Three minutes of advice from Clint Poole, the CMO and SVP of Marketing for Lionbridge, on how he teamed with his peers in product and sales to launch a game-changing new product.

Our guest on SBI TV’s Fast Frame is Clint Poole, the CMO and SVP of Marketing for Lionbridge. Clint is here to share how he teamed with his peers in product and sales to launch a game-changing new product offering with a high degree of speed to market and success.

 

To go deeper, leverage SBI’s How to Make Your Number in 2018 PDF Workbook and turn to the Product Launch and Messaging Phase beginning on page 137. To download the full transcript in a word document, click here.

 

Successfully launching new products is at the heart of what a head of marketing must be able to do successfully, and Clint has been highly successful in bringing new products to market for Lionbridge. Clint discusses his three most critical keys to success that a CMO must prioritize to achieve a successful launch of a major new product.

 

Watch as Clint answers questions regarding the launch of his OnDemand product, which was a major game-changer in his industry, with an overview of how the product was created, how it fits within the market, and at what point marketing was utilized to prepare for the product’s launch.

 

Matt and Clint discuss these three keys to creating, launching, and successfully marketing a new product:

 

“To me, there’s three pillars that have driven our success and other marketers who I’ve seen to be successful. So, the first is, to be customer-centric in your planning. Whether it be product development planning, product launch planning, and messaging. That sounds trite, but it’s fundamental to put the customer at the center of your marketing strategy. Obtain deep customer insights from product marketing or customer marketing, however your organization is structured. Then, keep the customer at the center of all of your planning and development processes, and 9 times out of 10, you’re going to have accuracy in your go-to-market efforts.”

 

The second is to do everything with an agile approach. The day of long-cycle planning and launch, I think, is over. I think there’s so many variables that are impacting what we do today, and we have tools with digital marketing that enable us to course-correct on the fly. Campaign planning, messaging development, go-to-market with sales should be done with an agile approach. Weekly sprints, month-long campaign cycles and lots of stand-up meetings to find out what’s happening using the digital insights, and of course, the human insights from the team that’s interacting in the field.

 

If you decide that you want to work in an agile environment and hold everybody accountable, that’s how the teams operate. And they very quickly get into that sync, and they very quickly see the benefit of it, so it’s not hard to sell. Everyone’s more successful and more accurate, and they’re of course part of this engaged team, which always feels like winning. And when people feel like their winning, they work harder.

 

And the last is, for any marketing effort, is a tight integration with the sales organization. B2B marketing should be the greatest enabler of sales today. That is our role.

 

Marketing drives revenue for the organization through the sales organization and I’ve been fortunate to be a part of sales organizations that understand the symbiotic relationship. Because of that, we’ve developed these strong, tight-knit engagements. It’s not that you’re just fueling their success and therefore the company’s success — As a marketer, you’re getting all these insights and data from analytics, and sales give you the human element to augment that data and really understand what’s happening because they’re talking to the customers every day. And between the two sources, you get it right 9 times out of 10.”

 

The concept of customer-centricity mentioned in the first key is obvious, but so often missed.  This first step should be focused on ‘What is the market problem? What’s the job to be done,’ if you will, that your customers can’t get something done right now, that if you put something in front of them that can accomplish that then you have the key in knowing what is required for success.   

 

Here is an interactive tool that will help you test and rate your Sales Strategy against SBI’s emerging best practices.

 

Sales Revenue Growth

ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior joining SBI in 2009, Matt spent eleven years leading sales and marketing team teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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