B2B Content Marketing

The number of tech firms reporting profits in the down economy is surprising as IBM and Intel reported better then expected earnings.  A recent headline read,  “With sales down for the fourth quarter in a row, IBM makes the bottom line grow through tighter operations.”  It seems making better use of technology and a balancing of the global workforce has attributed to positive earnings.  During hard times, it seems that “aligning people, process and technology” is in vogue.

I have had the fortune of working for two companies that are subject matter experts on effectiveness (cost) and efficiently (people) across SG&A.  At both companies there were inefficient processes, I spoke up, “there has to be a better way.”  One company chased a technology solution, searching for a silver bullet to deliver a tighter ship, what they got was a reporting mechanism to identify the rouges.  They automated an outdated business process without fixing the root cause; the other threw more people at it causing more silos and more inefficient process.

Today’s woes are causing us to look inward, yes, you may have a people issue, yes, you may lack technology that automates the mundane. But people or technology is not the proverbial silver bullet.  Look at the process and the problem and solution will become clear.   My mother often told me, “sweep the corners and the floor will sweep itself.”

With sales and marketing undergoing a sea change; understand that the most efficient and effective sales and marketing organizations is a balance between people process and technology.   You must evaluate the interactions between the three to determine the optimal balance within your organization.

According to a recent survey from Spencer Stuart, the length of a CMO’s tenure has continued to decline to 23.2 months, giving the chief marketing officers less than two years to make an impact, significantly less than any other executive in the C-suite.

With so little time, the CMO needs to make an impact as quickly as possible. It is also critical that the CMO sets realistic expectations and makes sure that everyone understands what marketing can and can’t do.  With top line revenue growth important to most companies, it is our opinion that the number one goal of the chief marketing officer is accelerating sales and making sure that buyers understand your company’s unique value and differentiation. It is also important that marketing provides the tools that sales needs to close deals and understand what processes need to be in place that gives each and every customer a unique buying experience.

Recently Forrester Research published a report on the hidden cost to support sales. Some of the tell-tale signs that lack of alignment in the marketing department is driving up costs are:

•    No measurable ROI for programs like lead generation and public relations

•    Sales has a high dependence on functions outside marketing’s direct control such as IT, product management, sales or executive management

•    Marketing spends an inordinate amount of time justifying activities instead of planning and value creation

Marketing must unite with sales to understand the business issues that buyers are trying to solve and provide deliverables at each step in the buying process. Sales and marketing integration is critical to creating profitable customer relationships. Internal communications across the organization must be clear and consistent. To see how your company is aligned take this short assessment

Our last post talked about using surveys as a “listening post” to get an understanding of your client’s requirements.  A new study, “How Customers Choose Solution Providers” from Lexington, MA based IT Services Marketing Association (ITSMA), concluded that marketers need to engage customers earlier than ever before.  They have also identified three major stages of the buying cycle: epiphany, awareness, and interest. With search engines being used in the quest for solving a particular business issues, it is vitally important to align your solution to the stage your client or prospect is in.  Survey’s can be used to identify where a client is in that buying cycle. We all know and probably deal with companies who like to spout how amazing and innovative their products and solutions are without being thoroughly aware of their customer’s issues.

Analyzing and publishing survey results allows your customers to have the floor first. It allows them to express the business issues they are dealing with in full and though carefully constructed questions and technique allow them to share their vision for solving problems.  If you do not have this knowledge, you may unwittingly offer something that they would not be receptive to or even worse, something they are totally against.

After a through analysis of survey results is completed, craft messaging from what they have shared.  Focus on relevancy concerning the business issues you can solve and differentiate your solution to solving their problems.  Be sure to tailor your content to the business issues in their industry or role and where they are in the buying cycle

Publishing survey results will help you build strong business relationships. Your clients will see you as a partner who helps them achieve their business goals instead of a company trying to sell their services. All businesses want solutions to their specific problems, not a one-size-fits-all product. You don’t want to be seen as another company scrambling for business. It is important for your clients to realize that you genuinely care about the things that matter to them and the concerns they face in their day to day business endeavors.

Developing and releasing content with a specific stakeholder population in mind helps achieve the mantra of content marketing: provide quality relevant content. Further, in this age of information overload, anyone who can provide information that directly addresses the needs of a particular population can gain loyalty. Individuals waste enormous amounts of time looking for specific information. Often, even after all the searching, they may not find what they need and end up giving up. By directly speaking to and meeting the needs of a stakeholder, you are telling them “I understand your needs and I can meet them.” By saving the individual time and therefore, money, a regular user of the content is created.

There are challenges, a stakeholder approach to content also means understanding the preferences one has for receiving information. Business owners, for example, may appreciate information in a white paper format that lays out information in a problem and suggested approach format rather than the conversational approach of a blog. While the key part of the content marketing equation may be content, format is close second for many users.

Further, to effectively  develop a relationship with a specific stakeholder population, it is necessary to elicit their feedback. True in today’s online world, much of the feedback a marketer requires can be done with a survey instrument and a few clicks of a mouse. However, asking the target population about their needs without a previous connection or trust is difficult to attain.

The ever evolving world of content marketing can be hard to keep up with. Further trying to adapt every new approach to your needs may be a mistake. Stakeholder content marketing may have a very real and important use for your organization. However, it is necessary to first assess who the stakeholders are and how to reach them. Perhaps, you’ll find that the populations are not that different. You may also discover you have a myriad of stakeholders to reach and need to define your new target audience in an attainable way. Whatever your situation, remember providing relevant and useful information is key.

Below Mary Driscoll, President of Dover Business Research and Research Fellow at APQC  discusess “role based content.”

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