alignment: the key to high growth - masstlcalignment: the key to high growth october 26, 2018 john...
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© 2018 SiriusDecisions. All Rights Reserved
Alignment: The Key to High Growth
October 26, 2018
John Neeson
Managing Director and Co-
Founder@jneeson
@siriusdecisions 2 © 2018 SiriusDecisions. All Rights Reserved
Our clients' corporations
generate $3.5 trillion in
revenue around the world.
High growth companies have
unique attributes.
Our Focus: B2B and B2B2C
Marketing, Sales & Product
Functions
PreliminaryHigh Growth
Who We Work With
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• 19% higher growth than peers
• 15% more profit
• NPS 18% Improvement
• Time to Market Improvement
• 20% CLT Improvement
• Sustained Market Leadership
• Efficient Marketing Spend
• Sales ASP and Velocity Improvement
Marketing Creates Alignment and Alignment Equals Growth
Market Competitiveness Efficiency Alignment
• Industry Growth
• Market Conditions
• Relative Pricing
• Product Positioning
• Innovation
• Profitability
• Sales and
Marketing Spend
• Financial
Performance
• Interlock Processes
• Measurement
System
• Service Level
Agreements
• Pipeline Impact
What is the Impact of Alignment
Why Do Companies Grow?
Alignment
Innovation
+
Efficiency
Market
Growth
10% - 36%
12% - 34%
48% - 79%
Why It Matters
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Inflection Points
• Businesses have unique inflection
points of growth
• Sales marketing and product must
change at each stage
• Success is achieved through
alignment
• Failure to align requires market
dynamics and product superiority to
succeed
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Strong Alignment Drives Sustainable Success
Direct Revenue Engine
Alignment
Revenue Growth
Increases of up to 36%
Profitability
Increases of up to 28%
Indirect Revenue Engine
Alignment
Revenue Growth
Increases of up to 20%
Profitability
Increases of up to 32%
Customer Engagement
Alignment
Revenue Growth
Increases of up to 30%
Profitability
Increases of up to 26%
Innovation
Alignment
Revenue Growth
Increases of up to 36%
Profitability
Increases of up to 35%
Brand Experience
Alignment
Revenue Growth
Increases of up to 10%
Profitability
Increases of up to 65%
Employee Engagement
Alignment
Revenue Growth
Increases of up to 33%
Profitability
Increases of up to 17%6
1
2
3
4
5
Drives
Drives
Drives
Drives
Drives
Drives
Source: SiriusDecisions Command Center™, 2018
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$0-$50Getting Focused
6
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What do High Performing Companies Do Differently?
Sales execution is focused on data and
processes to quickly adjust to new ways
of selling. The first days are the hardest.
• Sales Operations
• Cloud Tech Stack Integration
• Processes and SLA’s
• Data management and analytics
• Focuses Technology Infrastructure
• Sales Bookings
Improvement
• ASP 15%+ Retention +
• Sales Velocity Impact
• Onboarding
Creation of comprehensive demand
generation model to impact all sales
channels. Generates inbound,
outbound efforts around the entire
client and prospect lifecycle.
• Value or Volume Based Model
• Digital First / Digital Support
• Lead Nurturing Framework
• SDR Model
• Programmatic / Automated Programs
• 30% New Logo
Improvement
• Onboarding
Improvement
• Marketing ROI
Focus sales and marketing efforts
around an integrated buyers journey,
this is not a sales process which is an
internal set of activities.
• Sales and Marketing Aligned Framework
• Nurture Based Campaigns
• Assets Structured Around the Journey
• Connects Portfolio to Persona Need
• 20% Campaign
Improvement / content
• New logo success with
ABM or Volume
campaigns
• Solution alignment
What? How? Impact?
Buyers JourneyAlignment of sales and marketing efforts
through improved buyers journey and
program alignment
Demand ModelCreate systemic demand generation
programs directly impacting sales
Sales Execution
Sales productivity is focused on early with
data and process focus
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Productivity Quotient
SiriusPerspective: Sales
leaders desire data-driven
analysis constructed
through peer-set
comparisons
to support decisions
on change initiatives.
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Buyer’s Journey Map: LOB Leader
Simulated
Facilitated
Orchestrated
Influenced
Fully
Significantly
Moderately
Slightly
Not at all
Decision Maker
High Influence
Average Influence
Low Influence
No Influence
Education Solution SelectionBuying Phase
Buying Decision
Stage
Loosen Status
Quo
Commit to
Change
Explore Possible
Solutions
Commit to a
Solution
Justify the
Decision
Make the
Selection
LO
B L
ead
er
Inte
ract
ion Non-
Human
Human
Co
nte
nt Asset Type
1. Analyst Report
2. Case Study
3. Brochure
4. Sales Presentation
5. No Asset
6. Article/Publication
7. Article/Publication
8. Video
9. No Asset
10. Case Study
11. No Asset
12. No Asset
13. Analyst Report
14. No Asset
15. Infographic
16. Sales Presentation
Delivery
Channel
1. Landing Page
2. Web Site
3. Web Site
4. Sales Call
5. Reference Call
6. Web Site
7. Web Site
8. Sales Call
9. Sales Call
10. Web Site
11. Analyst Call
12. Sales Call
13. Web Site
14. Reference Call
15. Third-Party Web Site
16. Sales Call
En
gag
em
en
t
Presence
Authority
6
CustomerService Rep
ExecutiveIndustry Analyst
Provider Web Site
1
Customer Reference
(Vendor)
Access Free Trial
LiveVendorWebinar
SalesRep
Search Internet
13
CustomerReference (Buyer)
Provider Web Site
Syndicated Content Site
SalesRep
15
16129 11 142 54
3 7
User Reviews
8
Provider Web Site
Virtual Event
10
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Develop Marketing Strategy
and Plan on a Page
Marketing Leader
Brand Awareness and
PerceptionIn-Person
PR/AR/IR Virtual
Social Media
Communications Events
Execute Campaign Programs
and Tactics
Lead Management Process Between
Marketing, Tele and Sales
Lead Scoring, Nurture and
Pipeline Acceleration
Retention and Cross-Sell/Upsell
Campaign and Demand Execution
Process Creation and
Adoption
Data and Systems
Management
Reporting, Analysis and
insights
Marketing Operations
Web Site Updates and
MeasurementSEO Execution and Measurement
SEM Execution and
Measurement
GROWTH READINESS AND
STRATEGIC PLANNING
Business/Sales
Strategy
Customer Experience
Strategy
Product
Roadmap
Marketing Competencies
Gather Market
Intelligence
Define Audience Framework and
Personas
Create Value Proposition and
Messaging
Customer Experience
Strategy
Product Marketing
Interpret Buyer Insights Content PlanningPlan Campaign Programs and
Tactics
Campaign and Demand Planning
= Iterative work
Note: Boxes represent work that needs
to be performed, not individuals
How the Marketing Work Flows at Emerging Companies
REV
EN
UE
MA
RK
ET
ING
MA
RK
ET
ING
EX
EC
UT
ION
PER
FO
RM
AN
CE
MEA
SU
REM
EN
T
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$50-$300Scaling the Engine
1
1
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What do High Performing Companies Do Differently?
Sales and marketing content, programs,
technology and process integration to
impact sales productivity and customer
lifecycle management.
• Sales Playbooks / Content Tools
• Cloud Tech Stack Integration
• Processes and SLA’s
• Data management and analytics
• Technology Infrastructure
• Sales Bookings
Improvement
• ASP 15%+ Retention +
• Sales Velocity Impact
• Onboarding
Creation of comprehensive demand
generation model to impact all sales
channels. Structured market operations
function.
• Two Distinct Waterfall Models
• ABM Marketing Model + Volume
• Unique SLA’s for Each Model
• Marketing Operations
• Comprehensive Technology Stack
• 20% New Logo
• 15%+ Upsell / Cross Sell
Impact
• Retention Improvement
• New Marketing ROI
Expanding from the buyers journey to
include the entire life cycle experience.
This entails looking at impacting
acquisition, upsell / cross sell and
retention.
• Customer Life Cycle Model
• Customer Success Organization
• Onboarding Campaigns
• Retention Campaigns
• Cross Sell / Upsell
• Retention Improvement
• Issue Identification
• NPS Improvement
• 30% performance
improvement
What? How? Impact?
Customer LifecycleFocus marketing efforts around the entire
buyer and customer journey
Demand / OperationsVolume and Value based demand
generation models working in concert
Sales Enablement
Alignment of sales and marketing efforts
through improved buyers journey and
program alignment
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Customer Experience Drives Purchase Behavior. Period.
80%of respondents say the
most significant driver of
their purchase decision
was direct or indirect
customer experience
2017 Customer Persona Survey
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New Demand Model
Volume :
Always on
Value :
ABM Focus
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$300 +Going Global / Transformation
1
5
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What do High Performing Companies Do Differently?
Reinvention of product decision making,
portfolio rationalization and agile
deployment expansion.
• Pricing and Packaging Enablement
• Investment Decision Making Process
• Agile Enablement
• Product Management / Portfolio Marketing
Model
• Profitability increase up
to 36%
• Improved time to
market
• Sales adoption
improvement
Scaling of marketing campaigns and a
re-organization of local and central
marketing strategy. Efficiency and
effectiveness are the goals.
• The Demand Center
• Content Operations
• Global Program Model
• Marketing ROI Evolution
• Digital Marketing Model
• 15% Marketing
Efficiency Improvement
• Campaign Performance
Improvement
Brand extension and redefinition as a
result of acquisitions, new market
introductions and product portfolio
expansion.
• Change GTM Model
• Messaging Architecture
• New Campaign Framework
• Refined Persona Marketing
• Brand Redefinition and Design
• 20% Unaided
Awareness
Improvement
• Improved new product
introduction
What? How? Impact?
BrandFocus market efforts by audience, not
product
GlobalGlobal marketing campaign model to
improve marketing ROI
Product Management
Alignment of sales and marketing efforts
through improved buyers journey and
program alignment
SiriusPerspective:
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Organizational Model
MarketingStrategy
CMO
Audience FrameworkPersonas
Buyer’sJourney
Relative Targeting
Portfolio Marketing
Themes
Assembly
Global Execution
Global Campaigns
Global Demand Center
Planned Programs
Best
Pra
ctic
e
PM
O
Rapid Response
Perpetual Leverage
MAP
Web Sites
Lead Scoring ProductStrategy
Business/Sales
Strategy
Marketing Operations
Technology
Measurement
Process
Brand
Content Strategy
Social
Communications
Field Marketing
Localize
ABM
Pipeline Accel
Localize
ABM
Pipeline Accel
Localize
ABM
Pipeline Accel
Am
eric
as
EM
EA
Asia
High-performance marketing is customer-centric and orients it’s activityaround a deep and shared external view.
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Integrated
Communications
Framework
Employee Lifecycle
Marketing Framework
Messaging Nautilus:
Corporate Brand
Corporate
Communications Model
Brand Lifecycle
Framework
Brand and Communications Strategies: Priorities
Drive brand awareness,
perception and
preference through brand
strategy, rebranding,
campaigns, advertising,
paid media and post-
acquisition integration.
Brand Experience
Increase and reinforce the
strategic relevance of the
communications function
by aligning internal and
external resources and
the ongoing upskilling of
those resources.
Brand and
Communications
Functional Design
and Development
Shape and steward
corporate reputation
through public relations,
influencer and analyst
relations, crisis
communications,
stakeholder relations,
thought leadership and
corporate social
responsibility.
Corporate
Communications
Craft and activate a
meaningful corporate
message and narrative
that articulates and
reinforces the org’s
fundamental value to
internal and external
audiences.
Corporate
Messaging and
Content
Engage potential and
existing employees
through employee and
executive
communications
programs in order to
manifest and amplify the
brand values in support
of business objectives.
Employee and
Executive
Communications
Flagship
Model
Flagship
Model
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Client Priority:
Inform and validate innovation
strategy and investment
decisions to ensure the best bets
are being made.
Product Management: Investment Decisions
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Summary
• Buyers Journey
• Revenue Engine Alignment
• Alignment = Process
• Organizational Readiness
• Measurement
• Leadership
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