Whilst many leaders have made significant progress enhancing service, transforming the marketing and sales sides of the business for the digital age is a pressing challenge which has been far more difficult to deliver. Blackdot's insight session explores the key issues which are preventing transformation, as well as the strategies and initiatives which are delivering faster results.
What You'll Learn
- The current state of RevOps (survey results from 2,462 B2B practitioners!)
- The biggest challenges & barriers that hinder companies transitioning to revenue ops for the first time
- The steps companies are taking today to fix the customer journey & deliver a unified customer experience across their go-to-market teams (sales, marketing, customer success, and operations)
- Real-world examples & stories “from the field”, from world-class RevOps executives and practitioners
https://www.saleshacker.com/lp/2nd-annual-revenue-operations-report/
MarTech 2017 - CMG's Agile Marketing in the Enterprise
[Presentation from MarTech 2017] The job of the marketing leader has never been more challenging and complex. We head 24/7, always-on, revenue-generating machines. But success in today's rapidly-changing environment requires new capabilities, new organizational structures, and new operations to enable greater adaptability, learning, speed, and ultimately, market impact. In other words, marketers must be agile.
In this session, CMG Parter, Russ Lange, Level 3 North America Marketing VP, Gavin McKelvey, and Mozilla Senior Director of Marketing Operations, Chad Weiner, share insights you can use to scale Agile Marketing.
This document summarizes IDC's research on best practices in sales methodologies. It finds that most companies use multiple sales methodologies, and that integrating a sales methodology into a company's sales force automation system positively impacts sales performance. It recommends customizing sales methodologies to a company's unique business model and culture, and maintaining methodology training as an ongoing process rather than a one-time event.
We are seeing a massive change in how organizations identify, procure, and implement solutions. This changes the role of the B2B sales rep. Learn how to be ready for the change.
Rob Gurley provides an overview of marketing automation. He defines marketing automation as technology that tracks, prioritizes, and analyzes leads, customers, and accounts across marketing channels. Gurley discusses why companies should use marketing automation to improve accountability, strategic decision making, and ROI. He outlines common features of marketing automation platforms like email automation, campaign management, reporting, and lead scoring. Gurley also discusses best practices like increasing relevant content, reducing complexity, and template-based content creation to maximize marketing automation.
OpsStars NY Session | A B2B Revenue Ops Success Framework and Maturity Model
Matt Heinz – President & Founder, Heinz Marketing
Learn the seven components of revenue operations success in B2B, including the strategy, alignment, process and technology components necessary to create a predictable, repeatable and scalable sales pipeline development engine. Matt Heinz will share results from his latest RevOps survey. You’ll walk away with a specific framework and maturity model to implement within your organization.
The 10 Secrets of Sales Excellence - A global study from Mercuri International
Excellence vs your peers globally, not just because Mercuri said so!
The survey asks 926 respondents across 20 countries and 12 industry categories, with over 80 percent comprising CEOs and Sales Managers.
The top 3 are where we can help you most, now, today!
1. Each member of your sales team has a systematic account management planning process for each of their Customers
Top performing companies score high in allocating sales resources for each of their Customers such that an account management plan specific to the requirement of every individual
Customer is in place.
2. Your sales strategy is documented in writing
According to studies, only 14% of all people in a company know its strategy.
Top performers seem to overcome this risk by documenting their strategy, for consistency of communication.
3. For each step of the sales process / workflow you have defined training modules, checklists / instruments
A process is only as good as its implementation. Top performing companies don’t stop with defining sales processes and workflows.
They get better at supporting their people in living those processes by developing training modules, checklists and instruments for each step of the process.
Mercuri are experts in Sales.
Call Mat on +44 7572 343 341 and lets start our conversation.
TopRight is a strategic marketing and consulting firm that was founded in 2006. It provides various marketing services including marketing strategy, analytics, marketing transformation, and enabling marketing technologies. The document discusses TopRight's services, approach, and case studies working with clients such as a communications company, education company, pharmaceutical company, and non-profit organization to improve their marketing, customer experiences, and business results.
SiriusDecisions Sales Enablement Market and Trends Survey RevealedSAVO
This presentation unveils SiriusDecisions’ recent sales enablement survey results, including trends and best practices to keep in mind as you look to improve sales productivity in 2014 and beyond.
2nd Annual State of Revenue Operations ReportSales Hacker
What You'll Learn
- The current state of RevOps (survey results from 2,462 B2B practitioners!)
- The biggest challenges & barriers that hinder companies transitioning to revenue ops for the first time
- The steps companies are taking today to fix the customer journey & deliver a unified customer experience across their go-to-market teams (sales, marketing, customer success, and operations)
- Real-world examples & stories “from the field”, from world-class RevOps executives and practitioners
https://www.saleshacker.com/lp/2nd-annual-revenue-operations-report/
MarTech 2017 - CMG's Agile Marketing in the EnterpriseCMG Partners
[Presentation from MarTech 2017] The job of the marketing leader has never been more challenging and complex. We head 24/7, always-on, revenue-generating machines. But success in today's rapidly-changing environment requires new capabilities, new organizational structures, and new operations to enable greater adaptability, learning, speed, and ultimately, market impact. In other words, marketers must be agile.
In this session, CMG Parter, Russ Lange, Level 3 North America Marketing VP, Gavin McKelvey, and Mozilla Senior Director of Marketing Operations, Chad Weiner, share insights you can use to scale Agile Marketing.
This document summarizes IDC's research on best practices in sales methodologies. It finds that most companies use multiple sales methodologies, and that integrating a sales methodology into a company's sales force automation system positively impacts sales performance. It recommends customizing sales methodologies to a company's unique business model and culture, and maintaining methodology training as an ongoing process rather than a one-time event.
We are seeing a massive change in how organizations identify, procure, and implement solutions. This changes the role of the B2B sales rep. Learn how to be ready for the change.
Rob Gurley provides an overview of marketing automation. He defines marketing automation as technology that tracks, prioritizes, and analyzes leads, customers, and accounts across marketing channels. Gurley discusses why companies should use marketing automation to improve accountability, strategic decision making, and ROI. He outlines common features of marketing automation platforms like email automation, campaign management, reporting, and lead scoring. Gurley also discusses best practices like increasing relevant content, reducing complexity, and template-based content creation to maximize marketing automation.
OpsStars NY Session | A B2B Revenue Ops Success Framework and Maturity ModelLeanData
Matt Heinz – President & Founder, Heinz Marketing
Learn the seven components of revenue operations success in B2B, including the strategy, alignment, process and technology components necessary to create a predictable, repeatable and scalable sales pipeline development engine. Matt Heinz will share results from his latest RevOps survey. You’ll walk away with a specific framework and maturity model to implement within your organization.
The 10 Secrets of Sales Excellence - A global study from Mercuri InternationalMercuri International
Excellence vs your peers globally, not just because Mercuri said so!
The survey asks 926 respondents across 20 countries and 12 industry categories, with over 80 percent comprising CEOs and Sales Managers.
The top 3 are where we can help you most, now, today!
1. Each member of your sales team has a systematic account management planning process for each of their Customers
Top performing companies score high in allocating sales resources for each of their Customers such that an account management plan specific to the requirement of every individual
Customer is in place.
2. Your sales strategy is documented in writing
According to studies, only 14% of all people in a company know its strategy.
Top performers seem to overcome this risk by documenting their strategy, for consistency of communication.
3. For each step of the sales process / workflow you have defined training modules, checklists / instruments
A process is only as good as its implementation. Top performing companies don’t stop with defining sales processes and workflows.
They get better at supporting their people in living those processes by developing training modules, checklists and instruments for each step of the process.
Mercuri are experts in Sales.
Call Mat on +44 7572 343 341 and lets start our conversation.
Top right introduction for partners master 130507Angie Chesin
TopRight is a strategic marketing and consulting firm that was founded in 2006. It provides various marketing services including marketing strategy, analytics, marketing transformation, and enabling marketing technologies. The document discusses TopRight's services, approach, and case studies working with clients such as a communications company, education company, pharmaceutical company, and non-profit organization to improve their marketing, customer experiences, and business results.
This best practices guide will walk you through a variety of best practices, techniques and ideas to both tactically and strategically increase the efficacy, success and impact of your inside sales organization.
Workshop ISPIM 2020 - Massive Collective Intelligence: how will the Covid19 c...bluenove
The presentation by Martin DUVAL (Co-Founder at Bluenove) about HOW MASSIVE COLLECTIVE INTELLIGENCE IS TRANSFORMING INNOVATION MANAGEMENT during a workshop at the ISPIM online conference on June 9th, 2020.
The agenda was:
1) Why massive collective intelligence mobilization is a key lever that innovation managers should activate and lead
2) What different timings and types of operational and strategic plans could be addressed
3) What methodologies and digital technologies should be used
4) What key success factors to consider
5) How this may change the new role of innovation management in the long term
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Rewiring sales organization for growth and scaleBrowne & Mohan
With markets becoming volatile and uncertain, shortening of products and commoditization, sales function is facing huge challenges. Companies need to rewire their sales organization to provide it with enough flexibility, visibility, actionable intelligence and ownership for employees. In this Whitepaper, Browne & Mohan consultants share how to rewire sales organization to set the company for revenue growth and scaling up.
The Value Engagement Series is a skills blueprint created by The TAS Group to help sales professionals engage with customers to discover their needs, access the right decision makers, and deliver the preferred solution in a way that highlights the company's unique value. It includes modules on discovering customer requirements, connecting with stakeholders, and presenting value in a personalized manner. When used by InfoMentis salespeople, it led to higher win rates, improved forecasting, increased revenue and customer satisfaction. The TAS Group provides the series through an online automation platform to facilitate sustained, measurable results.
Clés de transformation du marketing en 2017Olivier BERTIN
Les marketeurs doivent changer de logiciel. La transformation des entreprises les concerne au premier chef. Nous sommes passés d’un marketing product centric à un marketing user centric et l’évolution des technologies influence les pratiques. Data, social, retail et content, 4 tendances décryptées pour disposer de points de repère sur les enjeux clés du marketing en 2017
A cognitive business is a business that thinks Pietro Leo
The document discusses how digital business and artificial intelligence are changing industries. It notes that the largest taxi, accommodation, and media companies own few or no assets in their industries. It also mentions that AI patents have more than tripled in 10 years and over $4 billion has been invested in AI startups. Finally, it states that 78% of executives say businesses will need to manage people working alongside machines.
Great Bigdata eBook giving a perspective of Bigdata Analytics Predictions for 2016. Learn about the milestones, landmarks and futures of this fast growing arena.
Sldies I proposed for the lecture at CUOA Business School for the 2016 Edition of the Executive Master on ITC - Path Big Data e Social Analytics - http://www.cuoa.it/ita/formazione/corsi-executive/jobleader-big-data-e-social-analytics.php#/
BM Research continues this work through the pursuit of new scientific instruments – whether physical devices or advanced software tools – designed to make what’s invisible in our world visible, from the macroscopic level down to the nanoscale.
This is a summary 5-in5-5 deck
The State of Digital Transformation in Marketing and CommunicationSocial Embassy
Extensive study amongst CEO's, CMO's and top brands on digital transformation. What is digital transformation and the impact? How do brands organise? How much are they investing? And what skills do marketeers need to develop? This report basically describes the future of Marketing and Communication.
Weiner said he has been impressed with Nadella "since he took over as CEO" in February 2014. "You see what he's been doing with the company, the way in which Microsoft has become increasingly open and agile, innovative, purpose-driven — to do that at a company like Microsoft is amazing."
Volume, velocity, and variety all describe big CX data. Most organizations have some of these but may not know how to take them from data to insights. Watch this presentation to see how NBCUniversal takes their big data and turns it into powerful insights.
Integrating Customer Analytics Into Your BusinessQualtrics
This document discusses integrating customer analytics into a business. It outlines a 5-step process for developing a sustainable customer experience (CX) program, including assessing the current experience, creating a CX strategy, developing quick wins, embedding CX processes, and achieving world-class benchmarks. It provides examples of journey mapping to identify pain points and prioritize actions. Quick wins should be customer-focused, impactful, and simple, and progress should be regularly reported and recognized. Developing a steering team, communicating progress, and sharing outcomes with customers are key to delivering on quick win goals.
Manoj Saxena TED talk - Bending the Knowledge Curve with Cognitive ComputingManoj Saxena
Watson Solutions General Manager Manoj Saxena's TED talk on Bending the Knowledge Curve: "We have only just begun a new era of Cognitive Computing which will dramatically influence our own evolution" http://bit.ly/13cyAGX
10 Steps to Mapping Your Customer JourneyQualtrics
This document outlines a 10 step process for mapping customer journeys. It begins with using quantitative data to identify problem areas, then qualitatively researching customers through personas, interviews, and workshops to create hypothesis journey maps. These maps are validated with customers and quantitatively to understand issues and root causes. Prioritized problems are then solved through designed improvements, with the final step being to share maps broadly to develop customer empathy.
A well executed customer experience program will bring value. Seeing this value isn't always intuitive. Join McKinsey & Company consultants, Alex Rawson and Joel Maynes as they show how to link value to customer experience to deliver stacked wins.
CDO Webinar: 2017 Trends in Data StrategyDATAVERSITY
December is traditionally a time to start to look into next year. Trends are derived, and lessons learned applied. Join Kelle and John while we ask several of our peers and CDOs to look ahead at what might be new, and look back at what has worked and not worked. We will make our own predictions and offer up some advice on how to prepare yourself for maximum agility.
Intelligent Autonomous Transportation: IBM HorizonWatch 2016 Trend Brief Bill Chamberlin
The slides provide a quick overview of the Intelligent Autonomous Transportation trend. The slides provide summary information, a list of trends to watch and links to additional resources
Outlines Watson accomplishments in 2012 and new products announced in early 2013. THIS DOCUMENT IS PROVIDED FOR REFERENCE PURPOSES ONLY. IBM RESERVES THE RIGHTS TO MAKE CHANGES TO THIS EVOLVING PORTFOLIO.
Accelerating Marketing & Sales Transformation APAC WebinarMarty Nicholas
This document discusses strategies for marketing and sales transformation in the digital age. It outlines four common pathways for accelerating transformation: 1) a disciplined start through agile testing, 2) rapid operational reinvention through implementing integrated people, process and technology packages, 3) organizational reset by addressing frontline problems and building new mindsets, and 4) data-driven optimization by leveraging customer insights to continuously improve outcomes. The document provides details on each pathway and advises organizations to select approaches based on their operational maturity and business imperative for change.
This document discusses a digital transformation summit focused on reinventing marketing, sales, and service for a digital, customer-driven future. The summit will include a keynote on transforming the enterprise growth engine, breakout workshops on key challenges, and a concluding message. It also provides an overview of the five fundamental shifts organizations must navigate to achieve full customer maturity: reorganizing around the changing customer, integrating and digitizing marketing/sales/service, transforming mindsets and capabilities, implementing new technology, and embedding continuous improvement.
The document contains responses from Jayne Heggen to three questions about her approach to strategic consulting. In the first response, she describes leaving clients with an operational approach that holistically addresses business issues from a practical perspective, focusing on accountability, tools, and enabling consistent performance tracking. The second response discusses involving people upfront in post-merger integration to facilitate commitment and ensure customized solutions are appropriate. The third response outlines a three-step approach: understanding resources vs capabilities; identifying commonalities; and aligning strengths around products/services through a purposeful action plan.
E5C is a consulting firm that helps clients achieve organizational energy and exceptional performance through their expertise in strategy, technology, operations, and human resources consulting. They focus on building strong partnerships, customer-centricity, and developing organizational capabilities. E5C's experienced leadership team leverages over 100 combined years of expertise to help clients capitalize on opportunities and achieve strategic goals through their focus on the 5C's of character, commitment, consistency, communication and collaboration.
E5C is a consulting firm that aims to help clients achieve organizational energy and exceptional performance through strategic partnerships. They focus on building capabilities, strengthening relationships, and developing strategies. E5C works with clients in various industries like telecom, retail, and FMCG to provide services like strategy consulting, technology consulting, operational consulting, and human resources consulting. Their approach is to partner closely with client leadership teams and take a customer-centric approach.
E5C is a consulting firm that helps clients achieve organizational energy and exceptional performance through their expertise in strategy, technology, operations, and human resources consulting. They focus on building strong partnerships, customer-centricity, and developing organizational capabilities. E5C's experienced leadership team leverages over 100 combined years of expertise to help clients capitalize on opportunities and achieve their vision.
This document provides an overview of Confirmit and its Voice of the Customer solutions. It discusses:
- The problems many companies face with unstructured, labor intensive customer feedback collection
- How Confirmit's VoC solutions can increase productivity, standardize processes, and drive higher profitability through formal VoC programs
- Confirmit's multi-channel data collection, text/social analytics, reporting, action management, and system integrations that provide a complete VoC solution
- Examples of large companies who have improved customer retention, reduced costs and improved processes through Confirmit's VoC programs
This document provides an overview of EOH Enterprise Applications and SAP Services. It discusses the need for business transformation in order to adapt to changing business landscapes. Key trends driving this change include big data, enterprise mobility, cloud computing, and the internet of everything. The document outlines EOH's approach to helping clients bridge the strategy to execution gap through a three phase methodology of plan, build, and run. This includes gaining insights, improving efficiencies, and ensuring flexibility. The ultimate goal is to turn clients' strategies into meaningful actions through business transformation.
Our mission is to deliver simplified connected solutions to complex planning, performance management, and business intelligence challenges.
We partner with you to understand your business, your goals, and your underlying challenges. We provide strategic guidance and roadmaps customized to your needs and vision. In addition, we ensure you realize the full potential of your technology plan through technology implementations, upgrades, and integrations. Our consultants are certified in their respective domains and are respected leaders within the Anaplan and Oracle communities. You will have the benefit of working with our consultants who have decades of experience in product knowledge and industry best practices.
The Performance Conference is an annual event focused on performance management systems, measures, metrics, employee performance, and process improvement initiatives. The 2009 conference will be held May 4-7 in Orlando, Florida and feature 10 comprehensive tracks on topics related to performance management. It will include keynote speakers, breakout sessions, workshops, and networking opportunities for executives and professionals involved in organizational performance and strategic planning. The goal is for attendees to learn best practices in performance management to improve organizational performance and profitability.
Implementing Marketing Automation in a Large EnterpriseCharles Moore
Charles Moore presented on best practices for implementing marketing automation in a large enterprise. He discussed getting executive sponsorship, setting clear expectations and defining a plan of action with milestones. It is important to examine current processes, build sales and marketing alignment, and agree on reporting requirements. The presentation also covered considerations for data collection, rollout methods, training approaches, and the importance of support to ensure project success.
People Power - How Moss Bros built their optimisation culture - Paul Rouke at...PRWD
The document discusses Moss Bros.' journey to building an optimisation culture through conversion rate optimisation (CRO). It summarizes that Moss Bros. initially took an unstrategic approach to testing that lacked user insights and produced limited results. Moss Bros. then invested in user research, advanced analytics skills, and front-end development resources to support more sophisticated, insight-driven hypothesis testing. This strategic, people-powered approach led to a 25% increase in desktop conversion rate and 36% increase in mobile conversion rate. The document advocates that people and culture are more important than technology for successful CRO.
TopRight is a strategic marketing and consulting firm that was founded in 2006. It provides various marketing services including marketing strategy, analytics, marketing transformation, and enabling marketing technologies. The document discusses TopRight's services, approach, case studies, and technology solutions for driving business performance and growth through marketing.
The document announces the PEX Asia 2014 conference on process excellence and six sigma optimization taking place from February 24-28 in Singapore. The conference will focus on key themes like increasing productivity and customer satisfaction through strategically aligned processes. It will also provide training to become a Certified Process Professional, which is usually only available in the UK and US. Speakers from companies like Google, Coca-Cola, and Nokia will share how they have blended process methodologies to improve performance and adapt to new business needs in a digital age.
This document is a resume for Alec Kornacki. It summarizes his experience as a senior business systems analyst, scrum master, product owner, and project manager. He has over 15 years of experience in business analysis, project management, product development, and people management. His background includes roles at Capital One, Dominion Virginia Power, LandAmerica, and other companies where he delivered projects on time and on budget and improved customer satisfaction and business performance.
Selling MDM to Leadership: Defining the WhyProfisee
This document discusses defining the business justification or "why" for a master data management (MDM) program. It covers:
1. Defining the business perspective on why undertake an MDM program by focusing on problems to solve rather than technical details. This includes categorizing and prioritizing business benefits.
2. Prioritizing where to start the program by focusing efforts on solving business problems.
3. The next part will cover calculating the total cost of ownership and "rightsizing" the initial scope of the MDM program, including which data domains, functions, or organizations to include.
Implementing Customer Transformation - MelbourneMarty Nicholas
The document discusses an executive breakfast summit focused on customer transformation, implementation, and benefits realization. It includes an agenda for the event with a keynote on implementing customer transformation and two case studies - one on harnessing growth opportunities in a shrinking market from SMC Pneumatics, and another on building a fully-digitized marketing and sales engine from Blackdot. The document provides background on Blackdot, outlines an end-to-end transformation roadmap, and emphasizes the importance of a business-led implementation approach focused on rapidly building new operational capabilities to fast-track results realization.
Strategic Account Management Association (SAMA) Session: Case Study on Custom...Revegy, Inc.
Presentation from the 2017 SAMA (Strategic Account Management Association) Conference featuring Shawn Green, Vice President for strategic accounts for BlackLine, discussing how they leverage a best practices framework and account planning/management technology to double key account revenue.
Similar to Blackdot - Accelerating Marketing & Sales Transformation - Melbourne (20)
Customer centric growth - sydney (slideshare)Marty Nicholas
We provide comprehensive solutions combining people, processes, and technology to transform customer experiences and enable profitable growth for our clients. Our integrated solutions focus on improving interactions between customers and businesses. We help clients accelerate growth and increase profits through optimized experiences.
Next gen customer strategy - Melbourne (slideshare)Marty Nicholas
We provide people, process, and technology solutions to transform customer experience and enable profitable growth for our clients. With over 13,000 employees worldwide, we focus on delivering commercial value while also improving employee and customer experiences, with the goal of at least 70% customer experience transformation.
Implementing Customer Transformation - SydneyMarty Nicholas
This document appears to be an agenda for a Blackdot customer transformation executive breakfast summit. The agenda includes:
- A keynote on implementing customer transformation
- A case study from SMC Pneumatics Australia
- Announcing the winner of a $100k consulting package
- Breakout workshop streams on topics like designing a realistic future state and building a culture of change leadership
- Networking opportunities for attendees to connect with peers
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We’ve spoken a lot at past events around how we are in the midst of significant shifts in how our customers buy brought about by digital. As a result of this we’re all transforming and that’s why we’re all here this morning, the big question we talk about a lot with clients is the pace of transformation vs our customers (and competitors), and whether we are moving at the right pace.
Broadly speaking there are 5 main stages that we observe customers maturing through:
Animate through customer maturity line
Physical channel dependence – this is the buyer of 5 years ago, heavily reliant on salespeople for solution understanding and fit, strong focus on solution features and benefits
Digital experimentation - beginning to branch out into digital channels, could be starting to buy
Disruption/preference shift – this is the point where buyers begin to develop a preference for digital channels and see less value and have less time for salespeople
Informed, self-directed buyer – highly search literate, savvy and highly informed, online and social media comparisons, expect far broader business value and depth of expertise from sales interactions
Omni-channel expectations – the end to end experience is a significant element in the purchasing decision, the ability to move between channels seamlessly and with high levels of personalisation are expected as given
Animate through enterprise maturity
What we observe with particularly a lot of the B2B sector that we work with is that typically a lot of headway has been made with service transformation – examples would be introducing a self-serve digital platform, or a range of other initiatives aimed at dedicated measurement and improvement of the customer experience
Marketing and sales transformation however has been far more difficult to progress, with varied progress across sectors
For a lot of us we are likely dealing with customers who are stages 4 and 5 – so a big part of today’s session is about helping you with ideas for how to accelerate and catch up with them.
Animate sector examples
So given that most of us aren’t moving as fast as we’d like to – what are the obstacles holding us back?
Animate through the marketing challenges
Executive buy-in – with a lot of leaders coming from relationship selling backgrounds, often building executive understanding and support for digital marketing initiatives can be difficult
Outcomes mindset – many marketers haven’t had to be accountable for revenue and lead generation outcomes in the past, so this is a significant mindset shift and often requires net-new talent additions
Data/tech/content – our marketers need to work with more data and technology tools, and build more compelling content more quickly, than they have had to in the past – so this is a big capability leap
Personalisation at scale – and marketers face the challenge of increasing relevance across all touchpoints and engaging a customer who is far more discerning and educated
Animate through the sales challenges
Bottom-up buy-in – salespeople are often accustomed to be CEO of the customer relationship and can be threatened by digital and marketing initiatives
Channel and role mix – the universal soldier field force is unlikely to be the most cost effective and customer appropriate channel anymore, new sales channels such as inside sales and increasing levels of sales role specialisation are required
Digital literacy – CRM, social media, data skills all need to lift
Acumen and insight lift- a higher level of commercial acumen and unique expertise is required to engage buyers and deliver contextual thought leadership and insights
Animate through the integration challenges
Customer imperative – we need to awaken the business to the criticality of reorganising around the customer
Data integrity – so dealing with our legacy databases and data entry issues – without good data relevance is impossible
Legacy platforms – often we have existing platforms with significant sunk costs that restrict our ability to be nimble and evolve our tools
Organisational design – roles, KPIs, incentives all have to be adapted support new ways of working
Process integration – all the typical issues between marketing and sales pop up here, we have to work out how to hardwire lead qualification, hand-offs and follow up
Single customer view – and we need to deal with our disparate databases, without the right data at the right time our marketing and sales staff can’t be as relevant as they need to be
So in terms of the maturity process for how organisations typically develop, let’s look at what this actually looks like.
Animate through the marketing stages
Brand building – all above the line campaigns, no connection to sales
Campaign driven – starting to run campaigns but they are sporadic and sales engagement is variable
Lead generation – marketing is starting to take responsibility for early funnel and dedicated joint M&S initiatives are well underway, lead targets are being set
Demand generation – marketing is orientated around the buyer’s journey and channel selection, content and campaigns are geared around this for key buyer personas, automation well underway, clear accountability for revenue targets
Customer lifecycle – marketing play a significant role throughout the end to end customer journey from pre purchase through to repurchase. Account based initiatives are in place as marketing start to go beyond loyalty initiatives for existing customers to dedicated KAM support
Animate through the sales stages
Haphazard Selling - The operating model is ambiguous, sales processes are not well defined and CRM data quality is poor or non-existent. Salespeople are largely self-reliant and there is little in the way of formal development or support from the business.
Sales Disciplines - Professionalisation of the salesforce has begun, with more robust role clarity, targets and incentives driving more of the right behaviours. Capability development is improving and the importance of uplifting CRM hygiene has been recognised
Sales Effectiveness - The foundations supporting consistent sales performance are mature and a performance culture has emerged. Process and CRM compliance is strong however these are not yet seen as simple and enabling for salespeople.
Buyer Centric - More channels are being introduced and pilots and initiatives are being launched to adapt marketing and sales for the digital age. Integration and data sharing across functions has begun to enhance sales effectiveness and the customer experience.
Customer Driven - Customer-facing functions are fully integrated and are delivering a consistently high quality omni-channel experience. All customer interactions are supported by data and technology tools which deliver strong relevance across the buying journey.
Animate through the integration stages
Not Started – building business buy-in, educating frontline and leaders on the ‘why’
Isolated Experimentation – Some experiments around combined M&S campaigns, testing of new channels and tools
Aligned Campaigns & Accountabilities – good communication and understanding across M&S, regular joint M&S campaign initiatives, planning and rhythm
Integrated E2E Workflows – Complimentary and integrated M&S processes, integrated databases, execution platforms and metrics/dashboards
Optimised Cross-Channel Execution – scaled execution through automated workflows and alerts, full attribution and funnel visibility, single view of customer
VOICEOVER
With only headings on page:
Thanks Marty. Before I launch into our first example I was reflecting on my personal experience over the last 20 years in strategic roles within firms attempting to adopt “agile”, “test and learn” or “fail fast” approaches for new projects. Now don’t get me wrong, entrepreneurial organisations utilising agile methodologies as part of their DNA deliver great results in very short spaces of time. The issue for most of us is that at best only small parts of our firms are operating in this manner – we have siloed businesses and legacy systems and mature products to deal with. It’s a bit like the old cartoons of scooby doo when he sees a ghost – his legs run like mad but he’s just not moving anywhere.
Context box:
Being the Director of the Financial Service practice at Blackdot, the example I will draw on here is that of a major financial institution that was on the very early stages of a pathway to gradually transform its marketing & sales activity in one of its business units. Elsewhere in the firm they had relatively more developed capability in B2C marketing and wanted to translate some of that capability to the traditional B2B relationship selling environment.
To provide some further context to the scenario, the Marketing division had gained some degree of executive buy-in, with broad alignment on the desire to reduce the spend on above the line brand building campaigns and shift more to targeted below the line activity. This was a big change for the division, and as you’d expect they received mixed support from the executive team who were accustomed to an old world relationship selling model. The challenge they were given was to ‘prove it’. By the way I have seen variations of this scenario play out in many financial and non-financial institutions.
To “prove it” the marketing team decided to run an ‘agile’ pilot. They selected a scope and segment for the pilot. The focus was acquisition in middle market. They selected an unmanaged segment which was declining at double digit percentages year on year – which was less downside risk for the business. Sounds logical?
However the problem in this example was that this was far from a disciplined start. The well intentioned ‘agile’ pilot did not deliver on a number of critical fronts, including impactful levels of sales and operational and leadership buy-in and support. In other words, the pilot derailed.
Let’s consider some of the potential interventions that could have helped move the dial:
Acceleration Box:
Row 1
Whilst a project may be set up with a well written business case, and a set of clear objectives, this does not mean the objectives will be commercial enough to earn you the right to continue. If your business unit generates $80m in annual sales, then a revenue uplift of $1m is hardly likely to raise too many executive eyebrows. Moreover, if your outcomes are predicated purely on delivering leads, with no outcomes around acquisition, retention, up-sell then you are potentially moving the organisation further and further away from marketing-sales integration. In fact what you will end up with is a frontline sales team swamped with a sea of poor quality leads, little desire to pursue any of them, and a growing frustration with the marketing department.
Row 2
Being targeted in your content is directionally the way to go, but the cake is only part baked. Unfortunately experimenting with only parts of the marketing engine will not yield the results you need to prove the outcome.
Often firms start with a mature or legacy customer base, and build email newsletter type content with some tailoring based on wealth or age demographic parameters. This however doesn’t account for the stage of the buyer journey or the individual buyer channel preferences.
Slides 78-81 recommendations.
The aim for your pilot should be to prove the value of the integrated engine by demonstrating what can be achieved with M&S working together across the buyer’s journey e2e. Critical to this being successful will be good process, leveraging marketing automation to deliver scale, common definitions on what a good lead is, how it gets handed over and who owns it to ensure successful lead generation efforts on the marketing side receive the attention necessary for conversion on the sales side.
Row 3
The typical approach to engagement is to build interest and try to head off cynicism through sending out broad email communications to staff, which will often incorporate rules or implications for not “being on the bus”. However this doesn’t generate real engagement. Simply filling the sales pipeline with unqualified leads and trying to enforce or push sales to follow will result in a lack of commitment at best, and active rebellion at worst.
However if we actively involve the sales team in the pilot design and outcomes, and give them some accountability for the outcomes then this will support ownership. Also if the pilot process is designed to deliver better quality leads then Sales will be motivated to pull the leads into the sales funnel rather than having them pushed at them. Throughout we need to support this with an engaging change management program that is “fit for purpose” to support frontline ownership.
[Roadshows to unveil the process]
So what we have illustrated here are some ways to accelerate the success of the pilot through extending from common practice to best practice. The final point to land on is this – sometimes to win you need to challenge the conventional wisdom.
Unconventional wisdom
We are in corporate with shareholders and regulators and existing customers, we’re not start-ups - there’s no prizes here for failing fast, only heartache. Let’s set ourselves up for success, lets test and learn and win! And the way to do that is to structure the pilots correctly from the outset to deliver meaningful results, with an integrated M&S process delighting customers across their journeys, and exert some change management muscle to support the transformation, no matter the size. Earn the right to leverage the pilot from a “disciplined start” to greater operational maturity and build the business imperative.
CONVERSATION WITH GABBY
2015 done some work with sales team to help sales team – BPB way
2016 Brought in to help the marketing team – setting up lead generation pilots,
Looking at database, and coming up with a list of next viable product – analytics teams. No connection to sales. Very unqualified bunch of leads and flooding the pipeline with sales pipeline, and the sales guys ignored.
We recommended they stop immediately.
They were already running the pilots…just started. Newsletter going out every 2 weeks plus a monthly.
Marketing to invest a bit more time in qualifying the leads on the phone (allocated resource to qualify).
Build a call to action on each newsletter.
Business case:
They saw success as delivery of leads to sales teams – but success is getting a conversion out of the marketing generated leads. Winning is closing the lead, not # leads in the pipeline.
Channel Experimentation:
Pilots were purely newsletters, with some tailoring. Content eg. cricket themed, tailored to the size. Different newsletters to different segments.
Slides 78-81 recommendations.
Recommended targeting based on channel and based on stage of buyer journey, utilising marketing automation.
Frontline Engagement:
Difference between putting leads into sales pipeline and trying to enforce or push sales to follow up.
Need to swap to better qualified leads and get sales to pull rather than push
Roadshows to unveil the process. Stakeholder engagement plan by groups of sales people with tailored engagement plan.
Agile and fail fast:
Pilot was “test and learn” but results were pretty poor, just farming out newsletters. However if they stepped back and put resources behind in the first place, they would have much better results from the start.
Set yourself up to win, not fail and tweak.
VOICEOVER Acceleration
Row 1
Clear vision - what its going to deliver in terms of customer, frontline, shareholder value
Many of us operate in environments where there has been a myriad of change initiatives throughout the years and a lot of scar tissue built up at the frontline > getting the dependencies and sequencing right and sharing what the roll-out will look like is critical
Row 2
Platform implementation: often focus is on platform implementation and systems integration. A lot of the complexity is technology related e.g. What’s the right platform, how does that align with our technology roadmap, what should the underlying architecture look like etc.
A new technology tool alone cannot deliver new ways of working
New op model - focus on new op model, how do the strategy, people, process and technology fit together? What does this enable from a customer experience perspective, role and goal clarity
Technology platform implementation > New op model, op model, process, mindset and capabilities, technology
Row 3
Big bang transformation program > continuous value - deliver ongoing improvements in the customer experience and employee experience to fuel interest and ongoing momentum
Unconventional
When trying to achieve rapid op reinvention
It’s really less about the big bang top down transformation program that leaders are thumping the table on
You need all that
But to actually deliver the change you need to successfully deliver packages of new DNA into the org, the org has to mutate
So that means user friendly packages of ppl, process and tech that enable people to evolve with the change
Acceleration
Row 1
From resistance management approach to> responsive frontline problem solving – focus on value and adoption, responsively address frontline pain points – always appreciated by frontline. Champion the features of the solution, create champion groups/coalition of the willing, collect bottom up feedback and get teams working together, put focal points on what is working and what’s in it for me
Row 2
We’re all aware in a big corporate you can’t underestimate the challenge of getting different parts of the business behind your project, particularly when spread across locations. Need to shift from fighting the tide to going with this, looking at how to get the enterprise working for you.
Row 3
New capabilities > new mindset and behaviours – DWD head, heart, guts stuff
Unconventional
Good change comms and capability, this is good
But
It’s actually about solve pain and delivering real value
It needs to be about frontline belief – make it faster, better, easier
Last session notes – this was Ben’s share around the AZ story
Realisation that the tech alone isn’t the answer, got to look at the people, process stuff
Only got the tech, then did the process and the people
Got Ferrari, custom wheels in top right loving it and using it fully energised, global standardized all the modules lost functionality custom to that market, global operating model, went backwards, ended up with teams that are using excel, team lost motivation and belief, alignment with the journey, tool no longer fit for purpose, lot of noise in the org and broader change going on, some poor results around a product happening at same time, restructures global standardization causing loss of hearts and minds
Starting doing good things to fix issues – working with sales teams, bottom up feedback, loosened some business rules, sales champion groups, pain points roadshow - find pain points and jump on them quickly, frontline value this, if couldn’t fix find bandaid solution
, looked at what pain points can fix quickly – fixing pain points drove back up, Chmapion the features of the solution, put focal points on what is working, what’s in it for me
sitting in the middle at the top as still don’t really have the functionality used to have still some reversion to excel and still work to be done, but love the tool marketing working closely with sales teams, some additional modules launched, got some
Classic derailment story –
This archetype is really about really excelling on the transformation and then carrying the momentum into BAU
The example we have in mind isas a telco that started with 10 different systems and complex operations supporting the frontline
Their operations were not fit for purpose and Customer and employee experience was well below par
They implemented a technology backbone end to end and also rebuilt the whole sales and marketing operating model end to end
At that point they started getting results in terms of effectiveness and efficiency for the front line
Rather than resting on their laurels, they then looked to leverage all the capabilities of the new system and processes to continue to improve the customer and employee experience
The features of technology and agiltiy of the operating model allowed them to take customer feedback and construct and implement the solution in real time
In terms of what we can learn from that, when you think about how a traditional transformation would run, we have bursts of effort and energy around the implementation points. People get excited about customer centricity and often you create a strong customer function and we invest a lot in inside out innovation
To move to best practice you are looking to sustain the moementum into BAU and get the organisation to continue to learn and improve
Custoemr becomes the responsibilty of everyone in the organisation and we look to optimise and reinvent based on customer feedback
Common practice would be to rest on our laurels and bed down the transformation unconventional wisdom is this concept of restless excellence – using insight to rev the machine harder.
When you are in zone 1, there are issues but also opportunity to shape the transformation in the ideal way. Our view is to always start with people. Get conviction from management and the frontline on the need for change and mobilise on a credible well planned end to end pilot
zone 2 is liberating because the organisation is already convinced so we can be led from the frontline. A quick build on the technology, process and operating can unleash the energy that is already within our people
zone 3 requires a careful reset as there is a danger of pushback or regression to old ways of working. The key here is to demonstrate value by using the potential of the technology and processes to solve real world pain points for the customer and employees.
Zone 4 is the zone of delivery but we need to maintain the momentum from the transformation and make sure we continue to build and improve. Remediating existing problems or getting to new organisational best is not enough, we need to drive to best practice based on outside in feedback.