles, and implementing continuous improvement through data analysis. It emphasizes the importance of aligning marketing and sales efforts, utilizing appropriate technology, and developing content that resonates with target audiences. Additionally, the document provides exercises and frameworks for organizations to assess their current processes and optimize their demand generation strategies.

1. REFRESHING YOUR
DEMAND GENERATION PLAN
B2B/C2C: February 16, 2015
April S. Brown, VP Demand Generation Services, Televerde

2. Agenda
• Introductions & Objectives
• Demand Generation Core Principals
I. Demand Generation imperatives:
People, Process,
Technology…and…Data!
• Exercise 2. 15 minutes
II. Personas: What do they really want?
What are they really about?
• Exercise 3. 15 minutes
III. Buying Cycles: Influence vectors
• Exercise 4. 15 minutes
I. Content Consumption Mapping
Exercise 5. 15 minutes
II. Content Layering
Exercise 6. 15 minutes
III. Definition of Success
Exercise 8. 15 minutes
Q&A and Close

3. About Televerde
• Marketing and Sales as a Service Agency
• Practice areas in Digital Demand Generation, Dialogue and
Data with Consulting from Cold to Close
• 18 Years in business with Fortune 500 companies…and
Fortune 1000
• >300 people committed to assessment, strategy, execution
and measurement/optimization in all practice areas

4. DEMAND GENERATION
Core Themes

5. Increasing
mind share
Increasing
market
share
MARKETING
SALES
Formulating an opinion
Making a Decision

6. Demand Generation Engine-Big Picture
• People
• Process
• Technology
• Demand Generation
• Continuous Improvement

7. • Buyer Centric
• Operational Mindset-People, Process and Technology
• Content-relevance
• Lead nurturing-perpetual and technology driven
• Analytics and Optimization-managing what you can
measure
• Sales Readiness-Enable Sales
Demand Generation Strategies-Core Themes

8. Buyer
Personas
Relevant
Conversation
Paths
Content
Marketing
Targeting
Model
Revenue
Performance
Identify key
buyers and
influencers
Determine
conversation
paths
Conduct a
content
inventory
and audit
Design
program logic-
entries and
exits
Lead
Management
Lead nurturing
and scoring
logic
ROMI and
funnel math
Understand
buying cycles
Determine
pain points+
triggers
Map content
consumption to
buying patterns
Define key
conversations
Understand
content
engagement
Identify gaps
Create content
strategy
Create content
Define data
strategy, i.e.,
3rd party lists
Develop
inbound and
outbound
strategies
Lead stage
modeling and
definitions
Sales and
Marketing
alignment
Sales
enablement
tools + training
Reporting and
Analytics
Actionable
insight
Optimization
and Testing
Execution-
inbound and
outbound
Develop
re-purposing
strategies
Demand Generation Tactics

9. Demand Generation Skillset Groupings
Buyer
Personas
Identify key
buyers and
influencers
Understand
buying
cycles
Determine
pain
points+
triggers
Map content
consumption
to buying
patterns
Create
content
strategy
Content
Marketing
Conduct a
content
inventory
and audit
Identify gaps
Create
content
Lead
Management
Lead
nurturing
and scoring
logic
Lead stage
modeling
and
definitions
Sales and
Marketing
alignment
Sales
enablement
tools +
training
Revenue
Performance
ROMI and
funnel math
Reporting
and Analytics
Actionable
insight
Optimization
and Testing
Targeting
Model
Design
program
logic-entries
and exits
Define data
strategy
Develop
inbound and
outbound
strategies
Execution-
inbound and
outbound
Relevant
Conversation
Paths
Determine
conversation
paths
Define
key
conversations
Understand
content
engagement
Develop
re-
purposing
strategies

10. • People-Build, Rent or Buy talent with key areas and work in teams
• Process-Build process Architecture that supports demand generation marketing
efforts-inbound and outbound. Build Lead Management. Define quantitative
success: KPIs and metrics. Align Marketing and Sales!
• Technology-Deploy and integrate MA, CRM and other relevant data sources for
end to end efforts. Develop processes that are used across marketing
organization
• Demand Generation-Design and build demand generation strategies that
leverage personas, buying cycles, segmentation, nurturing and content
• Continuous Improvement- Always measure, make data driven decisions.
Employ testing and optimization to refine demand generation programs
Demand Generation Engine

11. What is Closed-Loop Demand Gen?
• A perpetual marketing and sales process with agreed upon goals and
SLAs between departments
• A plan that encompasses engagement throughout the marketing and
sales funnel (top, middle and end), connected and monitored via web
analytics, Marketing Automation and CRM platforms
• A process that relies on new and useful information to coach your
prospects into becoming new customers – and keeping them

12. Closed System-Marketing and Sales Alignment

13. Exercise 1
• Map out an ideal state for your organization across three
dimensions: People, process and technology
• Where do you have gaps in process?
• Where do you have skillset gaps?
• How well is your technology utilized? Integrated?
• What would it take to have Sales and Marketing aligned?
• How is your data? Quality, appends, hygiene?
• How are you defining success?

14. PERSONAS

15. Titles are not Personas
CIO
Marketing
Manager
Sales Rep
Director of IT
Account Executive
CMO
Procurement
Professional
Business
Analyst

16. Personas are more like this…
I need to ensure that we
survive the drought that I
am pretty sure is coming
I deserve a lot
more bananas
then the rest of
these monkeys
I am getting older, am
I still relevant to the
group?
I bet there are some
really cute girls on the
other side of the valley…
I just want things to
stay the same
Will the others think I am
cool if I show them my
new ant eating tool?

17. Personas need to be constructed with both rational and emotional
variables…
EmotionalRational
Justifiable
All Justifiable Decisions…
B2B Marketers do this pretty well…
This one, not so much…

18. Engagement
Motivations
Information
Personal
IdentityIntegration and Social
InteractionEntertainment
McQuail, Typology of Motivations, Mass
Communication Theory
Engagement Motivations
Entertainment
• escaping, or being diverted,
from problems
• relaxing
• getting intrinsic cultural or
aesthetic enjoyment
filling time
• emotional release
• sexual arousal
Information
• finding out about relevant events and
conditions in immediate surroundings,
society and the world
• seeking advice on practical matters or opinion
and decision choices
• satisfying curiosity and general interest
• learning; self-education
• gaining a sense of security through knowledge
Personal Identity
• finding reinforcement for
personal values
• finding models of behavior
identifying with valued other (in
the media)
• gaining insight into one's self
Integration and Social Interaction
• gaining insight into circumstances of
others; social empathy
• identifying with others and gaining a
sense of belonging
• finding a basis for conversation and social
interaction
• having a substitute for real-life
companionship
• helping to carry out social roles
• enabling one to connect with family,
friends and society

19. Engagement Dimensions
Involvement
Interaction
Influence
Intimacy
Forrester, 2008
Presence
Actions
Feelings
Advocacy
Marketing Engagement
Dimensions

20. Decision making (especially buying decisions )reflect fundamental and
emotional drivers :
• Needs
• Wants
• Desires
• Fears
Which migrate into higher order constructs like:
• Progress forward
• Mitigation of Risk
• Status
• Stability
• Needs are:
• individual
• Collective/group based
Engagement as an indicator of Emotional Involvement

21. • Needs
• Wants
• Desires
• Fears
• Progress forward
• Mitigation of Risk
• Status
• Stability
• Individual
• Collective/group
based
Personas: Psychographic &
Firmographic & Demographic

22. Influence Vectors-What
Happens in the “Pack”?
• Needs
• Wants
• Desires
• Fears
• Progress forward
• Mitigation of Risk
• Status
• Stability
• Individual
• Collective/group
based

23. So, What to do and How to Do it?
What:
• Persona based marketing?
• Behavioral targeting?
• Psychographic profiling?
YES!
How:
• Research?
• Technology?
• Humans?
YES!
Link them!
Link them!

24. Understand Prospect emotions, as individuals and as a collective
Marry this with Rationality to provide justification
Cultivate Reciprocity through People and Technology
Engagement: Cold to Close

25. Exercise 3.
• What do you know about your target personas?
• Who are they?
• What are their fears, needs, wants and desires?
• What keeps them up at night? Status? Risk? Or…?

26. HOW THEY BUY

27. Buying Stages by Persona

28. Exercise 4.
• Draw what you believe to be the buying stages of your key
personas
• What would you need to do to validate this information?
• Would your Sales organization agree to what you believe
to be the buying cycle?

29. CONTENT
CONSUMPTION

30. Content Consumption Mapped
to the Buying Cycle

31. Social Communities
by Persona

32. Exercise 5.
• Based on your work today on personas and buying cycles,
sketch out a content consumption map
• What would you need to do to validate this information?

33. CONTENT STRATEGY

34. What is Content?
• A vehicle that transmits knowledge
• A collection of information that activates the desire to learn, interact and take
action
• Words, sounds, visuals that convey meaning & context that elicit a response
• Infographics
• Newsletters
• White papers
•eBooks
•Slideshare presentations
•Web apps/Web experiences
• Case studies
•Videos
•Webinars
•Podcasts
•Social media micro-blogging (Tweets,
Updates, etc.)
• Blog posts
• Web pages
•Marketing Collateral
• Streaming Audio/Video
• Mobile applications
• Text messages
• Direct mail pieces, etc.

35. Understanding the Acronyms
• BCC = Buying Cycle Content
• First content layer of perpetual Demand Gen program
• Content directly tied to pain points and behaviors at that respective stage in the
buying process
• Content is less promotional in nature and more direct and informative
• PC = Promotional Content
• Second content layer of perpetual Demand Gen program
• Content tied to pain points at the respective buying stage
• Utilize alternative, easily accessible formats (slide share, case studies, video,
webinar, infographic, etc.) to encourage engagement and movement through the
program
• Drip =Third content layer of perpetual Demand Gen program
• Top of mind content sent on a regular cadence
• Content tied to relevant industry topics, articles and news of interest to target
audience and current trends to re-engage respondents to move through the program

36. Content
Layering

37. What now?
• Know your buyers – do primary and secondary research on
your recent buyers, lost deals, long-time customers to
determine what triggered a purchase and how they became a
customer or competitor customer
• Map out the buyer journey by your top 3 buyer personas
• Devise a campaign strategy based on how and why
customers buy your products or solutions
• Develop a content creation and distribution plan using
all online and offline marketing resources
• Execute your plan with a mix of internal & external experts
• Measure results and recalibrate based on data

38. Perpetual Nurture
• Each Stage is built out as a separate program
• You can add Stages, or roles, segments and variants within each stage
• The content is layered with different types of media to address each stage
of the cycle
• Movement from one stage to the next requires content consumption
• If prospect does not consume second layer of content, they are
automatically dropsped into drip with an opportunity to reengage
11
This framework is perpetual and scalable by role,
industry, segment, or buyer stage

39. Exercise 6.
• Sketch out a sample nurture program, concentrating on
the kinds of content that might resonate with your target
personas
• How would you use drip content to stay top of mind with
your prospects?
• What ways could you repurpose content to be more
efficient with your content repository?

40. Marketing Measurement
It’s not easy.
Wandering the data maze and complex interdependent relationships

41. What is a KPI?
A KPI is a quantitative measure over time

42. Defining KPIs
Having KPIs in place requires the right environment to do so:
This means:
• Clearly articulated goals that are measurable, relevant and time based
• Having defined business processes
• A way to capture data at relevant points
• The ability to compare results with defined goals
• A way to investigate the delta from goals
• And most importantly, the ability to refine efforts to get closer to goal

43. Leading performance indicators
1. Increase in win rate over time (better qualified leads)
2. Pipeline acceleration (better qualified leads)
3. Unique visits and duration of visits over time (targeted content, segmentation)
4. Number of asset downloads increasing (targeted content and segmentation
5. Social media (awareness and share of voice)
6. Form submits and abandonment rates
7. Change over time in Email opens and click though ratio
8. Change over time in number of MQLs over time
9. Change over time in number of SALs, SQLs
10. Increase in database size over time (contact count, hard bounces)
Lagging performance indicators
1. Revenue attributable to marketing efforts
2. Profit attributable to marketing
3. Return on marketing investment (ROMI)
4. Customer lifetime value

44. KPI Metrics description Implications
Close ratio Percentage opportunities to wins Uptick in close ratio indicates that Marketing is
delivering higher quality leads to Sales
Pipeline velocity Expected time for opportunities to move from one
stage to the next)
Increase in velocity means shorter time to sale and with
the close ratio indicates pipeline efficiency
Website activity Change in number of unique visits and duration of visits Increase in visits and duration is an indicator of interest
and engagement
Asset engagement Change in number of assets downloaded Greater number of assets downloaded means relevant
content
Brand engagement Social media “share of voice” More conversations relate to “buzz” about brand
Engagement Form submits and abandonment rates Interest in and desire to get and give more information.
This allows for closer targeting
Response rates Change over time in Email opens and click though ratio Open rate is important, click though rate even more
so—indicates willingness to learn
Marketing contribution to Sales Change over time in number of MQLs Greater number of MQLs is an important indicator
marketing effectiveness, particularly targeting
Sales pipeline activity Change over time in number of SALs and SQLs Increase in SALs and SQLs directly relate to Marketing
and Sales alignment and is an important measure of
effectivesnss
Database health Increase in database size
Lower number of dupes and junk
Lower rate of hard bounces
Database health in terms of hygiene and growth are
critical to ongoing marketing efforts

45. KPI Metrics description Implications
Attribution Revenue Amount of revenue directly attributable
to Marketing
Gauges the influence marketing effects
have on revenue. An increase in
attribution has budget implications
ROMI Return on Marketing investment Increase in visits and duration is an
indicator of interest and engagement
Profit attributable to
Marketing
Profit of above (takes into account
variable costs)
Important in terms of bottom line
numbers
Loyalty Customer Lifetime Value An increase in CLV is a key measure of
marketing effectiveness over time.
Lagging performance indicators
1. Revenue attributable to marketing efforts
2. Return on marketing investment (ROMI)
3. Profit attributable to marketing
4. Customer lifetime value

46. Additional Content Metrics to Track
• Open rate
• Click Thru Rate
• Form submits
• Lead stage conversion rate
• Content asset performance
• Performance based on title
• Velocity + Throughput
• Email volume by stage
• Messages sent per person (frequency distribution: number
of people receiving 0, 1, 2, etc. messages last week)
• Stage movement (number people entering and leaving
each stage last week, including in and out of drip)
• Stage counts (number of people in each stage

47. Exercise 7.
• Specific to your organization’s objectives, what KPIs
and/or metrics would you use to define success?

48. Q&A

49. THANK YOU
Visit us at www.televerde.com
Email me at april.brown@televerde.com