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Enterprise demand generation

The Rubicon Agency
In Corporate comms, Enterprise demand generation, Programme planning

Is instigating a salesforce feeding frenzy so last season?

Salesforce feeding frenzy blog header

How the rules of engagement are changing.

It’s often alluded that sales teams are ‘coin operated’ and the single biggest motivator are pound/dollar signs. Although this is a very large brush to tar all tech sales teams with, there are clear advantages for marketers who have a very single-minded sales arm that they need to motivate or influence. But the question that has to be asked is, are these types of initiatives past their sell by date with the movement away from volume product sales?

SPIF (Sales Promotion Incentive Fund) campaigns have been traditionally used as a catalyst to boost a specific product, solution or service either to hit end of quarter/year sales targets or to provide stimulated demand for a new offering. Now that buyer sprawl has permeated outside the IT function into other business units such as marketing and HR, and conscious efforts have been made to sell into the boardroom, are product pushes now becoming constrained to traditional IT buyers?

Well in the purest sense, yes. In order to push through last minute deals requires a number of proverbial stars to align:

Product knowledge: The buyer needs to be up-to-speed with the technology and how it can impact the business. Lack of understanding or a more complex offering will increase lead times, size of decision maker groups and will ultimately not be suitable for a SPIF type campaign.

Imminent need: Technology purchases aren’t an impulse buy. The product, solution or service needs to already be on the radar of the prospect and preferably the vendor in question is already on the shortlist for a proposal.

Low risk: This ties into the above 2 points. Large scale, large ticket, transformative solutions are just too risk-laden to be purchased on a whim. Sure, they can tie into a longer term incentive programme but not in the ‘stack ‘em high, sell ‘em cheap’ mould of quarterly incentive schemes.

Funding: Budget cycles may be preventative to purchase so flexible funding or an Opex led model may be required to close the deal when funds aren’t readily available. If this isn’t an option then don’t be surprised if the deal falls flat.
So, if this technique has a captive audience, the traditional SPIF model needs to be re-engineered to reward sales teams that push technology solutions with longer lead times, more diverse and elevated decision maker groups which also have larger associated price tags. As we know figures and pipeline drive sales teams so instigating a programme of this nature needs to encapsulate a number of hooks to ensure buy-in. Failure to do so will result in an unengaged and unmotivated salesforce that defaults back to box pushing.

Accountability

Attribution modelling now allows complete visibility of the sales pipeline and the relevant touch point the prospect has received on along the way. By implementing such a transparent pipeline allows sales teams to be compensated even when lead times span over several quarters.

Short-term reward vs long-term pay-off

Like football managers, sales people are judged on results. Failure to meet quotas or quarterly benchmarks can be detrimental to their job prospects. Being able to change mindsets and focus from quick sales wins to longer term account penetration is no easy feat. But, if positioned correctly and sales teams adopt the vision then the rewards can prove plentiful and frequent.

Championing success

Recognition can be a potent tool on a number of levels. Kudos amongst peers shouldn’t be underestimated, by positioning members of the organisation as sales champions not only demonstrates campaign success, it also embeds a sense of aspiration coupled with a dose of healthy competition amongst co-workers “if they can achieve this then so can I”.

Ownership

Unlike selling point products to IT (with limited emotional attachment associated to them), the boardroom is completely different sales environment altogether. Being able to talk the language of business can deepen relationships, further embed the tech vendor into the organisation and open the door to future opportunities. The golden goose scenario is one where sales teams aspire to be, so once they have a foot in the door ensuring ownership and involvement is paramount.

To understand how to maximise the effectiveness of your internal sales programmes talk to The Rubicon Agency and see how sales enablement can be tailored to your organisation.

The Rubicon Agency
In Enterprise demand generation, Marketing resources, Sales enablement

The tech case study compromise

The tech case study compromise blog header

One content asset that frequently creates frustration for technology marketers is the case study. Often, efforts to pull together real-world examples of use cases are hampered by a number of challenges.

So, why do marketers need case studies and why is it worth overcoming the challenges to make them happen? Case studies can be ‘killer’ content for tech marketers. For sceptical business and technical decision makers they provide the evidence that backs up sales and marketing claims. For sales teams, case studies make great anecdotal material for customer conversations. For some marketers, they can even form the basis of campaigns. And when you can turn a case study into a video, you have an asset that can reach a wide audience again and again.

Amongst other marketing advantages, the case study can be a powerful objection handler but ironically it often fails to materialise because of objections from customers, brand and legal departments or even sales executives.

Possible barriers to toasting your success

Of course, some objections can be valid: it’s too soon after project delivery; results data needs substantiation; the original decision maker has moved on. However, some obstacles to case study production can and should be overcome. For example, schedule an agreed date to complete a case study when the project has matured but lay down the basics in a draft case study with the customer now. If data needs substantiation then leverage the idea that empirical evidence on improvements and benefits are of equal importance to the customer. If the original decision maker has moved on it’s likely that other advocates can be found from the original influencing and decision making group. After all, few technology purchases are attributable to just one person.

Brand and legal guardians on the customer side can also object to case studies but the onus has to be on them to explain their reasons or at least identify the appropriate terms and conditions of the supplier/customer relationship or agreement. It may also be worth a little desktop research into any infringements by other companies that may help to bolster your case.

Whilst case studies can be valuable to marketers, if politics or practicalities preclude their publication, there are some potential get-arounds. These include the more obvious ‘anonymising’ of the customer and careful editing of content that can risk identifying the customer.

Case studies can be difficult to conjure up on demand so the creation of a structured customer advocacy programme with mutual benefits can provide a more strategic and workable solution. Alternatively, a vertical industry case study compiled from a number of anonymous customer examples can be a more tactical solution if time is not on your side.

Even a slightly compromised case study can be better than no case study.

Take a look at our quick guide to discover how content can be more ‘killer’ and less ‘filler’.

The Rubicon Agency
In Digital lead generation, Enterprise demand generation, Marketing resources, Proposition development

Vanilla technology videos

Vanilla technology videos blog header

As a marketing content asset, video can be uniquely powerful and effective. But don’t assume the medium will compensate for deficiencies in the message.

If the plot is thin, the characters are wooden, or the ending is disappointing, your investment in a video production could fail to see a decent return at the marketing box office.

Think of the technology marketing video like a film genre and you can begin to see how best to approach production. As a genre it may not have the mass audience and populist appeal of a romantic comedy or a sci-fi blockbuster but it can follow some similar basic rules for success.

Analyse almost any movie you’ve seen and you’ll realise there’s a tried and tested method to the plot. It begins with establishing ‘normality’ for a single protagonist or a group of people before introducing an event or situation with the potential to change the norm and present the main character with a challenge. From there, we see a journey through events and encounters (with twists and turns for added interest) and finally a resolution which usually changes one or more of the characters and/or their world.

So, how does this have any relevance to a video for a Wide Area Network solution or a cyber security portfolio? Well firstly, characters and protagonists are involved- in the form of business and technical decision makers. These are the people who are about to be presented with a challenge to their ‘norm’. The challenge arises from whatever is being marketed. The plot continues with twists and turns usually in the form of user scenarios, product or solution comparisons, testimonials and cameo appearances from experts. And finally, resolution is offered in the form of a call to action.

Of course, all of this is simply a playful way to say that the plot is critical to any technology marketing video. And without the right content and contributions to support the plot, you can end up with the equivalent of an arthouse movie playing to an empty house.

With a good plot, and production values that don’t try to create Star Wars from a Blair Witch budget, the technology marketing video can educate, motivate and activate influencers and decision makers with an immediacy and clarity that can often be difficult to achieve with other marketing content assets.

And..cut!

Take a look at our quick guide to discover how content can be more ‘killer’ and less ‘filler’.

The Rubicon Agency
In Digital lead generation, Enterprise demand generation, Marketing resources, Thought leadership

White paper: white noise?

White paper: white noise - blog header

The white paper has taken on a ‘grey’ hue since it was first introduced by Winston Churchill in 1922. Apparently, business is to blame – with marketers extending its original remit whilst adding it to a growing armoury of content assets.

Technology marketing can gain real advantages from including a white paper within an integrated campaign or programme. As a content asset, it can fulfil a unique role but only if some basic rules are followed in order to avoid the white paper simply becoming ‘white noise’.

A white paper shouldn’t be a product pitch. Neither should it try to combine the detailed product information of a backgrounder with an industry-wide perspective or thought leadership. It has to be authoritative – with facts, figures, examples, comparisons and quotes.

White papers should be found at the academic end of the marketing content library with a high degree of expertise backed by solid research and fully documented with references. If that means they can be a little bit ‘boring’, requiring two or three reads to fully understand, that usually means the balance is right.

Getting the quality and balance right requires time, especially when you factor in technical, legal and brand approval. Breadth and depth is essential, and anything less than six pages could be deemed lightweight. Tight deadlines and white papers aren’t a good combination but they can be afforded longer lead times if the need is identified early enough in campaign planning and they’re offered as a downloadable fulfilment piece later in the delivery schedule.

White papers perform a unique role in establishing credibility, trust and preference when they help to clarify an issue, solve a problem or help to guide a decision. And as downloaders are usually further into the customer buying cycle, they can be positioned at a critical point in the sales funnel.

Take a look at our quick guide to discover how content can be more ‘killer’ and less ‘filler’.

The Rubicon Agency
In Enterprise demand generation, Marketing resources, Sales enablement

Unenabled sales delivery

Unenabled Sales Delivery blog header

The road to sales nirvana is often a bumpy one. Punctuated with budgetary roadblocks and the occasional RFP speedbump means that coaxing prospects into a sale can prove problematic.

Once these obstacles have been successfully negotiated, sales teams are responsible for steering prospects in the direction of choosing their companies offering as opposed to the competitions. Enter the role of sales enablement materials.

A well-crafted sales toolkit can deepen relationships, increase order value and accelerate the purchase process of prospects. That said underprepared, underequipped and underwhelming sales enablement content can put stop a sale dead in its tracks.

Here we look at 8 common sales enablement mistakes that could side-swipe your best laid plans.

Speed limits apply

By default, there is an over-reliance on product content – the main thread relates to technical features with little/no business value for sales to latch on to. The sales presentation maybe about speeds but the journey towards closing the deal a slows to a crawl.

Roundabout ahead

Understanding of the product/solution is critical to any sales conversation. Lack of crisp articulation and differentiated description of what’s being sold – and to whom, means the conversation goes around in circles without any clear direction about where the technology could take you.

Risk of grounding

Armed with the trusty sales presentation, the pitch to the customer is bound to be ‘on the money’ but with little/no articulation of use cases or product visioning there is a real chance that the sale could end up beached.

Warning low bridge

Lack of aspirational and or business messaging for ‘those upstairs’ could result in your pitch hitting a glass ceiling in terms of value, buy in and ultimately funding which could put the sale in jeopardy.

Dead end

Talking with the product blinkers on could close the sale of point products but failure to express the inherit value of solution within whole portfolio could limit the length of journey you take with the prospect.

Diversion in place

Having a clear engagement roadmap to enables sales teams to structure content depending on the level of relationship with the prospect. Failure to do so will result in unexpected or unwanted diversions out of their comfort zone with irrelevant or premature solicitation of content.

Queue caution

Doing nothing isn’t an option although limited or staccato outreach, conversation and ‘by the way’ communication to prospects may cause the sale to hit a proverbial traffic jam, or worse still take an alternative route with one of your competitors.

No U-turns

Sale opportunities often mature organically, although failing to bridge the messaging gap between your sales conversations and existing/relevant thought leadership material when the opportunity arises could be a missed trick. As the nurture process continues there is no time to throw the conversation into reverse in an attempt to help bolster your credentials.

Take a look at our quick guide to discover how content can be more ‘killer’ and less ‘filler’.

The Rubicon Agency
In Enterprise demand generation, Event & experiential marketing, Marketing resources, Partner marketing, Proposition development, Sales enablement

When the corporate deck is a wreck

When the corporate deck is a wreck

Amongst the many manifestations of content for a technology business there is one asset that can evoke a range of emotions – from frustration to fear.

If content is king, surely the corporate deck should be the jewel in the crown for the field marketing or sales enablement professional. However, more often than not, that jewel simply fails to sparkle. Worse still, it can often be consigned to the equivalent of a ceremonial curiosity cabinet where it gathers dust and rarely sees the light of day – along with a pile of other unused corporate presentations and presenters intended to inspire customers and partners.

On occasions when the corporate deck is revealed by obedient courtiers it tends to be announced with an air of apology. And once revealed to a waiting audience it runs the risk of someone from the assembled crowd exclaiming ‘the king has no clothes!’

The imperative for sales enablement and field marketing

It may sound like a fairy tale but for many technology field marketing and sales professionals the corporate presentation presents a very real challenge. We’ll refer to it as ‘the deck’ because that’s the most common form that it continues to take.

Frequently the problem can be characterised as simply ‘too many hands on deck’. That’s understandable when it’s meant to represent the sum of the parts that a technology company can offer- which means a range of stakeholders find themselves involved in contributing to the content. That can lead to a patchwork assembly that lacks cohesiveness or balance between business propositions and the technicalities of the portfolio. The sales enablement solution requires a level of objectivity that’s unlikely to be found amongst the stakeholders and can’t simply be imposed by the CEO (assuming they are involved).

The solution also requires a hybrid set of skills that blend field marketer experience and sales support mindset with brand sensibilities, in-depth technology knowledge, content expertise and even political astuteness. Together, that can add up to seeking help from a specialist agency with experience in tech sales presenters and marketing presentations.

And as a final thought: in a world where content segmentation is so much easier to achieve perhaps the ambitions of the corporate deck are outdated as it often tries to be all things to all people. Another aspect that a specialist agency can help with.

Take a look at our quick guide to discover how content can be more ‘killer’ and less ‘filler’.

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