Sean  Essex,  Director  of  Marke3ng    The  TRACOM  Group    

Marke3ng  vs.  Sales:      Can  Marke3ng  Automa3on    Help  Bridge  the  Differences          

»  TRACOM  Case  Study    

a  quick  question…  

about  this  session…  

a  case  study:Tracom…  •  50+  year-­‐old  private  company    •  Primary  product  is  SOCIAL  STYLE  •  25  employees  

b2b  audience:HR  •  Manager/director/vp  •  2.5K+  employees  •  Mul3-­‐na3onals  •  Broad  business  ini3a3ves    •  Mul3ple  points  of  differen3a3on  

sales  situation…  •  Sales  VP  plus  2  inside  and  2  outside  reps.  •  Salesforce.com  is  CRM  •  Pardot  in  place  for  1  year  •  25k  contacts  in  Pardot  

marke3ng    mix…  

our  goals  •  Iden3fy  qualified  organiza3ons    •  Expand  sales  with  current  customers  •  Iden3fy  prospects  with  expressed  need  

the  challenges…  •  Too  vast  a  universe  •  Email  unreliable  •  Ge\ng  to  decision  makers  

tech  tools  

the  answer  •  Sales-­‐driven  marke3ng  automa3on  

Understanding    the sales process •  Get  in  their  heads  and  their  shoes  •  Talk  to  as  many  reps.  as  possible  •  CRM  should  give  you  a  snapshot  of  sales  

ac3vi3es.  Use  this  data  as  a  star3ng  point    

strategic    selling

•  Large pro/mgr staff •  Pro-development •  Complex orgs •  High growth

TRACOM  QuickPick  

Training is not the answer

Small audience

Low people orientation

Majority of employees are pro/managerial

People intensive business – high touch

High growth - Rapid change/M&A history

Strategic initiatives in place e.g. Six Sigma

Known people problems/skill gaps – development needs

Business Problems or Needs

•  Large pro/mgr staff •  Pro-development •  Complex orgs •  High growth

TRACOM  QuickPick  

Training is not the answer

Small audience

Low people orientation

Majority of employees are pro/managerial

People intensive business – high touch

High growth - Rapid change/M&A history

Strategic initiatives in place e.g. Six Sigma

Known people problems/skill gaps – development needs

Business Problems or Needs

•  Large pro/mgr staff •  Pro-development •  Complex orgs •  High growth

Butt in seat approach – quantity over quality

Committed to e-learning

Training doesn’t work/soft skills don’t pay

Disciples of Style

Commitment to training e.g budget, corp U, etc.

Want a quality product

Value interpersonal skills – see payoff or want to measure

Attitudes and Beliefs

TRACOM  QuickPick  

Training is not the answer

Small audience

Low people orientation

Majority of employees are pro/managerial

People intensive business – high touch

High growth - Rapid change/M&A history

Strategic initiatives in place e.g. Six Sigma

Known people problems/skill gaps – development needs

Business Problems or Needs

•  Large pro/mgr staff •  Pro-development •  Complex orgs •  High growth

Butt in seat approach – quantity over quality

Committed to e-learning

Training doesn’t work/soft skills don’t pay

Disciples of Style

Commitment to training e.g budget, corp U, etc.

Want a quality product

Value interpersonal skills – see payoff or want to measure

Attitudes and Beliefs

Managerial changes/reorg.

Use vendors for training or content

Career paths in place w mandatory training Strategic initiatives in place e.g. Six Sigma  Training programs in place w/ sufficient # of people

Attributes of the Business

Unable to get to decision-maker & get champion

Small audience size (< 500 mgr.)

No centralized budget

TRACOM  QuickPick  

Training is not the answer

Small audience

Low people orientation

Majority of employees are pro/managerial

People intensive business – high touch

High growth - Rapid change/M&A history

Strategic initiatives in place e.g. Six Sigma

Known people problems/skill gaps – development needs

Business Problems or Needs

•  Large pro/mgr staff •  Pro-development •  Complex orgs •  High growth

Butt in seat approach – quantity over quality

Committed to e-learning

Training doesn’t work/soft skills don’t pay

Disciples of Style

Commitment to training e.g budget, corp U, etc.

Want a quality product

Value interpersonal skills – see payoff or want to measure

Attitudes and Beliefs

Unable to get to decision-maker & get champion

Small audience size (< 500 mgr.)

No centralized budget

Managerial changes/reorg.

Use vendors for training or content

Career paths in place w mandatory training Strategic initiatives in place e.g. Six Sigma  Training programs in place w/ sufficient # of people

Attributes of the Business

Close for Pilot  TRACOM  QuickPick  

commitment    to sales…  •  Use  this  to  iden3fy  opportuni3es  for  marke3ng  automa3on  

and  for  the  key  areas  of  building  sales/marke3ng  alignment  •  How  can  marke3ng  help?  •  What  should  we  do  more  of/less  of?  •  What  marke3ng  programs  have  had  greatest  impact?  

defining  customers  Three  Pardot  Profiles  

Direct  North  America  Interna3onal  Resellers  

Pardot  lead grade •  Every  prospect  starts  as  C-­‐    •  Jigsaw  provides  base  data  and  marke3ng  or  sales  

can  adjust  grades  

C-

Pardot  lead score  •  Standard  Pardot  scoring  with  some  adjustments  

•  Web  sales  •  Product  catalog  download  •  Email  content  •  Webinar  involvement  (e.g.,  plans  for  Emo3onal  

Intelligence  training)  

lead  nurturing  Star3ng  in  Summer  ‘12  prospects  assigned  to  themes  based  on  their  behaviors  

•  Email  preferences  •  Web  clicks  •  PDF  downloads  •  Search  terms  

   

enhanced  email •  Set  preferences  based  on  topics  •  And  preferred  frequency  

@

tailored  engagement  •  Phase  1  —  Nurturing  that  reflects  the  person’s  expressed/

implied  interests  and  their  stated  frequency  preference  

•  Phase  2  —  Dynamic  content  and  nurturing;  social  listening  for  sales  opportuni3es    

Paradot  suggests  •  Sales  ac3vi3es  based  on  prospect  grade  and  score  

•  14-­‐day  running  window  

•  Presented  in  Salesforce.com  

•  Sugges3ons  on  same  dashboard  as  their  scheduled  tasks  and  new  assignments  

sales  feedback  Likes  

•  Ability  to  priori3ze  outreach  efforts  •  Quick  heads-­‐up  to  determine  next  steps  •  Salesforce.com  integra3on  •  Opportunity  to  connect  socially  •  Strong  link  to  our  own  SOCIAL  STYLE  Model  •  Valuable  account-­‐level  view  

Wants  •  Incorporate  all  touches  e.g.  templates,  videos,  

social  media  •  More  templates  •  More  tailored  content  •  Leverage  individual  behavior  across  account  

next  steps •  Fine  tune  the  system  •  Incorporate  social  sites  (Fliptop)  •  Expand  for  associates  and  interna3onal    

123…

key  learnings  •  Understand  the  exis3ng  sales  process  •  Get  agreement  regarding  specific  wins  •  Check-­‐in  during  development  •  Get  some  sales  champions  commimed  •  Be  flexible  •  Measure  and  finetune  •  Give  them  credit  

your  questions…  

Sean  Essex,  Director  of  Marke3ng    The  TRACOM  Group    

Thank  You!