by scott.gillum | May 11, 2015 | 2015, Marketing
Look at the tweet, then read the graphic. Why is the headline on this tweet by Spencer Stuart, “Majority of marketing leaders want to see data-and analysis driven decision marketing on their teams,” and not “Majority of marketing leaders want to see more creative thinking and exploration on their teams?”
Statistically they’re the same, yet Spencer Stuart emphasized the data/analytic decision making why? “Combine Fun, Passion and Excitement” with “Decision and Bold Action” and you have a solid argument for changing the marketing team’s culture to “Exploration and Creative Thinking.”
On the flip side, only 5% of marketing wants a culture of “Planning, Caution and Being Thoughtful,” amen brother. Ok, I hear you, “if it was “fun” they would call it “play” not work, but maybe we need a little more play at work.
According to Peter Gray, a professor at Boston College and author of Free to Learn, ”play” can be the key that unlocks the mindset of bold creative thinking. In an article on Psychology Today, Gray says that the “alert but unstressed condition” of a playful mind has been shown repeatedly, in psychological experiments, to be ideal for creativity and learning new skills.
“Experiments have shown that strong pressure to perform well (which induces a non-playful state) improves performance on tasks that are mentally easy or habitual for the person, but worsens performance on tasks that require creativity, or conscious decision making, or the learning of new skills.” Although accountants may perform well under pressure, it could be a creativity killer for marketers.
One could conclude then, if an organization too narrowly focuses on “analysis and data driven decision making,” it may come at the expense of “Exploration and Creative Thinking” mentioned in the research and Tweet. Said differently, all work and no play, could make your marketers dull.
Pressure to perform in business marketing is a given, so how do you strike a healthy balance? Stephanie Anderson, CMO of Time Warner Cable’s business division, suggested that by ” focusing on business results first, ensuring that you have a way to show the business impact of marketing activities, you’ll have the foundation in place in order to inject a fun and creativity into the workplace.”
by scott.gillum | Jun 23, 2014 | 2014, Marketing
I found this in a file earlier this week. It was part of a pre-work exercise for a well known professional services firm. We were engaged to help them redefine their corporate value proposition and messaging architecture. I thought it might be useful for the group.
Who Uses It?
Everyone:
- Marketing Teams
- Salespeople
- Recruiters
- Investor Relations.
What You Should Not Do:
Most elevator pitches miss the mark because:
- They are too long–“We have an elevator pitch but it requires a building with 700 floors…”
- They are too technical
- They lead with bragging points or product features — “We are the leading provider with 54 offices in 29 countries.”
- They are ego-centric rather than customer-centric—An elevator pitch is a response to the question what do you (or what does your company) do? When a customer asks this they mean, “what do you do for me? “
How To Do It Right:
- Be customer-centric
- Be concise (30-60 seconds max)
- Be true and “ownable”
- Convey business outcomes, not bragging points or features.
- Show, don’t tell— provide a story that will show a customer what your company will do for them.
Best Practices:
Elevator Pitch Should ‘Tell a Story’ that:
- Addresses: Situation, Impact and Resolution
- Starts with customers; ends with outcomes
- Quantifies your value proposition
Try beginning with a provocative statistic
It should consist of three parts:
- Situation – cite the dilemma, pain, difficulties or complications that the prospect faces…
- Impact – quantify the impact that the situation is having on the prospect’s bottom line…
- Resolution (Solution) – how do you solve the problem?
by scott.gillum | Jun 10, 2014 | 2014, Marketing
Tell me if you have heard this before; “we need more, and/or better leads.” The chances are, if you’re in hi-tech marketing you may hear it on daily, weekly and monthly basis. Why? According to Forrester consultant Tom Grant, it’s because of the need to feed the funnel.
In his report Tech Marketers Pursue Antiquated Marketing Strategies Grant compared hi-tech firms to other industries “B2B technology companies treat marketing as an opportunity to sell new products and services to new customers.” As he stated “the product is the axis around which marketing efforts turn,” and as a result, the primary objective of marketing is to produce leads.
Similarly, marketers have long held the belief that because of sales short-term focus on making quarterly objectives, it either lacks the appreciation of, and/or the sophistication to understand anything other than lead gen, for example longer-term brand building and awareness activities.
But what if both of these viewpoints were actually wrong. What would happen if you asked sales what they valued, rather than assumed you knew the answer? How might it change how marketing thinks about its impact on the organization?
For one B2B Tech Company, feedback from the sales force is helping them refine their value to the organization. “When it comes to enabling the sales force, we’ve previously relied on what I call “measurement-by-anecdote.” Our goal with this study was to quantify what sales values from marketing so we can focus on the things that make a difference.” said Rick Dodd, SVP Marketing of Ciena, a $2 billion global optical and packet networking company.
To gain that insight the company surveyed its global sales force, including five types of sales reps covering five different account types. Over 400 sales reps provided feedback on their priorities for marketing and marketing’s performance.
According to sales, the highest ranked marketing activities were at the top of the funnel, 92% of sales said that increasing the awareness of solutions was very or extremely important, increasing consideration was close behind at 91%, only 65% mentioned lead generation.
“Our sales force is very experienced; they understand that technology and industries change quickly. We’ve obviously been successful positioning ourselves for today’s market, and now we want to take best advantage of the big shifts in our landscape. The survey showed us that for sales to be successful, marketing has to be able to change customers and prospect perceptions,” according to Dodd.
Perhaps the most interesting insight to come out of the research, is how Ciena is now thinking about measuring and reporting marketing’s impact on the organization. “Measuring pipeline value is a struggle in our business”, said Bill Rozier, VP of Marketing. “We have long, complex sales cycles that make it difficult to isolate marketing’s impact.”And they are not alone it in that challenge. The Aberdeen Group’s recent Demand Generation study found that 77% of respondents rated visibility into lead performance across stages as very valuable, but only 43% indicated they can do thi effectively.
Instead of spending a lot of time and energy in trying to perfect an imperfect process, thecompany is focusing efforts on measuring marketing performance at the macro level. “At the end of the day, our performance is ultimately measured in sales success, so that’s what we are focusing on measuring”, said Rozier.
To do that, the company has created a quarterly dashboard from the survey. Two regional sales organizations each quarter will be asked to evaluate marketing’s performance in three areas: 1) Marketing’s contribution to sales success; 2) Marketing’s performance compared to competitors; and 3) Marketing’s contribution to the success of the organization.
It’s a unique approach, and perhaps one that should be considered by others, because the challenge in performance management is often in defining the right metrics to drive the intended behaviors.
Ciena’s approach, as Dodd concludes, is to put the focus on the right conversation; “As we learned through the research, contributing to the success of the sales force isn’t just about one thing, it isn’t just lead gen. I appreciate that they give us credit for doing a good job when compared to competitors, but what we’re most interested in understanding is how well are we doing in enabling them to win. If the sales team rates our contributions as being valuable to their personal success, then we know we’re doing the right things.”
by scott.gillum | Apr 11, 2014 | 2014, Marketing
Take out a piece of paper, and write down what you think makes your company different from its competitors. Now, Google your competitors and see if you can tell the difference between what you wrote, and how they describe themselves. If it sounds the same, keep reading.
Let’s say you’re the CEO of a fortune 500 company looking for some advice. Two top tier global consulting firms are recommended, and based on their website descriptions of “Who They Are” which one would you chose?
Can’t decide? That’s the challenge I’m talking about. Although one firm uses “advisors”, they are describing what the firms do, not who they are, and as you can see, the sound the same. If some of the smartest guys in the business are getting it wrong, and they’re the “advisors to the world’s leading businesses” you shouldn’t feel bad.
Why is it so hard? There are two key reasons; the first being in B2B, we are conditioned to think that what we do is who we are. It’s the Achilles heel of effective marketing communications, the bad habit of over communicating and focusing what you sell (what you do) versus who you are (what makes you different).
Making things worse is when B2B marketers talk about the value of what their company does, they use terms associated with business value, the functional benefit or business outcome of the product or service being sold (e.g. increase revenue, reduce cost, retain customers, etc.). It’s non-differentiating because competitors use the same language, and that’s the second major challenge to overcome.
Over the years, marketing communication has evolved from talking about how great the company was to talking about what it does for customers. Thankfully the “we’re number 1” days are over but unfortunately, the “what we do for customers” has been defined by what the company sells. It is time to evolve again and speak to more about the “DNA” of the organization. Research from CEB has shown that buyers figure out what companies sell (what you do) relatively quickly. It takes them much longer to figure out why they should buy from one company or another.
And surprisingly, when they do make the decision, it often has little to do with “business value” of the product or service itself, and more to do with the emotional connection they feel to it, or to your brand. Buyers are not the rational beings we once thought, they do business with businesses for very personal reason, according to the CEB research. As a result, they want to get to know the company as well as they know the product or service.
So, how do you “humanize” the company? Here are some tips to get your started:
- Ask customers – sounds obvious, but rarely happens. Ask them why they do business with your organization and others. You might be surprised by what you’ll learn; it may have nothing to do with your products or services. Use this information to communicate back to them “who you are” in the language and context that is meaningful to them.
- Survey employees – this may help uncover why the organization can’t get on the same page when it comes to defining the company. Employees have a tendency to define the company and what it does, based on their own experience with the products they know, and customers they serve. As a result, they have a myopic view of the organization. You will find multiple views on your value, and the type of company you are, across your organization.
- Decide on the type of company you are – pick up a copy of Michael Treacy’s Discipline of Market Leaders. In it, Treacy and Fred Wiersema define three value proposition types based on business models; Operational Excellence, Product Leadership, and Customer Intimacy. Use this framework as a starting point to define your organization and its’ language. It also helps get everyone on the same page.
- Create a persona – once you have consensus on the type of organization and its value to customers, it is time to figure how to differentiate it. In this step, use brand archetypes to help define the company persona. Here’s a free list of 40 archetypes. Create a working session and have the group discuss how the company views the world, how it reacts to bad or good news, how it speaks — what is the tone? Keep the conversation away from what the company makes or does, and on the organization itself.
Buyers have changed. They want to know who you are, because they already know what you do. And they’re looking for a little of themselves in your brand. Relate to them on a human level. Tell them who you are in a way that connects with them. If you do, it will differentiated you, because like people, no two organizations are exactly alike.
by scott.gillum | Mar 13, 2013 | 2013
I joined gyro in 2010. At that time we were called GyroHSR, and were a collection of 9 small to mid-size agencies from around the world that were part of a roll-up. We didn’t share a common language, system or culture. What held us together was a vision of being the world’s best B2B agency.
The first year was challenging. I came into the ad business from the outside. My experience had been consulting and marketing services. I naively thought it would be an easy transition, that my world and this world weren’t that far apart. I was wrong. Everything seemed to have a learning curve, I spoke a different language and the other side of my brain, long neglected, needed to be developed.
Over the next two years almost everything would change. We dropped the “HSR” and became known solely as gyro. Our investors brought in a new management team and our new CEO & Chief Creative Officer, Christoph Becker would completely remake our creative teams across the network. But most importantly, Christoph would change our culture, our language and our focus. And along the way, the right side of my brain began to develop.
During this time, we undertook two intiatives that I think have set us up for the success that we are enjoying today. The first, was that we believed that “b2b marketing” as we knew it, was “dead”. Targeting a business buyer by a title, at a business address, during business hours, was an antiquated concept. We would later prove that to be the case with our @Work State of Mind research conducted with academic institutions and Forbes (click here for the research report).
The second was that ideas needed to be “humanly relevant”. That behind every business decision maker was a person, and that person made decisions based on emotions. Our research would show that the buyers journey was, in fact, a very rational process up until the point of the decision…and then emotions took over.
It became easy to differentiate ourselves from competitors, and clients/prospects believed in what we preaching. As the wins starting coming, our culture started to align around what we call UNO. One language, one process, one culture, we became unified across the network. Client teams from across the world began working together to deliver the best ideas and outputs, regardless of the location. Our work starting winning awards, and the world started to notice.
What’s different about BtoB magazine award today, isn’t necessarily that we’ve been recognized, gyro has won awards in the past. But rather it’s an external validation point that we are on the right path, and the hard work is paying off. We won in the “Large” agency category (our first year in that category), going up against the “best of the best,” like Ogilvy. It’s a litmus test that our vision of being the best B2B agency in the world, and the reason why most of us joined gyro, is being realized, at least in the U.S…and at least for this year.
We not done yet, we still have work to do and clients to dazzle, but for now…we’re Numero UNO, and it feels good.
