Rise in Digital Spend Shakes Executive Tree

Posted in: B2B Marketing | No Comments

May 16th, 2013

By now most people have heard about Gartner’s prediction that by 2017, the CMO will be spending more on technology than the CIO. This is truly a significant statistic that speaks volumes to the evolving roles of both the Chief Marketing Officer and the Chief Information Officer.  However, Gartner offers up a different story in the CMO/CIO tale, one that could be the result of such a drastic shift in digital spend: the Chief Digital Officer.

Due to the growing need to digitize all business functions, a new CXO has been born. Gartner also predicts that “by 2015, 25 percent of organizations will have a Chief Digital Officer.” What role will this new executive play? According to Russell Reynolds Associates, a leading global executive search and assessment firm, “CDOs will be the executives with the operating experience, management skills, strategic mindset and vision to lead businesses in an increasingly technological future.” This person is not only responsible for the driving revenue growth, but also for transforming the company (and all of its business units) into a seamlessly operating digital machine.

So, how does this affect marketing leaders? In the words of Scott Brinker, Author of Chief Marketing Technologist Blog, CDOs are truly just “hybrid marketing- technology change agents at the right hand of the CEO.” Brinker continues, “The mission of the CDO is to understand and connect with the organization’s modern customer”—not a far battle cry from that of a CMO. Rather than the CDO and CMO sitting distinctly side-by-side, it is not too far of a stretch to assume that these roles are going to overlap. In many instances, it could be a digitally savvy CMO who steps up to play the role of Chief Digital Officer.

According to Brinker, the “ideal scenario” would have the CDO and the CMO under the same corporate umbrella forcing one to report into the other. The inherent goals of these two roles are too closely aligned.  The CDO role and the CMO role with have to carefully operate together or morph into one. As Brinker writes, “When it comes to understanding and connecting with the modern customer, that leader can be either the CMO or the CDO — but it’s harder for it to be both.”

No matter what new structure the executive tree takes, it is clear there will be significant changes ahead for the goals and operations of the CMO. The digital revolution has already begun, and it will continue to evolve the daily operations of successful companies and their marketing departments. The solution lies in adapting and moving forward with the digital shift. Those who become lax with the change will surely fall behind.

Chelsea Wertheimer   Chelsea Wertheimer

Top 4 Marketing Metrics to Measure

Posted in: Marketing Metrics and Data | No Comments

May 9th, 2013

Marketers need to prove ROI on every marketing activity they engage in, so gathering and analyzing data has become a major part of the marketing job function. According to the Content Marketing Institute, 33 percent of BtoB marketers believe the inability to measure marketing activity is a significant issue. As a company, our major concern lies in tracking lead conversion from the source of their entrance into our database all the way to the sale. However, on the marketing team specifically, we are responsible for four major KPIs:

1)      Number of MQLs. At Sales Engine, a marketing qualified lead (MQL) is defined by lead score. Each month, we measure how many leads pass our lead score threshold and become an MQL. To do this, we pull a report from Salesforce.com (which is integrated with our Manticore marketing automation platform) that tracks a change in lead score for all leads in our database. We then filter the data by the lead score criteria to determine our total number of MQLs.

2)      Conversion Rate of MQLs to SALs. To measure the conversion rate of our MQLs to sales accepted leads (SALs), we consider two factors: the percent of leads that converted as well as the average days it takes to convert. For our purposes, an SAL is a lead that has accepted a meeting with our sales team. The tricky thing about the conversion rate is that we must consider velocity—not every MQL is going to convert to an SAL within the same month.

To calculate the percent of conversion, we break our SAL data into three buckets: converted within 30 days, 60 days, and 90 days—after 90 days our lead score depreciates by 100% and the lead becomes a suspect again. To calculate the average days to convert, we measure how many days passed from the date each lead became an MQL to the date they converted to an SAL. Then, we average the days for all the leads within the current month.

3)      Conversion Rate of Unknown to Known Web Visitors. The conversion rate of unknown to known visitors measures marketing’s ability to capture new leads. To calculate this number, we look at Google Analytics to tell us how many new visitors came to our website within the current month. Then, we run a report on the Manticore platform which tells us how many new leads registered on a landing page in the same month.  Finally, we divide the number of new registrants by the number of new web visitors which give us our rate of new lead conversion.

4)      Cost per SAL. The cost per SAL tells us how many marketing dollars it takes to convert an MQL to an SAL. To determine this value, we simply take the number of marketing dollars spent within the current month and divide that by the number of SALs converted in the same month. We do not take velocity into consideration for this calculation. The data is too volatile at a monthly level, so we actually aim for a yearly average instead. The hills and valleys created by this shifting data are just as important to capture.

These KPIs are the top four metrics that our marketing team is accountable for on a monthly basis. However, they are only a small fraction of total reporting. We also examine at channel performance, lead source, the conversion rates for leads that advance beyond an SAL, and more.

For information on additional, higher-level marketing metrics like customer acquisition cost (CAC) and customer lifetime value (CLV), view our webinar: How much marketing do you need?

Chelsea Wertheimer   Chelsea Wertheimer

Drive Your Sales Engine with Sales 2.0 Technology

Posted in: Sales Strategy | No Comments

May 2nd, 2013

Last month, Sales Engine International was in San Francisco for the 2013 Sales 2.0 Conference. In a recent blog post, Sales Data from Sales 2.0 Conference, I discussed the 2013 Sales 2.0 Impact Report and the significant data trends to be released at the conference. The much anticipated keynote revealing the research did not disappoint.

Gerhard Gschwandtner, CEO and Founder of Selling Power, opened the conference discussing the importance of Sales 2.0 technology in order to improve a company’s sales engine (no, we did not pay him to use these words, though we felt it was a nice touch).

Citing the 2013 Sales 2.0 Impact Report, Gschwandtner revealed the growing impact of Sales 2.0 technology on sales organizations. Not only are sales leaders moving faster towards adoption and forecasting the substantial impact of the technology—69% believe that Sales 2.0 solutions are important or critical—but sales leaders are actually seeing the results. The report shows that for companies using Sales 2.0 technology:

  • 39% saw an increase in sales rep productivity
  • 44% received positive feedback from their sales team
  • 46% measured an increase in revenue

However, according to Gschwandtner, the true key to success with Sales 2.0 technology rests in what he calls “the secret sauce.” It takes the right combinations of the following four bullets to drive a company’s sales engine. It takes:

  • The right culture, strategy, and execution
  • The right mind-set, skill set, and tool set
  • Alignment of people, process, and technology
  • Management of lead flow, performance flow, and content flow

In other words, the technology cannot stand alone. It takes all of the above to jump start the sales process and increase revenue growth.

 

Visit our photo album on Facebook for pictures from the Sales 2.0 Conference.  After all, according to a 2012 Aberdeen Study quoted by Gschwandtner in his keynote, “79% of salespeople who incorporate social media into their sales process make quota – compared to the industry average of 43%.”

Chelsea Wertheimer   Chelsea Wertheimer