Shifting Towards Outsourced Demand Generation

Posted in: Demand Generation | No Comments

May 24th, 2013

According to the Content Marketing Institute, nearly two-thirds of marketers now partner with experts for all or part of their marketing process. As developments continue to grow for marketing technology and as big data continues to put pressure on marketers to prove ROI, successful demand generation is becoming increasingly difficult to perform.

In addition to the technology investment, companies need new and digitally relevant skillsets as well as a more complicated and complex execution process. Marketing needs someone to manage the database of their best prospects, define their ideal prospect profile, continue refining it, and to keep their database clean and up to date. At the same time, marketers need professional caliber messaging because it’s becoming harder for sales reps to make contact with their prospects. Furthermore, this messaging needs to be available digitally, and it needs to be readily available across a variety of mediums to get the right story told—perfectly and consistently every time.

Today’s marketers get it.  They are very well informed, and they see the challenge and understand the solution.  For marketers, executing on demand generation has become an arms and legs issue.  It’s no longer possible to get to it all, and marketers are now focused on educating their senior management on the limits of their bandwidth.

Demand generation outsourcing has become essential because the process has reached a point where it requires a village of fractional people to pull it off. Companies now have to institute many new processes and technology within their day-to-day operations, processes and technology that are so critical to revenue generation that they must be performed and utilized well. Unless you can execute all of those process and functions in a coordinated way, every day, you're at a competitive disadvantage in your market.

View our YouTube video, "Outsourced Demand Generation for CEOs and Presidents".

Chelsea Wertheimer   Chelsea Wertheimer

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