Not a 100% complete, but interested getting response from others. Selling to the marketing organization is not easy and arguably getting harder. Do a lot of salespeople have the skills and panache required? Would this be helpful for your sales organization? This is intended to be the backdrop for an all day workshop that has 4 interactive sessions.

1. Selling to the Marketing Organization A workshop on being persuasive and delivering unique selling propositions

4. Limited net logo growth Budget constrained by alternatives Fierce competition with like capabilities

5. Commodity Offerings

6. Commodity Offerings Efficient Operations

8. Tough Sledding

11. Anatomy of a Marketing Organization Typical B2C organization. Could include Retailers, Catalogers, Commercial Credit, Telco, etc. Various disciplines could roll up through different stacks. For example, email could roll to online, CRM, or maybe it’s own stack. VP or Budget Line

12. Who owns the problem? Who makes the decision? The Problem Declining mkt. share, margins, profit Decrease budgets, control spending No budget , potential layoffs

13. Identify the Buyers While at a certain level, everyone in this hierarchy are marketers and will have some shared perspectives, at the end of the day they will act to serve their own interests. Quoting Cesar Milan, you need to satisfy the dog 1 st , and the breed 2 nd . ? ? ? ? ? ? ? ? ?

14. Understand needs and motivations “ Stamp Lickers” One of the main functions direct marketers still play is the preparation and distribution of traditional mail. Not sexy, but there is still plenty of money made by doing things the old way. In some instances their domain reaches to include email and SMS. Top concern is maintaining their revenue production while minimizing execution costs. “ Data Dynamites” Marketing organizations have long known the value of using data and research to improve the way they target and message to customers. In a way, it is this history that makes it difficult for them to embrace new sources of data and ways of doing analysis. Their past success leads to paralysis. Top concerns are producing new insights that positively impact marketing and proving out effectiveness (accountability) of marketing.

16. The “Stamp Licker” Sophistication Curve CHANNEL EXECUTION CHANNEL OPTIMIZATION MULTI CHANNEL MARKETING CROSS CHANNEL OPTIMIZATION Doing the very basics of getting the laundry out. Using store purchase history, membership data, and rented lists to execute campaigns based on static marketing calendar. Inefficiently spending on data hygiene and delivering many irrelevant messages. Some ability to track an individual member across campaign. Ability to optimize list pulls for more targeted offers. Persisting notion of customer across campaigns reduces wasteful spend on hygiene and certification. The ability to recognize a customer and deliver a uniform message to the preferred direct channel (mail, email, SMS, or social). Extending and deepening the information tracked about a customer to include on and offline data sources. Still focusing on outbound communication. The ability to respond to a client interaction with customized, triggered message that is optimized around all the organization knows about the customer. Dramatically reducing circulation and execution costs through optimized targeting. Only mail those people that are going to respond. Creating top lift by augmenting outbound calendars with the ability to deliver targeted messages in response to interactions.

19. Sales 101

21. People don’t buy tools

22. They buy outcomes

23. Where does it hurt?

24. Insert Quote Breakthroughs can redefine the problem

25. Chart your own course

26. Alterian Social Media Engagement Solutions Change the Rules

27. Define your own “North” Insert Quotes

30. Carnegie quote

31. Only a mother…

32. How do you reach and move them?

33. Deals don’t close on the 1 st Date

34. Establish a plan of attack Never accept a “no” from someone who’s not empowered to say “yes”! Play Bigs on Bigs

37. Use the power of the pack

38. Recognize the “unwritten” Hierarchy

39. Political Jungle

40. Connect in terms relevant to them

42. Some things do roll up hill

43. Always monetize the benefit…

44. When is 2% not 2%?

45. $ 10,948,054 $ 2,154,516 When it translates to a 500% difference in revenue!

46. Tiger slide Tiger 2009 Tiger 2010 % Difference 298.4 Driving Distance 292 2.14% 64.29% Driving Accuracy 63.19% 1.71% 68.46% Greens in Regulation 67.01% 2.12% 1.743 Putting Average 1.781 -2.18% 4.15 Birdie Average 4.06 2.20% 68.05 Scoring Average 69.65 -2.35% 28.44 Putts per Round 29.07 -2.22%

47. Don’t forget the story