How to be Enchanting: Top 3 Tips from Guy Kawasaki

July 17, 2012

If ever there were a man who practices what he preaches, it would be Guy Kawasaki. I was thrilled to experience Apple’s original chief evangelist while at the 2012 International BMA Conference. The conference was fabulous, the content it delivered was top notch and hearing Guy speak was the icing on the cake.

Author of the new book Enchantment, Guy reports that he has been in the business of enchantment since 1979. And I can back him up on this: Guy is as enchanting as they come. Not only does this thought leader have great proof and credibility, he knows how to captivate an audience with a story. Guy’s advice reminded me of some of the universal truths of what makes business (and human) relationships work. He emphasized the importance of the softer side of marketing: ultimately, people buy from people. I’ll tell you three reasons why (and what you can do about it).

1.    Be likable.
When you are genuinely friendly, you can make a genuine connection. Guy told a great story about how enchanting he found Sir Richard Branson, Founder of the Virgin Group, to be when the big shot got down on his knees and rubbed Guy’s feet. A colleague was just relating a story to me on this point. When she was leaving the office of a long-term client, he said to her, “You do great work. But the real reason I love to collaborate with you is that I always feel better when you leave my office.”

2.    Be trustworthy.
The point that really hit home for me here was that when you trust others first, they will trust you. Guy pointed to brands like amazon.com, zappos.com and Nordstrom that have earned loyalty and brand equity by leading with customer trust. One of the suggestions Guy made on this point was to always approach people seeking to help them accomplish their goals (rather than wondering what they can do for us.)

3.    Tell a story.
Stories are currency. They can create intrigue, make an emotional connection and offer proof of likability and trustworthiness. One of the great legends of Silicon Valley, according to Guy, is that Ebay was started because the founder’s girlfriend wanted to sell PEZ dispensers. This makes a huge company seem completely approachable and even personable—even if its true mission (to democratize commerce) is far more lofty. Why talk about 64 gigabytes, for example, when you could explain that an iPod holds 10,000 songs? When you talk the talk of your desired listener, you are far more likely to make a connection. (Want more ideas about making an impact with story? Check out my post Storytelling That Sells: Five Tips for B2B Demand Generation Marketers.)

Are you enchanted yet? I encourage you to experience all of Guy’s insights about enchantment. Click the link to listen to his hour-long presentation and review the slide deck. Then, get ready to change hearts, minds and actions.

Note: the recorded presentation was given at Stanford University. It is very similar to but not exactly the same as what we heard at the BMA Conference. I think it’s a great example of how a story can be customized to connect with each audience, as Guy (a Stanford alum) weaves quite a bit of Stanford insider jesting throughout his presentation.


Effective Content Measurement in 6 Steps

July 2, 2012

Content, content, content!

Post by guest blogger: Lars von Sneidern//Analytics Director, Babcock & Jenkins

Every B2B marketer is now being forced into becoming a content marketer. Some marketers have been on the content bandwagon for years and understand its value for the brands they manage. However, many are still just dipping their toes into the content pool—reluctant to do so without a set of water wings. In other words, practicing safe content typically means implementing some form of measurement to prove its value.

”What exactly does measuring content entail?” the nascent content marketer might be asking. In most cases, it is assumed that measuring content is pretty much like measuring any other digital asset. But, while looking at web stats may be interesting, it doesn’t tell you much about how useful the content is and whether or not it is helping you achieve your marketing goals.

Who said anything about goals?!

Chances are, your marketing campaigns have goals. If not, stop reading this immediately and go set some! Hopefully your content is helping you reach those goals. That’s right, folks. Content is not just for content’s sake. It is being created to engage with current and future customers.

Ah, the magic word: engagement.  What do we mean when we say it? Its definition varies by content type, but generally we want our target audience using our content to help them through the buyer’s journey. The assumption is that we are weaving ourselves into the process that happens before talking to sales. By the way, this is most of the process—70%, according to SiriusDecisions. Does that make engagement the goal of content? Possibly. But ultimately it’s a means to an end: higher quality, more qualified leads that feed directly into your bottom line.

1.   Verify Your Goals:

This is good advice in general, but often it’s assumed that the goal of any marketing is to drive sales.  And just as often this is an appropriate goal. Sometimes, however, marketing is either not responsible for or unable to effect sales. In these cases, more appropriate goals for content marketing would be something higher up the sales funnel, like SALs (Sales Accepted Leads), or some metrics having to do with sales enablement. If nothing else, content delivers information about what your leads are interested in. Given the proper technology and implementation (more on that in the following steps), you can give your sales team gift-wrapped leads—potential customers who already know all they need to know about your business and how your offerings can address their needs.

2.   Analysis Plan:

“In preparing for battle I have always found that plans are useless, but planning is indispensable.”    ― Dwight D. Eisenhower

You need to have a plan on how you are going to measure your content.  The plan itself can take any form you wish, but it should be on “paper” and approved by all invested parties.  Generally, the plan will have the following elements:

      • Goal definitions – (See above.)
      • Responsibilities – Who is responsible what?
      • Technology – What are we using to record engagement?  How will data be collected?  Where will the data live?
      • Timeline – When will everything happen?  When will results be ready?
      • Specifications – How is “engagement” defined for each content type? How will the data be analyzed?
      • Reporting – How will the data be reported?

3.   Use the Right Technology:

There are three basic platforms of content engagement data recoding:

      • Marketing automation (MA) tools
      • Web analytics packages
      • Content management systems (CMS)

If you have spent any time investigating your options for any of these platforms, you know the number of choices is vast, and growing every day. From a content measurement perspective, you want to have the ability to follow your contacts around and observe what they are engaging with, and then what they are doing after. Are certain content pieces correlating to conversion actions?  Some tools can handle questions like this (after some coaxing), but most cannot. But here’s some good news: You may already have the tools required—you just don’t know it.  Get smart with these tools, or hire someone who is.

4.   Measure It!

Now you have the plan, the tools and the talent. The following is a sampling of what to measure:

      • Percent Engagement:Among your leads, what percent are engaging (downloading, watching, clicking, etc.) individual content pieces?
      • Pathing:Contrary to the traditional idea of pathing, you want to look at how well leads are sticking to the buyer’s journey you have laid out for them. Have you anticipated all their content needs? Are any gaps emerging? Are there points with significant drop-off? Is there a skipping phenomenon?
      • Correlation to conversion:Is there a behavioral pattern emerging around certain content pieces that’s leading to conversion?  This ties closely to the idea of lead scoring, in which you assume that some content has higher “value” than other. (For example, watching an entire video versus downloading a small PDF.)

5.   Dive Deep, Dear Marketer:

You have engagement levels, hooray!  But, don’t stop there.  Try slicing and dicing by some established segments.  For example, are certain verticals or job titles engaging with certain content types?  What is the c-suite looking at?  Are leads originating from different sources behaving differently?  This will allow you to optimize continued content development for your specific audience.

6.   Indexing

You might be asked (or are asking), “How much engagement is enough?” There is no reliable benchmark for content engagement available, which is good because as is the case for all benchmarks, what’s “normal” is heavily dependent on your specific audience. To overcome this, you simply need to start measuring. Once you have some baseline engagement numbers, an index can be created and used as a comparison for future campaigns and new content. For example, if you have a series of webcasts or slideshares, measure what percent of your leads are engaging with them. Then as you create new similar materials, you have a baseline comparison.

Content is not the brave new world it once was, but measuring it definitely is.  Just remember to focus on your bottom line, whatever that is, and how content is delivering it to you and your colleagues.

About the Author: Lars von Sneidern is Director of Analytics at Babcock & Jenkins. He is an expert market researcher with a specialty in traditional and digital media measurement, Lars integrates comprehensive lead tracking, website usage and social management into cutting-edge media optimization. Lars can be reached at larsv@bnj.com on twitter @LarsvonS


5 Key Insights to Prime Your Inbound Marketing Pipeline

June 28, 2012

Today, our best (highest quality and velocity) leads are coming from inbound marketing. In this post, you’ll learn about the business climate shaping this trend and important content creation insights that can maximize the value of your inbound marketing efforts.

1.  Inbound marketing is the new frontier for lead generation.

Today, buyers control the journey toward a closed deal. According to SiriusDecisions, by 2015, more than 71% of an organization’s leads will come via inbound marketing. Yet, their recent research brief “Inbound Marketing: Findings From Our Survey”  indicates that fewer than half of organizations today have defined an enterprise-wide inbound marketing strategy. This means that the playing field is wide open and you have an opportunity to become a B2B inbound marketing leader.

5 Components of Inbound Marketing, by Eric Wittlake

2.  Be found through the recommendation of others and delight everyone that finds you.

I believe that this recommendation offered by my esteemed colleague and celebrated B2B blogger Eric Wittlake in his blog post “5  Key Elements of Modern Inbound Marketing” will give you the greatest return on your inbound marketing efforts. In this post, Eric sums up the opportunities of inbound marketing today as follows:  Modern inbound marketing is built around the core of your content and the experience it is wrapped in. This content and experience is discovered through organic search, other people’s social media recommendations and earned coverage from media, analysts and other publishers. The rest of this post is focused on “delighting everyone that finds you” to ensure that you are found.

3.  Deliver content that has meaning for your audience.

Content becomes discoverable when it is relevant. When you understand the buyer’s pain points and produce content designed specifically to meet those needs, you maximize the odds that your content will be read—and shared. In fact, I advised a prospect today with limited money, time and resources that they’d get the most return on their marketing investment by discovering what kind of content their audience wants and then dedicating their resources to creating that content and leading that conversation.

4.  Stand in your buyer’s shoes.

Don’t forget that putting content at the heart of everything you do becomes powerful when you put the buyer at the heart of everything you say. Don’t stand in your own shoes and talk about your own agenda. Write content from a buyer-centric perspective—to help answer questions, solve problems and reveal opportunities for that buyer.

5.  Increase your buyer-centric marketing intelligence.

You can learn more about how to become a leader in inbound marketing in my post Take 4 Steps Back for 1 Giant Leap Forward: The Buyer-Centric Marketing Model where you can review the four (often overlooked) steps to attract savvy B2B buyers and increase pipeline efficiency.

In summary: When content is GREAT, it is inspired by what your prospect or customer cares about most. And they can’t wait to read it, apply its insights and then spread the word. This is the power source behind high-impact inbound marketing. Put this principle into play now and you’ll have a strategic advantage in satisfying buyers all the way to the purchase.




EXCLUSIVE: Research-Based Insight into the CIO—and how it can Drive Marketing Success

February 9, 2012

For B2B tech marketers, it’s critical to understand the CIO’s mindset, motivators and attitude toward marketing.

CIOs today play a vital role within their organizations as change agents—not just functional heads. They care about solutions that will help propel the business forward, and if you can connect with these decision makers, you have a truly valuable high-level ally.

But to engage buyers like the CIO and move them through the sales cycle, you need to stay focused on all the things that make them tick (and what things turn them off). That’s where building an in-depth CIO buyer profile, or persona, really pays off.

Revealing what matters most

Recently, my organization created research-based buyer profiles for the CIO and several other decision makers and influencers by:

  • Interviewing the audience (buyers and potential buyers)
  • Drawing on publicly available and paid research reports
  • Interviewing sales teams (who often have the closest ear to the buyer)
  • Applying plenty of quantitative and qualitative analysis
  • Employing social listening

The result is a concentrated view of the CIO that you can capture at a glance—a poster that acts as a reliable sense-check for every marketing initiative (snippets of this are featured in this post). It highlights how and why the CIO thinks and responds when approached by tech partners, as well as an intimate summary of the CIO’s general mindset (in the first-person):

“These are exciting times. There’s huge opportunity for me and my team, but also a fair amount of risk. Some days I’m drinking from the fire hose, trying to keep up with the challenges of my new role and the information needs of my company. Now I have a revenue number to hit and my responsibilities are global! But I love that I have greater visibility within the company and can make a greater contribution to helping our company win in the marketplace. I feel it is my responsibility to leverage our business needs into more transformational processes and innovation. I expect my technology partners to be reliable, accountable, innovative and to make my team look good.”

Just the facts, please

Important highlights of the CIO buyer profile include questions and issues CIOs keep in mind when considering tech solutions in their roles as  business strategist, functional head, and transformational leader. Good insights, but what can you put into practice? Here’s a peek at one of the most useful do’s-and-don’ts lists in our CIO profile:

       CIO Communication Preferences

  1. Technical, data-driven facts
  2. Credible blogs and news pertaining to partnerships, who’s investing, new trends and technologies
  3. White papers that outline decision points and content that illustrates the implications of those decisions
  4. Case studies that detail a complex issue and how it was solved
  5. A way to measure the potential impact of the solution on my unique environment

“I ignore marketing language that makes promises but fails to quantify how or why. Don’t market down to me. I also ignore generic emails from people I don’t know and anything that isn’t factual or analytical in nature.”

Can’t do the deep dive? Two ways I can help.

1. Email me at laureng@bnj.com to request your own copy of the research-based CIO profile featured here.

2. See my quick guide to building B2B buyer profiles in a pinch. Even simply tuning into resources like CIO.com’s Top Ten Tech Predictions for 2012 will help you keep CIO concerns and views top of mind. What will it mean for your CIO prospect if:

  • The global economy looms larger?
  • The CFO and CMO become key collaborators?
  • Virtualization goes viral?
  • Consumerization of IT explodes?

I’d love to hear how buyer profiles are shaping your marketing efforts. Please share your comments!



Two Major Building Blocks for Social Media Success in B2B Demand Generation

January 25, 2012

There’s no doubt that social media is an important part of any B2B marketer’s job. However, we need to be more cognizant about the prerequisites of a great social strategy. Social strategy is NOT defined by the social channels you choose for engaging  your audience. More importantly, it’s about ensuring your content strategy is stellar and aligned with buyer needs.

To build a successful B2B social media strategy, there are two major building blocks that all organizations must adopt:

1.      Think like a publisher

2.      Be a thought leader

In a recent Forrester survey, senior analyst Kim Celestre points to some misalignment between where marketers are spending the most time and money, and where tech buyers are spending the most time.

The chart below provides a great proof point. Many marketers are focusing their attention on high visibility social channels like Facebook and Twitter. Buyers are using other social networks, such as user forums and communities. In an interview with B2B magazine, Celestre shares:

Marketers need to understand customer social behaviors. We found that 86% of business technology buyers use social media during work. Business technology buyers are very social in how they interact with peers and go to online sources to get information. So knowing that and diving deeper to get an understanding of customer preferences will help the technology marketer start getting really strategic.

Chris Koch, Associate Vice President of Research and Thought Leadership for ITSMA (IT Services Marketing Association) summarizes the requirements for successful organizations:

For social media to get anywhere in B2B, companies must undergo a culture change in which they become as good at creating ideas as they are at creating products and services and at servicing customers.

In his latest blog post, Seven Prerequisites for Social Media Success—That Have Nothing to Do with Social Media Koch provides some compelling qualitative and quantitative data that supports the role of these two building blocks. Of his seven prerequisites, three in particular resonated with me:

1.      Social media participants contribute very little to conversations. Research from the Online Community Research Network shows that fewer than 10% of people in online communities ever say anything. And fewer than 2% take a leadership role in starting conversations. Therefore, if you want compelling and relevant content – it’s critical to have a content leader or practice who can think like a publisher and develop a strong editorial calendar.

 2.      ITSMA research shows that 66% of buyers seek information themselves rather than waiting to hear from providers. They seek that information through search. 79% of C-level executives do at least three searches per day. They are more likely to encounter your content through search than through the social media channels themselves. Again, this points back to the importance of content being well-targeted and relevant—and therefore easily found when doing a search.

3.      The business case doesn’t exist for social media, but it does for thought leadership. When [ITSMA] asked buyers last year how important good ideas are to the buying decision, 58% of executive-level buyers (people buying more than $500,000 worth of IT services) said that they are important or critical for making it onto the short list of providers. Buyers were then asked: If a provider brings you a good idea, would you be more likely to buy from them? 30% said yes. And, of that 30%, 54% said they’d consider sole sourcing the project. Social media are great for developing those ideas and for making them available to many more people. But first you have to have an engine for creating the ideas.

The bottom line: Organizations (and B2B marketers) need to focus on content, thought leadership and engaging B2B tech buyers in channels where they go to consume information. Marketing can help by understanding the buyers and the  thought leadership topics relevant to those buyers. Additionally, they can drive the editorial calendar and help orchestrate content development to delivery upon content requirements.

Market well!

Related links:

Roadmap to Buyer-Centric Marketing in B2B

Seven Prerequisites for Social Media Success—That Have Nothing to Do with Social Media

2011 Social Technographics® For Business Technology Buyers


Should B2B Marketers Embrace Gamification?

July 20, 2011

gamification

Score! How and why to gamify your B2B demand generation strategy (it’s not just because everybody’s doing it).

As a B2B marketer, you’ve likely heard the term “gamification” more than once in the past several months.

Or, if you attended SXSW in March 2011, you probably heard it 5,000 times. And gamification is making the big-business news, too: Recently, on the Forbes AdVoice blog, Tim Clark@SAP mused, “It was Ben Franklin who once said ‘in the world nothing can be said to be certain except death and taxes.’ If Ben were alive today, I wonder if he’d modify his now-legendary quote to include gamification.”

So what is gamification, and how does it apply to B2B marketing?

Gamification Defined:

Forrester’s defines gamification as: The insertion of game dynamics and mechanics into non-game activities to drive a desired behavior. 

Now, how does it relate to our B2B world?

“Gamification describes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change,” said Brian Burke, an analyst at Gartner. “Enterprise architects, CIOs and IT planners must be aware of, and lead, the business trend of gamification, educate their business counterparts and collaborate in the evaluation of opportunities within the organization.”

Does Gamification Make Sense for B2B Marketers?

Absolutely! Interactive and B2B marketers can use game mechanics to motivate action and drive engagement with prospects, customers, channel partners, sales… just about any audience, really. The key to making it more than just a fun attention-getter is, as always, to clarify the actions and metrics you expect to result from gameplay.

The essential game dynamic works like this:

  • It begins with motivation—the incentives that will trigger people’s interest in playing the game.
  • The motivations drive actions that are fulfilled by rewards.
  • The rewards give players a sense of achievement that reinforce the initial motivations.
  • Repeat!

If at this point you’re thinking, “B2B marketers have been integrating gamification into marketing programs for years,” I agree—this is not our first rodeo! The best developer contests and games put on by companies like IBM, Oracle, Intel and Cisco feature all of the most powerful game mechanics like challenge, peer recognition, social status, reward and community.

However, there’s been some new smart thinking (and plenty of buzz) about how to best apply game theory to marketing. One of the most cogent gamification analyses comes from Seth Priebatsch, a thought-leader and Chief Ninja at gaming platform start-up SCVNGR. His SxSW 2011 keynote on how “the game layer” is building influence (and driving action) among audiences is worth your time to watch:

How Do I Start Thinking About Gamification for B2B Marketing?

As with any B2B marketing activity, you need to put the buyer and their business needs at the forefront of your mind. R “Ray” Wang, Principal Analyst and CEO of Constellation Research, offers plenty of useful perspective and direction in “Trends: 5 Engagement Factors For Gamification And The Enterprise.” Start with his simple tips on how businesses can apply game mechanics and dynamics to improve engagement and participation:

  1. Intrigue. Content and story line often represent the consumer tech side. The enterprise needs to develop relevant content to keep users engage.  Content could include help topics, related information, user generated comments, etc.
  2. Reward. Both non-monetary and monetary incentives can be deployed. Rewards should match level of difficulty so users gain a sense of accomplishment.  Non-monetary rewards could include exclusive information, access, or recognition.
  3. Status. Leaderboards codify status in gamification. Leader boards reward status and provide a recognition mechanism as well as a way to tier users.  A robust analytics platform must align with the objectives of gamification and support reward systems.
  4. Community. Social is a key part of gamification. Users want to connect, share, and reach out to other “players”.  Expect integration back to mobile and social platforms.
  5. Challenge. Users must earn a sense of accomplishment to remain engaged. Gamification in the enterprise should tie back to the achievement of levels with increasing difficulty. Challenges will tie back to reward and intrigue over time.

Now, time to work on your game plan!

Related Links

R “Ray” Wang, Principal Analyst and CEO of Constellation Research

Trends: 5 Engagement Factors For Gamification And The Enterprise

Death, Taxes and Video Games by Tim Clarke@SAP

 


5 Steps to Building a Rock-Solid Content Roadmap for B2B Demand Generation

May 12, 2011

Approaching Petra

Here are 5 critical steps that should be taken to ensure content is at the heart of your demand generation efforts.

1. Assign Ownership.

Assigning accountability within an organization for content strategy and development PLUS the budgets to support these items is a critical first step. I’ve seen the role/title of Content Strategist emerging over the past few years, and we’ve had one within our organization for 5+ years.

Ideally, this person needs to be senior and have a seat at the planning table (and again…budget). Along with that comes the need to provide measurement around content alignment to buyer and content usage, effectiveness and efficacy.

2. Define Audience Segments.

Define audience segments with two primary criteria: WHO and HOW.

  • Who: individual, industry, region, company type/size and key behavioral findings
  • How: what is their typical buying process, and what is their role/needs at each stage in this buyer’s journey

3. Identify Information Needs and Preferences

Once you know the “who” and “how,” ask these questions at each stage in the buyer’s journey:

  • What questions does that buyer need answered at each step in the journey? This may range from “why should I change” at the early stages to “why should I trust your company” at the later stages.
  • What sources should be considered: peer information, vendor information, analyst insights, trade publications, etc.?
  • What delivery formats are best suited for conveying this information and connecting with this audience based on the objectives (e.g. whitepapers, peer referrals, case studies, etc.)?

4. Audit and Map Content.

Review and map each available content asset based on:

  • Quality
  • Relevance
  • Value
  • Influence

A piece of this audit/mapping process should also include an evaluation of which content should be gated or not.

5. Fill Content Gaps.

Gaps will be easy to see following the audit and mapping processes. Start by focusing on meeting the information needs of one audience segment in a pilot fashion (that is, don’t try to bite off too much).

Keep in mind that you will likely be able to adapt content from elsewhere in your arsenal—for instance, you might transform a webcast into a series of blog topics or 5 tip sheets.

If you’d like to discuss content strategy and planning in further detail, please feel free to connect with me directly: laureng@bnj.com.

Related links:

The Buyer’s Journey Diagram for B2B Demand Generation (and More)

Overcoming the #1 Challenge in B2B Demand Generation Content Marketing

Four Criteria for Gating Content to Aid Demand Generation


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