Check out eCornell's blog: http://bit.ly/1wr8Wfu More than 50% of B2B marketers cannot accurately measure the ROI of their marketing efforts. In order to accurately measure the impact of their demand-generation programs, marketers must take a more holistic and strategic approach to demand generation. Data is often not the problem as the B2B enterprise has expansive amounts of data. The challenge lies in determining the context of the data and knowing what actions should be taken based on the data analysis. Without this insight and analysis, B2B marketers will only rely on guesswork as they seek to optimize their performance and drive more revenue from their demand-generation investments. In this webinar, Adam Needles, Chief Strategy Officer and Principal at ANNUITAS shows you: - What KPIs marketers should be measuring to get better visions into their demand-generation performance - How to use the intelligence of your data to better optimize performance - An example of a client and their success with business intelligence and analysis Adam is a passionate B2B marketing change agent—helping companies build successful, modern, buyer-centric demand generation programs and transform their lead-to-revenue demand processes to drive profitable revenue growth and build sustainable brands. He is the author of Balancing the Demand Equation: The Elements of a Successful, Modern B2B Demand Generation Model, a book written for B2B marketing leaders.

1. Applying Business
Intelligence (‘BI’) In
Demand Generation
Twi$er:
@abneedles

2. Who is ANNUITAS?
• Founded in 2005
• Headquartered in Atlanta, GA
• B2B Demand Process Transformation firm
– Demand generation change management
– Buying-process alignment
– Lead-to-revenue process context
– NPV / ROI / CLV focus
• Serving global, growth-oriented, $1B+ enterprise organizations
– Financial services
– Industrial
– Technology

3. ANNUITAS Enterprise Demand Generation Study
Download at www.annuitas.com
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

4. What Is Obvious: We’re In a
‘2.0’ B2B Demand Generation
Environment
Twi$er:
@abneedles

5. Marketing Now (Should) Own a Majority of
the Buying Process
“[T]he
average
[B2B]
customer
had
completed
more
than
one-­‐half
of
the
purchase
decision-­‐making
process
prior
to
engaging
a
supplier
sales
rep
directly
…
.
At
the
upper
limit,
that
number
ran
as
high
as
70%
…
.”
Source:
The
Corporate
Execu<ve
Board
Company,
“The
Digital
Evolu<on
in
B2B
Marke<ng,”
2012.

6. Enterprise Demand Generation Environment
Marketing’s Top Goal Is Delivering ‘Quality Leads’
Through Demand Generation
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

7. CMOs Believe They Must Now Deliver ROI
"Most
CMOs
are
struggling
in
one
vital
respect
—
return
on
investment
(ROI).
…
Nearly
two-­‐
thirds
of
CMOs
think
return
on
markeIng
investment
will
be
the
primary
measure
of
their
effecIveness
by
2015.
But
proving
that
value
is
difficult.”
Source:
IBM,
“From
Stretched
to
Strengthened,”
2011.

8. ‘On Paper’ B2B Enterprises
Have Invested Heavily in
Demand Generation
Twi$er:
@abneedles

9. Enterprise Demand Generation Investments
B2B Enterprises Have Invested Heavily in Demand
Generation Staff Over the Last Five Years.
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

10. Everyone Has a Content Marketing Plan
Source:
Content
Marke<ng
Ins<tute
and
Marke<ngProfs,
"B2B
Content
Marke<ng
2015
Benchmarks,
Budgets,
and
Trends
-­‐-­‐
North
America."

11. Enterprise Demand Generation Investments
B2B Enterprises Run a Large Number of Tactical,
Time-bound Demand Generation ‘Campaigns.’
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

12. (Almost) Everyone Has Marketing
Automation
“In
a
recent
survey
of
business-­‐
to-­‐business
(B2B)
marketers,
we
found
that
slightly
more
than
50%
of
markeIng
organizaIons
had
implemented
a
system
to
manage
the
lead-­‐to-­‐revenue
process.”
Source:
Forrester,
"The
Forrester
WaveTM:
Lead-­‐To-­‐Revenue
Management
Pla_orm
Vendors,
Q1
2014,"
January
2014.

13. Yet There Remains an
Enterprise Demand Generation
‘Disconnect’
Twi$er:
@abneedles

14. Enterprise Demand Generation Disconnect
B2B Enterprises Lack Process Discipline.
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

15. Enterprise Demand Generation Disconnect
B2B Enterprise Demand Generation Today Fails to
Hit the Mark.
Source:
ANNUITAS,
“2014
B2B
Enterprise
Demand
Genera<on
Survey,”
November
2014.

16. How Do We Fix This Problem?
Twi$er:
@abneedles

17. Implementations of Technology
Systems and Data for Demand
Generation – By Themselves –
Are Not a ‘Solution’

18. ‘Big Data’ Analytics / ‘BI’ – Alone –
Cannot Improve Demand Generation

19. Our Data and Systems in Demand
Generation Need Structure …
Otherwise ‘BI’ Is Useless …

20. #1: Build a Demand Process
Based on Buyer Journey and
Dialogue
Twi$er:
@abneedles

21. The Key Is Getting People AND
Process AND Content AND
Technology to Work Together

22. It Is This ‘Integrative’ Approach
That Defines Successful Enterprise
‘Demand Process’

23. … Which BI Can Then Help Improve

24. What Is Demand Process?

25. The Key Elements of a Demand Process

26. Demand Process Architecture
Aligning People, Process, Content and Technology

27. Aligning Demand Process Elements with Buyer Journey
Demand Generation Program Design

28. Case Study: LENOX / Newell Rubbermaid
Approach: Buyer Dialogue Logic
Final Segmentation Approach
Content Offer Segmentation by Persona + Cutting Type
Supervisor*/*Experienced*Operator*
“On$the$Shop$Floor”$
Execu4ve*/*Plant*Manager*
“In$the$Office”$
General*Metal*Cu;ng*Industry!
Fabricators!
Metal*Service*Centers!
Machine*Shops!
Forges!
UPDATED 20 MAY 2013
Buyer
SegmentaIon
Buyer
Dialogue
Logic
‘New’
(Organic
/
MarkeIng-­‐led)
Buying
Stages
‘Old’
(TradiIonal
/
Sales-­‐led)
Buying
Stages

29. Case Study: LENOX / Newell Rubbermaid
Approach: Content Marketing Model
Content Marketing Model Overview
QUALIFIED)ENGAGED)ENGAGED) QUALIFIED)LEAD)
E,CO)1A:)))
"Top%Five%Opera-ng%
Challenges%in%the%%
[X%Segment]%of%the%
Metal%Cu=ng%
Industry")
E,CO)1B:)))
"Metal%Cu=ng%
Industry%Performance%
Benchmark%Study")
N,CO)2.1.0:)))
"Common%Traits%of%
High%Performing%
Metal%Cu=ng%
Opera-ons")
E,CO)1) N,CO)2)
N,CO)2.2.0:)))
"ROI%Analysis%of%
Making%
Improvements%to%Cost%
Per%Cut")
N,CO)2.2.1:)
"Managing%Blade%
Manufacturer%
Rela-onships%to%
Improve%Cu=ng%
Performance")
N,CO)3.0:)))
"LENOX%Customer%
Case%Study%KK%LENOX%
Band%Saw%Blade%
Difference"!
N,CO)3) N,CO)4)
N,CO)2.2.2:)))
"User%Error%or%Blade%
Failure:%How%to%
Know")
N,CO)3.1:)
"LENOX%Customer%
Service%Difference%for%
Band%Saw%Blades"%
N,CO)4.0:)
)"UpBlade%Challenge"%
Offer%
OR
HOT)LEAD)WARM)LEAD)
Note:%%Response%to%any%of%NKCO%2%content%offers%will%move%buyer%
forward%to%NKCO%3.%
Trigger)
Catalyst)
Root)Cause)Analysis)
LENOX)
SoluJon)
IdenJficaJon)
Move)to)Test)
N,CO)2.1.1:)))
"Selec-ng%the%Right%
Saw%for%the%Right%Job")
N,CO)2.1.2:)))
"Improving%the%
Produc-vity%of%Your%
Band%Saw")
N,CO)3.2:)))
%”SAWCALC:%Selec-ng%
the%Right%LENOX%Band%
Saw%Blade%for%the%Job"%
N,CO)4.1:)))
"LENOX%True%Test%
Blade%Test%Guide"%
OR
SUPERVISOR)/)
EXPERIENCED)
OPERATOR)
“On$the$Shop$
Floor”$
EXECUTIVE)/)
PLANT)
MANAGER)
“In$the$Office”$
N,CO)2.1.X:)))
”Accoun-ng%for%the%
Variability%of%Human%
Factors%in%Metal%
Cu=ng%Opera-ons")
N,CO)2.2.3:)))
”LENOX%Guide%to%
Band%Sawing")
UPDATED 20 MAY 2013
Buyer-­‐driven
Content
Offer
Nurture
Logic
Content
MarkeIng
Model

30. Case Study: LENOX / Newell Rubbermaid
Approach: Inbound + Outbound
List
Rentals
(e.g.,
“The
Fabricator”)
LENOXtools.com
Industrial
Metal
Cu`ng
eNewsle$er

31. #2: Shift to a Value-chain Model
for Systems and Data –
Underpinning Demand Process
Twi$er:
@abneedles

32. ‘Value-Chain’ Data + Systems Model
Moving to a ‘Value Chain’ Data Flow Model
A more complete profile of prospective customers
INCREASE
WHAT
IS
KNOWN
ABOUT
EACH
LEAD
NARROW
DOWN
THE
‘LEAD’
SET
SFDC
+
Sales
AnalyIcs
Data
Append
MarkeIng
AutomaIon
Inbound
MarkeIng
(w/
Social)
+
Web
CMS
3P
List/
Ad
Impression/
Outbound/
Event
BI
+
Analy<cs
+
Dashboard

33. A Demand Process View of Systems and Data
Marketing + Sales Technology Architecture

34. Case Study: LENOX / Newell Rubbermaid
Approach: MAP = Perpetual Engine
Alignment
of
People,
Process,
Content,
Technology
MAP
as
Perpetual
Demand
GeneraIon
Engine
Upstream) Downstream)Midstream)
LENOX Lead Qualification Stages
Orientation of Buyer Dialogue Logic to Lead Qualification Stages
Trigger)Catalyst)
Root)Cause)
Analysis)
LENOX)
Solu?on)
Iden?fica?on)
Move))
to))
Test)
GTO)
Customer)
Decision)
NURTURE) CONVERT)ENGAGE)
Demand)Process)
Buyer)Dialogue)Logic)
Content)Marke?ng)Program)Element)Categories)
LENOX)Lead)Qualifica?on)Stages)
WARM) HOT)
TEST)PROSPECT) ENGAGED)
QUALIFIED)
ENGAGED)
QUALIFIED)
LEAD)
PURSUE) CONFIRM)
UPDATED 15 MAY 2013
Technology)Systems)Handling)
Silverpop)(ini?al)capture,)qualifica?on)and)Nurturing))) Silverpop)(con?nued)Nurturing)))
SFDC)(pipeline)management)))

35. #3: Structure Your Data
‘Progressively’
Twi$er:
@abneedles

36. Progressive Profiling
Structuring Data

37. Lead Management System Management
Marketo Revenue Cycle Model Example

38. Data Field Design
Delivering Demand Process Intelligence

39. Case Study: LENOX / Newell Rubbermaid
Approach: Lead Management Framework
Progressive
Profiling
Model
Behavioral
Scoring
Model

40. #4: Re-think the KPIs at the
Core of Your ‘BI’
Twi$er:
@abneedles

41. Your Demand Process KPIs Must Be
Outcome-oriented

42. Moving From CPI to CPE and CPR

43. Client Example
Measure: CPI to CPE and CPR

44. Moving From Qualified Leads to
‘Closed / Won’

45. Client Example
Measure: Qualified Leads to Closed / Won – Conversion Rate

46. Client Example
Measure: Qualified Leads to Closed / Won – Velocity

47. Moving From Content Downloads to
Content Elasticity

48. Client Example
Measure: Content Downloads to Content Elasticity

49. This Must Be Part of a Demand
Process ‘Balanced Scorecard’

50. Demand Process KPIs
• Engagement Performance
• Content Offer Performance
• Nurturing Email Performance
• Lead Management Performance
• Revenue Performance
• Return on Investment Performance
Core KPI Categories

51. Takeaway: A Structured
Demand Process Is the
Key to Improving BI in
Demand Generation
Twi$er:
@abneedles

52. Thank You. Questions?
Twi$er:
@abneedles

53. Contact
• Me: Adam B. Needles
– Chief Strategy Officer
– P: 617-413-6087
– E: adamneedles@annuitas.com
– Tw: @abneedles
• Us: ANNUITAS, Inc.
– A: 3399 Peachtree Road, NE, Suite 400, Atlanta, GA 30326
– P: 404-751-5131
– E: info@annuitas.com
– Tw: @_ANNUITAS