SlideShare ist ein Scribd-Unternehmen logo
1 von 18
Downloaden Sie, um offline zu lesen
CHANGE MANAGEMENT
DEMAND GENERATION
STAYING RELEVANT, PRODUCTIVE, AND SANE IN THE CHANGING LANDSCAPE OF
CO-AUTHORED BY
CARLOS HIDALGO
& MATHEW SWEEZEY
In the past 15 years, the biggest changes in our business
world have come from people we’ve never heard of
creating technologies which are just now being fully
understood. Look at Larry Page from Google and how
it changed the way we find information. Consider Jack
Dorsey from Twitter and the idea of a micro blog, which
now gets news around the world faster than any other
medium. Then Mark Zuckerberg and Facebook. It has
changed the way we interact forever.
These three minds built the backbone of the modern
buyers’ daily lives and, in the process, shifted buyers’
expectations of relationships between them and the
companies they do business with. This, then, gave
way to changing how companies drive demand. These
massive changes to demand generation, in such a short
period of time have taken many businesses by storm.
The current world in which we operate requires a full
understanding of modern demand generation strategy
in order to effectively communicate with the changed
buyers. Companies that can manage the massive
change from historical marketing to modern demand
generation will be able to excel at driving revenue in the
future. Those who don’t will quickly lose rapport with
their consumers, as well as market share. Companies
are trying to figure out how to keep up, how to engage
with buyers, and how to be relevant in today’s market
place. This has lead to an increase in the amount spent
on demand generation tools and techniques. In a recent
report, Gartner predicts for the first time in history that
the CMO will hold the largest budget of any business
department. This prediction is based on both the current
need for budget to execute these modern demand
generation techniques, as well as future budgets
required to keep up with the modern consumer. As the
general business world knows, technology follows the
money. So with the largest budget being held by the
CMO, we should expect to see even more innovation
in the demand generation arena, requiring even more
change to happen within marketing departments.
©2014 | 2
The world of demand
generation has changed
and will continue to evolve.
CHANGE IS PREDICTABLE
(AND OUR DATA SHOWS IT)
The rate of acceleration around demand generation tools
and techniques is not happening in a vacuum. It is in direct
response to changes in consumer behavior. The internet
titans made it easier for a consumer to receive data,
preform research, connect in new ways, and have access
to more information than ever existed glut of information,
as reported by the BBC, has now decreased the average
adult’s attention span down to only eight seconds; the
goldfish has an attention span of nine seconds. Another
study out of the UK in 2013 found the average adult is in
front of a screen for 12 hours a day. This is an increase
in over 100% from just five years ago. The new highly-
informed consumer is demanding a different relationship
now because of these changes.
The best of breed companies have picked up on the
cues from their buyers and adopted content marketing
strategies. In my latest research on the top 126 best
of breed B2B companies, 98% of them used content
marketing and 99% of them also used social media in
their demand generation strategies. While the adoption of
these channels and techniques are key, understanding
the value they are receiving from these adoptions is
more telling of their importance.
Companies who have adopted these modern
marketing techniques are realizing significant gains.
Sirius Decisions found businesses using a marketing
automation platform to manage their buyer’s journey
through lead nurturing saw a 451% increase in qualified
leads. Forrester Research found those leads are also
generated at a 33% lower cost compared to the cost of
generating those leads without modern techniques and
technologies. The basis of these modern techniques
and technologies is also providing a new foundation
for which all organizations will formulate their demand
generation programs.
This new platform for businesses to execute demand
generation programs is called marketing automation.
Brands like Oracle, Salesforce, and Microsoft have all
The average adult is in front of a screen
for 12 hours a day. This is an increase of
over 100% from just five years ago.
Businesses using a marketing
automation platform to manage
their buyer’s journey thorugh lead
nuturing saw a 451% increase in
qualified leads.
©2014 | 3
acquired a marketing automation company to accompany
their core offering within the past 18 months. These
solutions are allowing companies to execute campaigns
across previously unconnected channels, and connect
their data from each marketing channel to obtain a single
customer view, all from a single tool. The top performing
companies utilizing marketing automation are able to
use the single customer view to dynamically change
their messaging on any channel, at any time, ensuring
they always deliver a relevant message for every person
at the right time in the buyers purchase path. Marketing
automation solutions also allow for these campaigns
to happen at scale, allowing businesses to have true
personalized marketing in real time.
The advantages modern techniques and technologies
provide have created the largest gap between status
quo and best in class companies in years. Let’s look at
the adoption of marketing automation, just among the
126 best in class companies over the past two years. In
2013, among the Fortune 500 B2B companies I studied,
only 24% were using marketing automation, even though
the technology had existed since 1999. Total adoption of
marketing automation by B2B Fortune 500 companies is
now at 54% in 2014. It has taken over 15 years for these
tools and techniques to be adopted by more than 25%
of the companies whom they would revolutionize. If you
zoom out past the 126 best in class companies, you are
looking at global adoption rate of less than 10%. Why is
it taking so long for businesses to change to meet the
modern buyer’s needs?
This is simply understood as an issue of change
management. The businesses have operated since 1960
on the same basic idea: mass marketing. (Some of the
richest businesses have been formed from this basic
strategy.)Sinceithasbeensoeffectiveforsolong,itishard
tounderstandsomethingcontrarytothestrategyandrules
with which they made their fortunes. Many businesses
have tried to keep up by adopting these modern demand
strategies, yet failed to realize the promised potential.
In 2014 when I observed the 32 Fortune 500 companies,
I also looked at how well they were using these tools.
...marketing automation
solutions [allow] businesses
to have true personalized
marketing in real time.
©2014 | 4
First, I analyzed their lead conversion forms. A basic
technique for content marketing, lead conversion
forms have been around since the early 90’s, first
published in a New York best selling book in 1999
(Permission Marketing, Godin). Among the 54% of
companies who adopted marketing automation, only
23% of them used a form for lead capture. Keep in
mind this is a feature of their marketing automation
tool, and one which is a 15-year-old best practice for
demand generation.
In essence, these companies adopted the idea they
needed the technology of marketing automation
but did not change their demand strategies to fit
the marketing automation tool. Rather, they tried
to fit the new tool into their old strategies. Change
management must look at not only the tools needing
to be adopted, but also how those tools can be best
used in a modern demand generation framework.
In general terms, there are two types of advancements
— advancements which bring efficiencies to existing
ideas, and ones which bring new ideas altogether.
Marketers over the past 60 years have been
dealing with technology providing efficiencies on
mass marketing mentalities. However, the current
problems facing demand generation are only solved
by understanding this new revolution requires a
completely new way of driving demand. This entails
the need to realize our historical marketing practices
will not work in our current world, harness the power
of connected data, rethink the relationship between
marketing and sales, and subscribe to new ways
...the current problems facing
demand generation are only
solved by understanding the
new revolution…
ADDRESS ISSUES
(The biggest areas needing to be
changed inside modern businesses)
©2014 | 5
of evaluating the effectiveness of our marketing
campaigns. It is only though these changes that a
modern business succeeds in driving demand in the
modern world.
Our historical view of marketing is shaped on best
practicesformedwhenprintdistributionruledtheworld.
This meant crafting a single message, then blasting it
out to the largest audience possible. The concept of
display adverting and cost per thousand impressions
were the measurement rulers of demand generation
strategy. These mass marketing techniques worked
in a world of limited information. However, now that
consumers have limitless information and new ways to
obtainit,massmarketingnolongerhastheeffectitonce
did. Email open rates are at an all-time low, consumers
ignore sidebar advertising, and are quick to leave a web
page if they do not find what they want. Consumers
expect personalized communications backed with
authentic messages. This level of communication can
only come from a modern marketer who understands
modern demand generation techniques and how to
use the tools which will allow him or her to do this.
We are also at a time when our marketing technology
solutions have rapidly increased faster than our rate of
adoption. This has had two effects on modern demand
generation practices. Firstly, it has driven down the cost
of commoditized tools and created a massive divide
between those who have kept up and those who haven’t.
The cost of marketing tools such as email have reached
a staggering low. (There are even free tools available.)
This has many businesses thinking the cost of driving
demand should be low, so when new technologies
emerge and are priced higher than free, they seem
outlandishly expensive. Secondly, when businesses
look to set demand generation budgets, they combine
their historical perspective of low-budget technology
requriements with their limited scope of strategic
changes, crippling many marketing departments in their
efforts to modernize their demand generation practices.
Marketing automation is a good example of where this
often comes to light. Many marketers understand the
need to be multi-channel, but they do not have the ability
to share data across channels. This is usually because
executingonanewchannelmeansaseparatetool,which
does not connect to any others, leaving marketing data
in disparate pigeonholes. Marketing automation solves
this challenge and also provides marketers a platform
to execute on this critical data. With this, marketers can
send an email to only one person featuring catered
content based on their last tweet, or on the last web
page they visited.
©2014 | 6
Or they can send a series of nurturing emails based on
action taken. Or segmentation. Marketing automation
opens up the ability for a marketing department to be
personalized and relevant at scale and show ROI on any
marketing channel, capabilities which previously have
not existed. However, this technology is expensive
compared to basic email platforms, so when marketers
form budgets based on the previously-discussed
historical perspective, there is rarely budget allotted
for required modern demand generation technology.
Problems with adopting modern demand generation
techniques also happen between departments
because of differing opinions and needs. Consider the
sales team and their influence on demand generation
practices, then look at any form on a website. A
marketer understands the value of removing friction
from an engagement, yet many forms currently have
20+ questions on them (17 more questions than best
practices suggest). This result is usually a directive from
other departments (like sales) who have asked for more
questions for qualification purposes.
Upon receiving a lead which sales deemed unqualified,
sales may reply to marketing, “Our leads aren’t qualified
enough. You need ask more questions”. So they do.
However, now technology exists that does not require
you to ask a single question, yet people still use 20+
question forms. Mostly because, historically, this is
sales’ mode of operation, and their influence on demand
generation practices is still considered supreme.
Sales’ supreme influence is because, traditionally, they
were the owner of the entire relationship with the buyer
or prospect, while marketing was just responsible for
branding. Now, with easy access to information via the
Internet, online buyers’ habits have changed. Modern
buyers spend over 2/3 of their purachasing process
interacting with the company’s digital platforms before
ever engaging with sales. Buyers are consuming
marketing content on their own, rather than first talking
to sales. This is a massive change in how a business
engages with the buyer and has now put marketing
as the owner of the relationship. However, many
companies have yet to properly deal with that change.
Marketing teams are still fractions of sales in size, and
Marketing automation opens
up the ability for a marketing
department to be personalized
and relevant at scale and show
ROI on any marketing channel...
©2014 | 7
campaigns are still being designed to just fill the sales
pipeline, not thinking strategically of long-term revenue
opportunities.
Marketing has also previously been a very subjective
endeavor because of its mass-branding nature and
lack of defined success metrics. This is no longer
the case.However, the way we are trying to prove
marketing’s value is still based in an historical mindset.
Traditionally, businesses paid for exposure because
there were no practical ways to track engagement
with analog media. Exposure was the only measurable
metric — the more eyeballs, the higher the ROI of the
campaign. This mindset has continued into the world
of modern demand, yet we have many new and better
metrics to use. We can now track every touchpoint we
have, how a single person responds to that touch point,
then qualifying that touch point’s effect on their buying
decision. Companies can now track a program’s effect
on the lifetime value (LTV) of a customer, not just the
ROI on the campaign.
Businesses who employ modern demand generation
practices and use a marketing automation tool can also
now track the speed at which it takes a lead to convert
(velocity). They can also measure the effectiveness of
their marketing on its ability to drive a consumer to take
action, not the subjective overall lift of the campaign.
Yet, these ways of reporting on demand generation
are adopted by so few, even when they have the tools
to do these types of reports. The simple fact is this —
their bosses ask for ROI metrics because they do not
realize the have the ability to use real marketing metrics
to forecast future revenue, measure the time from first
touch to revenue, or track marketing’s effect on the LTV
of a customer, all of which are better business metrics to
measure than the lagging indicator of ROI.
As I’ve mentioned, many of the things which are now
possibleandnecessaryforamoderndemandgeneration
strategy are obtained from a combination of technology
and techniques. As the number of channels continues
to increase, the buyer’s journey will continue to become
even more fragmented, requiring even more work across
more channels. The only way for a marketer to be able
to deliver a relevant message at the correct time will be
Marketing...campaigns are still being
designed to just fill the sales pipeline,
not thinking strategically of long-term
revenue opportunities.
©2014 | 8
to have all of the information from all of these channels
in a single place with a single customer view, as well
as a way to automatically execute on this data at scale.
This is the basis of the need for marketing automation
as the core for modern demand generation. The lack
of an understanding of the need, or the inability to get
this new technology and understand the techniques
to leverage it appropriately are major issues within
modern businesses.
The new baseline for all modern marketing technology
is having a single customer view, understanding that
marketing is now responsible for the lion’s share of the
buyer’s journey, learning to prove value in actionable
metrics, and fully understanding what modern buyers
want and need from companies. Companies that do
not understand these principles will not invest in the
tool sets they need. Consequently, they will also fail
to educate themselves on new ways to drive demand
because they are still looking at marketing in a historical
context, rather than seeing the changes going on
around them. These shortcomings render them unable
to keep up with modern demand generation.
The areas needing change are broad and cover
adoption of new ideas, technologies, and techniques.
These are major changes which need to happen in
order to drive demand today and into the future. Since
these changes are so expansive, they require buy-in
from larger stakeholders in the organization and require
a shift in overarching business thinking. The major
barriers to change in demand generation strategy are
a result of key stakeholders’ lack of understanding
modern demand generation, their view that marketing
will provide an instant return, lack of foresight into the
future, and lack of the vision in what actually drives
demand in today’s market.
The major barriers to change…
are a result of key stakeholders’
lack of understanding modern
demand generation…
BARRIERS TO CHANGE
(HOW TO NAVIGATE THE WATERS OF
CHANGE MANAGEMENT)
©2014 | 9
Many business leaders still think marketing is a push
button endeavor. This also is historically-based.
For instance, consider the severly-limiting (but still
inexplicably used) email-blast technique. Also, many
businesses leaders still think they can direct their
marketing departments to just generate more leads by
“doing more” marketing activity. The modern buyers
have proven this is the exact opposite of what they
want from a company, and it is time for businesses
leaders to listen, become educated and change their
demand strategies and expectations from a top-down
perspective.
Leaders of organizations have also often focused too
muchontheirexistingskillsettosolvecurrentproblems.
This has lead many people to over-extending their
efforts. In some cases, a simple change would be a
better use of their time and resources. Email marketing
still works, but not at levels of previous generations. It
is now required that lead nurturing play a key role in
the demand generation strategy in order to be most
effective. Staying focused on the channel, rather than
engagement techniques, provides a serious barrier
for many companies to advance into modern demand
strategies. Simply finding people who are “email
experts” is not enough. Today’s skills must include
analytics, ability to research and understand how trends
and buyer insights should inform the content strategy.
Process-minded individuals are key to the modern
marketing organization.
Finally, the biggest barrier to change for businesses
is their inability to understand that marketing evolved.
From the world of being a self-contained department,
marketinghasnowbecomeafunctionofeveryemployee.
It is very hard to implement a marketing mentality into a
business if not first implemented from the top, executive
management. This includes the alignment of people,
processes, content, technology, and a focus to ensure
every message and interaction is aligned to meet the
singular goal of the company. This goal must also shift
from driving profits to driving demand. What are other
relevant deterrents to successful change management?
…it is time for business leaders
to listen, become educated, and
change their demand strategies
and expectations from a tops
down perspective.
©2014 | 10
This was the response of 75% of marketers when asked
by eConsultancy what the “soft skill” is most required
by today’s B2B marketers: While the awareness of
change management is rising in organizations, applying
this change is still a struggle for many. In fact, those
that seek to drive this change often encounter many
internal barriers to these initiatives, which can spell
doom for any hope for progress.
Any major organizational shift i.e. change management,
must begin at the top. However, many leaders are the
biggest barrier to change. A recent McKinsey study
on change management showed that “half of all efforts
to transform organizational performance fail either
because senior managers don’t act as role models for
change or because people in the organization defend
the status quo.”
The change that is required in B2B marketing is no
easy endeavor, however it must start at the top and
CMOs must rise to the challenge rather than enabling
the status quo. There is a need to do things differently
(strategically) instead of just doing different things
(tactically).
1. LACK OF LEADERSHIP
2. TOO NARROW OF A FOCUS
CMOs need to begin by casting a vision for that change.
Many marketing organizations do not have a clear
vision of what they are looking to accomplish, let alone
how to accomplish it. Having a clear path to what this
change looks like and getting buy-in among peers and
those in the marketing organization is the beginning
point to driving this change. If it does not begin at the
top, the chances of any change taking place are slim.
In response to the seismic shift that has occurred in
the B2B landscape, many organizations have turned
their attention to trying to acquire employees that have
the necessary skill sets that can help an organization
respond. In Forrester’s 2013 Study, “B2B CMOs Must
Evolve or Move On”, 96% of CMOs agreed that “the
breadth of skills needed to succeed in marketing has
increased dramatically” and 60% stated they need
workers with these skill sets in order to succeed.
While having the right skill set in an organization is a
key to adapting to the change that is afoot, it is certainly
not the only key to success that is needed. Despite
this, many marketing departments have put all of their
©2014 | 11
emphasis on the skill set part of the equation and are
still not seeing the needed change. Why? There are
many other parts of the change that exist outside the
organization – ie., process, technology, alignment with
sales and IT. Simply acquiring the people who possess
the right modern marketing skills will not always equate
to enacting the changes needed to keep pace with
the modern buyer. The visions for change need to go
beyond just having the right people with the right skills.
That is just the start.
mindset, personnel structure and processes. This is
not something that will be accomplished overnight and
patienceisrequiredfromeveryleveloftheorganization.
It is because of this desire to see things change quickly
that it is imperative that while the change is in process,
CMOs manage key milestones and promote the
incremental improvements that are being made along
the way. This is one of the best ways to showcase the
value of change and get the organization to have a
renewed mental reinvestment into the initiative, as it is
a long process.
Admittedly, “change management” is often used in
quite ambiguous terms and means many things to
different people. This ambiguity is often what leads to
a stall in organizations and subsequently, failure.
When framing the discussion for change management
in an organization, the need for alignment of people,
process, content and technology to that of the target
buyer is what is needed. This Demand Process℠
3. LACK OF PATIENCE
3. LACK OF UNDERSTANDING WHAT
NEEDS TO CHANGE
The pressures to perform and show results that are on
marketing departments today are at an all-time high.
This has produced an often frenetic pace and approach
for B2B marketers. The break-neck speed that is the
now the norm for marketing organizations has created
a “need it now” mindset, which is an enemy of effective
change.
As mentioned above, the change that is needed for
organizations to be most effective is more than just
adopting new skills and a set of solutions. The most
effective businesses have changed the organizational
©2014 | 12
Approach (See Figure 1) is not often thought of by
marketing teams. Rather than view this through a
holistic change lens, organizations often focus on only
a component of this process instead of its entirety and
are left wondering why they have little to show for it.
The only way B2B companies will begin to see the
expected outcomes from their increased focus on
marketing will be with this all-encompassing approach
which necessitates the buyer as the starting point.
This clearly makes sense as the buyer has been the
disruptive force in our market in the first place.
Figure 1: ANNUITAS Demand Process Architecture
Many organizations understand the need for change,
but get stuck in understanding how to actually ensure
this change takes place in their organization. This
starts with embracing change. Nothing drives fear and
hesitation in humans more than the thought of change.
Despite the fact that many will admit that their current
approaches are not yielding the expected benefits
and that they need to improve on their outcomes, the
majority of organizations simply continue to operate in
an “as is” state.
…it is incumbent upon
leaders to drive this
fundamental change...
support and embrace
the challenge.
HOW TO DRIVE EFFECTUAL
CHANGE
1. EMBRACE AND DRIVE CHANGEENGAGE NURTURE CONVERT
BUYER
TARGETING +
SEGMENTATION
DEMAND
PROCESS
MANAGEMENT
+KPISMARKETING + SALES ROLES
TECHNOLOGY SYSTEMS + DATA
BUYER DIALOGUE LOGIC +
CONTENT MARKETING FRAMEWORK
LEAD MANAGEMENT FRAMEWORK
IR1 IR5IR2 IR6IR3 IR7IR4 IR8 IR9
©2014 | 13
Again, it is incumbent upon leaders to drive this
fundamental change in their organization and
encourage their employees and peers to support and
embrace the challenge.
One large software firm enabled this approach
throughout their organization by first announcing that
changes were coming and the sharing the plan for the
changes. This helped ensure the employees not only
bought into the change, but actually became drivers of
the change themselves, each employee was issued a
“Take A Risk” card.
This card was, in essence, a license for each employee
to make a change within his or her span of control
and report back on how that change/risk worked.
Of course, not all of the changes were successful in
driving the kind of results that leadership was looking
for, but it took the fear out of change at the employee
level provided a sense of control to the marketing team
members. As a result, each employee was enabled to
embrace this initiative. In fact, it paved the way for many
good changes that still exist today in that organization.
2. PLAN FOR CHANGE
A homebuilder would never embark on constructing
a house without the guidance of a blueprint. Working
hand-in-hand with an architect, it is necessary for a
builder to know the dimensions of each room, the
height of the ceilings, the layout of the plumbing and
electrical, where the outlets are and any customizations
that are being made to the plan. Without the blueprint
as a guide, guesswork would be the order of the day
and many mistakes would be made in the process.
While the plan or blueprint is the norm for builders,
it is the most overlooked component of any change
management undertaken by marketing. Considering
that the change needed is more than just skill set—
including changes to development of content, buyer
insights, marketing and sales alignment, process
and technology alignment — not having a plan is
irresponsible and reckless.
Organizations need to make sure they take the
necessary step to define a blueprint that will outline
the steps to change, allow them to manage milestones
©2014 | 14
3. Adopt a Demand Process℠Approach
When it comes to change management in demand
generation, organizations need to think in terms of
taking a Demand Process℠ approach to this change.
What is Demand Process? It is a strategic approach
to building and managing predictable, repeatable,
perpetual and optimized processes for generating
demand and delivering revenue.
Demand Process is focused on optimizing revenue
outcomes and on maximizing customer lifetime
value. Having an effective Demand Process means
companies are able to proactively orchestrate the
collection of demand generation programs, macro
systems and frameworks to engage, nurture and
convert prospective buyers into customers. This is
possible both through delivering value-added content
offers and managing digital dialogue, as well as
through progressive lead qualification and proactive
management of the ‘buyer state.’
and make sure there is uniformity to the changes. This is
necessary if these changes are going to be effective and
enable the organization to truly transform.
Figure 2: Demand Process Defined
Building demand generation messaging,
programs and systems around the modern
B2B buyer and his/her buying process.
BUYER-CENTRIC
ALIGNING B2B MARKETING + SALES
INTERACTIONS WITH BUYER 2.0
Taking a strategic, outcome-oriented approach
to identifying, qualifying and converting B2B
buyer interest into predictable, repeatable,
sustainable revenue and to maximizing
customer lifetime value.
REVENUE-ORIENTED
DELIVERING PERPETUAL REVENUE,
MAXIMIZING CUSTOMER LIFETIME VALUE
Treating the sequence of engagement,
nurturing and conversion of B2B buyer
demand into revenue as a series of steps
that can be both managed and optimized.
INTEGRATED +
ORCHESTRATED
OPERATIONALIZING DEMAND
GENERATION ACTIVITIES
©2014 | 15
At any level, change can be hard. Humans often times
do not embrace change and this is only elevated in
terms of organizational change. Leaders who undertake
a change management initiative in their organizations
need to understand that change of this magnitude is
not an easy task. There will be challenges, their will
be some hardship and difficult decisions will need to
be made — this is all a part of the transformation. It
is important to understand this going into the process
and will be an important reminder at various stages
through the process. Reject the idea that this change
will come about in “7 Easy Steps”, a 3-Day Workshop or
by simply “choosing a change management framework
and adopting it,” as one consultant I heard advise. This
is an organizational and cultural transformation that will
need careful orchestration and recalibration throughout.
There is nothing “easy” about it, but the outcomes in
terms of improvement will certainly be worth it.
One aspect that will make this journey difficult are the
detractors that will exist internally. Every organization
has these parties who become territorial, defensive and
are resistant to any kind of change — which is often times
a fear- triggered response — they become obstacles
to any kind of progress. The sooner these people can
be identified, the better. The best approach with these
individuals is to spend some extra time narrating the
overall vision and blueprint with them and explaining
the role they will play in the transformation. In essence,
you are removing the fear of the change. This is most
often not a one-time conversation, but will need to be
had over the course of several discussions to truly see
the buy-in occur.
While care and time should be taken with your teams
initiating change, do not let the change be derailed by
those who simply won’t have an open mindset to the
transformation. Be aware that it may simply be time for
There is nothing “easy”
about [change], but the
outcomes…will certainly
be worth it.
THE REALITIES OF CHANGE
(CHANGE CAN BE HARD)
©2014 | 16
some of them to move on. Some of these individuals
will simply opt-out and remove themselves from the
equation. This is ok and should be expected with any
kind of organizational transformation. With others, you
may have to take action to remove them.
No matter how well the plan is presented and
orchestrated, there will always be some who simply
do not have the appetite to go through this process.
The best course of action is to smoothly enable their
exit from the marketing organization or company.
If their desires are not in alignment with the “new”
organization, then it is best for the business and the
individual to move on.
The last thing that derails many organizations in
terms of the needed change is a misguided idea that
this is a process that will occur quickly. As stated
earlier, patience is a necessity at every level of the
organization. A visionary marketing leader of one
of the largest global hardware companies told me
recently, “we are three years into our transformation
process and we have built the plane, the plane is on
the runway, but we still have a transcontinental flight
to take which will take a long time.” The beauty behind
this statement is that he started using this description at
the beginning of his change initiative, both throughout
the organization and to his C-level peers in the business.
He set the right expectations up front and managed
the key milestones that were evidence of incremental
change, so that when all came together, it would unveil
an incredible transformation with meaningful and
measurable results.
©2014 | 17
There is no debating that the complex buyer’s
purchase process, unlimited access to information
and “self-driven” buying processes have had
a monumental impact on how B2B marketing
and sales professionals need to operate. The
sophistication and complexity of the B2B buying
process only continues to advance and marketing
and sales professionals can ill afford to fall much
further behind. While technologies and content
marketing are certainly part of the equation, simply
meetingtheseneedswillnotsuffice.Thekeybehind
any successful organization is the ability and the
willingnesstochange. Thebuyer’sdisruptionhasleft
uslittlechoiceandasForrestersoaccuratelystated–
“Its time for B2B CMOs to Evolve or Move On.”
The key behind any successful
organization is the ability and
willingness to change.
CONCLUSION
(TIME TO GET MOVING)
Carlos is an innovative thought-leader with over 20 years’
experience as a B2B marketing practitioner and industry
visionary. Carlos is widely recognized for his expertise in
strategic content marketing, Demand Generation, Demand
Process Transformation℠ and marketing automation. As
CEO and Principal of ANNUITAS, Carlos drives strategy
and leads core practice teams to Transform Demand℠ for
enterprise clients globally.
CARLOS HIDALGO
ABOUT THE AUTHOR
Mathew Sweezey has quickly built a reputation as one of
the leading minds in marketing automation. He has spoken
on the topic of marketing automation around the world
and also writes for ClickZ.com on the topic. Mathew is the
Marketing Automation Evangelist for Salesforce.
For more information on marketing automation and
change management, consult Mathew’s recently-released
Marketing Automation for Dummies.
MATHEW SWEEZEY
ABOUT THE AUTHOR
©2014 | 18

Weitere ähnliche Inhalte

Was ist angesagt?

50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs
50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs
50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOsVala Afshar
 
SMASH Keynote: The Infinite Future
SMASH Keynote: The Infinite Future SMASH Keynote: The Infinite Future
SMASH Keynote: The Infinite Future Mathew Sweezey
 
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...Christina "CK" Kerley
 
Digital Marketing Measurement Framework - Martin Walsh
Digital Marketing Measurement Framework - Martin WalshDigital Marketing Measurement Framework - Martin Walsh
Digital Marketing Measurement Framework - Martin WalshMartin Walsh
 
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation  Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation Mathew Sweezey
 
50 Must Know Statistics for B2B Lead Generation
50 Must Know Statistics for B2B Lead Generation50 Must Know Statistics for B2B Lead Generation
50 Must Know Statistics for B2B Lead GenerationPierre de Braux
 
The new world of B2B sales - Accenture - June 2020
The new world of B2B sales - Accenture - June 2020The new world of B2B sales - Accenture - June 2020
The new world of B2B sales - Accenture - June 2020Guillaume Larronde-Larretche
 
Top 10 ways_to_improve
Top 10 ways_to_improveTop 10 ways_to_improve
Top 10 ways_to_improveC.Y Wong
 
The Hottest B2B Marketing Trends of 2017
The Hottest B2B Marketing Trends of 2017The Hottest B2B Marketing Trends of 2017
The Hottest B2B Marketing Trends of 2017DemandWave
 
Rise of Marketing Automation_A discussion guide_ JFiur
Rise of Marketing Automation_A discussion guide_ JFiurRise of Marketing Automation_A discussion guide_ JFiur
Rise of Marketing Automation_A discussion guide_ JFiurjefiur
 
Business Strategy + Brand Strategy
Business Strategy + Brand StrategyBusiness Strategy + Brand Strategy
Business Strategy + Brand StrategyVCU Brandcenter
 
Measuring Marketing Insights
Measuring Marketing InsightsMeasuring Marketing Insights
Measuring Marketing Insightsrun_frictionless
 
Fourth State of Marketing - Salesforce
Fourth State of Marketing - SalesforceFourth State of Marketing - Salesforce
Fourth State of Marketing - SalesforceFrenchWeb.fr
 
The Response Rates of Personalized Cross-Media Marketing Campaigns
The Response Rates of Personalized Cross-Media Marketing CampaignsThe Response Rates of Personalized Cross-Media Marketing Campaigns
The Response Rates of Personalized Cross-Media Marketing CampaignsAaron Corson
 
Getting Started with Marketing Measurement
Getting Started with Marketing MeasurementGetting Started with Marketing Measurement
Getting Started with Marketing MeasurementC.Y Wong
 
Medicare Marketing in Our Digital World- The definitive digital marketing han...
Medicare Marketing in Our Digital World- The definitive digital marketing han...Medicare Marketing in Our Digital World- The definitive digital marketing han...
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
 
Multichannel Marketing: Your 5-Year Plan
Multichannel Marketing: Your 5-Year PlanMultichannel Marketing: Your 5-Year Plan
Multichannel Marketing: Your 5-Year PlanAquent
 
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...Rebecca Lieb
 

Was ist angesagt? (20)

50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs
50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs
50 Digital Marketing Metrics for CMOs, CDOs, CIOs and CFOs
 
SMASH Keynote: The Infinite Future
SMASH Keynote: The Infinite Future SMASH Keynote: The Infinite Future
SMASH Keynote: The Infinite Future
 
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...
B2B Mobile Marketing:10-Step Starter Guide for Integrating Mobile Into The B2...
 
Digital Marketing Measurement Framework - Martin Walsh
Digital Marketing Measurement Framework - Martin WalshDigital Marketing Measurement Framework - Martin Walsh
Digital Marketing Measurement Framework - Martin Walsh
 
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation  Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation
Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation
 
50 Must Know Statistics for B2B Lead Generation
50 Must Know Statistics for B2B Lead Generation50 Must Know Statistics for B2B Lead Generation
50 Must Know Statistics for B2B Lead Generation
 
The new world of B2B sales - Accenture - June 2020
The new world of B2B sales - Accenture - June 2020The new world of B2B sales - Accenture - June 2020
The new world of B2B sales - Accenture - June 2020
 
Top 10 ways_to_improve
Top 10 ways_to_improveTop 10 ways_to_improve
Top 10 ways_to_improve
 
The 2016 State of Digital Content
The 2016 State of Digital ContentThe 2016 State of Digital Content
The 2016 State of Digital Content
 
The Hottest B2B Marketing Trends of 2017
The Hottest B2B Marketing Trends of 2017The Hottest B2B Marketing Trends of 2017
The Hottest B2B Marketing Trends of 2017
 
Rise of Marketing Automation_A discussion guide_ JFiur
Rise of Marketing Automation_A discussion guide_ JFiurRise of Marketing Automation_A discussion guide_ JFiur
Rise of Marketing Automation_A discussion guide_ JFiur
 
Business Strategy + Brand Strategy
Business Strategy + Brand StrategyBusiness Strategy + Brand Strategy
Business Strategy + Brand Strategy
 
Measuring Marketing Insights
Measuring Marketing InsightsMeasuring Marketing Insights
Measuring Marketing Insights
 
Digital Assets Should Be Agile, Not Fast
Digital Assets Should Be Agile, Not FastDigital Assets Should Be Agile, Not Fast
Digital Assets Should Be Agile, Not Fast
 
Fourth State of Marketing - Salesforce
Fourth State of Marketing - SalesforceFourth State of Marketing - Salesforce
Fourth State of Marketing - Salesforce
 
The Response Rates of Personalized Cross-Media Marketing Campaigns
The Response Rates of Personalized Cross-Media Marketing CampaignsThe Response Rates of Personalized Cross-Media Marketing Campaigns
The Response Rates of Personalized Cross-Media Marketing Campaigns
 
Getting Started with Marketing Measurement
Getting Started with Marketing MeasurementGetting Started with Marketing Measurement
Getting Started with Marketing Measurement
 
Medicare Marketing in Our Digital World- The definitive digital marketing han...
Medicare Marketing in Our Digital World- The definitive digital marketing han...Medicare Marketing in Our Digital World- The definitive digital marketing han...
Medicare Marketing in Our Digital World- The definitive digital marketing han...
 
Multichannel Marketing: Your 5-Year Plan
Multichannel Marketing: Your 5-Year PlanMultichannel Marketing: Your 5-Year Plan
Multichannel Marketing: Your 5-Year Plan
 
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...
From Web Traffic to Foot Traffic: How Brands & Retailers Can Leverage Digital...
 

Andere mochten auch

2015 State of B2B Marketing
2015 State of B2B Marketing2015 State of B2B Marketing
2015 State of B2B MarketingMathew Sweezey
 
State of Marketing 2015
State of Marketing 2015 State of Marketing 2015
State of Marketing 2015 Mathew Sweezey
 
103 Genuine Marketing Thought Leaders
103 Genuine Marketing Thought Leaders 103 Genuine Marketing Thought Leaders
103 Genuine Marketing Thought Leaders Mathew Sweezey
 
The Future of Marketing 2016: New Roles, and Trends
The Future of Marketing 2016: New Roles, and Trends The Future of Marketing 2016: New Roles, and Trends
The Future of Marketing 2016: New Roles, and Trends Mathew Sweezey
 
The X factor: The Secret to Better Content Marketing
The X factor: The Secret to Better Content Marketing The X factor: The Secret to Better Content Marketing
The X factor: The Secret to Better Content Marketing Mathew Sweezey
 
Leveraging Full Adoption for Demand Management and Capacity Planning
Leveraging Full Adoption for Demand Management and Capacity PlanningLeveraging Full Adoption for Demand Management and Capacity Planning
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
 
Mindshare Ireland - Future of 2014
Mindshare Ireland - Future of 2014Mindshare Ireland - Future of 2014
Mindshare Ireland - Future of 2014Mindshare Ireland
 
IT Demand and Delivery Management
IT Demand and Delivery ManagementIT Demand and Delivery Management
IT Demand and Delivery ManagementDavid Messineo
 
How To Make A Demand Management Framework
How To Make A Demand Management FrameworkHow To Make A Demand Management Framework
How To Make A Demand Management FrameworkMalcolm Ryder
 
Nsu catering guide
Nsu catering guideNsu catering guide
Nsu catering guideDiana Sirghi
 
MedicalResearch.com: Medical Research Exclusive Interviews May 26 2015
MedicalResearch.com:  Medical Research Exclusive Interviews May 26 2015MedicalResearch.com:  Medical Research Exclusive Interviews May 26 2015
MedicalResearch.com: Medical Research Exclusive Interviews May 26 2015Marie Benz MD FAAD
 
Lengua cultura francesa
Lengua cultura francesaLengua cultura francesa
Lengua cultura francesafinaanton
 
Innovation participative poleemploiveutfaireemergerlesidees
Innovation participative poleemploiveutfaireemergerlesideesInnovation participative poleemploiveutfaireemergerlesidees
Innovation participative poleemploiveutfaireemergerlesideesSarah DANINTHE
 
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?Osuuskunta Ehta Raha
 
Gross Domestic Product (GDP) - Canada - July 2016
Gross Domestic Product (GDP) - Canada - July 2016Gross Domestic Product (GDP) - Canada - July 2016
Gross Domestic Product (GDP) - Canada - July 2016paul young cpa, cga
 
Js infrostructure
Js infrostructureJs infrostructure
Js infrostructureIgor Alpert
 
Power from big data - Are Europe's utilities ready for the age of data?
Power from big data - Are Europe's utilities ready for the age of data?Power from big data - Are Europe's utilities ready for the age of data?
Power from big data - Are Europe's utilities ready for the age of data?Steve Bray
 

Andere mochten auch (20)

2015 State of B2B Marketing
2015 State of B2B Marketing2015 State of B2B Marketing
2015 State of B2B Marketing
 
State of Marketing 2015
State of Marketing 2015 State of Marketing 2015
State of Marketing 2015
 
103 Genuine Marketing Thought Leaders
103 Genuine Marketing Thought Leaders 103 Genuine Marketing Thought Leaders
103 Genuine Marketing Thought Leaders
 
The Future of Marketing 2016: New Roles, and Trends
The Future of Marketing 2016: New Roles, and Trends The Future of Marketing 2016: New Roles, and Trends
The Future of Marketing 2016: New Roles, and Trends
 
The X factor: The Secret to Better Content Marketing
The X factor: The Secret to Better Content Marketing The X factor: The Secret to Better Content Marketing
The X factor: The Secret to Better Content Marketing
 
Leveraging Full Adoption for Demand Management and Capacity Planning
Leveraging Full Adoption for Demand Management and Capacity PlanningLeveraging Full Adoption for Demand Management and Capacity Planning
Leveraging Full Adoption for Demand Management and Capacity Planning
 
Mindshare Ireland - Future of 2014
Mindshare Ireland - Future of 2014Mindshare Ireland - Future of 2014
Mindshare Ireland - Future of 2014
 
Enterprise Demand Management Framework
Enterprise Demand Management FrameworkEnterprise Demand Management Framework
Enterprise Demand Management Framework
 
IT Demand and Delivery Management
IT Demand and Delivery ManagementIT Demand and Delivery Management
IT Demand and Delivery Management
 
How To Make A Demand Management Framework
How To Make A Demand Management FrameworkHow To Make A Demand Management Framework
How To Make A Demand Management Framework
 
Nsu catering guide
Nsu catering guideNsu catering guide
Nsu catering guide
 
MedicalResearch.com: Medical Research Exclusive Interviews May 26 2015
MedicalResearch.com:  Medical Research Exclusive Interviews May 26 2015MedicalResearch.com:  Medical Research Exclusive Interviews May 26 2015
MedicalResearch.com: Medical Research Exclusive Interviews May 26 2015
 
Lengua cultura francesa
Lengua cultura francesaLengua cultura francesa
Lengua cultura francesa
 
Innovation participative poleemploiveutfaireemergerlesidees
Innovation participative poleemploiveutfaireemergerlesideesInnovation participative poleemploiveutfaireemergerlesidees
Innovation participative poleemploiveutfaireemergerlesidees
 
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?
Miten sosiokratia voisi auttaa yhteisön päätöksentekoa?
 
Gross Domestic Product (GDP) - Canada - July 2016
Gross Domestic Product (GDP) - Canada - July 2016Gross Domestic Product (GDP) - Canada - July 2016
Gross Domestic Product (GDP) - Canada - July 2016
 
El escudo personal del retcambio
El escudo personal del retcambioEl escudo personal del retcambio
El escudo personal del retcambio
 
Open Belgium 2015 Partner Proposal
Open Belgium 2015 Partner ProposalOpen Belgium 2015 Partner Proposal
Open Belgium 2015 Partner Proposal
 
Js infrostructure
Js infrostructureJs infrostructure
Js infrostructure
 
Power from big data - Are Europe's utilities ready for the age of data?
Power from big data - Are Europe's utilities ready for the age of data?Power from big data - Are Europe's utilities ready for the age of data?
Power from big data - Are Europe's utilities ready for the age of data?
 

Ähnlich wie Change Management for Demand Geneation eBook

8 B2B Marketing Trends for 2013 from hawkeye
8 B2B Marketing Trends for 2013 from hawkeye8 B2B Marketing Trends for 2013 from hawkeye
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
 
CMOandRiseofSocialInsights_Updated
CMOandRiseofSocialInsights_UpdatedCMOandRiseofSocialInsights_Updated
CMOandRiseofSocialInsights_UpdatedJordan Alston
 
Electronics Digital Strategy03011GBEN.PDF
Electronics Digital Strategy03011GBEN.PDFElectronics Digital Strategy03011GBEN.PDF
Electronics Digital Strategy03011GBEN.PDFMarcel Baron
 
Electronics social marketing_digital strategy
Electronics social marketing_digital strategyElectronics social marketing_digital strategy
Electronics social marketing_digital strategyMarcel Baron
 
Marketing for the Digital Consumer – Roadmap for CPG Companies
Marketing for the Digital Consumer – Roadmap for CPG Companies Marketing for the Digital Consumer – Roadmap for CPG Companies
Marketing for the Digital Consumer – Roadmap for CPG Companies Infosys
 
ClickZ Buyers Guide - Bid Management - PPC, Display, Social Media
ClickZ Buyers Guide - Bid Management - PPC, Display, Social MediaClickZ Buyers Guide - Bid Management - PPC, Display, Social Media
ClickZ Buyers Guide - Bid Management - PPC, Display, Social MediaClark Boyd
 
What to Expect From Programmatic in 2015
What to Expect From Programmatic in 2015What to Expect From Programmatic in 2015
What to Expect From Programmatic in 2015Extreme Reach
 
iProspect's Future Focus 2018: The New Machine Rules
iProspect's Future Focus 2018: The New Machine RulesiProspect's Future Focus 2018: The New Machine Rules
iProspect's Future Focus 2018: The New Machine RulesiProspect
 
How digital is impacting market strategy
How digital is impacting market strategyHow digital is impacting market strategy
How digital is impacting market strategyMANSI DHINGRA
 
New Platform for Advertisement: Digital Marketing
New Platform for Advertisement: Digital MarketingNew Platform for Advertisement: Digital Marketing
New Platform for Advertisement: Digital Marketingpaperpublications3
 
The Marketing Strategy Of KFC
The Marketing Strategy Of KFCThe Marketing Strategy Of KFC
The Marketing Strategy Of KFCMelissa Moore
 
Sales & marketing- marketing to consumers one at a time
Sales & marketing- marketing to consumers one at a timeSales & marketing- marketing to consumers one at a time
Sales & marketing- marketing to consumers one at a timeeTailing India
 
How To Choose the Right Digital Marketing Model
How To Choose the Right Digital Marketing ModelHow To Choose the Right Digital Marketing Model
How To Choose the Right Digital Marketing ModelKenneth Kwan
 
New Media's Marketing Potential in the MENA Region
New Media's Marketing Potential in the MENA RegionNew Media's Marketing Potential in the MENA Region
New Media's Marketing Potential in the MENA RegionTamara Deprez
 
True real time marketing = programmatic ad buying + real time marketing.
 True real time marketing = programmatic ad buying + real time marketing.  True real time marketing = programmatic ad buying + real time marketing.
True real time marketing = programmatic ad buying + real time marketing. OgilvyOne Worldwide
 
EngageMint by WebEngage | Mumbai 2018
EngageMint by WebEngage | Mumbai 2018EngageMint by WebEngage | Mumbai 2018
EngageMint by WebEngage | Mumbai 2018WebEngage
 
Prathik hullatti marketing mcp topic converted-converted
Prathik hullatti marketing mcp topic converted-convertedPrathik hullatti marketing mcp topic converted-converted
Prathik hullatti marketing mcp topic converted-convertedShantkumarIBMR
 
Türkiye Digital Medya Pazarlama Trendleri
Türkiye Digital Medya Pazarlama TrendleriTürkiye Digital Medya Pazarlama Trendleri
Türkiye Digital Medya Pazarlama TrendleriErol Dizdar
 
The Future of Digital Marketing
The Future of Digital MarketingThe Future of Digital Marketing
The Future of Digital MarketingMondo
 

Ähnlich wie Change Management for Demand Geneation eBook (20)

8 B2B Marketing Trends for 2013 from hawkeye
8 B2B Marketing Trends for 2013 from hawkeye8 B2B Marketing Trends for 2013 from hawkeye
8 B2B Marketing Trends for 2013 from hawkeye
 
CMOandRiseofSocialInsights_Updated
CMOandRiseofSocialInsights_UpdatedCMOandRiseofSocialInsights_Updated
CMOandRiseofSocialInsights_Updated
 
Electronics Digital Strategy03011GBEN.PDF
Electronics Digital Strategy03011GBEN.PDFElectronics Digital Strategy03011GBEN.PDF
Electronics Digital Strategy03011GBEN.PDF
 
Electronics social marketing_digital strategy
Electronics social marketing_digital strategyElectronics social marketing_digital strategy
Electronics social marketing_digital strategy
 
Marketing for the Digital Consumer – Roadmap for CPG Companies
Marketing for the Digital Consumer – Roadmap for CPG Companies Marketing for the Digital Consumer – Roadmap for CPG Companies
Marketing for the Digital Consumer – Roadmap for CPG Companies
 
ClickZ Buyers Guide - Bid Management - PPC, Display, Social Media
ClickZ Buyers Guide - Bid Management - PPC, Display, Social MediaClickZ Buyers Guide - Bid Management - PPC, Display, Social Media
ClickZ Buyers Guide - Bid Management - PPC, Display, Social Media
 
What to Expect From Programmatic in 2015
What to Expect From Programmatic in 2015What to Expect From Programmatic in 2015
What to Expect From Programmatic in 2015
 
iProspect's Future Focus 2018: The New Machine Rules
iProspect's Future Focus 2018: The New Machine RulesiProspect's Future Focus 2018: The New Machine Rules
iProspect's Future Focus 2018: The New Machine Rules
 
How digital is impacting market strategy
How digital is impacting market strategyHow digital is impacting market strategy
How digital is impacting market strategy
 
New Platform for Advertisement: Digital Marketing
New Platform for Advertisement: Digital MarketingNew Platform for Advertisement: Digital Marketing
New Platform for Advertisement: Digital Marketing
 
The Marketing Strategy Of KFC
The Marketing Strategy Of KFCThe Marketing Strategy Of KFC
The Marketing Strategy Of KFC
 
Sales & marketing- marketing to consumers one at a time
Sales & marketing- marketing to consumers one at a timeSales & marketing- marketing to consumers one at a time
Sales & marketing- marketing to consumers one at a time
 
How to Choose the Right Digital Marketing Model
How to Choose the Right Digital Marketing ModelHow to Choose the Right Digital Marketing Model
How to Choose the Right Digital Marketing Model
 
How To Choose the Right Digital Marketing Model
How To Choose the Right Digital Marketing ModelHow To Choose the Right Digital Marketing Model
How To Choose the Right Digital Marketing Model
 
New Media's Marketing Potential in the MENA Region
New Media's Marketing Potential in the MENA RegionNew Media's Marketing Potential in the MENA Region
New Media's Marketing Potential in the MENA Region
 
True real time marketing = programmatic ad buying + real time marketing.
 True real time marketing = programmatic ad buying + real time marketing.  True real time marketing = programmatic ad buying + real time marketing.
True real time marketing = programmatic ad buying + real time marketing.
 
EngageMint by WebEngage | Mumbai 2018
EngageMint by WebEngage | Mumbai 2018EngageMint by WebEngage | Mumbai 2018
EngageMint by WebEngage | Mumbai 2018
 
Prathik hullatti marketing mcp topic converted-converted
Prathik hullatti marketing mcp topic converted-convertedPrathik hullatti marketing mcp topic converted-converted
Prathik hullatti marketing mcp topic converted-converted
 
Türkiye Digital Medya Pazarlama Trendleri
Türkiye Digital Medya Pazarlama TrendleriTürkiye Digital Medya Pazarlama Trendleri
Türkiye Digital Medya Pazarlama Trendleri
 
The Future of Digital Marketing
The Future of Digital MarketingThe Future of Digital Marketing
The Future of Digital Marketing
 

Mehr von Mathew Sweezey

Future of Demand 2019 & Beyond
Future of Demand 2019 & Beyond Future of Demand 2019 & Beyond
Future of Demand 2019 & Beyond Mathew Sweezey
 
Future of Marketing - Keynote Brandemonium 2018
Future of Marketing  - Keynote Brandemonium 2018 Future of Marketing  - Keynote Brandemonium 2018
Future of Marketing - Keynote Brandemonium 2018 Mathew Sweezey
 
5 Marketing Automation Tips for Small Businesses
5 Marketing Automation Tips for Small Businesses 5 Marketing Automation Tips for Small Businesses
5 Marketing Automation Tips for Small Businesses Mathew Sweezey
 
The Future of Marketing 2018
The Future of Marketing 2018 The Future of Marketing 2018
The Future of Marketing 2018 Mathew Sweezey
 
How To Get More Marketing Budget
How To Get More Marketing Budget How To Get More Marketing Budget
How To Get More Marketing Budget Mathew Sweezey
 
American Banking Association Marketing Conference - Modern Consumers
American Banking Association Marketing Conference - Modern ConsumersAmerican Banking Association Marketing Conference - Modern Consumers
American Banking Association Marketing Conference - Modern ConsumersMathew Sweezey
 
5 Key Traits of High Performing Marketing Organizations
5 Key Traits of High Performing Marketing Organizations 5 Key Traits of High Performing Marketing Organizations
5 Key Traits of High Performing Marketing Organizations Mathew Sweezey
 
The B2B Persona project
The B2B Persona projectThe B2B Persona project
The B2B Persona projectMathew Sweezey
 
Banksocial - Keynote 2017
Banksocial - Keynote 2017 Banksocial - Keynote 2017
Banksocial - Keynote 2017 Mathew Sweezey
 
Digital Summit - Seattle 2017
Digital Summit - Seattle 2017 Digital Summit - Seattle 2017
Digital Summit - Seattle 2017 Mathew Sweezey
 
Golden key - Sweden 2017
Golden key - Sweden 2017 Golden key - Sweden 2017
Golden key - Sweden 2017 Mathew Sweezey
 
Blueprint for High Performing B2B Marketing Campaigns
Blueprint for High Performing B2B Marketing Campaigns Blueprint for High Performing B2B Marketing Campaigns
Blueprint for High Performing B2B Marketing Campaigns Mathew Sweezey
 
Why Your Content Is Failing You, and How to Fix it
Why Your Content Is Failing You, and How to Fix it Why Your Content Is Failing You, and How to Fix it
Why Your Content Is Failing You, and How to Fix it Mathew Sweezey
 
New Era of Marketing - Content Marketing Conference - 2016
New Era of Marketing - Content Marketing Conference - 2016 New Era of Marketing - Content Marketing Conference - 2016
New Era of Marketing - Content Marketing Conference - 2016 Mathew Sweezey
 
State of B2B Marketing 2016
State of B2B Marketing 2016 State of B2B Marketing 2016
State of B2B Marketing 2016 Mathew Sweezey
 
5 pillars of the Infinite Marketer
5 pillars of the Infinite Marketer 5 pillars of the Infinite Marketer
5 pillars of the Infinite Marketer Mathew Sweezey
 
Argyle CMO Summit, Boston 2015
Argyle CMO Summit, Boston 2015Argyle CMO Summit, Boston 2015
Argyle CMO Summit, Boston 2015Mathew Sweezey
 
Systematically Rising Above the Noise
Systematically Rising Above the NoiseSystematically Rising Above the Noise
Systematically Rising Above the NoiseMathew Sweezey
 

Mehr von Mathew Sweezey (20)

Future of Marketing
Future of Marketing Future of Marketing
Future of Marketing
 
Future of Demand 2019 & Beyond
Future of Demand 2019 & Beyond Future of Demand 2019 & Beyond
Future of Demand 2019 & Beyond
 
Future of Marketing - Keynote Brandemonium 2018
Future of Marketing  - Keynote Brandemonium 2018 Future of Marketing  - Keynote Brandemonium 2018
Future of Marketing - Keynote Brandemonium 2018
 
5 Marketing Automation Tips for Small Businesses
5 Marketing Automation Tips for Small Businesses 5 Marketing Automation Tips for Small Businesses
5 Marketing Automation Tips for Small Businesses
 
The Future of Marketing 2018
The Future of Marketing 2018 The Future of Marketing 2018
The Future of Marketing 2018
 
How To Get More Marketing Budget
How To Get More Marketing Budget How To Get More Marketing Budget
How To Get More Marketing Budget
 
American Banking Association Marketing Conference - Modern Consumers
American Banking Association Marketing Conference - Modern ConsumersAmerican Banking Association Marketing Conference - Modern Consumers
American Banking Association Marketing Conference - Modern Consumers
 
5 Key Traits of High Performing Marketing Organizations
5 Key Traits of High Performing Marketing Organizations 5 Key Traits of High Performing Marketing Organizations
5 Key Traits of High Performing Marketing Organizations
 
The B2B Persona project
The B2B Persona projectThe B2B Persona project
The B2B Persona project
 
Banksocial - Keynote 2017
Banksocial - Keynote 2017 Banksocial - Keynote 2017
Banksocial - Keynote 2017
 
Digital Summit - Seattle 2017
Digital Summit - Seattle 2017 Digital Summit - Seattle 2017
Digital Summit - Seattle 2017
 
Golden key - Sweden 2017
Golden key - Sweden 2017 Golden key - Sweden 2017
Golden key - Sweden 2017
 
Blueprint for High Performing B2B Marketing Campaigns
Blueprint for High Performing B2B Marketing Campaigns Blueprint for High Performing B2B Marketing Campaigns
Blueprint for High Performing B2B Marketing Campaigns
 
Why Your Content Is Failing You, and How to Fix it
Why Your Content Is Failing You, and How to Fix it Why Your Content Is Failing You, and How to Fix it
Why Your Content Is Failing You, and How to Fix it
 
New Era of Marketing - Content Marketing Conference - 2016
New Era of Marketing - Content Marketing Conference - 2016 New Era of Marketing - Content Marketing Conference - 2016
New Era of Marketing - Content Marketing Conference - 2016
 
State of B2B Marketing 2016
State of B2B Marketing 2016 State of B2B Marketing 2016
State of B2B Marketing 2016
 
Digital Summit 2016
Digital Summit 2016 Digital Summit 2016
Digital Summit 2016
 
5 pillars of the Infinite Marketer
5 pillars of the Infinite Marketer 5 pillars of the Infinite Marketer
5 pillars of the Infinite Marketer
 
Argyle CMO Summit, Boston 2015
Argyle CMO Summit, Boston 2015Argyle CMO Summit, Boston 2015
Argyle CMO Summit, Boston 2015
 
Systematically Rising Above the Noise
Systematically Rising Above the NoiseSystematically Rising Above the Noise
Systematically Rising Above the Noise
 

Kürzlich hochgeladen

Imposter Syndrome in Marketing & Why You're Not Alone
Imposter Syndrome in Marketing & Why You're Not AloneImposter Syndrome in Marketing & Why You're Not Alone
Imposter Syndrome in Marketing & Why You're Not AloneHerd
 
Digital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity
 
Top 15 Emerging Technologies for the Modern World
Top 15 Emerging Technologies for the Modern WorldTop 15 Emerging Technologies for the Modern World
Top 15 Emerging Technologies for the Modern WorldD Cloud Solutions
 
Dhanuka Agritech Limited - Sales and Marketing Intern
Dhanuka Agritech Limited - Sales and Marketing InternDhanuka Agritech Limited - Sales and Marketing Intern
Dhanuka Agritech Limited - Sales and Marketing Internrisabhpandeyconnect
 
Digital Marketing Analytics: Driving Hotel Success (2016 May report)
Digital Marketing Analytics: Driving Hotel Success (2016 May report)Digital Marketing Analytics: Driving Hotel Success (2016 May report)
Digital Marketing Analytics: Driving Hotel Success (2016 May report)yaeyukimoto
 
Amazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxAmazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxWill Haire
 
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...Sophie Logan
 
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdf
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdfSnapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdf
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdfEastern Online-iSURVEY
 
Music and Ai Technology
Music and Ai TechnologyMusic and Ai Technology
Music and Ai Technologyehimaibooks
 
Crafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesCrafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesVWO
 
Cricket Playbook for Growth Marketers: Adjust x Glance report
Cricket Playbook for Growth Marketers: Adjust x Glance reportCricket Playbook for Growth Marketers: Adjust x Glance report
Cricket Playbook for Growth Marketers: Adjust x Glance reportSocial Samosa
 
The Creative Marketing campaigns of WeRoad
The Creative Marketing campaigns of WeRoadThe Creative Marketing campaigns of WeRoad
The Creative Marketing campaigns of WeRoadFabio Bin
 
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxFriends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxGregory Edwards
 
Ppt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing coursPpt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing courstegveersingh09
 
Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Joseph Skibbie
 
Friends of Search Future Proof Accounts.pptx
Friends of Search Future Proof Accounts.pptxFriends of Search Future Proof Accounts.pptx
Friends of Search Future Proof Accounts.pptxNavah Hopkins
 
SVETLANA YONCHEVA Evolution of digital marketing.pdf
SVETLANA YONCHEVA Evolution of digital marketing.pdfSVETLANA YONCHEVA Evolution of digital marketing.pdf
SVETLANA YONCHEVA Evolution of digital marketing.pdfvikrs213
 
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfTAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfSocial Samosa
 
The best Crypto Marketing Strategies pdf
The best Crypto Marketing Strategies pdfThe best Crypto Marketing Strategies pdf
The best Crypto Marketing Strategies pdfShifali roy
 
The 2024 Next Gen Attention Study - www.livewire.group
The 2024 Next Gen Attention Study - www.livewire.groupThe 2024 Next Gen Attention Study - www.livewire.group
The 2024 Next Gen Attention Study - www.livewire.groupLivewire
 

Kürzlich hochgeladen (20)

Imposter Syndrome in Marketing & Why You're Not Alone
Imposter Syndrome in Marketing & Why You're Not AloneImposter Syndrome in Marketing & Why You're Not Alone
Imposter Syndrome in Marketing & Why You're Not Alone
 
Digital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services PreviewDigital Gravity - Full-Scale SEO Services Preview
Digital Gravity - Full-Scale SEO Services Preview
 
Top 15 Emerging Technologies for the Modern World
Top 15 Emerging Technologies for the Modern WorldTop 15 Emerging Technologies for the Modern World
Top 15 Emerging Technologies for the Modern World
 
Dhanuka Agritech Limited - Sales and Marketing Intern
Dhanuka Agritech Limited - Sales and Marketing InternDhanuka Agritech Limited - Sales and Marketing Intern
Dhanuka Agritech Limited - Sales and Marketing Intern
 
Digital Marketing Analytics: Driving Hotel Success (2016 May report)
Digital Marketing Analytics: Driving Hotel Success (2016 May report)Digital Marketing Analytics: Driving Hotel Success (2016 May report)
Digital Marketing Analytics: Driving Hotel Success (2016 May report)
 
Amazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptxAmazon Seller New Product Launch Guide - 2024.pptx
Amazon Seller New Product Launch Guide - 2024.pptx
 
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...
What's Happening with Your Microsoft Advertising's Search Campaigns? - Sophie...
 
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdf
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdfSnapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdf
Snapshot of Consumer Behaviors of February 2024-EOLiSurvey (EN).pdf
 
Music and Ai Technology
Music and Ai TechnologyMusic and Ai Technology
Music and Ai Technology
 
Crafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing PagesCrafting High-Converting eCommerce Landing Pages
Crafting High-Converting eCommerce Landing Pages
 
Cricket Playbook for Growth Marketers: Adjust x Glance report
Cricket Playbook for Growth Marketers: Adjust x Glance reportCricket Playbook for Growth Marketers: Adjust x Glance report
Cricket Playbook for Growth Marketers: Adjust x Glance report
 
The Creative Marketing campaigns of WeRoad
The Creative Marketing campaigns of WeRoadThe Creative Marketing campaigns of WeRoad
The Creative Marketing campaigns of WeRoad
 
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptxFriends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
Friends of Search '24 - Scaling SEO_ Lessons for All Types of Sites.pptx
 
Ppt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing coursPpt regarding of Digital Marketing cours
Ppt regarding of Digital Marketing cours
 
Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!Marketing Team of 1, A Framework To Win!
Marketing Team of 1, A Framework To Win!
 
Friends of Search Future Proof Accounts.pptx
Friends of Search Future Proof Accounts.pptxFriends of Search Future Proof Accounts.pptx
Friends of Search Future Proof Accounts.pptx
 
SVETLANA YONCHEVA Evolution of digital marketing.pdf
SVETLANA YONCHEVA Evolution of digital marketing.pdfSVETLANA YONCHEVA Evolution of digital marketing.pdf
SVETLANA YONCHEVA Evolution of digital marketing.pdf
 
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdfTAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
 
The best Crypto Marketing Strategies pdf
The best Crypto Marketing Strategies pdfThe best Crypto Marketing Strategies pdf
The best Crypto Marketing Strategies pdf
 
The 2024 Next Gen Attention Study - www.livewire.group
The 2024 Next Gen Attention Study - www.livewire.groupThe 2024 Next Gen Attention Study - www.livewire.group
The 2024 Next Gen Attention Study - www.livewire.group
 

Change Management for Demand Geneation eBook

  • 1. CHANGE MANAGEMENT DEMAND GENERATION STAYING RELEVANT, PRODUCTIVE, AND SANE IN THE CHANGING LANDSCAPE OF CO-AUTHORED BY CARLOS HIDALGO & MATHEW SWEEZEY
  • 2. In the past 15 years, the biggest changes in our business world have come from people we’ve never heard of creating technologies which are just now being fully understood. Look at Larry Page from Google and how it changed the way we find information. Consider Jack Dorsey from Twitter and the idea of a micro blog, which now gets news around the world faster than any other medium. Then Mark Zuckerberg and Facebook. It has changed the way we interact forever. These three minds built the backbone of the modern buyers’ daily lives and, in the process, shifted buyers’ expectations of relationships between them and the companies they do business with. This, then, gave way to changing how companies drive demand. These massive changes to demand generation, in such a short period of time have taken many businesses by storm. The current world in which we operate requires a full understanding of modern demand generation strategy in order to effectively communicate with the changed buyers. Companies that can manage the massive change from historical marketing to modern demand generation will be able to excel at driving revenue in the future. Those who don’t will quickly lose rapport with their consumers, as well as market share. Companies are trying to figure out how to keep up, how to engage with buyers, and how to be relevant in today’s market place. This has lead to an increase in the amount spent on demand generation tools and techniques. In a recent report, Gartner predicts for the first time in history that the CMO will hold the largest budget of any business department. This prediction is based on both the current need for budget to execute these modern demand generation techniques, as well as future budgets required to keep up with the modern consumer. As the general business world knows, technology follows the money. So with the largest budget being held by the CMO, we should expect to see even more innovation in the demand generation arena, requiring even more change to happen within marketing departments. ©2014 | 2 The world of demand generation has changed and will continue to evolve. CHANGE IS PREDICTABLE (AND OUR DATA SHOWS IT)
  • 3. The rate of acceleration around demand generation tools and techniques is not happening in a vacuum. It is in direct response to changes in consumer behavior. The internet titans made it easier for a consumer to receive data, preform research, connect in new ways, and have access to more information than ever existed glut of information, as reported by the BBC, has now decreased the average adult’s attention span down to only eight seconds; the goldfish has an attention span of nine seconds. Another study out of the UK in 2013 found the average adult is in front of a screen for 12 hours a day. This is an increase in over 100% from just five years ago. The new highly- informed consumer is demanding a different relationship now because of these changes. The best of breed companies have picked up on the cues from their buyers and adopted content marketing strategies. In my latest research on the top 126 best of breed B2B companies, 98% of them used content marketing and 99% of them also used social media in their demand generation strategies. While the adoption of these channels and techniques are key, understanding the value they are receiving from these adoptions is more telling of their importance. Companies who have adopted these modern marketing techniques are realizing significant gains. Sirius Decisions found businesses using a marketing automation platform to manage their buyer’s journey through lead nurturing saw a 451% increase in qualified leads. Forrester Research found those leads are also generated at a 33% lower cost compared to the cost of generating those leads without modern techniques and technologies. The basis of these modern techniques and technologies is also providing a new foundation for which all organizations will formulate their demand generation programs. This new platform for businesses to execute demand generation programs is called marketing automation. Brands like Oracle, Salesforce, and Microsoft have all The average adult is in front of a screen for 12 hours a day. This is an increase of over 100% from just five years ago. Businesses using a marketing automation platform to manage their buyer’s journey thorugh lead nuturing saw a 451% increase in qualified leads. ©2014 | 3
  • 4. acquired a marketing automation company to accompany their core offering within the past 18 months. These solutions are allowing companies to execute campaigns across previously unconnected channels, and connect their data from each marketing channel to obtain a single customer view, all from a single tool. The top performing companies utilizing marketing automation are able to use the single customer view to dynamically change their messaging on any channel, at any time, ensuring they always deliver a relevant message for every person at the right time in the buyers purchase path. Marketing automation solutions also allow for these campaigns to happen at scale, allowing businesses to have true personalized marketing in real time. The advantages modern techniques and technologies provide have created the largest gap between status quo and best in class companies in years. Let’s look at the adoption of marketing automation, just among the 126 best in class companies over the past two years. In 2013, among the Fortune 500 B2B companies I studied, only 24% were using marketing automation, even though the technology had existed since 1999. Total adoption of marketing automation by B2B Fortune 500 companies is now at 54% in 2014. It has taken over 15 years for these tools and techniques to be adopted by more than 25% of the companies whom they would revolutionize. If you zoom out past the 126 best in class companies, you are looking at global adoption rate of less than 10%. Why is it taking so long for businesses to change to meet the modern buyer’s needs? This is simply understood as an issue of change management. The businesses have operated since 1960 on the same basic idea: mass marketing. (Some of the richest businesses have been formed from this basic strategy.)Sinceithasbeensoeffectiveforsolong,itishard tounderstandsomethingcontrarytothestrategyandrules with which they made their fortunes. Many businesses have tried to keep up by adopting these modern demand strategies, yet failed to realize the promised potential. In 2014 when I observed the 32 Fortune 500 companies, I also looked at how well they were using these tools. ...marketing automation solutions [allow] businesses to have true personalized marketing in real time. ©2014 | 4
  • 5. First, I analyzed their lead conversion forms. A basic technique for content marketing, lead conversion forms have been around since the early 90’s, first published in a New York best selling book in 1999 (Permission Marketing, Godin). Among the 54% of companies who adopted marketing automation, only 23% of them used a form for lead capture. Keep in mind this is a feature of their marketing automation tool, and one which is a 15-year-old best practice for demand generation. In essence, these companies adopted the idea they needed the technology of marketing automation but did not change their demand strategies to fit the marketing automation tool. Rather, they tried to fit the new tool into their old strategies. Change management must look at not only the tools needing to be adopted, but also how those tools can be best used in a modern demand generation framework. In general terms, there are two types of advancements — advancements which bring efficiencies to existing ideas, and ones which bring new ideas altogether. Marketers over the past 60 years have been dealing with technology providing efficiencies on mass marketing mentalities. However, the current problems facing demand generation are only solved by understanding this new revolution requires a completely new way of driving demand. This entails the need to realize our historical marketing practices will not work in our current world, harness the power of connected data, rethink the relationship between marketing and sales, and subscribe to new ways ...the current problems facing demand generation are only solved by understanding the new revolution… ADDRESS ISSUES (The biggest areas needing to be changed inside modern businesses) ©2014 | 5
  • 6. of evaluating the effectiveness of our marketing campaigns. It is only though these changes that a modern business succeeds in driving demand in the modern world. Our historical view of marketing is shaped on best practicesformedwhenprintdistributionruledtheworld. This meant crafting a single message, then blasting it out to the largest audience possible. The concept of display adverting and cost per thousand impressions were the measurement rulers of demand generation strategy. These mass marketing techniques worked in a world of limited information. However, now that consumers have limitless information and new ways to obtainit,massmarketingnolongerhastheeffectitonce did. Email open rates are at an all-time low, consumers ignore sidebar advertising, and are quick to leave a web page if they do not find what they want. Consumers expect personalized communications backed with authentic messages. This level of communication can only come from a modern marketer who understands modern demand generation techniques and how to use the tools which will allow him or her to do this. We are also at a time when our marketing technology solutions have rapidly increased faster than our rate of adoption. This has had two effects on modern demand generation practices. Firstly, it has driven down the cost of commoditized tools and created a massive divide between those who have kept up and those who haven’t. The cost of marketing tools such as email have reached a staggering low. (There are even free tools available.) This has many businesses thinking the cost of driving demand should be low, so when new technologies emerge and are priced higher than free, they seem outlandishly expensive. Secondly, when businesses look to set demand generation budgets, they combine their historical perspective of low-budget technology requriements with their limited scope of strategic changes, crippling many marketing departments in their efforts to modernize their demand generation practices. Marketing automation is a good example of where this often comes to light. Many marketers understand the need to be multi-channel, but they do not have the ability to share data across channels. This is usually because executingonanewchannelmeansaseparatetool,which does not connect to any others, leaving marketing data in disparate pigeonholes. Marketing automation solves this challenge and also provides marketers a platform to execute on this critical data. With this, marketers can send an email to only one person featuring catered content based on their last tweet, or on the last web page they visited. ©2014 | 6
  • 7. Or they can send a series of nurturing emails based on action taken. Or segmentation. Marketing automation opens up the ability for a marketing department to be personalized and relevant at scale and show ROI on any marketing channel, capabilities which previously have not existed. However, this technology is expensive compared to basic email platforms, so when marketers form budgets based on the previously-discussed historical perspective, there is rarely budget allotted for required modern demand generation technology. Problems with adopting modern demand generation techniques also happen between departments because of differing opinions and needs. Consider the sales team and their influence on demand generation practices, then look at any form on a website. A marketer understands the value of removing friction from an engagement, yet many forms currently have 20+ questions on them (17 more questions than best practices suggest). This result is usually a directive from other departments (like sales) who have asked for more questions for qualification purposes. Upon receiving a lead which sales deemed unqualified, sales may reply to marketing, “Our leads aren’t qualified enough. You need ask more questions”. So they do. However, now technology exists that does not require you to ask a single question, yet people still use 20+ question forms. Mostly because, historically, this is sales’ mode of operation, and their influence on demand generation practices is still considered supreme. Sales’ supreme influence is because, traditionally, they were the owner of the entire relationship with the buyer or prospect, while marketing was just responsible for branding. Now, with easy access to information via the Internet, online buyers’ habits have changed. Modern buyers spend over 2/3 of their purachasing process interacting with the company’s digital platforms before ever engaging with sales. Buyers are consuming marketing content on their own, rather than first talking to sales. This is a massive change in how a business engages with the buyer and has now put marketing as the owner of the relationship. However, many companies have yet to properly deal with that change. Marketing teams are still fractions of sales in size, and Marketing automation opens up the ability for a marketing department to be personalized and relevant at scale and show ROI on any marketing channel... ©2014 | 7
  • 8. campaigns are still being designed to just fill the sales pipeline, not thinking strategically of long-term revenue opportunities. Marketing has also previously been a very subjective endeavor because of its mass-branding nature and lack of defined success metrics. This is no longer the case.However, the way we are trying to prove marketing’s value is still based in an historical mindset. Traditionally, businesses paid for exposure because there were no practical ways to track engagement with analog media. Exposure was the only measurable metric — the more eyeballs, the higher the ROI of the campaign. This mindset has continued into the world of modern demand, yet we have many new and better metrics to use. We can now track every touchpoint we have, how a single person responds to that touch point, then qualifying that touch point’s effect on their buying decision. Companies can now track a program’s effect on the lifetime value (LTV) of a customer, not just the ROI on the campaign. Businesses who employ modern demand generation practices and use a marketing automation tool can also now track the speed at which it takes a lead to convert (velocity). They can also measure the effectiveness of their marketing on its ability to drive a consumer to take action, not the subjective overall lift of the campaign. Yet, these ways of reporting on demand generation are adopted by so few, even when they have the tools to do these types of reports. The simple fact is this — their bosses ask for ROI metrics because they do not realize the have the ability to use real marketing metrics to forecast future revenue, measure the time from first touch to revenue, or track marketing’s effect on the LTV of a customer, all of which are better business metrics to measure than the lagging indicator of ROI. As I’ve mentioned, many of the things which are now possibleandnecessaryforamoderndemandgeneration strategy are obtained from a combination of technology and techniques. As the number of channels continues to increase, the buyer’s journey will continue to become even more fragmented, requiring even more work across more channels. The only way for a marketer to be able to deliver a relevant message at the correct time will be Marketing...campaigns are still being designed to just fill the sales pipeline, not thinking strategically of long-term revenue opportunities. ©2014 | 8
  • 9. to have all of the information from all of these channels in a single place with a single customer view, as well as a way to automatically execute on this data at scale. This is the basis of the need for marketing automation as the core for modern demand generation. The lack of an understanding of the need, or the inability to get this new technology and understand the techniques to leverage it appropriately are major issues within modern businesses. The new baseline for all modern marketing technology is having a single customer view, understanding that marketing is now responsible for the lion’s share of the buyer’s journey, learning to prove value in actionable metrics, and fully understanding what modern buyers want and need from companies. Companies that do not understand these principles will not invest in the tool sets they need. Consequently, they will also fail to educate themselves on new ways to drive demand because they are still looking at marketing in a historical context, rather than seeing the changes going on around them. These shortcomings render them unable to keep up with modern demand generation. The areas needing change are broad and cover adoption of new ideas, technologies, and techniques. These are major changes which need to happen in order to drive demand today and into the future. Since these changes are so expansive, they require buy-in from larger stakeholders in the organization and require a shift in overarching business thinking. The major barriers to change in demand generation strategy are a result of key stakeholders’ lack of understanding modern demand generation, their view that marketing will provide an instant return, lack of foresight into the future, and lack of the vision in what actually drives demand in today’s market. The major barriers to change… are a result of key stakeholders’ lack of understanding modern demand generation… BARRIERS TO CHANGE (HOW TO NAVIGATE THE WATERS OF CHANGE MANAGEMENT) ©2014 | 9
  • 10. Many business leaders still think marketing is a push button endeavor. This also is historically-based. For instance, consider the severly-limiting (but still inexplicably used) email-blast technique. Also, many businesses leaders still think they can direct their marketing departments to just generate more leads by “doing more” marketing activity. The modern buyers have proven this is the exact opposite of what they want from a company, and it is time for businesses leaders to listen, become educated and change their demand strategies and expectations from a top-down perspective. Leaders of organizations have also often focused too muchontheirexistingskillsettosolvecurrentproblems. This has lead many people to over-extending their efforts. In some cases, a simple change would be a better use of their time and resources. Email marketing still works, but not at levels of previous generations. It is now required that lead nurturing play a key role in the demand generation strategy in order to be most effective. Staying focused on the channel, rather than engagement techniques, provides a serious barrier for many companies to advance into modern demand strategies. Simply finding people who are “email experts” is not enough. Today’s skills must include analytics, ability to research and understand how trends and buyer insights should inform the content strategy. Process-minded individuals are key to the modern marketing organization. Finally, the biggest barrier to change for businesses is their inability to understand that marketing evolved. From the world of being a self-contained department, marketinghasnowbecomeafunctionofeveryemployee. It is very hard to implement a marketing mentality into a business if not first implemented from the top, executive management. This includes the alignment of people, processes, content, technology, and a focus to ensure every message and interaction is aligned to meet the singular goal of the company. This goal must also shift from driving profits to driving demand. What are other relevant deterrents to successful change management? …it is time for business leaders to listen, become educated, and change their demand strategies and expectations from a tops down perspective. ©2014 | 10
  • 11. This was the response of 75% of marketers when asked by eConsultancy what the “soft skill” is most required by today’s B2B marketers: While the awareness of change management is rising in organizations, applying this change is still a struggle for many. In fact, those that seek to drive this change often encounter many internal barriers to these initiatives, which can spell doom for any hope for progress. Any major organizational shift i.e. change management, must begin at the top. However, many leaders are the biggest barrier to change. A recent McKinsey study on change management showed that “half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.” The change that is required in B2B marketing is no easy endeavor, however it must start at the top and CMOs must rise to the challenge rather than enabling the status quo. There is a need to do things differently (strategically) instead of just doing different things (tactically). 1. LACK OF LEADERSHIP 2. TOO NARROW OF A FOCUS CMOs need to begin by casting a vision for that change. Many marketing organizations do not have a clear vision of what they are looking to accomplish, let alone how to accomplish it. Having a clear path to what this change looks like and getting buy-in among peers and those in the marketing organization is the beginning point to driving this change. If it does not begin at the top, the chances of any change taking place are slim. In response to the seismic shift that has occurred in the B2B landscape, many organizations have turned their attention to trying to acquire employees that have the necessary skill sets that can help an organization respond. In Forrester’s 2013 Study, “B2B CMOs Must Evolve or Move On”, 96% of CMOs agreed that “the breadth of skills needed to succeed in marketing has increased dramatically” and 60% stated they need workers with these skill sets in order to succeed. While having the right skill set in an organization is a key to adapting to the change that is afoot, it is certainly not the only key to success that is needed. Despite this, many marketing departments have put all of their ©2014 | 11
  • 12. emphasis on the skill set part of the equation and are still not seeing the needed change. Why? There are many other parts of the change that exist outside the organization – ie., process, technology, alignment with sales and IT. Simply acquiring the people who possess the right modern marketing skills will not always equate to enacting the changes needed to keep pace with the modern buyer. The visions for change need to go beyond just having the right people with the right skills. That is just the start. mindset, personnel structure and processes. This is not something that will be accomplished overnight and patienceisrequiredfromeveryleveloftheorganization. It is because of this desire to see things change quickly that it is imperative that while the change is in process, CMOs manage key milestones and promote the incremental improvements that are being made along the way. This is one of the best ways to showcase the value of change and get the organization to have a renewed mental reinvestment into the initiative, as it is a long process. Admittedly, “change management” is often used in quite ambiguous terms and means many things to different people. This ambiguity is often what leads to a stall in organizations and subsequently, failure. When framing the discussion for change management in an organization, the need for alignment of people, process, content and technology to that of the target buyer is what is needed. This Demand Process℠ 3. LACK OF PATIENCE 3. LACK OF UNDERSTANDING WHAT NEEDS TO CHANGE The pressures to perform and show results that are on marketing departments today are at an all-time high. This has produced an often frenetic pace and approach for B2B marketers. The break-neck speed that is the now the norm for marketing organizations has created a “need it now” mindset, which is an enemy of effective change. As mentioned above, the change that is needed for organizations to be most effective is more than just adopting new skills and a set of solutions. The most effective businesses have changed the organizational ©2014 | 12
  • 13. Approach (See Figure 1) is not often thought of by marketing teams. Rather than view this through a holistic change lens, organizations often focus on only a component of this process instead of its entirety and are left wondering why they have little to show for it. The only way B2B companies will begin to see the expected outcomes from their increased focus on marketing will be with this all-encompassing approach which necessitates the buyer as the starting point. This clearly makes sense as the buyer has been the disruptive force in our market in the first place. Figure 1: ANNUITAS Demand Process Architecture Many organizations understand the need for change, but get stuck in understanding how to actually ensure this change takes place in their organization. This starts with embracing change. Nothing drives fear and hesitation in humans more than the thought of change. Despite the fact that many will admit that their current approaches are not yielding the expected benefits and that they need to improve on their outcomes, the majority of organizations simply continue to operate in an “as is” state. …it is incumbent upon leaders to drive this fundamental change... support and embrace the challenge. HOW TO DRIVE EFFECTUAL CHANGE 1. EMBRACE AND DRIVE CHANGEENGAGE NURTURE CONVERT BUYER TARGETING + SEGMENTATION DEMAND PROCESS MANAGEMENT +KPISMARKETING + SALES ROLES TECHNOLOGY SYSTEMS + DATA BUYER DIALOGUE LOGIC + CONTENT MARKETING FRAMEWORK LEAD MANAGEMENT FRAMEWORK IR1 IR5IR2 IR6IR3 IR7IR4 IR8 IR9 ©2014 | 13
  • 14. Again, it is incumbent upon leaders to drive this fundamental change in their organization and encourage their employees and peers to support and embrace the challenge. One large software firm enabled this approach throughout their organization by first announcing that changes were coming and the sharing the plan for the changes. This helped ensure the employees not only bought into the change, but actually became drivers of the change themselves, each employee was issued a “Take A Risk” card. This card was, in essence, a license for each employee to make a change within his or her span of control and report back on how that change/risk worked. Of course, not all of the changes were successful in driving the kind of results that leadership was looking for, but it took the fear out of change at the employee level provided a sense of control to the marketing team members. As a result, each employee was enabled to embrace this initiative. In fact, it paved the way for many good changes that still exist today in that organization. 2. PLAN FOR CHANGE A homebuilder would never embark on constructing a house without the guidance of a blueprint. Working hand-in-hand with an architect, it is necessary for a builder to know the dimensions of each room, the height of the ceilings, the layout of the plumbing and electrical, where the outlets are and any customizations that are being made to the plan. Without the blueprint as a guide, guesswork would be the order of the day and many mistakes would be made in the process. While the plan or blueprint is the norm for builders, it is the most overlooked component of any change management undertaken by marketing. Considering that the change needed is more than just skill set— including changes to development of content, buyer insights, marketing and sales alignment, process and technology alignment — not having a plan is irresponsible and reckless. Organizations need to make sure they take the necessary step to define a blueprint that will outline the steps to change, allow them to manage milestones ©2014 | 14
  • 15. 3. Adopt a Demand Process℠Approach When it comes to change management in demand generation, organizations need to think in terms of taking a Demand Process℠ approach to this change. What is Demand Process? It is a strategic approach to building and managing predictable, repeatable, perpetual and optimized processes for generating demand and delivering revenue. Demand Process is focused on optimizing revenue outcomes and on maximizing customer lifetime value. Having an effective Demand Process means companies are able to proactively orchestrate the collection of demand generation programs, macro systems and frameworks to engage, nurture and convert prospective buyers into customers. This is possible both through delivering value-added content offers and managing digital dialogue, as well as through progressive lead qualification and proactive management of the ‘buyer state.’ and make sure there is uniformity to the changes. This is necessary if these changes are going to be effective and enable the organization to truly transform. Figure 2: Demand Process Defined Building demand generation messaging, programs and systems around the modern B2B buyer and his/her buying process. BUYER-CENTRIC ALIGNING B2B MARKETING + SALES INTERACTIONS WITH BUYER 2.0 Taking a strategic, outcome-oriented approach to identifying, qualifying and converting B2B buyer interest into predictable, repeatable, sustainable revenue and to maximizing customer lifetime value. REVENUE-ORIENTED DELIVERING PERPETUAL REVENUE, MAXIMIZING CUSTOMER LIFETIME VALUE Treating the sequence of engagement, nurturing and conversion of B2B buyer demand into revenue as a series of steps that can be both managed and optimized. INTEGRATED + ORCHESTRATED OPERATIONALIZING DEMAND GENERATION ACTIVITIES ©2014 | 15
  • 16. At any level, change can be hard. Humans often times do not embrace change and this is only elevated in terms of organizational change. Leaders who undertake a change management initiative in their organizations need to understand that change of this magnitude is not an easy task. There will be challenges, their will be some hardship and difficult decisions will need to be made — this is all a part of the transformation. It is important to understand this going into the process and will be an important reminder at various stages through the process. Reject the idea that this change will come about in “7 Easy Steps”, a 3-Day Workshop or by simply “choosing a change management framework and adopting it,” as one consultant I heard advise. This is an organizational and cultural transformation that will need careful orchestration and recalibration throughout. There is nothing “easy” about it, but the outcomes in terms of improvement will certainly be worth it. One aspect that will make this journey difficult are the detractors that will exist internally. Every organization has these parties who become territorial, defensive and are resistant to any kind of change — which is often times a fear- triggered response — they become obstacles to any kind of progress. The sooner these people can be identified, the better. The best approach with these individuals is to spend some extra time narrating the overall vision and blueprint with them and explaining the role they will play in the transformation. In essence, you are removing the fear of the change. This is most often not a one-time conversation, but will need to be had over the course of several discussions to truly see the buy-in occur. While care and time should be taken with your teams initiating change, do not let the change be derailed by those who simply won’t have an open mindset to the transformation. Be aware that it may simply be time for There is nothing “easy” about [change], but the outcomes…will certainly be worth it. THE REALITIES OF CHANGE (CHANGE CAN BE HARD) ©2014 | 16
  • 17. some of them to move on. Some of these individuals will simply opt-out and remove themselves from the equation. This is ok and should be expected with any kind of organizational transformation. With others, you may have to take action to remove them. No matter how well the plan is presented and orchestrated, there will always be some who simply do not have the appetite to go through this process. The best course of action is to smoothly enable their exit from the marketing organization or company. If their desires are not in alignment with the “new” organization, then it is best for the business and the individual to move on. The last thing that derails many organizations in terms of the needed change is a misguided idea that this is a process that will occur quickly. As stated earlier, patience is a necessity at every level of the organization. A visionary marketing leader of one of the largest global hardware companies told me recently, “we are three years into our transformation process and we have built the plane, the plane is on the runway, but we still have a transcontinental flight to take which will take a long time.” The beauty behind this statement is that he started using this description at the beginning of his change initiative, both throughout the organization and to his C-level peers in the business. He set the right expectations up front and managed the key milestones that were evidence of incremental change, so that when all came together, it would unveil an incredible transformation with meaningful and measurable results. ©2014 | 17
  • 18. There is no debating that the complex buyer’s purchase process, unlimited access to information and “self-driven” buying processes have had a monumental impact on how B2B marketing and sales professionals need to operate. The sophistication and complexity of the B2B buying process only continues to advance and marketing and sales professionals can ill afford to fall much further behind. While technologies and content marketing are certainly part of the equation, simply meetingtheseneedswillnotsuffice.Thekeybehind any successful organization is the ability and the willingnesstochange. Thebuyer’sdisruptionhasleft uslittlechoiceandasForrestersoaccuratelystated– “Its time for B2B CMOs to Evolve or Move On.” The key behind any successful organization is the ability and willingness to change. CONCLUSION (TIME TO GET MOVING) Carlos is an innovative thought-leader with over 20 years’ experience as a B2B marketing practitioner and industry visionary. Carlos is widely recognized for his expertise in strategic content marketing, Demand Generation, Demand Process Transformation℠ and marketing automation. As CEO and Principal of ANNUITAS, Carlos drives strategy and leads core practice teams to Transform Demand℠ for enterprise clients globally. CARLOS HIDALGO ABOUT THE AUTHOR Mathew Sweezey has quickly built a reputation as one of the leading minds in marketing automation. He has spoken on the topic of marketing automation around the world and also writes for ClickZ.com on the topic. Mathew is the Marketing Automation Evangelist for Salesforce. For more information on marketing automation and change management, consult Mathew’s recently-released Marketing Automation for Dummies. MATHEW SWEEZEY ABOUT THE AUTHOR ©2014 | 18