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Selling to the Marketing Organization


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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.

Published in: Business
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Selling to the Marketing Organization

  1. 1. Selling to the Marketing Organization A workshop on being persuasive and delivering unique selling propositions
  2. 2. Today’s Agenda <ul><li>Tough sledding </li></ul><ul><li>Marketing profile </li></ul><ul><li>Unique selling proposition </li></ul><ul><li>Persuasive pitches </li></ul>
  3. 3. <ul><li>A Comprehensive Social Media Management Solution </li></ul>Heartbreak Hill
  4. 4. Limited net logo growth Budget constrained by alternatives Fierce competition with like capabilities
  5. 5. Commodity Offerings
  6. 6. Commodity Offerings Efficient Operations
  7. 7. … Compounded by economics <ul><ul><li>Media spends reduced </li></ul></ul><ul><ul><li>IT projects on hold or canceled </li></ul></ul><ul><ul><li>Risk taking is minimized </li></ul></ul><ul><ul><li>Lower level client associates are grumpy due to pressure (fear) </li></ul></ul><ul><ul><li>Higher level executives are looking for alternatives. </li></ul></ul><ul><ul><li>Outside experts called in for new perspective </li></ul></ul><ul><ul><li>Consultants work to understand visible and ‘invisible’ problems </li></ul></ul>
  8. 8. Tough Sledding
  9. 9. Exercise <ul><li>Do a Sunset Review for … </li></ul>
  10. 10. Today’s Agenda <ul><li>Tough sledding </li></ul><ul><li>Marketing profile </li></ul><ul><li>Unique selling proposition </li></ul><ul><li>Persuasive pitches </li></ul>
  11. 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. 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. 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. 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.
  15. 15. Building a Buyer Profile <ul><li>Titles : </li></ul><ul><li>Director of Marketing Database </li></ul><ul><li>Senior Director, Circulation and Forecasting </li></ul><ul><li>Senior Director, Business Analytics </li></ul><ul><li>Director of Application Development </li></ul><ul><li>Marketing Database Manager </li></ul><ul><li>Senior Circulation Manager </li></ul><ul><li>Director of CRM </li></ul><ul><li>Priorities : </li></ul><ul><li>Maintaining revenue levels </li></ul><ul><li>Reducing circulation costs by mailing less </li></ul><ul><li>Create new revenue opportunities with triggered responses </li></ul><ul><li>Increasing response rates by leveraging new channels </li></ul><ul><li>Improving the customer experience by reacting to their preferences </li></ul><ul><li>Build customer loyalty by delivering individualized communications </li></ul><ul><li>Demonstrating financial contribution </li></ul><ul><li>KPI’s : </li></ul><ul><li>Circulation </li></ul><ul><li>Cost per </li></ul><ul><li>Store over Store Revenue </li></ul><ul><li>Member / Non-Member Basket </li></ul><ul><li>Turn time </li></ul>Budget Some likelihood this group will struggle to get incremental budget for capital projects. Much of funding is likely to come from cost savings generated by evolving them off of traditional list processing in terms of more efficient physical mailings and enablement of cheaper channels. With exception, they aren’t going to be top of mind from an investment perspective.
  16. 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.
  17. 17. Exercise <ul><li>Build a profile and sophistication curve for… </li></ul>
  18. 18. Today’s Agenda <ul><li>Tough sledding </li></ul><ul><li>Marketing profile </li></ul><ul><li>Unique selling proposition </li></ul><ul><li>Persuasive pitches </li></ul>
  19. 19. Sales 101
  20. 20. Lets review… <ul><li>Woo </li></ul><ul><li>Solution Selling </li></ul><ul><li>Blue Oceans </li></ul><ul><li>Covey </li></ul><ul><li>Carnegie </li></ul><ul><li>Demo 1.2.3 </li></ul>
  21. 21. People don’t buy tools
  22. 22. They buy outcomes
  23. 23. Where does it hurt?
  24. 24. Insert Quote Breakthroughs can redefine the problem
  25. 25. Chart your own course
  26. 26. Alterian Social Media Engagement Solutions Change the Rules
  27. 27. Define your own “North” Insert Quotes
  28. 28. Exercise <ul><li>Build a USP for… </li></ul>
  29. 29. Today’s Agenda <ul><li>Tough sledding </li></ul><ul><li>Marketing profile </li></ul><ul><li>Unique selling proposition </li></ul><ul><li>Persuasive pitches </li></ul>
  30. 30. Carnegie quote
  31. 31. Only a mother…
  32. 32. How do you reach and move them?
  33. 33. Deals don’t close on the 1 st Date
  34. 34. Establish a plan of attack Never accept a “no” from someone who’s not empowered to say “yes”! Play Bigs on Bigs
  35. 35. Set a goal for each engagement <ul><li>Changing Attitudes </li></ul><ul><li>Endorsement </li></ul><ul><li>Facilitating the Process </li></ul><ul><li>Brainstorming or Idea Polishing </li></ul><ul><li>Authorization and Decisions </li></ul><ul><li>Implementation </li></ul>
  36. 36. Build credibility <ul><li>Competence </li></ul><ul><li>Expertise </li></ul><ul><li>Trustworthiness </li></ul>
  37. 37. Use the power of the pack
  38. 38. Recognize the “unwritten” Hierarchy
  39. 39. Political Jungle
  40. 40. Connect in terms relevant to them
  41. 41. Present a compelling argument <ul><li>Define the P roblem </li></ul><ul><li>State the C ause </li></ul><ul><li>Present your A nswer </li></ul><ul><li>Argue the N et Benefits </li></ul>PCAN Model
  42. 42. Some things do roll up hill
  43. 43. Always monetize the benefit…
  44. 44. When is 2% not 2%?
  45. 45. $ 10,948,054 $ 2,154,516 When it translates to a 500% difference in revenue!
  46. 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. 47. Don’t forget the story
  48. 48. Make the message memorable <ul><li>Make it vivid – Use physical and mental pictures. </li></ul><ul><li>Use demonstrations and symbolic actions </li></ul><ul><li>Put your heart into it </li></ul><ul><li>Tell a story </li></ul><ul><li>Personalize it – use your own experience </li></ul><ul><li>Build bridges with analogies and metaphors </li></ul>
  49. 49. Exercise <ul><li>Create a pitch for … </li></ul>