This document discusses the marketing challenges faced by an inventory services company called RGIS and how they addressed them. It outlines RGIS's initial challenges in 2013 such as being seen only as an inventory services provider, having a static website, and limited digital marketing experience. It then shows how RGIS built out their marketing technology stack between 2013-2015 which included tools like CRM, marketing automation, and SEO. The document highlights the success of RGIS's email campaigns in generating leads and increasing website traffic. It also shows how redesigning their customer-centric website improved online satisfaction. Finally, it provides data demonstrating that leads from digital marketing and demand generation significantly increased revenue across business units from 2012-2014.

1. Building a
Demand Gen
Machine
How Customer-Centricity
Drives B2B Success

2. 2

3. RGIS U.S. Footprint
3
 22,000+ US employees
 Nearly 200 locations
coast-to-coast

4.  Known as an inventory services provider only in the retail vertical
 Static website with primarily service-centric navigation
 Majority of website traffic from job-seekers
 Limited thought leadership content with no video or webinar content
 No SEO, heavy emphasis on paid search (Google Adwords)
 Heavily reliant on direct mail and print collateral materials
 “Fuzzy” marketing ROI reporting
 Limited digital marketing experience within the team
 No e-mail marketing or marketing automation platform or experience
 CRM was an “island” with no integration with other corporate systems
 Had to live within predecessor’s marketing budget
January 2013: Marketing Challenges
4Private & Confidential - Not for Distribution

5. Our Marketing Technology Stack
5Private & Confidential - Not for Distribution
Customer Relationship Management System
Marketing Automation System
Forms, Content, Analytics
Webinar Platform
Power Dialer, Local Presence
Trade Shows – PDF Distribution & Data Capture
Search Engine Optimization
Web Video
Web Analytics
Website Content Management System

6.  Integration of different digital marketing platforms is a continuing
challenge
 Identifying and filling the remaining holes in our content marketing
program (300+ marketing deliverables per year)
 Prioritizing our demand gen calling campaigns based on engagement
with e-mail efforts
 Refining our ROI/marketing attribution models
 Identifying additional marketing technology that adds value which
exceeds its complexity and cost
 Predictive sales and marketing modeling
 Business intelligence tools
 Social media marketing tools
 Scaling creation of customer testimonials and case studies
 Collaboration tools for enterprise-wide sales opportunities
 Employee, customer and partner communities
March 2015: Marketing Challenges
6Private & Confidential - Not for Distribution

7. Demand Generation Example: Utilities
7Private & Confidential - Not for Distribution
E-mail #1 sent on 1/7/15 to 12,761 Utilities companies
E-mail #2 sent on 1/21/15 to those that opened e-mail #1

8. Demand Generation Example: Utilities
8Private & Confidential - Not for Distribution
Awareness in the Energy & Utilities sector increased 235%
and website traffic increased 467% following e-mail campaign

9. Customer-Centric Website Redesign
9Private & Confidential - Not for Distribution

10.  Site has improved in almost every element of online
customer satisfaction (non job-seekers) as measured by
Foresee before and after the September 2014 redesign
Improvement in Online Satisfaction
10Private & Confidential - Not for Distribution
Post-Redesign
9/9/14-2/28/15
Pre-Redesign
1/1/14-9/8/14

11. Leads by Source 2012-2014
11Private & Confidential - Not for Distribution
2012 2014
Demand Generation Team 1,046 1,201
Website 877 998
Inbound 800# 834 753
Other 160 562
Tradeshows 97 393
Webinars 0 372
Trade Media (Ads & Sponsored Content) 1 226
Outside TM (ETI, SalesStaff) 24 121
Total Lead Volume 3,039 4,626
+52%
Inbound Marketing Leads (Web + 800#) and Demand Generation Team
Leads Account for 64% of Total Lead Volume Across All Business Units

12. 2012 2013 2014
Web 800# Demand Gen Team
Regional/Inside Sales Revenue by Channel
12Private & Confidential - Not for Distribution
Regional/Inside Sales revenue increased +171%
from 2012 to 2014

13. 2012 2013 2014
Web 800# Demand Gen Team
C&I Revenue by Marketing Channel
13Private & Confidential - Not for Distribution
C&I/Specialty Services revenue increased +143%
from 2012 to 2014

14. 2012 2013 2014
Web 800# Demand Gen Team
Healthcare Revenue by Marketing Channel
14Private & Confidential - Not for Distribution
Healthcare revenue increased +560%
from 2012 to 2014

15. 2012 2013 2014
Web 800# Demand Gen Team
Total Revenue by Marketing Channel
15Private & Confidential - Not for Distribution
+178% increase across all business units
from 2012 to 2014