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© 2011 Forrester Research, Inc. Reproduction Prohibited 1 © 2009 Forrester Research, Inc. Reproduction Prohibited
Leave Your Competitors Behind With Better Marketing Campaigns
Peter O’Neill, Vice President, Principal Analyst
Marseilles, June 27, 2012
© 2011 Forrester Research, Inc. Reproduction Prohibited 2
Vendor-centric fulfillment marketing
models don’t work in today’s market
Today’s empowered buyer controls when and how
information is found and consumed, so tech
marketers must configure their programs and
content accordingly.
© 2011 Forrester Research, Inc. Reproduction Prohibited 3
1. Why tech marketing must become strategic
2. Understanding the buyer’s journey
3. Developing compelling marketing campaigns
Agenda
© 2011 Forrester Research, Inc. Reproduction Prohibited 4
Tech marketing is already adjusting to a new engagement model
Source: May 07, 2008, “Community Marketing: A New Discipline For Business Technology Marketers” Forrester report
Offer
Fulfill
Respond
Seller Buyer
Old Market interactions
based on offers
O-R-F scales with media
© 2011 Forrester Research, Inc. Reproduction Prohibited 5
Forrester calls the new model “need-match-engage”
From IT to business technology (BT)
Offer
Fulfill
Respond
Seller Buyer
Old Market interactions
based on offers
O-R-F scales with media
New Market interactions
based on needs
Need
Match
Engage
Seller Buyer
N-M-E scales with social media
Source: May 07, 2008, “Community Marketing: A New Discipline For Business Technology Marketers” Forrester report
© 2011 Forrester Research, Inc. Reproduction Prohibited 6
The customer’s journey ends with THEIR outcome
Scope
Plan
Select
Implement
Roll-Out
Aware
Outcome
• Customer’s hard work starts after “select.”
• Customers routinely abandon plans after
selection
• Cloud-based, subscription solutions must
prove themselves “every month.”
• Customer journeys are communal.
© 2011 Forrester Research, Inc. Reproduction Prohibited 7
And something else has changed
Groups include people participating in at least one of the
indicated activities at least monthly.
*Conversationalists participate in at least one of the indicated
activities at least weekly.
•Publish a blog
•Publish your own web pages
•Upload video you created
•Upload audio/music you created
•Write articles or stories and post them
•Update status on a social networking site
•Post updates on Twitter
Creators
Critics
Collectors
Joiners
Inactives
Spectators
Conversa-
tionalists*
•Post ratings/reviews of products or services
•Comment on someone else’s blog
•Contribute to online forums
•Contribute to/edit articles in a wiki
•Use RSS feeds
•Vote for websites online
•Add “tags” to web pages or photos
•Read blogs
•Listen to podcasts
•Watch video from other users
•Read online forums
•Read customer ratings/reviews
•Read tweets
•Maintain profile on a social networking site
•Visit social networking sites
None of the above
The Social Technographics® ladder
Source: April 28, 2010, “Social Technographics®: Business Technology Buyers” Forrester report
© 2011 Forrester Research, Inc. Reproduction Prohibited 8
BT decision-makers,
for business purposes
32%
17%
46%
36%
44%
80%
14%
Base: 1,001 BT decision-makers
at firms with 100 or more
employees in the US and
Western Europe
2011 adoption of social media behaviors by BT buyers
US online adults,
for any purpose*
23%
31%
33%
19%
59%
68%
19%
Percentages include US online
respondents who said that they
engage in selected social activities for
any purpose and BT decision-makers
who said that they engage in selected
social activities for business purposes
or for both business and personal
purposes.
Creators
Critics
Collectors
Joiners
Inactives
Spectators
Conversa-
tionalists
86% of business
technology
buyers engage in
some forms of
social activities
while working.
*Base: US online adults
Source: North American Technographics® Online Benchmark Survey, Q2 2010 (US) and US And European B2B Social Technographics® Online Survey For Business Technology Buyers, Q1 2011
© 2011 Forrester Research, Inc. Reproduction Prohibited 9
2011 BT Social Technographics® by country
France
(N=98)
Germany
(N=97)
UK
(N=112)
US
(N=694)
40% 40% 22% 31%
23% 20% 14% 16%
58% 56% 34% 45%
48% 52% 29% 33%
54% 42% 38% 43%
81% 75% 76% 81%
13% 16% 17% 13%
Creators
Critics
Collectors
Joiners
Inactives
Spectators
Conversa-
tionalists
Source: US And European B2B Social Technographics® Online Survey For Business Technology Buyers, Q1 2011
© 2011 Forrester Research, Inc. Reproduction Prohibited 10
Understand the buyer’s journey
Need SALES INTERACTIONS
MARKETING INTERACTIONS
SOCIAL & DIGITAL INTERACTIONS
Solution
© 2011 Forrester Research, Inc. Reproduction Prohibited 11
1. Why tech marketing must become strategic
2. Understanding the buyer’s journey
3. Developing compelling marketing campaigns
Agenda
© 2011 Forrester Research, Inc. Reproduction Prohibited 12
More multi-touch, multi-target marketing in 2012
• No one influencer has more than 30% of the total power through the purchase process
30%
• Average number of different sources used through out the purchase funnel 7.6
• The ratio of “find on their own”, what we can “send them”, and what “sales can deliver”, in the overall mix
3:1:1
Source: Tech Marketing Navigator
© 2011 Forrester Research, Inc. Reproduction Prohibited 13
Tech marketing organizations must think beyond lead generation
Lead-to-revenue management (L2RM)
Lead
nurturing
Sales
process
Customer
retention and
expansion
Revenue Revenue Awareness Lead
origination
© 2011 Forrester Research, Inc. Reproduction Prohibited 14
Opportunity
Execute to improve conversion ratios
Customer
Retention &
Expansion
Customer
Lifecycle
Revenue
Lead
Nurturing
Sales
Process Awareness
Lead
Origination
Initial
Revenue
Inquiry
Mark
etin
g R
eady
35% Average conversion ratio
for the tech industry
Sa
les-R
eady
32%
Dea
ls w
on
6% The numbers to beat!
© 2011 Forrester Research, Inc. Reproduction Prohibited 15
1. Why tech marketing must become strategic
2. Understanding the buyer’s journey
3. Developing compelling marketing campaigns
Agenda
© 2011 Forrester Research, Inc. Reproduction Prohibited 16
Understanding your buyers by defining personas
Cynthia Ianato
Chief Information Officer
What makes the
job fun
What makes the
job hard
Role and Tenure .
Personal Profile
Key Issues &
Responsibilities
© 2011 Forrester Research, Inc. Reproduction Prohibited 17
Content Mapping: Own the Journey
Consideration Purchase Awareness
Consideration
Buyer Activities
Research Solutions
Architect the Solution
Build a Business Case
Establish Budgets
Potential Content Options
Whitepapers
Technical Spec’s
ROI Models
Product Cost Information
Implementation and Adoption Plans
Integration information
© 2011 Forrester Research, Inc. Reproduction Prohibited 18
Content Mapping: Own the Journey
Buyer Activities
Evaluate Vendors
Shortlist Vendors
Proofs and Pilots
Negotiate
Consideration Purchase Awareness
Potential Content Options
Features and Options
Competitive Comparisons
ROI Examples
Customer References
Deployment Options
Price and TCO Examples
Purchase
© 2011 Forrester Research, Inc. Reproduction Prohibited 19
© 2012 Planview, Inc. | 19
Awareness
An example journey
Interest Evaluation
Research
White Papers
Blogs
Videos / Podcasts
Webcasts
Events
Case Studies
Testimonials
Webcasts w/
Customer
Seminars / Events
Solution White
Papers
Analyst Reports
Data Sheets
ROI Analysis
Why Planview
Tailored Demos
References Demo Webcasts
Building the Relationship at Every Step Nurturing is an Essential Part of the Journey
© 2011 Forrester Research, Inc. Reproduction Prohibited 20
Thank You
Peter O’Neill
+1 650. 581.3864, +49 (6)99.592.9839 poneill@forrester.com
www.twitter.com/poneillforr
www.forrester.com
© 2011 Forrester Research, Inc. Reproduction Prohibited 21
Peter O’Neill, VP & Principal Analyst
33 years in the technology industry, including
Advisor META Group (now Gartner)
Marketer HP (HW, SW, & Services businesses)
User Ford Motor Company
Writes for and advises:
– Technology Marketing Professionals
Research Focus:
– Field and international marketing
– Marketing content management
– Partner marketing • 2012 Plans:
– Help field marketing professionals to leverage the digital marketing opportunity
– Advise vendors on new partnership/channel models for the cloudy industry
– Establish a better understanding of the lead-to-revenue management (L2RM)
process and help marketers and marketing automatin vendors adopt the
concept.