B2B CMOs: Is It Time for you to Evolve or Move On?

Laura Ramos

Digital channels, online social activity, and mobile technology give business buyers unprecedented purchasing power. Just look around your next sales or customer meeting, count the number of smartphones and tablets, and see if you disagree. 

To capture the attention of the perpetually-connected business buyer, we see B2B CMOs taking on significantly broader, and often unfamiliar, responsibilities. To learn exactly how top marketers respond to these new world challenges, Forrester teamed with the BMA to conduct a joint study about the pace of change, skills required, and degree of collaboration needed to deliver the always-on experiences business buyers now expect. 

Kathy Button Bell, 2013-14 BMA Chair, and I presented the findings from this study of 117 marketing leaders during the BLAZE conference last May.  I'm now following this presentation with a new report that takes a closer look at the evolving role of the B2B CMO -- a report that we would like to share with our friends at the BMA and with you.  To get a complimentary copy, please visit this site to register for and download the report.

What did we find in the survey responses?  That it’s never been a better time to be a B2B marketer!

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The CEO Says Hire Salespeople! What's Next?

Mark Lindwall

Your CEO just gave you your marching orders.  “We’re going to organically grow the top line and profits by 30% over the next year.  We’re going to grow the sales force to make this happen.  I’ve discussed this with the Board and they agree with the strategy.  So tell me what you need to accomplish this and let’s move forward.” 

As a sales leader the opportunity to rapidly grow sales seems exciting.  You’ve got the backing of the CEO, and the Board of Directors.  You’ve got air cover.  You’ve got a mandate.  This is the stuff that great success stories are written about (and great resume’s), right?  Yes it’ll be hard work, but you can just envision a year from now when your boss recognizes your success in growing the business on a big stage.  

As the Chief Sales Officer, one of two options is now available to you.  

Option #1

Your boss, the CEO, told you to jump and you answer “How high?”  You’re going to do exactly what your CEO told you to do.  So you gather your management team and enthusiastically communicate the challenge and opportunity ahead.  They’re all for it and will help rapidly put the plan together.  You talk with your counterparts in Human Resources, Training, and Sales Operations (who will coordinate with Facilities and IT for the required resources).  They’re all behind you (after all, this comes from the CEO).  A week later, you present your formal plan to the CEO and tell her that interview scheduling is already in process.   You’re on your way to growing sales and being a visible leader in a great success story.

Option #2

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How To Become Customer-Obsessed In B2B

Laura Ramos

In June 2011, Josh Bernoff revisited Michael Porter's competitive strategy work to show business has entered a new era where competitive advantage will come from obsessing over your best customers. In this seminal report (subscription required), Josh argued that the only way companies will stand apart from competition is by combining information, technology, and strategy to deeply understand customers and demonstrate that understanding through product, marketing, and service interactions.

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“Letter From Germany” – Interactive Design Agencies In Germany

Peter O'Neill

Peter O'Neill here with my next edition of the somewhat regular blog in which I highlight something important for you about B2B marketing in Germany. This time, I’ll give you some exclusive German market details from our new report “Interactive Design Agency Overview, Europe 2013” published by my illustrious colleague Jonathan Browne. In the report, fully available to Forrester clients, Jonathan analyzes and compares 54 European agencies according to various criteria:

1.        The type of work that the agencies do — from market strategy through web design to app development.

2.        Geographic and industry-sector coverage (see below for a specific cut for Germany).

3.        The size of projects, even by project type.

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Understanding How Value Adds Up for Buyers

Mark Lindwall

Lots of leaders believe that their sales force (and marketers, product developers, etc.) know their buyers. I disagree. Well, they may know their names and titles and a bit more. But let’s get real. Do the majority of your salespeople really understand how their buyers actually perceive value in what your company provides?  

Look, I love the sales profession and am committed to keeping it relevant in the new economy.  So I am not bashing Sales.  But "Houston, we have a problem" with selling, because too many of our sellers don't understand how buyers really calculate value.

What’s to Understand?

As a sales manager, sales leader, and business coach prior to joining Forrester, I’ve had thousands of opportunities to observe professional B2B salespeople from many companies and industries in meetings with prospective customers and clients.  I’ve reviewed countless business proposals and presentations before they were put in front of IT and executive buyers. This experience has informed me that far too many (and I mean FAR too many!) salespeople lack understanding of the basis for which a prospective customer is really making a decision.  Let's not point fingers. Let's just help salespeople figure this out.

Think about your own buying experiences.  Out of all of the salespeople who you’ve ever interacted with, how many can you think of who asked the right questions to really truly understood what you were trying to accomplish and what you and your company were most concerned about (other than price)?  For me, just a small percentage of salespeople stand out in my mind.  And they do stand out, even after many years.  How about you?

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Key Learnings from the Sales Enablement Forum

Mark Lindwall

Like many other sales leaders, the sense that tectonic shifts in the dynamics between buyers and salespeople are happening has been palpable to me for a number of years.  Researching these changes is why I joined Forrester just weeks before this year’s Forrester Research Sales Enablement Forum.  At the Forum, I had a number of surprise learnings or “aha moments” gained from colleagues and members of our Sales Enablement Council who are learning in real time as sales enablement practitioners. 

A Cross-Organizational System Issue

The seemingly endless search for the right “solution” to improve sales performance feels like a continuous plodding pilgrimage for many sales leaders.  What I learned at the Forrester Sales Enablement Forum, and have experienced with new illumination since, is why the silver bullet solutions (i.e., tools, programs, training, materials, promotions, technology) that leaders in sales, sales operations, HR, and sales training invest in really ever meet our expectations for delivering better overall top-line performance.

There is true chaos that exists in the selling systems of most companies. Various business functions scurry to support the effort of increasing sales. My core learning from the Forum was that we have to ask whether we even have a selling system. My realization in working with clients over the past five months is that most companies “enable” their sales forces through dis-integrated, costly, inefficient, and ineffective multifunction (as opposed to cross-functional) silos of investments that have a poor performance improvement yield. 

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"What did Marketing ever do for us?" asks Sales

Peter O'Neill

Peter O'Neill here. Several people have asked me to re-post this blog from a few years ago. Here it is ..... 

It is January, 2015, and technology sales reps Reg, Xerxes, Francis, and Loretta have been to the movies to watch a rerun of Monty Python’s Life of Brian, probably one of the best film comedies of any time. At dinner afterward, they are reliving the scene where the commandos discuss “what did the Romans ever do for us” when one of their marketing colleagues stops by to say hello. After the marketing manager leaves, they continue their discussion.

REG:

Now there’s another point. Those people in marketing. What have they ever done for us?!

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Marketing Performance Management Is Operationally Proficient But Strategically Stalled

Laura Ramos

Last month, together with the ITSMA and VisionEdge Marketing (VEM), Forrester launched a research study to understand whether business-to-business (B2B) marketers have become more proficient in using marketing metrics and analytics to inform marketing decisions, predict buyer behavior, improve marketing performance, and help their firms better analyze markets and forecast trends.

This is the 12th year that VEM has undertaken this research, and we were pleased to be a part of such a rich legacy. The 2013 MPM Survey captured input from more than 400 respondents, helping us uncover valuable insights on the performance measurement and management challenges marketers face today.

Depending on which side you stand on the executive debate about how to assess the value of marketing to your organization, the findings of this year's study may (or may not) surprise you.

Even though marketing measurement has become more automated and operationally commonplace, B2B marketers continue to struggle to prove marketing's contribution to the business instead of using metrics and performance management to improve it. One of the most telling findings that leads us to this conclusion is the percentage of executive peers reported to use marketing data to make strategic decisions — as revealed by marketers themselves.

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Strengthen Your B2B Brand With Better Content Distribution

Peter O'Neill

Peter O’Neill here with some comments about being truly effective at content marketing. Did you know that B2B buyers say that 70% of the content they read and study before making a purchase decision is actually found by themselves; as opposed to being given to them by marketing or sales? At Forrester, we like to talk about the new interaction model of need-match-engage, where the buyers now initiate the interaction and spend a major part of their buyer journey doing their own research before calling in potential suppliers.

Content marketing has therefore become much more than product and solutions collateral, campaigns, mailings, and fulfillment. B2B marketers have to be great at being found by buyers in their early research phase (the phases we call discover and explore). In a way, successful marketers will “fool” their buyers into consuming their thought-leadership and educational content in stages 1 through 5 — while hardly realizing its source. And the most successful marketers will learn how to mix their brand "scent" into that content without appearing to be selling — to the extent that buyers will count it as part of their 70%.   

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Does Your Thought Leadership Program Need a PR Campaign?

Lori Wizdo

B2B marketing leaders are striving to position their companies as “thought leaders.” And why not?  If you do not have a truly disruptive technology, product, service or idea (in which case you actually are a thought leader) being seen as a thought leader gives your company strategic differentiation. It helps you stand-out in the cacophony of messages that your customers must sift through to find you.  Given the complexities that B2B buyers face when making decisions for sophisticated solutions, your thought leadership might just be the most important part of your marketing program. It becomes part of your brand value. It converts you from a commodity supplier into a trusted advisor who can lead the customer to achievement of their vision.

But…..

Your thought leadership only matters if people read it, see it, or hear it.

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