Peter O’Neill here and welcome to another “Letter from Germany” post where I highlight something important for you about B2B marketing in Germany. Last week I attended the first Lead Management Summit in Munich, an event organized by the business media publisher Vogel Business Media together with DemandGen AG, the European arm of that worldwide consulting group. More than 150 attendees were treated to an agenda jam-packed full of user experience stories enriched by each speaker with their own set of useful anecdotes. Two highlights for me were:
Thomas Dueker, AEB GmbH(supply chain logistics software vendor). In discussing how he optimized their lead management process, Thomas also said he didn’t like to use the word “lead” too much. He remarked that he sees it as “too American, too much about selling, too quickly.” Remember my note in a previous blog about differing expectations in European marketers? His system identifies “marketable and relevant contacts” and feeds them “quality content with minimum sales messaging.”
I’ve been having a lot of conversations, recently, about sales and marketing alignment. (Well, honestly, who working in B2B marketing hasn’t?) In Forrester’s most recent Marketing Organization and Investment Survey, we asked the respondents (522 B2B marketing execs from companies with more than 100 employees) about the quality of collaboration between sales and marketing. Fifty-seven percent of marketing execs reported weak or mixed collaboration with sales when "defining lead qualification criteria" and "administering leads and lead pipelines." Those numbers underscore the much-storied rift between marketing and our colleagues in sales.
For a while I have been saying that a managed lead-to-revenue process will catalyze a new collaborative relationship between sales and marketing. It makes sense to the point of being incandescently obvious; calibrating sales and marketing around a shared revenue goal is the basis for true alignment. But, until there is proof, it’s a hypothesis. And, now there’s proof.
In our study, we found that companies who have implemented a marketing automation solution (a proxy for a more managed process) reported significantly higher levels of collaboration between sales and marketing, across a number of different dimensions.
Last week, Forrester hosted a channel roundtable in Singapore on theevaluation of channel models in Asia Pacific.The goal was to create a common platform for tech vendor senior channel executives and Forrester analysts to discuss key changes faced by the channel leaders and how best to adapt to them. The briefing was attended by 26 senior channel executives representing 21 tech vendors.
All of the channel leaders agreed with a Forrester report which indicated that channel models are under great pressure due to the growth of mobility and the devices that power it, as-a-service computing models, and the decreasing influence of IT departments on overall tech spending. As they cope with these changes, the key challenges they identified during the interactive roundtable were:
Identifying and engaging with those channel partners that can adjust to market shifts. This emerged as a major challenge, not only for some of the new cloud-based service providers but also for traditional tech vendors venturing into new solution areas. A shortage of skilled channel professionals within Asia Pacific exacerbates this challenge. Several also identified the challenge of high turnover within their channel base and the frustration of investing in the skills of a partner executive and having him shift to a competitor’s channel.