Driving Excellence in B2B Marketing - Selling and Storytelling … · B2C and B2B experience in...

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Selling and Storytelling –

Building an Insights Culture in

Matthew Rudd, Director

Consumer & Market Insights

▪ Director, Consumer & Market Insights

▪ Lubrizol since 2011

▪ Formerly at Castrol (BP) in UK, Latin America, North America

▪ Started career at Bass Brewers in UK (now MolsonCoors, ABInBev)

▪ B2C and B2B experience in Sales, Category Management, Account

Management, Trade/ Customer Marketing, Brand Marketing and now

Insights…

Matt Rudd

Contents

Background

‒ The drivers for insights and creating strategic intent

Early Days

‒ Getting started, buy-in and quick wins

Moving Forward

‒ Taking things to the next level

The Lubrizol Corporation

▪ 92 years old. Headquartered in

Cleveland, OH

▪ Key businesses in automotive and

industrial additives, engineered

materials, and personal / home /

health care

▪ Berkshire Hathaway owned

▪ Chemistry / technology focused,

ingredient suppliers

The Drivers

▪ Industries evolving rapidly, impacting what it means to be a valued and

trusted supplier

▪ Large number of customers in B2C

▪ B2B customers have similar pain points

▪ Partners who can identify problems to solve through the

commercialization process

▪ Moving to be more market driven and looking further down value chain

▪ Sharpen commercial/ marketing acumen internally

Creating Strategic Intent

CMI Mission CMI Vision

▪ Positive cultural impact - develop high-performance, accountable team

▪ Marketing excellence - robust insights engine & validated ROI

▪ Fuel product innovation – articulate customer / consumer needs

▪ Drive commercial innovation - category insights + validated consumer solutions

▪ Enable success – uncover new growth opportunities and reduce risk

CMI Strategy

Getting Quick Wins

Chose Involvement Carefully

▪ Feed the Hungry

▪ Overdeliver

▪ Don’t stop at report delivery

Example – Home Care

▪ Product idea languished

▪ Expert qualitative research to let

consumers tell our product story

▪ Use insights with key customer to get

project acceptanceLaundry Ethnographies, Atlanta

Roadblocks / Getting Buy-in

Nay-Sayers

▪ What will this cost?

▪ But we are consumers

▪ Brands already do research

C&MI Project Brief

• Business Unit issue• Hypothesis/Key question• Use of findings• Measure of success• Timing• Scope• Contingencies • Methodology• Key measures • Deliverables • Accountability Statement

Prepare

▪ Iterate: Refine (and re-refine) the questions▪ Tie to business strategy & outcomes

Methodology, Pragmatism, Perseverance

Prepare

▪ Walk through research brief

▪ Explain the methodologies

Anticipate

▪ Where do you find people?

▪ How will you ask about our

ingredient?

▪ Why did you ask about …?

Qualitative

Prepare

▪ Focused recruit

▪ Hypotheses

▪ Relevant exercises

▪ Protocols

Anticipate

▪ Managing the back room

▪ Setting expectations

▪ Explaining need for rigor

Performance Denim Focus Groups, Chicago

Quantitative

Prepare

▪ Actionable code lists and exercises

▪ Get to the point - quickly

Capturing quantitative data from

Truck Drivers, Xi’an, China

Anticipate

▪ Leadership expectations of

actionability

▪ Linking to business objectives

▪ Interpreting the data

Outcomes & Impact and the Right Story

The benefits our chemistry

delivers is 2X more important

than [current lead attribute] and

is worth a premium at retail

Prepare

• Tailor final presentation decks to

audiences

• Tie to business needs

Anticipate

• Misunderstanding

methodologies

• Confusion with turning insights

into actions

Key Elements of the Story

Emotional

Connection

Functional

Attributes

Great Insights ≠ Buy-In

• Weave emotional component

into the data to leave a lasting

impression

• Turning ‘just the facts’ into a

prescription for action

• Know the culture – find common

ground and common language

Building the Stable

SecondaryQualitative

Quantitative

• Define

• Analyze

• Streamline

Market Driven – Challenges to Full Enablement

KnowledgeSilos

TribalKnowledge

Signal to Noise

Soft onMethodology

Limited cross-

market synergy

Insight

attrition

Over-reliance

on news

Hypothetical

value propositions

Purchased

information overlap

Missing weak

signals

Confirmation

Slow decision

making

Insights Engine – Enabling Digital Tool

Single Touchpoint

All Market Info Types

Proactive AI /Natural Language

Search

InsightCapture

Democratize insights to business and innovation teams

Single version of truth

Increase efficiency and decision speed

Connect dots automatically

Preserve and cultivate our institutional knowledge

Insights ROI

Source: Boston Consulting Group CEO Survey 2015

Lessons Learnt

▪ Assess the landscape, feed the hungry, find quick wins

‒ Listen well, ask good questions, and then solve problems

▪ Develop pragmatic processes built on strategic intent

‒ Lack of strategic intent creates uncertainty in accountabilities

‒ Die on the hill of methodological rigor, until you don’t need to anymore

▪ Don’t assume B2C companies know it all, or have limitless resources

▪ Invest time and resources in creating stories

▪ Measure everything

‒ Data can tell part of the ROI for the organization

‒ Progress in early stages may be qualitative, empower others to tell the story18

THANK YOU

Driving Excellence in B2B Marketing - Selling and Storytelling … · B2C and B2B experience in...

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