77% of B2B marketers are NOT making their numbers! Why?

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77 Percent

77 Percent

Many so-called “Revenue Marketers” are writing checks that their companies simply can’t cash! According to a recent study by HubSpot, only 23% of marketers are exceeding their revenue goals. Yet, Revenue Marketing has become a ubiquitous concept and is getting tons of hype in today’s market. And rightfully so. No question – it’s the “holy grail” of today’s senior stakeholders.

Here’s the problem—all the verbiage around it was generated by companies and people deeply invested in its success. These include companies that are predominantly staffed by marketing automation technologists and solutions engineers, who are actually software people, not demand marketers. And all the talk isn’t limited to the marketing operations and automation folks who are making claims. There are also many strategic consulting firms and agencies that do the same, but they don’t have enough experience as practitioners to execute on the very recommendations they are prescribing to clients.

Don’t get me wrong, the modern marketing technology stack forms the most powerful marketing enablement toolkit I’ve witnessed in a nearly 25-year career. But it’s just that…an enablement toolkit. It’s a partial solution. You ALSO need effective buyer engagement strategy and execution or the monetization of your marketing investments won’t even come close to its potential.

Quite simply, revenue marketing can work—when (and only when) it’s driven by a worthy buyer engagement strategy. But the primary challenge, which we address in our new eBook entitled Exposed. The False Promises of Revenue Marketing., is all the confusion, misinterpretation and general lack of understanding that exists around revenue marketing and the buyer engagement strategies that are essential to its success.

These points of confusion include:

  • The fundamental deficit in buyer understanding that is killing marketing performance at most companies
  • What’s wrong with persona development
  • How messaging is largely missing the mark
  • Why most B2B content is lousy as it’s “domain-centric,” not “engagement-focused”
  • How most marketers are focused on all the wrong metrics
  • Why so very few marketers are capable of aligning all the requisite elements of a high-performance buyer engagement strategy

In the eBook we highlight these critical elements (and many more) that are too frequently being ignored, simply misunderstood or not fully embraced, but that are vital for true revenue marketing. In it we address 9 foundational principles that when used as a roadmap for marketing automation and social media propagation are the surest way to develop a sound buyer engagement strategy that transforms you into a true rock star of revenue marketing.

Download a copy of the eBook to discover 9 ways to exponentially increase leads, conversion, pipeline velocity and revenue impact:

 

 

Three Reasons to Audit Your Sales Messaging

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Office

Improving the quality and completeness of sales messages delivers hard ROI. Here are three reasons you should review the content your sales teams are using and take a diagnostic approach to assess the effectiveness of your sales messaging:

Office

Three Reasons to Audit Your Sales Messaging:

1) Reduce the time required for achieving channel effectiveness: 

  • Channel effectiveness occurs when the average salesperson can cost effectively close the sale. Eventually the sales channels [and customers] will learn the value of the differential being offered, but while the market is still learning these values, the effectiveness of the sales channels is reduced. It is difficult to close the sale when the customer doesn’t know the value of the differential being offered, and the sales channels has not been provided with the values, calibration, and evidence needed to convince them.

2) Increase sales capacity

  • Sales capacity is the number of salespeople [or outlets] that are effectively selling your products and solutions. Retail uses a term “self ware” to refer to products that are sitting on the shelf but aren’t being bought. Having salespeople that are expected to sell the product but can’t/don’t is the channel equivalent of shelfware. Frequently this occurs when the skill required to sell the product exceeds the skill available in the channel. So the top 10% of the salespeople can sell the product, but the average salesperson can’t. Poor quality sales messaging is frequently the cause of product shelfware.

3) Reduces the cost of sales

  • Improved messaging increases the close rate and reduces the number of sales calls required to do so because the customer value being offered is clear and with evidence.

Use a diagnostic process for more consistent implementation

  1. Review the “top 10” sales messaging deficiencies to see if the issues are identified.
  2. Check the material being sent to sales people –  before it is sent!
  3. Use a checklist to ensure the quality and completeness of the information being provided.

Make certain your content and messaging is sufficient for the average salesperson to cost effectively close the sale. Would you like a copy of the checklist? Check out the 9 Sales Enablement Content Imperatives.

Here is another article by Bud: 10 Message Deficiencies.  Contact us to schedule a discussion.

This is a guest post by Bud Hyler – a member of the Revenue Architects’ expert network.

Understanding Spam in Email Marketing

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email spam

This is a guest post with a backgrounder on Spam and eMail tactics.

email spam

Email spam, or junk mail, is sending and receiving unsolicited messages via email. While most spam messages are actually untargeted promotional emails, a percentage of junk emails also contain disguised links to familiar websites, but which are actually phishing attempts, or host malware meant to infect your computer system. Junk email can also contain scripts or executable file attachments which can then brick your computer, spy on you, or fill your browsers with adware.

Email spam has a long history, first appearing in the 90s, when botnets, which are practically networks of infected computers, began sending unsolicited emails to thousands of people present on their lists. Regardless that since the Internet became a reality, junk email was prohibited, it still represents a practice today. Email spam stands against the ethical principles of email marketing and can often be classified as unsolicited bulk email, which is mail sent in large quantities, or unsolicited commercial emails. Read more

Better Salespeople Need Less Sales Enablement Content

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Bad Sales Guy

Generating revenue and winning customers requires a balance of good content and confident sales. Design your sales enablement content around what your medium-skilled salespeople need.

Bad Sales Guy

Your top salespeople have sufficient confidence and sales skill that they don’t need a lot of content to be successful in their sales efforts. However an average salesperson with less confidence and less sales skill will require much more content.  Top sales people usually need less content because they are able to develop a greater level of customer relationship and trust.

One of the responsibilities of sales management is to specify the content requirements that sufficiently augments the sales skills of the average salesperson so that revenue is successfully generated.

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RIAs: What Your Ideal Client Wants | Fiduciary Financial Advisor

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Fiduciary Standard for Financial Advisors

A prospective client may assume that a financial advisor, when giving advice, is acting in their best interest.

Fiduciary Standard for Financial Advisors

Indeed this prospective client may have heard the word FIDUCIARY Financial Advisor bandied about by talking heads and journalists in the financial media and that is now a Rule of Law.  For an independent fee-only Financial Advisor (RIA), being a fiduciary will matter a great deal to your ideal client and can be a key if not prerequisite selling point. But they may not grasp the full meaning and intent.

Positioned right, being a fiduciary can be a major point of differentiation from broker/dealers claiming to be financial advisors, but who are associated with vertically integrated brokerage firms that sell products with ‘hidden fees’.

One advisor quoted in the article in a recent New York Times article said  “The fiduciary rule ultimately comes down to the fact that some people are making a lot of money at the expense of other people who have no idea how much their adviser is getting paid.”  A video from a large independent advisor, compares butchers and nutritionists.  Butchers push meat. Nutritionists advise you what to eat, because they have the best interests of the client at heart.  The latter is the fiduciary.  A Revenue Architects client says, “the professional fiduciary is expected to perform and advise you based on your best interests, even if it comes into conflict with the advisor’s own interests.”

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Under the Microscope: Go-to-Market Strategy and Plan

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under the microscope

This blog post is part of a series providing an in-depth exploration of each dimension of the 12 Dimensions of Revenue Architecture


Go-to-Market strategy is the foundation of a company’s revenue producing structure. To generate revenue, it is necessary to have defined channels to interact with customers.

To achieve this, a company needs an effective Go to Market strategy that makes the company easy to buy from and easy to sell for. A go-to-market strategy and plan is a blueprint for how the company will reach customers.

In a world where customers are becoming increasingly inundated with competitive options, it is more important than ever to effectively engage over the right channels. Your Go-to-market strategy allows you to reach customers at their various touch-points and optimize your service processes; customers can more easily interact with your company and, in turn, you can be more responsive and personalized in your customer responses.

Go-to-market is particularly crucial for services businesses that require heavy customer interaction.  Go-to-market strategy streamlines and establishes a strong focus on the steps that a company must take to co-create value with customers.

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