Dun & Bradstreet hosted a wonderful breakfast event for local marketers, where we learned insights from an industry research and reviewed examples how other companies are solving business challenges at the intersection of strategy, content, technology, and data.
Some of the insights:
- Despite all the efforts from both sides, Sales and Marketing alignment is not there yet, because the data is not connected.
- And when you have all data you need… the most important question is how to find an insight related to revenue? This is the “last mile of the data.”
- As prospects prefer to do their research longer before reaching out to the sales person, this “education period” is filled with content. However, content does not meet customer needs.
Interesting: ROI-based info is valued at the beginning of the sales cycle
As always: prospects want to see insights backed by research
Technology: “You need to talk about the business… not only technology, but the business issues your technology allows to address…”
Interesting perspective: Infographics can help to explain contrasts (before and after).
VidYard has video personalization – check (note to self 😉 )
70% of B2B consumers find that the materials companies offer are more focused on style rather than substance. Can companies transfer their energy and resources invested into style to the area of substance to avoid wasting resources? 🙂
Business buyers don’t buy your product, they buy into your approach to solving their problem
What kind of content do B2B buyers want?
- 79% want content tailored to their industry, role, or department
- 74% would like to see content that showcases their country or region
- 71% prefer content showing that the vendor understands their business or industry conditions
Creative ideas: cartoons can be used to poke fun on industry frustrations. Cartoon-based LinkedIn advertisement performed 3x of an average ad (the audience noted that the performance in this case is not related to inquiries, but a purely awareness metric – clicks).
Example: Thomson Reuters Transformation
Thomson Reuters was organized as a collection of multiple business units pursuing the same customers with different products, which was, understandably, confusing for customers. Product-based organization resulted in multiple instances of CRMs and Marketing Automation, and multiple data repositories. The company reorganized around the customer, starting with merging all business unit-based marketing groups into one entity. Only after this change the consolidation of technology and data became possible.
As this step was implemented based on an executive mandate, the change generated little resistance from the organization. However, how exactly the processes and technology can merge generated more questions. Some business units were more advanced in their use of marketing technology and data, and, in some cases, they had to take a step back to align with the rest of the company.