Applying Business Intelligence (‘BI’) In Demand Generation

Twi$er:  @abneedles  

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

ANNUITAS Enterprise Demand Generation Study Download at www.annuitas.com

Source:    ANNUITAS,  “2014  B2B  Enterprise  Demand  Genera<on  Survey,”  November  2014.  

What Is Obvious: We’re In a ‘2.0’ B2B Demand Generation Environment

Twi$er:  @abneedles  

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.  

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.  

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.  

‘On Paper’ B2B Enterprises Have Invested Heavily in Demand Generation

Twi$er:  @abneedles  

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.  

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."  

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.  

(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.  

Yet There Remains an Enterprise Demand Generation ‘Disconnect’

Twi$er:  @abneedles  

Enterprise Demand Generation Disconnect

B2B Enterprises Lack Process Discipline.

Source:    ANNUITAS,  “2014  B2B  Enterprise  Demand  Genera<on  Survey,”  November  2014.  

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.  

How Do We Fix This Problem?

Twi$er:  @abneedles  

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

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

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

#1: Build a Demand Process Based on Buyer Journey and Dialogue

Twi$er:  @abneedles  

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

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

… Which BI Can Then Help Improve

What Is Demand Process?

The Key Elements of a Demand Process

Demand Process Architecture Aligning People, Process, Content and Technology

Aligning Demand Process Elements with Buyer Journey

Demand Generation Program Design

Case Study: LENOX / Newell Rubbermaid Approach: Buyer Dialogue Logic

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

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  

Case Study: LENOX / Newell Rubbermaid Approach: Content Marketing Model

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

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  

Case Study: LENOX / Newell Rubbermaid Approach: Inbound + Outbound

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

List  Rentals  (e.g.,  “The  Fabricator”)   LENOXtools.com  Industrial  Metal  Cu`ng  

eNewsle$er  

#2: Shift to a Value-chain Model for Systems and Data – Underpinning Demand Process

Twi$er:  @abneedles  

‘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  

A Demand Process View of Systems and Data

Marketing + Sales Technology Architecture

Case Study: LENOX / Newell Rubbermaid Approach: MAP = Perpetual Engine

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

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)))

#3: Structure Your Data ‘Progressively’

Twi$er:  @abneedles  

Progressive Profiling Structuring Data

Lead Management System Management Marketo Revenue Cycle Model Example

Data Field Design Delivering Demand Process Intelligence

Case Study: LENOX / Newell Rubbermaid Approach: Lead Management Framework

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

Progressive  Profiling  Model   Behavioral  Scoring  Model  

#4: Re-think the KPIs at the Core of Your ‘BI’

Twi$er:  @abneedles  

Your Demand Process KPIs Must Be Outcome-oriented

Moving From CPI to CPE and CPR

Client Example Measure: CPI to CPE and CPR

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

Moving From Qualified Leads to ‘Closed / Won’

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

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

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

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

Moving From Content Downloads to Content Elasticity

Client Example Measure: Content Downloads to Content Elasticity

EMD  Audit   EMD  Strategy   EMD  Monitoring  +  RemediaIon  

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

Demand Process KPIs

•  Engagement Performance •  Content Offer Performance •  Nurturing Email Performance •  Lead Management Performance •  Revenue Performance •  Return on Investment Performance

Core KPI Categories

Takeaway: A Structured Demand Process Is the Key to Improving BI in Demand Generation

Twi$er:  @abneedles  

Thank You. Questions?

Twi$er:  @abneedles  

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