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“Marketers are focusing on demand
orchestration to coordinate their top funnel
channel [and pre-inquiry efforts], and then
connect them to the mid funnel systems to
better spend time and budget on strategic
initiatives instead of mundane tasks.”
~ David Crane
Integrate](https://image.slidesharecdn.com/demandorchestrationwebinarslidesharev2-170412163947/75/SiriusDecisions-Explores-the-Need-for-Demand-Orchestration-9-2048.jpg)
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SiriusDecisions Explores the Need for Demand Orchestration
The document discusses the challenges and advancements in demand generation, emphasizing the need for demand orchestration to improve effectiveness by integrating top-funnel and mid-funnel processes. It highlights common pitfalls in lead generation, such as siloed systems and inefficient use of resources, and advocates for better coordination among marketing and sales teams. Various strategies and insights are provided to enhance pipeline management and optimize marketing efforts to meet business goals.
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SiriusDecisions Explores the Need for Demand Orchestration
- 1. The Move toDemand Orchestration @LenaWaters @davidfcrane@KerrySirius
- 2. What’s On TheAgenda • Demand gen today • The role of demand orchestration • Lookout’s orchestration story Click here to view the full on-demand webinar 3
- 3.
- 4. Tale of TwoCities The fundamental aspects of demand gen: 1. acquiring contact leads/inquiries 2. converting these leads into pipeline opportunities Unfortunately, these two sides of demand gen are drastically siloed 4
- 5. © 2017 Integrate,Inc. 5 Generating Leads/Inquiries Qualifying Leads/Inquiries Demand Gen Today Content Syndication Display Events Lists Search Social
- 6. What Happens BeforeInquiry? Marketing automation helps B2B marketers nurture prospects and convert leads from inquiry to opportunity. But top-funnel, pre-inquiry tool haven’t advanced. What’s it like pre-inquiry? • Marketers pay millions of dollars to pump new contacts into their database • Time and energy spent finding and negotiating with data providers to get content in front of the right people • Waste 30+ hours a week scrubbing lead files and importing contacts into MA This distracts them from focusing on strategic needs! 6
- 7. 7 Can’t Scale to MeetPipeline Goals Little Insight Into What’s Working Consequences Low Conversion Rates Wasted Time, Effort & Budget
- 8. Bringing It AllTogether 8 Generating Leads/Inquiries Nurturing & Qualifying Leads into Opps Converting Ops into to Customers
- 9. 9 “Marketers are focusingon demand orchestration to coordinate their top funnel channel [and pre-inquiry efforts], and then connect them to the mid funnel systems to better spend time and budget on strategic initiatives instead of mundane tasks.” ~ David Crane Integrate
- 10. Related Resources • DemandOrchestration Workbook • Guide to Demand Orchestration Software • ABM Workbook • View On-demand Webinar
- 11. Poll: What successmetric drives your team the most? 11
- 12. 12 “Exclusive focus oninquiries, contacts, and leads is causing misalignment and errors for #B2B demand creation.” ~ Kerry Cunningham SiriusDecisions
- 13. 13 Senior Research Director •Lead Development & Management • Predictive analytics, research methods, organizational design Kerry Cunningham, SiriusDecisions
- 14. What You KnowChanges What You Must Know 14 SiriusPerspective: As the availability of data has changed, demand creation becomes increasingly more effective, but also increasingly more complex.
- 15. THE OPPORTUNITY & THEISSUES 15
- 16. Identifying the Selling Opportunities Exclusivefocus on inquiries/contacts leads to misalignment and fundamental errors in how organizations plan their go-to-market and measure their progress
- 17. Independent Agreement Among Individual(s) Less than$50K Less than 8 Weeks 1-2 1-2 Consensus Agreement across teams, functions or departments $50-$500K 1-2 Quarters (but no more) 3-4 3-5 Committee Agreement at the executive leadership level $500K-$Millions 1-2 Quarters (or more) 5 (or more) 6-10 (or more) Source: SiriusDecisions 2017 Buying Study Scenario Decision Orientation Typical Price Range Typical Timeframe Buying Centers Colleagues SiriusPerspective: B2B buying behavior clusters into three types of scenarios that must be considered when designing a go-to-market strategy. But this is Easier Said than Done
- 18. B-to-B Marketing &Selling Today Leads Nurture & Tele B-to-B Marketing Reporting Opportunities hitting pipeline
- 19. B-to-B Marketing &Selling Today Leads Nurture & Tele Opportunities hitting pipeline In reality, each opp probably evolves from multiple leads. B-to-B Marketing Reality
- 20. Identifying the SellingOpportunities Leads Nurture & Tele Opportunities hitting pipeline Opportunities And those leads were already coordinated among themselves at the time they became ‘leads.’ Buying Committees
- 21. Champions Ratifiers Influencers CxOs What Does AProspect Really Look Like? Buyer Personas Number of personas/ composition of buying center to vary with purchase process complexity Scope: • Departmental (which)? • Corporate? Global? Regional? Buying Center Buying Team
- 22. Important to Remember 22 •Each person in a buying center does his/her own research. • These folks may or may not be synched up in terms of their personal learning curve. • To have a complete and accurate reading of what’s happening in that demand unit is not sufficient to know how any one of these folks is engaging.
- 23. Champions Ratifiers Influencers CxOs What Does AProspect Really Look Like? Scope: • Departmental (which)? • Corporate? Global? Regional? Buying Team • Unique role-based needs • Perspective on organizational needs • Role and power in purchasing process
- 24. Extending The SiriusDecisionsDemand Waterfall®
- 25. Active Market Extending TheSiriusDecisions Demand Waterfall® Addressable Market Digital Inbound and Outbound Tactics Teleprospecting outbound to high- propensity accounts Sales outbound to high-propensity accounts SiriusPerspective: It may be hard to get an accurate measure at both levels today, but the effort to refine those numbers will drive vital insights along with alignment between marketing and sales.
- 26. Refined Focus =Greater Power But Greater Complexity Resourc es Needs Contact Data Sources • Demographic • Behavioral Account Data Sources • Firmographic • Technographic • Episodic • Behavioral Derived Data • Predictive • intent
- 27. So, that makesthings complicated… Lo-Res Static Data Hi-Res Static Data Episodic Data Intent Data Predictive • Email • Address • Phone • Industry • Revenue • Skills • Certifications • Groups • Tech install base • Mergers • Earnings • Promotions • Lease expirations • Competitor, 3rd party web activity • Other ? ExamplesDescription • Propensity to.. Basic contact and account info Attributes that allow more precision in identifying personas and accounts Information related to news and events; mostly accounts but some contact Activity data, synthesized to suggest awareness and interest; useful only at account level All available data, synthesized to better predict next best action • Look-alike clusters
- 28. So, that makesthings complicated… • Doctors don’t actually do the DNA testing • To be good physicians, they must understand the principles and have the skill to interpret… • But they aren’t back in the lab with test tubes and pipettes…
- 29. So, that makesthings complicated… • They are on the front lines with patients, combining visual, verbal and traditional health signals with the new science… • Interpreting the complex array of signals to make judgements about courses of treatment and to communicate effectively with patients
- 30. So, that makesthings complicated… • Likewise, modern marketers are turning to technology to help manage the increasingly complex array of signals • So they can stay focused on the task at hand... Identifying, engaging and converting prospects.
- 31. 31 “You don't haveto be a data scientist. You just have to be able to interpret and act on data.” ~ Kerry Cunningham SiriusDecisions
- 32. 32 Poll: What isyour biggest demand creation challenge?
- 33. 33 “If we everwanted to have time to address our other pressing challenges, then we had zero time to spend on inefficiencies at the top of the funnel.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 34. 34 Lena Waters, Lookout VicePresident, Corporate Marketing • Global Demand, Digital, Field & Event Marketing • Marketing Ops & Reporting • Integrated Enterprise & Personal Go-to-Market
- 35. THE MARKET OPPORTUNITY FromPersonal App to Enterprise Platform 35
- 36. Your Mobile Deviceis a Gold Mine for Hackers ENTERPRISE EMAIL ENTERPRISE NETWORK VPN, WiFi ENTERPRISE APPS SaaS, Custom Apps CREDENTIALS Stored, Soft Tokens PHOTO ALBUM Whiteboard Screenshots, IDs SENSORS GPS, Microphone, Camera 36
- 37. Web Crawlers AppStore APIs Dynamic Analysis Static Analysis Reputation Analysis Malware Assessment Capability Assessment Exploit Assessment SENSOR NETWORK ACQUIRE ANALYZE PROTECT Binary Similarity Mobile Sensors EnterprisePersonal We Approach Mobile Security as a Big Data Problem
- 38. BUILDING AN ENTERPRISE FRAMEWORK Assemblingthe Airplane in Mid-Flight 38
- 39. 39 “Being a marketerin today’s world means we’re often building the airplane mid-flight.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 40. Pipeline & Data •Build pipeline while process & operations are being fine- tuned • Use data to guide and demonstrate marketing’s impact on the business • Report, optimize, enable global self-service Process & People • Build an enterprise team • Establish enterprise operations, sharing Personal resources • Establish processes to enable output across enterprise teams Technology & Infrastructure • Stand up a global demand machine from scratch while rebuilding digital infrastructure • Launch pilot programs and scale to achieve pre-set goals • Operate globally across 4 sales theaters in multiple languages The Mandate 40
- 41. Marketing Funnel SalesPipeline Response MQL SAL SQL 1-Qualified 2-Validate 3-Proposal 4-Decision 5-Order 6-Closing 7-Closed Won Customer Person Engages Demographic + Behavioral Criteria Inside Sales Accepts Meeting Booked BANT Sales Cycle Stages Available for References Marketing Pipeline Goal #1 Drive a specific percentage of new Enterprise pipeline. Marketing Pipeline Goal #2 Drive a specific percentage of closed Enterprise bookings. The Goal 41
- 42. 42 “If it waseasy, they’d have the B team working on it.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 43. Mobile Threat Defense Navigating the GartnerHype Cycle 43
- 44. 44 “#MarTech is likethe fashion industry. As more stuff comes out, not all of it is worth buying/wearing.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 45. Top Funnel Challenges Theearly evolution of our category means: • Very little pull from the market • Low awareness of the problem, or of us as a company/brand It’s vital we identify who the early adopters of our product are likely to be, understand the key drivers for why they need us, and set our priorities accordingly.
- 46. Marketing Funnel SalesPipeline Response MQL SAL SQL 1-Qualified 2-Validate 3-Proposal 4-Decision 5-Order 6-Closing 7-Closed Won Customer Person Engages Demographic + Behavioral Criteria Inside Sales Accepts Meeting Booked BANT Sales Cycle Stages Available for References Enable Sales Motion Enable global marketing, sales & channel organizations. Create a Category Innovate a breakthrough product & market. Create Urgency in an Early Market Mobilize the buying team. Accelerate Funnel Effectiveness Build and automate a top of funnel machine. Top Funnel Challenges 46
- 47.
- 48. 48 “If we everwanted to have time to address our other pressing challenges, then we had zero time to spend on inefficiencies at the top of the funnel.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 50. time suck NOUN US Informal An inefficientor unproductive activity, process, etc.; a waste of time. 50
- 51.
- 52. Demand Orchestration isan Existential Issue
- 53. 53 “You’re looking atindividual leads that come in at the top of the funnel, but what’s really happening is that there’s buying groups that are invisible until they get further down the funnel. Closing that gap has become the existential issue to us.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 54. Lead Sources Creating and optimizing the marketingmix across personas means a lot of decentralized lead sources Data Quality Unstandardized data of varying quality from multiple online and offline sources creates follow up delays Lead Process Process inefficiencies with lead aggregation, scrubbing, importing, reporting require additional manual work Global Scale Multiple considerations across countries or regions increases the need for consistency and speed Investment Balancing resources at the top of the funnel competes with other valuable funnel stages Top of Funnel Challenges w/o Integrate 54
- 55. Lead Sources Freedom to optimize across thebest- performing demand vehicles with faster time to implement Data Quality Normalized data is the new normal Lead Process Eliminating the time suck frees up high value resources for higher value work Global Scale Greater capacity to focus on global expansion with balanced resources Investment Orchestrated demand means faster time to value Integrate Increases Time to Value for Lookout 55
- 56. Pipeline & Data •Build pipeline while process & operations are being fine- tuned • Use data to guide and demonstrate marketing’s impact on the business • Report, optimize, enable global self-service Process & People • Build an enterprise team • Establish enterprise operations, sharing Personal resources • Establish processes to enable output across enterprise teams Technology & Infrastructure • Stand up a global demand machine from scratch while rebuilding digital infrastructure • Launch pilot programs and scale to achieve pre-set goals • Operate globally across 4 sales theaters in multiple languages Remember The Mandate 56
- 57. 57 “Make sure you’reidentifying your target accounts and customers before you’re buying tech designed to help reach them. Otherwise, you’ll end up getting skewed to the people that the tech finds easily.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 58. • Surpass pipelinetargets • Increase funnel velocity • Use data to predict marketing’s impact on the business • Scale the integrated marketing team • Optimize integrated consumer & enterprise operations • Increase global process efficiency to maximize output across teams • Scale global demand across a broader buying team • Leverage digital to grow global integrated framework • Focus on key investments to create momentum What’s Next? Pipeline & DataProcess & People Technology & Infrastructure 58
- 59. 59 “MarTech does not solveproblems, people do.” ~ Lena Waters Vice President, Corporate Marketing Lookout
- 60. Related Resources • DemandOrchestration Workbook • Guide to Demand Orchestration Software • ABM Workbook • View On-demand Webinar