Who is ANNUITAS?
• Founded in 2005 • Headquartered in Atlanta, GA • B2B Demand Process Transformation firm
– Demand generation change management – Buying-process alignment – Lead-to-revenue process context – NPV / ROI / CLV focus
• Serving global, growth-oriented, $1B+ enterprise organizations – Financial services – Industrial – Technology
ANNUITAS Enterprise Demand Generation Study Download at www.annuitas.com
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
Marketing Now (Should) Own a Majority of the Buying Process
“[T]he average [B2B] customer had completed more than one-‐half of the purchase decision-‐making process prior to engaging a supplier sales rep directly … . At the upper limit, that number ran as high as 70% … .”
Source: The Corporate Execu<ve Board Company, “The Digital Evolu<on in B2B Marke<ng,” 2012.
Enterprise Demand Generation Environment
Marketing’s Top Goal Is Delivering ‘Quality Leads’ Through Demand Generation
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
CMOs Believe They Must Now Deliver ROI
"Most CMOs are struggling in one vital respect — return on investment (ROI). … Nearly two-‐thirds of CMOs think return on markeIng investment will be the primary measure of their effecIveness by 2015. But proving that value is difficult.”
Source: IBM, “From Stretched to Strengthened,” 2011.
Enterprise Demand Generation Investments
B2B Enterprises Have Invested Heavily in Demand Generation Staff Over the Last Five Years.
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
Everyone Has a Content Marketing Plan
Source: Content Marke<ng Ins<tute and Marke<ngProfs, "B2B Content Marke<ng 2015 Benchmarks, Budgets, and Trends -‐-‐ North America."
Enterprise Demand Generation Investments
B2B Enterprises Run a Large Number of Tactical, Time-bound Demand Generation ‘Campaigns.’
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
(Almost) Everyone Has Marketing Automation
“In a recent survey of business-‐to-‐business (B2B) marketers, we found that slightly more than 50% of markeIng organizaIons had implemented a system to manage the lead-‐to-‐revenue process.”
Source: Forrester, "The Forrester WaveTM: Lead-‐To-‐Revenue Management Pla_orm Vendors, Q1 2014," January 2014.
Enterprise Demand Generation Disconnect
B2B Enterprises Lack Process Discipline.
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
Enterprise Demand Generation Disconnect
B2B Enterprise Demand Generation Today Fails to Hit the Mark.
Source: ANNUITAS, “2014 B2B Enterprise Demand Genera<on Survey,” November 2014.
Implementations of Technology Systems and Data for Demand Generation – By Themselves – Are Not a ‘Solution’
Case Study: LENOX / Newell Rubbermaid Approach: Buyer Dialogue Logic
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Final Segmentation Approach Content Offer Segmentation by Persona + Cutting Type
Supervisor*/*Experienced*Operator*“On$the$Shop$Floor”$
Execu4ve*/*Plant*Manager*“In$the$Office”$
General*Metal*Cu;ng*Industry!
Fabricators!
Metal*Service*Centers!
Machine*Shops!
Forges!
UPDATED 20 MAY 2013
Buyer SegmentaIon Buyer Dialogue Logic
‘New’ (Organic / MarkeIng-‐led) Buying Stages
‘Old’ (TradiIonal / Sales-‐led) Buying Stages
Case Study: LENOX / Newell Rubbermaid Approach: Content Marketing Model
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Content Marketing Model Overview
QUALIFIED)ENGAGED)ENGAGED) QUALIFIED)LEAD)
E,CO)1A:)))"Top%Five%Opera-ng%Challenges%in%the%%[X%Segment]%of%the%
Metal%Cu=ng%Industry")
E,CO)1B:)))"Metal%Cu=ng%
Industry%Performance%Benchmark%Study")
N,CO)2.1.0:)))"Common%Traits%of%High%Performing%Metal%Cu=ng%Opera-ons")
E,CO)1) N,CO)2)
N,CO)2.2.0:)))"ROI%Analysis%of%
Making%Improvements%to%Cost%
Per%Cut")
N,CO)2.2.1:)"Managing%Blade%Manufacturer%Rela-onships%to%Improve%Cu=ng%Performance")
N,CO)3.0:)))"LENOX%Customer%Case%Study%KK%LENOX%Band%Saw%Blade%Difference"!
N,CO)3) N,CO)4)
N,CO)2.2.2:)))"User%Error%or%Blade%Failure:%How%to%
Know")
N,CO)3.1:)"LENOX%Customer%
Service%Difference%for%Band%Saw%Blades"%
N,CO)4.0:))"UpBlade%Challenge"%
Offer%
OR
HOT)LEAD)WARM)LEAD)Note:%%Response%to%any%of%NKCO%2%content%offers%will%move%buyer%forward%to%NKCO%3.%
Trigger)Catalyst)
Root)Cause)Analysis)LENOX)SoluJon)
IdenJficaJon)Move)to)Test)
N,CO)2.1.1:)))"Selec-ng%the%Right%Saw%for%the%Right%Job")
N,CO)2.1.2:)))"Improving%the%
Produc-vity%of%Your%Band%Saw")
N,CO)3.2:)))%”SAWCALC:%Selec-ng%the%Right%LENOX%Band%Saw%Blade%for%the%Job"%
N,CO)4.1:)))"LENOX%True%Test%Blade%Test%Guide"%
OR
SUPERVISOR)/)EXPERIENCED)OPERATOR)“On$the$Shop$Floor”$
EXECUTIVE)/)PLANT)MANAGER)“In$the$Office”$
N,CO)2.1.X:)))”Accoun-ng%for%the%Variability%of%Human%Factors%in%Metal%
Cu=ng%Opera-ons")
N,CO)2.2.3:)))”LENOX%Guide%to%Band%Sawing")
UPDATED 20 MAY 2013
Buyer-‐driven Content Offer Nurture Logic Content MarkeIng Model
Case Study: LENOX / Newell Rubbermaid Approach: Inbound + Outbound
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
List Rentals (e.g., “The Fabricator”) LENOXtools.com Industrial Metal Cu`ng
eNewsle$er
#2: Shift to a Value-chain Model for Systems and Data – Underpinning Demand Process
Twi$er: @abneedles
‘Value-Chain’ Data + Systems Model Moving to a ‘Value Chain’ Data Flow Model
A more complete profile of prospective customers
INCREASE WHAT IS KNOWN ABOUT EACH LEAD
NARROW DOWN THE ‘LEAD’ SET
SFDC + Sales
AnalyIcs
Data Append
MarkeIng AutomaIon
Inbound MarkeIng (w/ Social) + Web CMS
3P List/ Ad Impression/ Outbound/
Event
BI + Analy<cs + Dashboard
Case Study: LENOX / Newell Rubbermaid Approach: MAP = Perpetual Engine
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Alignment of People, Process, Content, Technology MAP as Perpetual Demand GeneraIon Engine
Upstream) Downstream)Midstream)
LENOX Lead Qualification Stages Orientation of Buyer Dialogue Logic to Lead Qualification Stages
Trigger)Catalyst)Root)Cause)Analysis)
LENOX)Solu?on)
Iden?fica?on)
Move))to))Test)
GTO)Customer)Decision)
NURTURE) CONVERT)ENGAGE)
Demand)Process)
Buyer)Dialogue)Logic)
Content)Marke?ng)Program)Element)Categories)
LENOX)Lead)Qualifica?on)Stages)
WARM) HOT)
TEST)PROSPECT) ENGAGED)QUALIFIED)ENGAGED)
QUALIFIED)LEAD)
PURSUE) CONFIRM)
UPDATED 15 MAY 2013
Technology)Systems)Handling)
Silverpop)(ini?al)capture,)qualifica?on)and)Nurturing))) Silverpop)(con?nued)Nurturing)))
SFDC)(pipeline)management)))
Case Study: LENOX / Newell Rubbermaid Approach: Lead Management Framework
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Progressive Profiling Model Behavioral Scoring Model
Client Example Measure: Qualified Leads to Closed / Won – Conversion Rate
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Client Example Measure: Qualified Leads to Closed / Won – Velocity
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Client Example Measure: Content Downloads to Content Elasticity
EMD Audit EMD Strategy EMD Monitoring + RemediaIon
Demand Process KPIs
• Engagement Performance • Content Offer Performance • Nurturing Email Performance • Lead Management Performance • Revenue Performance • Return on Investment Performance
Core KPI Categories
Takeaway: A Structured Demand Process Is the Key to Improving BI in Demand Generation
Twi$er: @abneedles
Contact
• Me: Adam B. Needles – Chief Strategy Officer – P: 617-413-6087 – E: [email protected] – Tw: @abneedles
• Us: ANNUITAS, Inc. – A: 3399 Peachtree Road, NE, Suite 400, Atlanta, GA 30326 – P: 404-751-5131 – E: [email protected] – Tw: @_ANNUITAS
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