#C2C16 in a (sassy) nutshell

This was my first time at Demand Gen Report’s annual B2B marketing conference – Content2Conversion – and it probably will not be my last. I’ve never written a post-event blog post because I’ve never felt I had enough good things to say. In true form, I naturally have a bit of sass to bestow upon them, but for the most part it’s good stuff. Here we go:

Interactive sessions are a great way to benchmark where you stand in the marketing evolution hierarchy (i.e. who sucks worse than you).

Day 1 of the conference consisted of workshops presented by DemandGen Report’s partners (vendors). Because Demand Gem Report makes a business out of publishing content of interest, they were well in-tune with their audience and succeeded in giving us a variety of sessions which all seemed topically relevant. In fact, I had trouble selecting a session, but in the end I settled for Televerde’s session on integrating digital, nurture and human touch. Nothing they said was earth-shattering or new. In fact, the most earth-shattering part of the session for me was that when the room was shown a slide of very basic and standard funnel benchmark metrics and asked who measures each stage of the funnel against those benchmarks today – I was the ONLY person who raised my hand! (#wtfmoment)

Though perhaps not intended, the speakers managed to incite enough interest and questions that the audience became actively engaged and we all were not only asking questions, but we were answering each others. This interaction made the session more rich and beneficial to all. It also reminded me that there are many many marketers still looking in the window or barely crossing the threshold of what I would consider to be the most fundamental of demand gen marketing practices, such as funnel definition, management & measurement; persona segmentation, integrated automated multi-touch campaigns, lead nurture, and lead scoring (so many blog topics!!) If you have a good handle on these things, well done! You may not be as behind as you think you are.

Marketers are both the puppets and puppeteers of buzz words (#ABM)

This is the part of my post where I say #ABM. Any presenter who didn’t at least mention ‘Account-Based Marketing’ missed the memo that this is a mysterious concept you must embrace (or pretend to). During my networking adventures I took every opportunity to throw out this buzz word and see how people responded and ask them what it means. Interestingly (and surprisingly) I found myself identifying most closely with the sales folks at this event. Why? Because to them our recent obsession with ABM is irritatingly laughable. ACCOUNT-BASED MARKETING IS NOT NEW. It’s what sales has been doing for years and what any marketer worth their salt and properly aligned to sales should have been doing, too.

Marketers, you’ve all been puppet-mastered into salivating at any vendor who uses this term. Don’t you know when you’re being marketed to? Whoever started this bandwagon in motion was brilliant because now any vendor willing to sacrifice a little dignity to exploit this buzz word  is making bank on essentially re-branding what all marketers should already be doing.

Killer keynotes make a conference – David Meerman Scott and Tim Riesterer KILLED it.

I won’t lie, one reason I was very much motivated to come to this conference was to hear David Meerman Scott speak. I was sure he’d be as dynamic a speaker as he is a writer, and he did not disappoint. He taught us:

  • Content is not its own thing that is created just because. It should be designed for both marketing and for sales, and more importantly, should be so timely and relevant that it is REAL TIME. In fact, he says companies that do this well hire journalists to create content (it was at this point in the program Donald Trump was mentioned – we can’t deny he does real-time marketing very very well).
  • Make your information free. There’s been a lot of talk about whether or not to gate content. Mr. Scott says no…or at least, not right away. He actually poses an interesting suggestion, which I’d like to see play out in practice: Don’t gate your content that you publish online – offer a link to something else within your content, and gate that. I like this idea, but to pull it off marketers will have to exercise some discipline and resist the temptation to post all their content online, which also has implications for SEO.
  • Be human. B2B does not equal boring. Every B2B company I have ever worked for would disagree. They put great effort into being boring. I 100% agree that B2B marketing is about marketing and selling to people, and more and more people are buying for business like they buy for themselves. The influencers may not be kids and the co-decider may not be a spouse, but the same rules apply. If you don’t think people’s personal preferences and emotions play a role in the B2B buying process you haven’t been a B2B buyer. It’s harder to choose a data vendor that makes everyone in your business family happy than it is to buy a family car. I think in our hearts we all know this, but somehow we still suck at wiping out the corporate bullshit speak and talking like a human.

Tim Riesterer, from Corporate Visions, applied scientific and academic structure to messaging concepts which really are common sense, and he did so in a most entertaining way. I am admittedly a psychology geek and according to Tim, so are 85% of marketers. But I think even the unenlightened 15% of marketers in the room would agree that Tim’s insights were on-point to both excite and incite. His main message: Your biggest competitor in a deal is not the other company, but the status quo – the choice to do nothing. This takes a little extra thought and creativity in your approach to messaging, but it’s nothing off-the-handle. Demand Gen report sums it up beautifully, so you can read more here.

This nutshell is getting long, so I’ll wrap up with this:

Almost everything we know about marketing is common sense. That’s why you frequently hear the joke ‘everyone is a marketer.’ What makes a marketer great is the ability to ACT on common sense in an effective and efficient way, MEASURE the results, and ADJUST. Sounds obvious and maybe a little boring, right? It a skill. And not an easy one.

Some marketing teams have it down, but following this conference I sense that many of you do not. That’s okay, it means you have a good reason to have a job. I hope you’re making a sincere effort to put into practice the things you’ve learned. The trick is to take one leg of the journey at a time. You know point A (where you are) and you know point B (where everyone says you should be going). If you can’t find your way without a map, there are plenty experts that can help get you from A to B, but my advise to you is don’t close your eyes and just let someone drive you there. To be a good marketer you have to learn how to navigate new routes, so let the experts guide and teach you, because point B will never stop changing. The good news is you will never stop learning, which means more conferences (hopefully with as much sun and booze as #C2c16).


WTF Moment: ‘Crowdsourced’ Data for Sale

I’ve been hard at work on what I hope will be a helpful and insightful post about how I approach building my marketing tech stack. However, I just had an experience that I had to share immediately, so the other post can wait.

Does anyone remember the old days of Jigsaw and how that database was built up? Maybe you know of Jigsaw, but you don’t know how they got their data. Well let me tell you: it was built on the concept of ‘crowdsourcing.’ Jigsaw had 2 types of customers: those that paid for access to the database, and those that earned it. How was it earned? By entering data into the database. For every XX# of contact records you entered, you earned access to information on X# of records you were looking for. This data had to be entered by hand, which theoretically would make it more accurate than a file which was imported in mass, right? Hm, ok sure.

For small companies with a small marketing budget, this seemed like a beautiful thing, but there are some critical flaws in the model:

  • Presumably, the company entering the data would only be entering data they owned and had a right to share, such as their own employee records. But the deal was the number of records entered must exceed he number consumed, so what’s the likelihood that a small company has more employees on staff than prospecting targets? Strike one.
  • But wait! I’m forgetting the big companies, surely they have a sufficient employee database size to share in exchange for prospecting data provided by others? They might, but they also have sufficient budgets to buy the data they want outright. Strike two.
  • Ok, you might be thinking that there must be some validity to the assertion that data entered by hand with care and intention must be better. I attest that is a nice theory but utter hooey. I feel I have the authority to say that because I was the person entering that data by hand. Yup, in college I had a part-time job for a small company entering data from a 100 page paper packet of employee roster names acquired from who-the-hell-knows-where into Jigsaw so that my employer could extract prospect names. If you ever engage in an unedited virtual exchange with me you’d realize pretty quickly that any data entered by me was probably riddled with typos. Now, I’m sure this was NOT Jigsaw’s intent, but that was the reality. Strike 3.

At this point, by the rules of baseball we’d say this is sufficient to call “OUT!” but I can’t help but mention one more teeny-weeny detail that others may consider a non-issue but frankly. gets my blood boiling: ethics. By global standards, the US is a pretty liberal country when it comes to data privacy laws. What I just outlined above simply wouldn’t be legal in many other countries. In the US, it is, so let’s put the legality of the matter aside, and ignore the logical shortcomings identified above and just focus on the ethics of it all.

Ethics are not black and white, but for the most part (and forgive me this oversimplification) I think most ethical issues can be boiled down to this: the golden rule. Treat others as you would like to be treated. Would you want your personal information pimped out for the gain of your company? I think most people would say “no.”

Ok, enough background ranting…fast forward to today:

This morning (very early I might add) I received a phone call from a company, which will not be named, attempting to sell me crowdsourced data. The enthusiastic sales guy cited all the great reasons (listed above) that crowdsourced data is superior, and even cited pre-acquisition Jigsaw as the model they have emulated. Apparently, in 10 years we have not evolved a sense of self-awareness, logic, or morals to apply to this methodology. Sigh.

However, we have achieved an evolution of technology. Gone are the days of manual data entry into a dedicated platform. And gone are the days where we have to waste valuable time tediously picking and choosing whose data we will share. Now, all we need to do is install a nifty app onto our phones and it will scan and extract all of our contacts’ data for us, send it to the vendor and be instantly available on the market for anyone who wants to buy it. WTF?!

I actually don’t know whether this is true, but presumably since this is a real company, that means that it is lawful for me to decide to install an application onto my phone and share the personal contact information of my fiends, family and colleagues with another company who will then sell that information to other companies. I won’t even give contact info of my colleagues to someone who I know and asks for a referral without the consent of the colleague whom I would like to refer. Call me over-cautious but that, to me, is simply common courtesy and good business behavior.

It took everything in my power to graciously explain why this was not something I was personally interested in for my own moral reasons, nor was it something I felt my company would be interested in. My lack of enthusiasm was apparently baffling to the person on the other end of the line. Maybe it was because I hadn’t yet had my morning coffee (yes, it was that early), or maybe I’m just a bad American, but the lack of comprehension for why this is an egregious offense and horrifying business model had my blood pumping and my ears burning. What’s worse, obviously there are people out there that install this app and betray their contacts, and there are companies that buy and use this data. Presumably to riddle my inbox with SPAM and blow up my phone with obnoxious calls all day long.

Note to my friends, family and colleagues: if you give away or sell my contact data for any reason unsanctioned by me, we’re fighting.  

So you think you want to do agile marketing…

Be more agile

‘Agile’ is buzz word that has recently taken hold in the marketing community. I hear it all the time now, but it’s not a new concept. In fact, it has a well-established presence in the project management and IT development community. Note that when referring to marketing I say agile is a ‘buzz word‘ not a concept. Why? Because most marketers don’t know what it really means.

When someone says to me:
We need to do more agile marketing

What they really mean is:
I’m looking for a way to cut out processes I perceive as a barrier to doing what I want to do quickly.’

‘Agile’ is usually (mis)used when marketers are attempting to clear their path of obstacles to their favorite type of rapid-fire pasta method marketing – keep grabbing handfuls of hot stuff out of the pot and throwing it against the wall until something sticks.

Ok, that might be a cynical over-generalization. I know that’s not what you ALL mean. But most marketers typically do make a plea for ‘agile’ when they’re feeling oppressed by things like strategyplanning, quality assurance and measurement. These four things are most marketers least-favorite thing to do and they’re globbing on to the concept of ‘agile marketing’ because they think it means getting things done faster…and it does…but it it actually means more focus on processes…a LOT more.

But how can that be? The definition of the word ‘agile‘ is: Able to move quickly and easily

Agile marketing ≠ the word and definition for agile + the word and definition for marketing

So if this is what you mean when you say ‘we need to do more agile marketing‘ you sound stupid. Agile marketing is a formalized concept that refers to a method of project management characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans. It requires rigorous discipline and commitment to processes that repeat themselves over and over again every 2-4 weeks. It’s ‘agile’ because you’re only committed to what you planned for the length of that planning cycle (aka ‘sprint’), after which you can change and iterate if needed for the next sprint after you measured the result of the last and objectively determined what should and should not be repeated/continued.

Is this what you were thinking when you said you want to do more agile marketing? I bet not. I’ve been involved in agile projects. It’s tough, even for me, and I lean more in favor of process and discipline than the average marketer. I would personally never be able to commit myself to a life of sprints, scrums, pigs and chickens (am I totally speaking rubbish now? This blog is not intended to be a lesson in agile marketing, but if you’re interested you can learn more here.)

Let’s say this is what you mean when you say you want to do agile marketing. Great. But before you start, you’re going to need to make sure you’re set up to support this shift is process…and it is a significant shift. This isn’t just something you start doing, especially if you’e a large organization. Remember, the concept here is moving faster and more easily toward your goal, which means you need to first define what you want to accomplish and who needs to be involved to get it done. Sounds simple enough, but this can be hard in large organizations where there are lot of marketers trying to accomplish different things.

I’m am not an agile process expert, and I do suggest you consult one if you’re serious about making a shift to an agile marketing environment. I feel sufficiently qualified, however, to point out that you need the establish at least these 3 things to pull off agile marketing effectively:

  1. Discrete project groups (marketing teams)
  2. A clearly defined & unifying overarching goal & brand identity
  3. A trained scrum mater assigned to every group

Discrete project groups

I can assure you that you will NOT achieve agility if you try to involve every member of your marketing team, so you will need to break people out in some logical way. Your marketing department is probably already parsed out by some type of segment (product, industry, etc). If you are broken our by segments that result in overlapping audiences, an agile marketing method is probably not a good idea! Why? Because your audience – your customer – will be a victim to your ‘agility.’

Meaning this: If agile group 1 is running isolated iterative campaigns inclusive of customer personas A, B, C & D. And agile group 2 is running isolated iterative campaigns inclusive of customer personas C, D, E & F, customers C & D are very likely getting barraided and confused by unrelated disjointed marketing messages.

Thats a #marketingfail. Whomp Whomp.

A clearly defined & unifying overarching brand identitymeerkat

Due to the nature of agile marketing, groups will become engrossed in their own sprint cycles and it can  become challenging for people to pop their heads up our of their meerkat holes to ensure there’s still a unification across the groups. As you can image, it could become very easy for each group to develop their own sense of brand identity thats self serving to their goal but over time may diverge from the ‘big picture.’ It’s important, therefore, to establish and regularly reinforce what that big picture is. In marketing land this means ‘what are we trying to achieve as a whole in order to support company objectives?’ and ‘who are we (as a brand)?’ Some companies struggle with their brand identity and the result is that they do not present a clear or consistent picture of themselves to the market. This is a common struggle even in non-agile marketing environments. It’s even harder in agile ones. Don’t let that happen.

A trained scrum master

Again, this is not a lesson in how to do agile marketing so I wont get too deeply into this. Just think of your ‘scrum’ master as the head project manager responsible for running daily meetings and collecting feedback from each project participant to find out what they did yesterday, what they’re doing today, and what obstacles may be in their way. This job is repetitive and tedious and requires someone adept at keeping people focused and their inputs concise and limited only to the tasks at hand.

Most marketers who are throwing out the ‘agile’ buzz word are not going to make this process methodology shift. It’s not for everyone. Candidly, it’s not for me. I do understand the desire to be faster and more responsive to the market. This is important, but you cannot forsake strategy, planning, process, and measurement for speed. Find your balance.

And please stop saying ‘we need to be more agile‘ when you’re not achieving what you want to achieve. ‘Agile marketing’ is probably not the answer to your problems, and it’s probably not what you really mean anyway…