Eduardo ConradoAre your marketing campaigns generating the desired return on marketing spend? How are you supporting the new “A” players in sales? How are you supporting social selling? Have you updated your buyer process maps (BPMs)?

 

Eduardo Conrado, SVP of Marketing and IT at Motorola Solutions shared some of his best practices. Download them all at the end of this post.

 

Background

Eduardo currently leads Motorola Solutions B2B Global Marketing, Communications and Information Technology organizations. He is one of the first CMOs to take responsibility for a company’s IT organization. The added IT responsibility highlights the increasing importance of technology in successful marketing execution. He recently shared 10 insights about the driving forces in his business. Here are five.

 

5 Key Areas

 

  1. Your internal customers are as important as your external customers. Collaboration and alignment with sales is critical. The last mile of a marketing campaign depends on sales ability to execute.
  2. Get out in the field more. Nothing replaces field research. Conduct win/loss analysis, interview customers, adjust Buyer Process Maps (BPMs). Highlight the importance of social proximity; the connection distance in social media between prospects/customers and company contacts.
  3. Establish an ongoing dialog with your audience. The complexities of new product launches increases marketing’s role in sales enablement. Achieving the new product launch first year quota is always difficult. Marketing serves to bridge the gap between product development and sales.
  4. Be local. Companies grapple with regional and global uniqueness every day. The balance between standardization and customization is a constant balancing act.
  5. Create a data-driven organization and measure everything. Your internal customers’ demands have never been higher. The volume, quality and speed of data access can be insurmountable.

 

Compare your best practices with Eduardo’s. Use the Comments section below to share what you discovered. Here are comments from Eduardo about his top five:

 

1.  Your internal customers are as important as external ones

Being a part of sales engagement and aligned with sales stakeholders is paramount for success. Consider sales associates as key customers. Treat them as you would key accounts. Include regular communication, sharing challenges and sharing successes. Focus on how you’re enabling your sales team. Review your collateral and ensure you are arming the sales team with the right tools.

 

2.   Get out into the field more often

Marketers need to “feel the pain” of the sales team. Encourage your marketing team to go out into the field more often. Increasing the percentage of internal versus external meetings of field marketers will ensure better alignment with sales. This includes better engagement with customers, partners, and partnerships with the go-to-market team

 

3.  Establish an ongoing dialog with your audience

The pace is accelerating on new product introductions. The ensuing complexities in product portfolios are not surprising. This leads to exceedingly complex value propositions for customers. It’s vital to demonstrate how new product introductions anchor to a bigger story. Connecting tightly to customers’ needs is crucial. Offer clear messaging on how distinctive value is delivered with a specific customer context. You can do this by shifting your approach from focusing solely on product-centric messages. Your ongoing dialog must align your segment vision and the solution orientation. 

 

4.  Be local

This is particularly important for multi-national companies with regions that are highly diverse. Driving efficiency would imply the creation of models that work worldwide. Understand the differences between cultures, languages, economic dynamics, technologies penetration and religion. Understanding your customer’s buying process maps/behaviors is the difference between winning and losing. Being close to the customer means being on their “wavelength” and understanding their unique needs.

 

5.  Create a data-driven organization and measure everything…always 

To make the number, marketing teams must know where to invest. Rapid return on resources has never been more important. To gain this insight, a focus on data and analytics must be embedded in the organization’s culture. Data analytics must be tied to the business strategy, easy to understand and integrated into marketing processes. Set clear, aligned, quantifiable goals in order to measure your results. Benchmark yourself against your peer group and world class organizations. What gets measured gets done. It’s about continuous improvement and never settling. Measurement brings focus to the key areas that can maximize marketing’s impact on making the number. Even if it starts as a manual process, even if it is hard…measure. 

 

The rest of Eduardo’s Top 10 best practices are available here: “Top 10 Best Practices of a Fortune 500 CMO”.

 

Take the opportunity to learn more from Eduardo and your peers. If you have any questions or concerns contact me at john.staples@salesbenchmarkindex.com. I’ll walk through the best practice guidance and spend 30 minutes helping you create your own list.

 

 

ABOUT THE AUTHOR

John Staples

Leads teams of highly qualified experts, all relentless in their pursuit of helping you make your number.
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John is the global leader of SBI’s account management business unit. As such, he and his team help clients across 19 verticals drive top line growth and operational efficiency in sales and marketing.

 

John’s marketing, sales and product expertise span a multichannel strategic approach. He has an unyielding focus on strategic and key account development, which enables strategic alignment between all functional team members in order to reduce acquisition cost and increase lifetime value.

 

His broad experience in sales, marketing, product and engineering allows him to bring a unique problem solving approach to his team and clients. As he has discovered through decades of experience, clients are often distracted by the symptoms of a larger problem and overlook the root cause of it.

 

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