SiriusDecisions -The Transformation of B2B Sales, Marketing and Product - at MassTLC Marketing Summit

A First Look at Some New Models

The Transformation of B2B Sales, Marketing and Product

Heather Loisel Vice President, Consulting & CMO Practice Leader 4 April 2014

© 2014 SiriusDecisions. All Rights Reserved

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SiriusDecisions Demand Waterfall


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New Models The SiriusDecisions Transformation Framework: Focuses efforts to transform an organization in an aligned manner by streamlining the implementation of new strategies and tactics, while delicately dismantling legacy structures and incentives The SiriusDecisions Intelligent Growth Framework: Enables organizations to understand the implications of growth choices on a broad variety of sales, marketing and product-related functions and what happens when an organization’s revenue-producing functions are unable to support strategic growth levers. The SiriusDecisions Aligned Measurement Framework: Aligns actions against business results and consolidates measurement across sales, marketing and product functions The SiriusDecisions Messaging Nautilus: A breakthrough messaging methodology that transforms the way b-to-b marketers create content and connect with buyers in support of organizational growth. The SiriusDecisions Analytics Proficiency Model: Pinpoints current state of analytics-driven decision-making and identifies the drivers that will accelerate go-to-market planning and pipeline velocity. The SiriusDecisions Competitive Intelligence (CI) Framework: Identifies the factors b-to-b organizations need to consider when investing in CI and what components should be part of a CI initiative. The SiriusDecisions Global Teleprospecting Models: A decision support framework for applying various teleprospecting models across regions and business units.


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Transformation is Widespread Today

93%

R: 0 G: 51 B: 89

R: 128 G: 153 B: 172

R: 204 G: 214 B: 222

R: 122 G: 184 B: 0

R: 189 G: 220 B: 128

R: 228 G: 241 B: 204

R: 0 G: 115 B: 207

R: 128 G: 185 B: 231

R: 204 G: 227 B: 245

R: 99 G: 177 B: 229

R: 177 G: 216 B: 242

R: 204 G: 227 B: 245

R: 97 G: 99 B: 101

R: 176 G: 177 B: 178

R: 223 G: 224 B: 224

R: 224 G: 82 B: 6

R: 240 G: 169 B: 131

R: 249 G: 220 B: 205

R: 240 G: 171 B: 0

R: 248 G: 213 B: 128

R: 252 G: 238 B: 204

trans�for�ma�tion a complete or major change in someone's or something's appearance, form, etc.

Customer Demand

33% Technological

Change

30% Competition

29%

Source: KPMG Transformation Study

A New Approach to Change


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Transformational Change

1.  Buyer must be at the center of change 2.  Change must be of sufficient scope 3.  Change must consider Sales, Marketing & Product


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1.  Degree of change 2.  Commitment to change 3.  Alignment in change


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- Transformational change requires alignment - Plotting organizational implications ensures alignment


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NOT Transformational:

-  Implementation of a universal lead definition -  Implementation of SLAs -  Implementation of marketing automation -  Implementation of buyer personas -  Optimization of conversion rates


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Transformational:

-  Lead to revenue process -  Purchase to adoption process -  Adoption to advocacy process -  Products to solutions initiative -  New industry initiative -  New capabilities initiative

First: A New Way of Thinking


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Should we be looking at things differently?

• Motivation is there •  Technology is there • Data is there • Customer value becoming clearer

•  So why are B2Bs still struggling with alignment?


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SiriusDecisions Intelligent Growth Model


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SiriusDecisions Intelligent Growth Model

Sales Marketing Product

X X X

X X X

X X X

X X X

X X X


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Implications for Chief Sales Officers

Buyers Reviewing enablement strategy with product/marketing to reflect new personas

Adapting current measurement and reporting to track new buyer success

Communicating strategy to sales management so they can properly coach

Communicating to the field force before, during and after initiative launch

Buyers

Formal targeting of new buying centers and personas 2


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Implications for Chief Marketing Officers

Buyers Leading enterprise to customer/buyer-centric go-to-market strategies

Building planning process that enables development of integrated campaigns

Assessing skill of marketers to ensure ability to understand, message to new buyers

Assessing brand positioning, messaging requirements/gaps

Buyers



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Implications for Product Management Leaders

Buyers


Product Understanding and prioritizing buyer and user personas and identifying their primary needs

Taking a solution strategy when targeting new/different buyers

Understanding the buying process and implications on product requirements

Striking the right balance between customer and prospect-focused development


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Implications for Sales Enablement Leaders

Buyers


Sales Enablement

Training managers to coach to new buying and/or influence centers

Establishing accurate personas/buying cycle changes, then educating reps

Developing certification to ensure reps are confident to call on new buyers

Providing enhanced tools/messaging that will help build rep knowledge


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Channels Arming partners with skills/knowledge to target new buying centers

Helping partners to craft messages for specific buyer personas

Delivering data/intelligence on new buyers to partners efficiently

Developing demand programs to partners selling to new buying centers

Implications for Channel Leaders

Buyers



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Account Based Marketing

Defining post-sale lifecycle for new buying centers in order to nurture

Identifying early wins/ advocates in new buying centers that will share their story

Identifying advocates in current buying centers that will sponsor into new

Developing a marketing plan to support sellers in reaching new buyers

Implications for Account Based Marketing Leaders

Buyers


Next: A New Approach


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Action Items Consider a#ending SiriusDecisions Annual Summit May 21 – 23 in Orlando, FL

•  Marketing •  Assess if transformational change is required for

growth •  Consider if current efforts are transformational with

the right expectations for impact •  Sales

•  Assess if transformational change is required for growth

•  Validate that the organization is aligned behind the growth strategy

•  Product •  Define the solutions that will yield growth •  Ensure buyer value and alignment relative to market

dynamics and competitive pressures