The Sales Team as a Content Testing Crucible

It's been a while since we've talked much about the topic of sales enablement, so I wanted to loop back to some interesting peripheral points. Marketing teams generally work hard to provide not just content and messaging that is available online, but also content and messaging that can be used directly by sales teams as they guide buyers through the buying process.

This usage pattern is very powerful, in that it allows the sales team to use their intuition, insights, and judgments in deciding what content to provide to what buyer at what moment in time. This human judgment can often provide more insight than digital body language alone, and if looked at carefully can provide the marketing team with a good understanding of what content is most valuable.

This direct use of content by the sales team provides a valuable content testing crucible for understanding both which messages are being used and which are effective in guiding buyers. For example, in the following chart, you can see that the Product Spec Sheet is not being discovered by the sales team, while the ROI calculator is being discovered by sales, but is not being used. The Video Testimonials content is being used frequently, but is not connecting with the buying audience, while the Technical Specifications, while used less, are well received by the audience they are sent to.




This ability to assess content from a sales usage standpoint, as well as from a market reception standpoint enables marketing efforts to be directed at only the most highly leveraged investments. Read More...

Cash Flow Statement as a Metaphor: Sources and Uses of Leads

Earlier, we introduced the financial metaphors for balance sheet and income statement when looking at B2B marketing analysis. Following on the same financial metaphor, a “cash flow” statement can show valuable insights into the sources and uses of leads, allowing you to dashboard the lead flow within your organization in order to understand which territories, product lines, or business segments are seeing more lead flow than others, and whether the leads are being successfully converted into opportunities.

Understanding which sales teams are seeing the best sourcing of leads gives a good sense of whether there is any imbalance in the lead flows. For example, in the following data, you can see that although the West is generally getting more leads, they are of significantly lower quality. Similarly, while there are lots of leads for Widget B being generated, there is a significant imbalance in lead flow to reps in the East.





With this understanding of which territories, product lines, and salespeople are provided with leads, the next step is to provide insight into the outcome of those leads once they have been handed off to sales. Done properly, the disposition of leads by a sales team after they attempt to connect with them should not only trigger a marketing process to correctly handle the leads, but also provide clear insights into the quality of the leads. If the leads were unreachable, lacked interest, were not the right role, or only had early stage interest, this insight allows marketing to see whether there are potential quality issues with their leads.

Likewise, if certain sales reps are doing a poor job in following up with the leads they are given, this will also show up in the analytics of lead disposition. In the following lead disposition chart, for example, you can see that both Bob Clark and Jane Chen received a large number of leads, but failed to convert many of them to opportunities, instead resorting to voicemails or calling back in 90 days. This may be an indication of a performance or training challenge with these two sales reps.



The more visibility we introduce to our processes for building interest, qualifying leads, handing them to sales, and having sales connect in order to grow a revenue opportunity, the better we are able to improve those processes. The cash flow statement, as a metaphor, provides a great way to look at which sales teams are getting good sources of leads, and what the uses of those leads are. The ability to optimize this lead flow or guide the sales team's response lets us optimize revenue quickly and effectively. Read More...

6 things the iPad means for B2B Marketers

Yesterday, Steve Jobs announced Apple's latest device, the iPad. A 10 inch, touch-screen tablet with Wi-Fi access, and an extension of the iPhone/iPod platform for both application development and media purchase. It's a beautiful device, as is expected from Apple, and will surely see plenty of uptake over the coming year.

The transition that this causes in the consumer market, and to book sellers, has already been much discussed. As a marketer focused on selling to businesses, however, there remains the question of what effect this will have.

Here are six important changes that we will likely see, as B2B marketers, as the iPad and its peers become more commonplace:

1) Returning relevance of print media: the iPad is designed to shake up the print landscape, for newspapers, magazines, and periodicals. If it succeeds in this, we will see the transition of that subscriber base from off-line to digital. This means that print advertising, long too untargeted to be a mainstay of B2B marketing, may make its return. With pay-for-performance price models and highly precise targeting, the advertising opportunities may be as interesting to B2B marketers as search engines were 5 years ago.

2) Integration of offline and online experiences: the form factor of a tablet makes it extremely easy to have with you at all points in the day. For B2B marketers at offline events such as seminars and tradeshows, this means that the online and offline experiences can be melded seamlessly. A salesperson carrying an iPad can easily segue into a live demonstration if the conversation goes that way, and a prospect carrying an iPad can be guided to online resources during the booth conversation if it makes sense to. The integrated experience can be much greater than either alone.

3) Books and whitepapers become interactive: as books and whitepapers are more and more read on devices like an iPad, rich interactive aspects become increasingly possible. Embedded videos within a book, links for more detailed exploration of topics, and interactive experiences to highlight a point all become possible, allowing us to rethink the book and whitepaper formats entirely.

4) Location awareness in everything: Although only the 3G model of the iPad appears to have GPS, the Wi-Fi will enable location detection, and it is not a great leap to assume that GPS will be commonplace in future models. As more devices become location aware, more applications will be re-factored to take advantage of that location knowledge. New applications like foursquare, or older applications like LinkedIn will build deep location knowledge of people in your network, allowing new forms of social networking to increasingly bridge the physical divide. Similarly, this will allow much more accurate location-based message targeting and may revive the local breakfast or lunch event as it becomes easier to connect with only local executives.

5) Application explosion: The prevalence of iPad devices, if successful, in the executive audiences who make most B2B purchase decisions could mean a great opportunity for freemium iPad applications that would help those executives in one aspect of their daily lives, while building the case for your full solution.

6) Sales enablement enrichment: A field sales person is another likely candidate for iPad adoption, and their ability to remain mobile while working with a full-size form factor device means that their need for insights and data on leads will greatly increase. Rather than just wanting the name and phone number of a lead sent to their Blackberry, they will insist on rich activity data and deeper insights being available on their iPad.

If the iPad is successful, it will certainly affect all aspects of society, much as the iPhone has done. As B2B marketers, we will benefit from watching these trends as they unfold and hopefully being ahead of them.

What are your thoughts on these trends? Any I have missed? Read More...

Evaluating Marketing Automation/CRM Integration

In a recent post, we talked about the three key elements in the Marketing Automation/CRM integration stack; data, activity, and process. This gives a good sense of the key elements that need to be integrated in order to have a seamless flow of the business process between marketing and sales. The next challenge in evaluating an integration between your marketing automation and CRM systems is understanding how to approach the integration. Depending on what systems you are using, and how complex your requirements are, this can end up in one of 4 buckets, each of which has its own unique characteristics.

The way to think about this is a 2X2 matrix. The first dimension is whether your Marketing Automation software is natively “aware” of the CRM system you are working with or not. The second dimension is whether your business processes for the integration are standard, or customized.

Native Support of Chosen CRM System

There is much confusion in the industry on this point, as the claim to “be able to integrate with” a particular CRM system leaves much to be clarified. There are, to significantly simplify, two main approaches to an integration. In one method, the marketing automation system itself is natively aware of the API calls of the CRM provider, and can update data, make notes of web activity, or create leads as appropriate.

The second method, however, is a more passive approach. Instead of taking care of the calls directly and natively, the information is provided through an API, and is available for integration as needed, but a third party integration tool would likely be required. This approach definitely allows integration, but requires a more technical investment on behalf of the organization looking to perform the integration.


Standard or Custom Business Process

When examining the business processes for the integration, many businesses will discover that they have unique requirements that are outside of the standard and typical business flows. Unique sources of data for segmentation, lead scoring criteria that come from your CRM system, novel lead handoff or claw-back processes with sales, or data requirements based on analysis needs can all drive custom integration processes.

Depending on your approach to integration – native support or non-native support – these custom process requirements can be handled in different ways.


Integration Scenarios, and Questions to Ask

Each integration scenario leads to different integration considerations. Each allows integration, and each can lead to a very successful and viable integration, but the difference are important to be aware of.

Standard Business Process, Native CRM System

This is the best available option, as it combines standard business processes with a known, and natively supported CRM platform. This should be a very quick process, and ideally will incorporate best practices and experience into the standard integration processes that are enabled. If this is the situation you find yourself in, ask questions around the marketing automation provider’s experience with that CRM platform:
- How many integrated clients do you have on that specific CRM system?
- Are you that CRM vendor’s recommended provider of marketing automation?
- If custom business process requirements arise down the road, is there the flexibility to customize?

Custom Business Process, Native CRM System

Either on initial engagement, or after the initial processes begin to show their success, there is often a need to expand the depth of the integration between CRM and Marketing Automation. As your lead scoring, handoff, and nurturing process grows in maturity, you will need to expand how the two platforms coordinate. As you are dealing with a CRM system that is natively understood by your marketing automation provider, the flexibility of your marketing automation provider is what will govern your success here. Ask questions both around the flexibility of individual calls into the CRM system, and the ability to customize the workflow that governs when those calls are used:
- What entities within the CRM system are accessible; contacts, accounts, tasks, activities, custom objects, etc?
- Can any updates (ie creating a task), be fully customized to control exactly what is written?
- Can a workflow process be created to give you as a marketer complete control of the update process?

- Do you have full decision/branching control in that workflow process


Standard Business Process, Non-Native CRM System

If the CRM system you are using is not natively supported by the marketing automation provider you are considering, integration will be possible, but there will be a significant amount more work to be contemplated. Essentially in this case, both your CRM provider and your marketing automation platform will expose an API, and you will need to use either custom code or an integration platform to build the integration.

If this is the situation you are looking at, a few key questions to ask your marketing automation software provider:
- How robust and deep is their API? Does it cover all of the key functions you will need to replicate a standard integration with your CRM system?
- How much experience do they have with integrations outside of their most familiar CRM system? (If they only have experience integrating with one CRM system, you will likely find that the flexibility to integrate with other CRM systems is not present)
- Will there be an experienced best practice team to help you with the business process aspects of the integration?
- Is there a deep partner ecosystem with experience in building integrations that you can rely on if needed?


Non-Standard Business Process, Non-Native CRM System

This is the most interesting and challenging of all the integration options. With both a non-standard CRM system, and a custom business process, your integration project will likely be more challenging than the previous options. It is important in this situation to accurately assess your integration plan in order to avoid surprises as you move forward.

Some important questions to ask of your marketing automation provider:
- Does their API cover all key areas of interest? Has there been a community of partners and developers working with the API for at least a year in order to ensure that the necessary depth and robustness is present?
- Is there a workflow engine within the marketing automation platform that can work seamlessly with the API in order to allow marketers to configure unique business processes which are then easily integrated?
- Is there a community of clients and partners who have built integrations with a wide variety of systems – data warehouses, business intelligence, purchasing, CRM, etc – whose experience you can draw from


Integration Between Marketing Automation and CRM

The integration between a marketing automation platform and a CRM system is the technological underpinning of the alignment between sales and marketing. As such, it is a key area to understand and investigate in thinking about a marketing automation investment. Whereas many things are possible in looking at integration between two systems, understanding the scenario you are in and what that means for integration can make your marketing automation journey significantly smoother.

Read More...

Influencing Sales Behaviour - Tips for Marketers

(excuse the image as a metaphor for influencing sales behaviour... but anyone in B2B marketing who has tried to guide what sales does will understand)


Being able to accurately understand and score leads is only as valuable as the likelihood that your sales team picks up those leads and begins to work with them. If you cannot change behavior in sales, then your lead scoring efforts are of limited value. However, if you are able to influence sales, the effect on your overall revenue creation can be tremendous as effort is focused only on leads that are nearly ready to convert.

Influencing, and ultimately changing, the behavior of a sales team, however, is a challenging undertaking. Sales behavior can be difficult to change, and it may seem as though there are limited tools at a marketing team’s disposal to help guide this behavior. However, there are a few techniques that can be used to guide behavior and ensure success.

Firstly, and most importantly, is buy-in. Both sales management, and the sales team, should be engaged in order to get their buy-in as early in the process as possible. Without this buy-in, it is extraordinarily difficult to enact the needed changes in behavior.

Sales Management

For sales management, there needs to be a common view on the fact that buyers’ buying processes have fundamentally changed, and that success in today’s environment depends on a shift towards understanding where buyers are in their buying process and aligning sales resources with only those buyers who are ready to buy. If this philosophical agreement can be reached, then marketing is in a good position to offer a much clearer view into buyer behaviors.

The next step with sales management is to reach alignment on metrics. In an ideal B2B marketing process, there should be common agreement on the definition of a marketing qualified lead (MQL), and that those leads will be worked on by sales. However, if the sales team is managed (and compensated) by metrics on activity, such as a number of calls per day, they will not respond well to a lower number of more highly qualified leads.

Sales Team

Getting the sales team’s buy-in, as discussed in last week’s video on lead scoring best practices is a matter of having them understand and agree with why a lead is scored a certain way. Both dimensions of lead scoring should have agreement from sales; the explicit criteria (“who” a lead is) and the implicit criteria (“how interested” a lead is). If sales is engaged early on, they can provide critical input into which of your content assets truly indicate an interested prospect. This forms the basis of your structure for how to score a lead’s activity.

Once a lead scoring structure has been defined, a clear marketing focus on sales enablement can show sales more detail on their leads, accounts, and territories than they have historically seen, and give them insight into the underlying digital body language of their prospects upon which the lead scoring is based.

These sales enablement techniques allow you to build credibility with the sales team. By showing the sales team incremental aspects of the value that your marketing team can provide, you can gain their trust, buy-in, and enthusiasm for leads that have been qualified based on their buying activities.

Carrots and Sticks

With the definition of a marketing qualified lead created, and the need for alignment between marketing and sales agreed to by the management of both functions, you can then build a process that facilitates sales, while still encouraging adoption of the overall system. First, with a Service Level Agreement (SLA) in place between your marketing and sales teams, you can define an agreement on how long sales should have to follow up with a qualified lead. If they do not, marketing is allowed to “claw back” the lead in order to nurture them, or pass them to another sales person.

If you manage this sales hand off carefully, the growing acceptance within sales of the fact that marketing qualified leads are better to work with can act as fuel for sales motivation to adopt the process. With claw-backs in place, having a lead pulled back and perhaps passed to a channel partner or another rep can be a strong motivation to act quickly. Likewise, for sales people who are performing well and are quickly following up with their leads, an increased flow of these leads can keep their enthusiasm high for continued quick follow-up.

Top-Of-Mind Presence

Like any initiative, keeping your efforts top of mind with your sales team is helpful for success. Prospect activity can be communicated in real time to your sales team with email alerts each time prospects do anything interesting on your website. Similarly, each of your successes with sales engaging with qualified leads can be marketed internally. This can build upon those successes and lead to a much broader awareness in your sales team that qualified leads are critical to their success.

Influencing Sales Behavior

Gaining traction with a sales organization is difficult for any initiative. For deeper sales and marketing alignment, however, your marketing organization must engage with the sales organization in order to facilitate a change in behavior. However, by focusing up front on buy-in from both management and the sales professionals, and at the same time delivering value at each step, this alignment can be achieved. Read More...

Sales Enablement: A Key Goal of B2B Marketers

As B2B marketers, many of us have mainly focused on lead flow to sales as our key driver. Lead flow is definitely an important and vital part of good B2B marketing and sales alignment, but it is not the only area that should be focused on. Marketing can also bring insights, process, and relationship-building tools to the sales teams they serve, and by doing so, give their sales teams a better ability to understand, manage, and close deals with their prospects.


In a new eBook - "Beyond Lead Flow - Enabling Sales Through Marketing Automation" - 5 main areas that marketing can enable sales are discussed.


The 5 main areas where marketing can enable sales are:

1. Understanding Individual Prospects - their areas of interest, level of engagement, and hot buttons



2. Understanding Accounts - who the key players, who are your internal champions, and who still needs to be engaged in order to move a deal forward



3. Understanding Territories - which accounts are actively engaged in buying processes with your company within each salesperson's territory



4. Building Relationships - providing your sales team with a strong relationship with prospects through personalized marketing to their prospects



5. Maintaining Top-of-Mind Presence - assisting sales with any sales calling campaigns by actively maintaining top-of-mind presence of your brand with prospects

The Sales Enablement eBook is free, with no registration required. However, if you enjoy the content, my only ask is that you share it with others:

Share this eBook on Twitter.

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