Posts Tagged ‘marketing automation’

Disruption and Adoption Are Confusing the Real Issue

February 3rd, 2014

It starts with the dreaded question in the pitch meeting. Usually slide #2 of your supposed 5 slide deck. “I think I get what you do, how are you going to build a market?”

You, at that point, will discuss the extrapolated X number of companies that fit the target, talk about your percentage that of the available that you would like to have within Y years, and then talk about all of the mechanics that you plan on driving to get  that percentage at Z cost per customer in acquisition costs. Numbers are actually irrelevant since the person who asked the question won’t really believe your answer; they just want to see if you understand the variables to the formula.

What is really hidden in the question is the assumption about how expensive it is to build and develop a market. They are looking for your Go-to-market strategy, but really they are looking for your built-in short-cuts. They are looking for ways that you can short-circuit the standard investment model for building a market.

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Direct Marketing and SPAM: If you are not an approved IP address, you can’t message to this server

June 8th, 2011

Email email email Its amazing how many BtoB marketing communications, direct marketing,and demand generation firms claim that they do social marketing as well as the 50 other things that they drop on their list of “specialities”; “We do SEO, website building, marketing automation, demand generation, telemarketing, lead qualification, marketing analytics, web content development, and SOCIAL MEDIA MARKETING.”

Ok, after reading 50 of these websites, I am not even sure what social media marketing is…. I gather that they think it is Linkedin, Twitter, and throw in Facebook for good measure. Oh, throw in videos, blogging, podcasts, and webinars to be safe… Oh, also throw in our standard suite of services and something about ROI. Then let’s connect to everyone like crazy on twitter and make sure that we blog on a regular basis, show up to a bunch of marketing events, and put out a couple of press releases.

In truth, most of them don’t really know how to create inbound lead generation from social marketing. It isn’t easy, actually in many ways much harder than traditional marketing. It is a lot easier to load up a database, create a newsletter, and watch the “opens” rate and the hits to the websites. Oh, and add the ubiquitous, connect to us on (pick your platform) widget at the bottom next to the “do not contact” link.
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Sales and Marketing Punch to the Gut

June 1st, 2011

I am the SVP of Sales and Marketing, which means I am more sales than marketing. I am responsible for hitting our revenue numbers and someone else is responsible for operations, delivery and whatever else we need to make the customer happy. My job is to get us in front of customers and close them on our solution. Our offering is highly complex, very technical, and really a niche within a larger market.

My customers take a long time to purchase, bring everyone around the table who could possibly have an opinion, and require lots of customization. In short, our average sale cycle is greater than 12 months long, sometimes 18 months and the average price tag could be anywhere from $200K to $2-5M, though our largest projects could be in the $10-20 million range.
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The CMO’s Four Envelopes

May 18th, 2011

There is an old joke about CEOs, this is the CMO version…

A newly hired CMO arrives on the first day to find four numbered envelopes on the desk with a note that says “open in case of emergency” left by the last position holder. Bizarre, but soon forgotten in the hum of the first day and subsequently buried in the piles of stuff over the following months. Those months are a blur of activity, getting up to speed, assessing the team, evaluating the activities, working with the executive team, etc.

After a few more months, the honeymoon period wanes as things start to solidify and the CMO begins to feel the pressure to produce immediate results. Sales have been flagging, sales is complaining, the board is restless, and the CEO is less patient. The CMO remembers the envelopes and finds them buried under stacks of papers on the shelf.  Now, unsure that this point constitutes an emergency, but the CMO remembers the grilling in the last senior management meeting and thinks “now or never”. Upon opening, there is a single line, “Fire the Agency and Rebrand”.

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