Content Marketing at Eloqua Experience 2013

Wow!  This year Eloqua Experience conference was clearly influenced by the content.  And it is not surprising.  90% of all b-to-b purchases start with content engagement.  Last years concentration on social media is subsiding – social media is just another channel for…  content.

Lee Jorgenson from Compendium summarizes the content ascension to the spotlight in the video below.

Eloqua experience had at least four content-related sponsors.  Compendium (now part of Eloqua) and Kapost provide content management solutions (just a year and a half the best practice in content marketing was a spreadsheet!  😉  Content4Demand and BrightTalk are content producers.




We are witnessing an evolution of understanding of marketing content (notes from Kapost presentation).

  1. It is interesting!
  2. Oh… it is important.
  3. Hm… if I am not doing it, it is a problem.

Web site conversion rate is several times higher for leaders in content marketing compared to an average organization.

Primary challenge of content marketing is process.  It is important to create and optimize a cross-functional content factory.  One or more people in the company need to be content people.  Content calendar is also important to make sure everybody is aware about content production and translation as needed.

  1. whitepaper-kapostteam
  2. ideation
  3. planning
  4. production
  5. distribution
  6. analysis

Kapost recommends creation of one key piece of content and building other pieces of content on its basis.  the rest of the content can derive from the main piece.

Compendium structures content as high effort, medium effort, and low effort and uses this content for different marketing objectives.

Both Kapost and Compendium provide content management software; Compendium also specializes in promotional mechanism.



It is a pleasure to see that the content is getting more attention (more M&A activity is expected in the industry 😉  ).  Yes, content is primary, and channel is secondary.  Both are needed, but after our industry was working so hard on building the channels, it is definitely time to build industry knowledge, methodology, and tools around the most important part – what will be promoted through the channels.

Kapost presentation during the conference had a couple of very insightful slides.  One of the slides emphasized the need of the process (and somebody to manage the process) of content production in the organization.


Another important slide is an excellent illustration of where content marketing belong in a successful organization – it is an organization-wide initiative run by marketing, rather than a series disjointed efforts within different silos.


The entire presentation is posted on SlideShare

Though content was always vital for SEO, new Google changes emphasize this the need for spectacular content even further.

Eloqua Experience 2013 – Modern Marketing

As usually, the conference gave many ideas to try, showed discoveries to ponder, and different perspectives to remember 😉  A few slides from the training sessions were good to save.

Good reference slide with type of campaigns by buying cycle and their goals.


An evolution of campaign map is interesting to watch – this is the best version I have seen 🙂


Lovely slide for the argument to invest more in lead management and communication with sales.


Typical marketing and sales hand-off illustration.


Account-based marketing

A new (for me) emphasis was made on account-based marketing.  The premise of the idea is abundance of leads and need for qualification rather than increasing of the lead number.  Account-based approach can be used as an additional (or primary) qualification method.


Responsive emails

My general perception from the session was “Thou shalt not do responsive emails in-house”  🙂   Eloqua templates make sense and code relatively straightforward.  However, the amount of nuances that has to be considered for the good template and testing needed…  suggests that it is probably better to outsource to experts.

Quarterly Business Review

Kronos does quarterly business review with the SMO, where all marketing activities are evaluated on high level.  The review allows CMO to come to the executive meetings with numbers (similar to the rest of executives).

Quarterly Business Review

  • requires executive support
  • should include insights
  • designed to improve business results

Pre-schedule 2 hour sessions two years in advance to allow executives to attend (an opportunity for decision making).

Executives are overwhelmed with dashboards and reports; share recommendations and results.  During first meetings, CMO will request of of some materials and less of other materials.  Teams are not present during the review – it is easier for CMO to ask questions that might be embarrassing for managers.

Ha! Kronos has GA, WT and Omniture, but most of the insights come from GA 🙂

Recommendation to find existing research and information to “build the case” for anything needed.

The presenter is Director of Marketing Operations (a marketer).

Below are a few of marketing metrics used by the company:A-dashboard



Contact Acquisitions is an interesting metric.  The company was strategically purchasing contacts with derision-making power to enhance its database.


Industry disruptions

This was a “scary” session…   Our marketing industry is disrupted… and in general business is disrupted…  and the changes will be shocking.

Google already wiped out over 10,000 businesses (maps, encyclopedias, etc.) by providing free information.

Businesses need to adapt.  Marketers need to adapt.


We reviewed mega trends and tried to evaluate which will be the most important for our industry.  A few of us in manufacturing tried to identify trends that will impact manufacturing and found that too many trends could be involved.  The oversize was an interesting insight on the changes to come…


Interesting notes from the session: smart is a new green, Seimens is reorganizing around “cities as customers,”  Pampers had flat sales emphasizing features (driest diapers); sales increased when Pampers re-positioned itself as a partner of mothers for long-term health and success of the babies).

Hmmm…. can manufacturing entertain a subscription model? 🙂

mI skipped markies, the collection of best of the best will be an inspiration for the future!  🙂

Reviewing entries would be helpful for ideas how to advance modern marketing in our own organizations. 

Eloqua Experience 2013 – Fun, Fun, Fun!

It was a blast!  🙂  Serious notes from the conference will have to wait, but it was a lot of fun!

The conference started from an Eloqua Advocates party, in a setting with spectacular view (oh, it was a foggy day…  but I found the view as it was “supposed to be”).


Meeting acquaintances from previous years and Eloqua executives a unique opportunity for advocates.  Last year during the advocates party we discussed click tracking and this year it was a focus of my presentation.  I also had an opportunity to thank Eloqua for the executive track option, what has been popular among my management (based on my last two jobs).

pinsThough I do not network deliberately and business cards seem to go out of circulation, I ran out of a dozen business cards that I brought with me by the end of the first day of the conference.  This is a testament to a many insightful conversations and unexpected discoveries 🙂

A pride and joy of any Eloqua Experience attendee – my collection of very important pins!  Pins are seriously important – one of them is a pass to Advocates party, another is a pass for an VIP version of a welcome reception.  Parties were spectacular…  did I mention the food?

Yes, the food!!  It was my third year attending the dinner with Relationship One, which is becoming more and more spectacular.  Wow.  This year the dinner took us on an incredible several course adventure through the dining experience in an exquisite setting.  A couple of dinner attendees were lucky winners of a cook book signed by the famous chef himself.


And the most exciting adventure (for me!) of the conference was the opportunity to speak during one of the sessions.  I think I enjoyed it more than the sessions attendees.  The opportunity to share insight and save my industry counterparts some efforts in their own marketing journey was incredibly enjoyable.


I love sharing knowledge.  The feeling that this sharing helps other marketers is absolutely priceless.  Marketing is an industry in the constant state of disruption – opportunities to learn are endless.



A gist of the presentation has been captured by BrightTalk in the interviews of the conference attendees the company did during the event.  Thank you, BrightTalk!  


Eloqua Experience 2013 was a spectacular event and it will take some time to organize all important notes.  But it was also fun – a very enjoyable event.

MIMA Summit 2013


Interesting and inspiring event!  The topic seem to be perfect – it is permanent stat of change in marketing 🙂   We all probably don’t know what to think – is it bad (where is not enough time to keep up!) or good (oh – look at all the opportunities!), but we all have to adapt… or else 😉

My notes from the event:

  • SLJournalism:  some part of the profession changed dramatically (newspapers are practically dead), but some parts remained important and will never change.
    • Changed: ability to “own” a niche – easy access to a very specific audience that was not possible before
    • Changes: “the scourge of the kitten video” – utilitarian video that brings views
    • Will never change: great reporting and great writing (people will read long stories if they are right for them)
  • Interesting: the publication is concentrating on the video experiment…  however, if a person new to marketing will just see the “video” as the main objective, in the reality, the main objective is the innovative topic, and video is just a chosen format (or channel) for the topic.
  • Content for slow experiences (excellent notes from this session by Vertical Response) – interesting: people perceive experience as “slow” if it is boring, but do not perceive an equal amount of time as “slow” if the experience was engaging.  The same principle can be applied to content
  • crutchExample of “slow” content – Crutchfield.  Interesting – Crutchfield migrated to the web its core business model – fantastic in-depth content for a specific niche market.  The model is rather based on business strategy, and content is a tactic.  The organization also centered around customer service, which include content in every form – print, web, chat, and technical support.
  • Other organizations providing  fantastic long-form (and helpful) content are REI and Patagonia
  • In content marketing field volume alone confers no advantage; one insight is more important
  • Brand is a powerful force, but the knowledge behind the brand is of greater value.  Lowe’s wonderful example of useful tips delivered via Vine


  • Do not value your content over the job it is supposed to do.  An example: a video received over 1.5 million views…  but contributed nothing to its objective.  It could not be considered a success.


  • afternoonMetrics – interesting point: just counting available data points allow much better understanding of the situation than pundits are able to do by evaluating only data they favor.  Election prediction was not hard if results all available pols could be simply tallied.
  • 85% correlation where eyes move and people click (evaluation of click-mapping tools)
  • When people come to a web site, they came for a specific reason.  Content to satisfy the need has to be on the site.  Multiple areas with call to action encourage clicking of the back button.
  • Best online solution will not help if the basic research is not done (selling phones in Hong Kong online did not succeed because common method of purchasing phones is to do it in person from multiple street sellers).

Book – Corporate Culture: Getting It Right

corporate-cultureInterestingly, this book left me with two powerful ideas that can explain many of strange experiences during my career.

The first idea is a comparison of corporate culture with climate, which explains climate and cultural enclaves that can be significantly different from the general climate of the region or culture of larger organization.  The author suggests that there is no general culture of the organization; the organizational culture is a combination of existing sub cultures.

The second idea is effect of a strong organizational culture – it helps company to succeed during stable times, but not as helpful during the time of change.  This perception seem to make sense – strong culture establishes the best way to operate under certain circumstances, but the environment can change more quickly than the culture of the business.

Other interesting points from the book:

  • D-CCultural issues are contributing significantly to loss of value companies experience in M&A (one of the most famous examples is Daimler-Benz merger with Chrysler).
  • Culture of the organization is constantly changing independent of any management efforts, and at the same time it is very difficult to change in a desired direction.  Most orchestrated culture changes are doomed into failure.  (TQM culture changes – 70% were unsuccessful)
  • Culture change programs may have unintended consequences
  • Culture change is needed only when it is important for the company’s strategy and should not be implemented lightly.  Sony had to change from manufacturing culture to knowledge-based culture – a reinvention of the business model itself.
  • A new employee needs to learn the new organization and its unwritten rules quickly – the success is higher when the employees receives help rather than navigates the process independently.  Even job shift from one department of the company to another one can require learning new culture.

Book – The Story of Purpose

purposeThe book is a clear reminder of the business trend not to consider shareholder value the only reasonable objective for the company…   but find a higher purpose.  The business community is coming to the conclusion that companies have only one client – society.  Defining the company’s purpose in the larger context of helping human society thrive…  helps with shareholder value too 😉

brandInteresting concept of what is actually important: not what keeps the person up at night, but what helps the person to get up in the morning.  Company’s purpose turns employees into enthusiastic volunteers…

New definition on ROI (return on inspiration) – more inspiring companies are also more valuable.

Modern business should target society as a customer and should have a “master idea” that guides the organization.

Master idea should be:

  1. shoesTimeless  “Don’t be evil”
  2. it Teaches, for example new language of coffee and a new name of the server “barrister”
  3. it FulfillsShoes for better tomorrow
  4. it is a Battle cry ( IBM – “Think!”  Apple – “Think Different!” )
  5. it is Based on Ethos (Virgin – “brand new”)
  6. it is Transformative (rational to emotional)  From “best company on Earth” to “Best company for Earth”
  7. it Inspires (Whole Food)
  8. born not from data, but from Conviction (more magic, less logic)
  9. tells a story

Purpose gives you direction – Strategy gives you directions.

Best values are industry specific, memorable, directive.

  • “Deliver Wow! through service” – good
  • “Bringing joy to families” (McDonald’s) – good
  • BP “Beyond Petroleum” (not sufficiently authentic)