Dortch on Marketing: The Blog!

Marketing and IT: Come Together, Right Now!

2011-11-29T14:48:00.001-08:00

Some of my learned industry colleagues at Forrester Research have released a new report. It's entitled "CMOs Must Merge Marketing With IT To Win In The Digital Decade." Here's an excerpt from the report's Executive Summary (which you can view at no charge here).

"In the future, only companies that understand and anticipate their customers' needs and can consistently deliver unique, tailored customer experiences will be able to attract and retain loyal customers. This requires not just having the knowledge about the customer but also the processes and the systems that create unique customer insights and deliver compelling interactions across the customer life cycle. To achieve this, CMOs must form a strong partnership with CIOs, going beyond collaboration to co-create new organizations and processes, where both teams share ownership of goals and business outcomes."

This follows a Forrester report released in July 2011 (and apparently updated in October) entitled "Marketing And IT Must Align For Business Success." Here's an excerpt from that report's Executive Summary (on view here).

"Today's marketing organization must use technology to deliver compelling brand experiences and drive business growth. Today's IT organizations must tune their efforts to needs of the business. This convergence of expertise dictates that to succeed, CMOs and CIOs must form a collaborative partnership focused on driving business results that support long-term and short-term goals. CMOs and CIOs must embrace a shared view of the customer as well as share business goals and metrics in order to ensure competitive business success in the age of the empowered customer."

All good so far. But for goodness' sake, some of us have been preaching this gospel for nearly 35 years now. (Yikes!) So what's the hold-up?

Well, I've trod that ground pretty thoroughly already, here and elsewhere. (Two recent examples from my posts at The CMO Site: "Why Companies Struggle with Marketing Automation" and "When Marketing and IT Don't Cooperate, E-Commerce Misses Target." ) But what's more important is why this is such a big deal (again) now.

To be brief, it's "the mobile, social cloud." It's making everybody an influencer of purchase decisions and how vendors and solutions are perceived. And it's drastically shortening the time between events and effects. For these and other reasons, it's making more, better and faster collaboration between marketing and technology decision makers more and more critical to the success (if not the survival) of more and more businesses.

Of course, that doesn't force or even necessarily accelerate the changes in human behavior necessary to make such collaborations happen effectively. As the old joke goes, "How many therapists does it take to change a light bulb? Only one, but the light bulb has to really want to change." But it's gotta start somewhere, and if that means multiple pundits and prognosticators repeating the same message multiple times over multiple years, that's fine. As long as it leads to positive effect. Eventually.

Marketing to IT: Please Make Inventory Management Invisible, NOW!

2011-11-02T20:14:00.000-07:00

Inventory management? A concern for marketing and information technology (IT) decision-makers? Oh, yes…

One of marketing's primary concerns is how a company is perceived. It turns out that how well your company manages its inventories of the things it sells is a primary determinant of how that company is perceived. Because if you can't deliver what I want when I want it, I'm going to be unhappy with you, regardless of how good your marketing or other operations might be.

Meanwhile, your customers, partners, prospects, competitors and purchase influencers are all increasingly participatory inhabitants of "the mobile, social cloud." Which means your company has to be there too. In ways that make your company more agile, responsive and, well, social.

And what do inventory management and inhabiting the mobile, social cloud have in common? Why, IT, of course. Unfortunately, at many if not most businesses, 60 to 80 percent of your IT budget is being spent on just keeping what you've already got working. Not exactly a running start on improvements in things such as inventory management.

What's a marketer to do?

Sit down with IT decision makers and convince them that this is a challenge you and they need to confront jointly. Then work with them to determine how and how well inventory is being managed now, and where improvements might be found most quickly. Then, look at some premise-based, cloud-based and cloud-enabled inventory management solutions and how they might help your company.

You can find a great rundown of several of these in an article published by Inc. in May 2011. My favorite: Fishbowl Inventory. It integrates with Intuit's QuickBooks and offers options that can take a company from better inventory management to more and better sales, fulfillment and resource planning and management, as recently covered by eWeek.

We in the punditocracy blather on incessantly about how business and IT have to get better at working together. A great way to foster such collaboration in meaningful ways is to focus on areas that avoid leaving money on the table while improving customer satisfaction, corporate perception and revenues. Improved inventory management can do all of these things.

A Special Offer: If you're interested in Fishbowl Inventory, drop a line to vip@fishbowlinventory.com. I've negotiated a relationship with the company that guarantees that every one of my readers who uses that e-mail address will get priority treatment and help getting started with their free trial of the software. And if you promise to share your feedback with me for possible inclusion in future blog posts or research (anonymously if you prefer), you'll get undying gratitude from me -- AND a five-percent discount from Fishbowl if you purchase Fishbowl Inventory! A win for everybody!

HubSpot: A Growing Resource for Growing Businesses

2011-08-18T17:12:00.000-07:00

HubSpot has already gained a deservedly positive reputation as an enabler of online business success. The company's all-in-one marketing solution is already helping thousands of businesses to engage with customers and prospects and to grow every day. And HubSpot is the largest and most popular online "app store" for marketing solutions.

Now, HubSpot itself is growing. Fueled by $32 million in investment from companies such as Google Ventures, Salesforce.com and Sequoia Capital, HubSpot in June 2011 announced acquisition of Performable. That company's solution enables performance analysis of sales and marketing efforts, including e-mail and "the mobile, social cloud." And on August 18, 2011, HubSpot has announced that it's acquiring Oneforty, creators of a directory of social media business applications and the social media marketing tool Socialbase.

These acquisitions are great news, for the companies involved and for all of their respective customers. Decision makers at growing businesses need and want the resources and abilities offered by HubSpot, Performable and Oneforty. To be able to acquire all of these from a proven, committed and growing solution supplier should make life easier and better for almost any marketer. And the combined strengths of these providers' offerings should result in new services and solutions for those seeking to succeed at social marketing and social media and network management.

Congratulations to the founders and teams at HubSpot and its recently acquired allies. Customers and prospects should be excited – and competitors should be even more nervous. Make sure to keep following the evolution of modern marketing solutions, here and at Comparz!

Note: A version of this content originally appeared at Comparz.com. More information is available at that site.

Schedulicity: Client Scheduling and Social Outreach, Made Easy

2011-08-18T15:01:00.000-07:00

Is it worth $20 a month to you to make it ridiculously easy for you to empower your clients to schedule appointments with you? And for you to engage with them online in ways that make them happier and make you more money?

Those were rhetorical questions that nonetheless have two answers. The first is "of course it is." The second is "heck, yes, which is why you should already be using Schedulicity."

Schedulicity is a one-stop online shop that enables you to enable anyone to book an appointment with you, whatever business you're in. And the folks at Schedulicity have taken basic calendar management and scheduling and added all kinds of nifty social networking features, so that you can use the service to build and enhance all of your client relationships – even from a tablet or a smartphone.

You can let users reach and schedule appointment with you via Schedulicity.com, your own Web site, your Facebook page and/or via Twitter. And Schedulicity lets each client see and manage a "personal account" page showing past and upcoming appointments and reminders. And it's all free for your clients.

You, meanwhile, can use Schedulicity to manage your schedule, handle cancellations and rescheduling and even promote upcoming classes, workshops or special deals. Schedulicity even includes features that help you to manage "daily deals" with companies such as Groupon and Living Social. You can, for example, control the number of discounted appointments you want on any particular day.

If you can use an online calendar and/or Facebook and/or Twitter, you can sign up for and start using Schedulicity, probably in about the time it's taken you to read this far. (If your business is more than you, Schedulicity will cost you $39 per month for you and as many as 19 colleagues.) And you will then have access to all of the information and most of the tools you're likely to need to manage your schedules AND your client relationships. Keep track of their preferences (and even their birthdays). Tell them about upcoming special deals. Do pretty sophisticated e-mail marketing with easy-to-use templates. And more.

Schedulicity gives your business the power to deliver "better-than-most-big-companies" scheduling and client care, even if your business is only you. And the company behind it has scheduled more than five million appointments, so they've gotten pretty good at making and keeping the service robust, reliable and simple.

If you deal with clients who need to schedule appointments with you, for anything from accounting services to yoga classes, throw away the sticky notes and that overflowing bound calendar, and sign up for Schedulicity. (Of course they offer a free, no-credit-card-required trial.) It's a win for you and for your clients.

The Four Essential Elements of Every Successful Webinar

2011-08-11T11:20:00.000-07:00

Webinars can help your business to engage, inform, persuade and invite customers, partners and prospects. When done right, Webinars build awareness, positive perception and positioning of your company as a thought leader and trusted advisor. And you only need four things to get each and every Webinar right.

An audience – which means you've got to create compelling content for the Webinar itself (see below) and to help to promote the event. A great Web site landing page that makes people want to register and attend – and makes it brain-dead simple to do so. Oh, and a key message or theme that “grabs” that audience. (Hint: one key message per event, please.)

Compelling content – not what you want to say, but what your audience wants and needs to hear, and can use to benefit their organizations. One 5-minute credible success story featuring one of your customers is more compelling (and better positioning for you) than an hour about your newest features. (Hint: Don't forget transcripts of the audio, downloadable-on-demand archive recordings and copies of slides – all opportunities to increase perceived value and reinforce that key message.)

The right platform – with pricing starting at free and broad ranges of features, there's bound to be one that meets your needs. At minimum, you'll need easy set-up, recording options and tools for Q&A and audience tracking. (Hint: visit Comparz.com for Web conferencing user and expert reviews and a Decision Guide.)

A practical plan – a complete, well-organized strategy for all of the above. Identifying the key message and desired audience. Engaging with and attracting that audience. Developing, acquiring and coordinating the content needed. Identifying, selecting and deploying the right platform. Scripting, rehearsing, moderating and delivering the event. Following up in ways that maximize business benefit and audience satisfaction, and set the stage for doing it even better the next time. (Hint: write this first.)

For more helpful tips, see the Web conferencing blog posts at Comparz.com and check out the Webcasts and Roundtables at Focus.com. Then start having perfect Webinars of your own!

Optimizing the Online Experience: the Next Frontier for Modern Marketers

2011-07-22T09:23:00.000-07:00

One day in June, Adobe announces a new “Digital Enterprise Platform for Customer Experience Management.” The very next day, Oracle announces that it has entered into an agreement to acquire FatWire Software, “a leading provider of Web experience management solutions.”

And just like that, the market for customer experience management, Web experience management and what FatWire likes to call “online engagement optimization” has just gotten much hotter. I prefer the term “online experience optimization” (“OEO”), a type of “extreme personalization” and a spin on the widely touted promise of the early World Wide Web: “mass customization.”

Whatever you call the strategy or paradigm, successful OEO requires that every company answer four key questions.

Do you know what customers, competitors and competitors' customers are saying about your company online?
Do you know whether or not your Web site is equally accessible, navigable, compelling and persuasive on an iPad, an iPhone or an Android tablet as it is on a PC?
Do you know how customers, partners and prospects really perceive your company online?
Do you have solid, defensible evidence for all that you know?

Complicating the answers to these questions is the need to follow and delight customers, partners and prospects, wherever they are and however they choose to interact. Especially online, given the continuing growth of mobility, social networking and new and different access devices.
Customers, partners and prospects are, in effect, the most important example of what my Constellation Research colleagues and I like to refer to as “the mobile, social cloud.” And the mobile, social cloud makes clear what many already know. Current processes and solutions for OEO, especially content creation, delivery and management, are inadequate, especially given the explosion in the number and types of networked access devices.

For users and buyers, effective OEO, like effective modern marketing, requires answering some key questions about content, conversation, consistency and conversion (as outlined in my blog post "The Four C's of Content Marketing" at TheCMOSite.com). And when looking at candidate vendors and solutions, those users and buyers should focus on four key criteria.

Completeness: can the vendor deliver solutions that address all of users' key challenges to OEO success, organically or via truly strategic alliances?
Continuity: can the vendor deliver solutions that “look and feel” like logical, operationally non-disruptive extensions and evolutions of previous offerings and incumbent tools?
Connectivity: can the vendor and its offerings “play well with others” in ways that let users maximize the business value and ROI of their incumbent and future investments, without requiring “heavy lifting” by IT experts?
Convincingness: can the vendor cash the checks its mouth is writing?

OEO is clearly not your parents' marketing. It isn't even last year's Web content management or user interface design. It's all of these, plus more. Fortunately, processes, best practices and solutions are emerging to enable OEO and extreme personalization without tears, fork lifts or teams of technologists. And I and my Constellation Research colleagues will be opining about these and related issues increasingly during the next few weeks and months. Stay tuned...

Yellowbook + Microsoft = A New Marketing Force for Small Businesses

2011-07-18T19:27:00.000-07:00

Google has advertising and search-empowered marketing offerings for small and mid-sized businesses (SMBs).

So does Microsoft.

Google has online search tools that are popular among users and buyers, and among at least some advertisers. So does Microsoft – more so now that it has partnered with Yahoo! in select arenas.

Google has online applications growing in popularity among SMBs and larger enterprises.

So does Microsoft.

But now, Microsoft has something Google doesn't have, at least not in the same ways. What? Here's a direct quote from the relevant news release, issued June 14 by Microsoft and its new partner, Yell Group, owners of Yellowbook among other related resources.

“Thomas Hansen, vice president of SMB Worldwide at Microsoft, said, 'Yell Group has one of the largest dedicated sales forces partnering with small and medium sized businesses and provides customers with valuable, locally focused internet directories that see over 50 million unique visitors per month. We are very excited about our plans to form a strategic alliance with Yell, as it offers us a way to better reach and serve small and medium sized businesses across the globe.'”

Here's another quote from the same release.

“Yell currently provides print and digital marketing services to over 1.3 million customers across the United States, United Kingdom, Spain and Latin America. Capitalizing on the Yahoo! and Microsoft Search Alliance and the growing consumer audience of Bing and Yahoo! Search, Microsoft and Yell will join forces to offer compelling search, mobile and local advertising solutions to small and medium businesses and to make the most of emerging business models delivered through the cloud. Under the plans, Yell will also offer the full suite of Microsoft’s SMB productivity and business software and cloud services, including Microsoft Office 365, Microsoft Dynamics CRM and emerging SMB-focused communications solutions. In addition, Microsoft will assist Yell to accelerate its new cloud-based services, which will provide Yell’s customers with access to these new digital offerings.”

Yell already offers a number of interesting, sometimes innovative marketing and advertising services through Yellowbook in North America and other divisions across the globe. Now, Yell Group reps will have a new, different and growing portfolio of advertising, marketing and business support services to offer.

The day after announcing the Microsoft alliance, the company announced a strategic partnership with Bazaarvoice, provider of cloud-based solutions designed to enable businesses to manage and monetize online customer conversations and communities. The day after the Bazaarvoice announcement, Yell announced a completely new corporate strategy. The company is now focused on evolving from a provider of advertising services to the outsourced marketing department for millions of SMBs.

This means SMB decision makers may soon be able to buy services for contact, lead and customer management (CRM), email marketing, online data backup, Web conferencing and other unified communications (UC) options and more from a single Yellowbook rep. Which could give those decision makers some interesting, valuable options not easily available elsewhere.

Now, Google, Salesforce.com, SugarCRM and others offer all kinds of platforms, add-ons and plug-ins intended to enable all kinds of business service combinations. But at most SMBs, one of the first questions to which they want answers is about interoperability with...Microsoft Office. So why not start with offerings that come from the source, so to speak? Especially for those SMB decision makers already doing business with Yellowbook or some other Yell Group entity? After all, "the cloud" is still basically a wild and poorly mapped environment, making the value of a known, proven guide pretty darned high to those users.

Speaking of which...

If your company already works with Yellowbook, you and your rep should be having a heart-to-heart talk very soon now. You should ask about everything from what services will be available and when to how and whether you can move and share spend dollars across multiple online and offline opportunities. You might want to focus a few questions on how Yellowbook + Microsoft might help you to offer more and better local and daily deals.

If your company does not do business with Yellowbook but does work with one or more of its competitors, you might ask your rep what their company plans to do in response to Yell Group's moves. Meanwhile, keep a close eye on what Yell and Microsoft do, and on what Google and others do in response.

Marketers: Save Public Media – and Build Your Brand, Too!

2011-02-22T17:02:00.000-08:00

So are you underwriting any podcasts or programs on your local public media outlet yet? If not, you're missing some great opportunities to do well while doing good.

My wife works for Community Action Partnership of Sonoma County, one of the many charitable agencies facing possibly significant cuts in federal funding. (President Obama specifically mentioned the Community Action Partnership network, started by President Lyndon Johnson as part of his "war on poverty, as one of the programs it would pain Obama to cut.) The Sonoma County CAP agency hosts the local edition of the annual LunaFest fund- and consciousness-raising festival of short films by, for and about women. Funds are shared between the Breast Cancer Fund and local charities chosen by the local hosts. For LunaFest Wine Country, the local beneficiary in 2010 was Sonoma County's Sloan House Women's Shelter.

As in past years, my wife's agency surrounded the showcase of films with auctions of locally produced goodies, VIP events and tickets, and other trappings typical of such charity events.

All well and good. Except that pre-event ticket sales weren't that great in recent years.

At around the same time pre-event publicity was gearing up for the 2010 edition of LunaFest Wine Country, KRCB-FM, my local public radio station, was having a pledge drive. The team there had previously come up with an "Activist" membership level – $200 for a year, payable monthly via credit or debit card. It buys you membership and attendant goodies, AND a professionally recorded and produced public service announcement, broadcast 10 times during morning and evening drive time.

(Morning and evening commute hours are when radio listener levels tends to be highest, for those of you too young or otherwise distracted to understand how radio works, to paraphrase Firesign Theater's "Nick Danger, Third Eye," itself stellar radio theater. You're welcome.)

But all of the announcements I'd heard ended with wording along the lines of "This announcement is brought to you by a KRCB listener." So I asked if I could have an announcement about LunaFest Wine Country recorded, produced and broadcast, ending with something like "This announcement is brought to you by KRCB member DortchOnIT.com."

And the fine folks at KRCB-FM said "Yes." And they did it. They also mentioned the ticket sales Web page I built for the event at BrownPaperTickets.com, a "fair trade ticketing company" I first heard of on KRCB-FM. The station also invited the event organizer and the host of our VIP event to appear on two other locally produced programs, adding to the reach of my 10 "Activist" spots.

And LunaFest Wine Country pre-event ticket sales were better than they'd been in years. And I got some great local publicity that I'm in the process of turning into business and additional charitable opportunities. And all in all, it was probably the best money I have ever spent and perhaps will ever spend on marketing myself, given the combination of business publicity and good will.

Right now, even as I type this, public media funding from the federal government is in danger of being completely eliminated. If your local stations are anything like mine, which basically run on shoestring budgets, this could mean a sudden reduction in funding of anywhere between 25 and more than 45 percent, according to published reports.

Are you working? Imagine if your income were suddenly reduced by 25 percent to 45 percent. If you're paid weekly, this would mean between one and two out of every four paychecks, gone. You'd probably have to make some pretty serious budget cuts and some pretty hard choices. That's what public radio and television stations across the country are contemplating right now.

(Even if your local stations are pretty flush, their abilities to produce local content could take a serious hit. As could their incentive to produce investigative programming that questions or challenges the federal government and/or corporations that are or could become major donors. And besides, I think you might appreciate living in a country governed by people who see real value in helping to fund the sharing of culture, fact-based news reporting and local events and organizations. But maybe that's just me.)

Anyway, there's a local public radio or television station near you right now, trying to deliver value to its constituents while fighting for funding every day. And the people who consume the content those stations deliver are likely customers or prospects you're already pursuing…or should be. And public media underwriting opportunities are numerous, affordable, locally targeted and highly appreciated.

So tune into your local public media outlet(s) if you don't already. Find a podcast to sponsor, or a program to underwrite (and/or to appear upon). Take out an ad in the station's program guide, in print or online. Your brand will benefit, and you'll feel better. (And if you need more specific guidance or advice to pursue these opportunities, I know a guy who'd be glad to offer you a complementary initial consultation...)

Nimble: A New Take (from Some Old Hands) on CRM

2011-02-16T14:19:00.000-08:00

UPDATE: Nimble Contact available for free as of 02/28/11 -- www.nimble.com to register!

You may recall or be sufficiently motivated to look up the nursery rhyme, "Jack be nimble, Jack be quick / Jack jump over the candlestick." With all due respect to Jack and his candlestick-traversing powers, it is often better to be nimble than quick. That's especially true for SMB decision makers who have not yet taken the plunge into customer relationship management (CRM) software – which is apparently most of them.

"Approximately 60% of CRM buyers are first-timers and most of those first-time buyers come from the small business community. What are these businesses using for CRM today? Many use some combination of Microsoft Excel and Outlook with some CRM process hacks thrown in….To the extent small businesses are using CRM, many are using [10-to-20-year-old] systems like ACT. It's hard to find a market that's readier for a technology refresh."
– Scott Albro, Founder and CEO of Focus, in an online discussion of opportunities for SMBs to succeed with CRM. (You can view and join that discussion at http://dortchon.it/FocusOnCRM4SMBs.)

So why aren't more SMBs using more CRM yet?
1. CRM's too hard – which means that solution providers have neither delivered nor sufficiently explained enough business benefit to persuade most SMB decision makers.
2. CRM's too expensive – which means that not even cloud-based CRM solution providers have delivered solutions that are sufficiently affordable, easy to deploy and use and beneficial to the business to persuade those decision makers.

And for those who were quick to adopt CRM software, many are likely now finding varying degrees of difficulty in adapting those tools to deal with perhaps the biggest thing to hit CRM since CRM itself – social media. How best to track and manage the social exploits of your customers and prospects, or to engage them meaningfully via these new channels?

Enter Nimble, founded in 2009 by Jon Ferrara. In 1989, Ferrara was a founder of GoldMine Software, developers of pioneering, multi-award-winning CRM and sales force automation (SFA) software for SMBs. GoldMine CRM, now available from FrontRange Solutions, claims more than a million users. So Jon and his team at Nimble know their way around the challenges of delivering compelling software solutions for SMBs.

In a recent conversation, Jon said two things that really resonated with me. One was that "humans want to help each other, but modern tools don't really enable us to do that." The other was that "the [relationship management software] market has not fundamentally changed in the 10 years since I left it [and sold GoldMine.]

In response to both drawbacks, Nimble combines the experience of Jon and his team with social media savvy and support, cloud-based delivery and usability that parallels that of popular Web-based resources such as Gmail, LinkedIn and Twitter.

Invitees to the current private beta test of Nimble, including yours truly, are asked to say nothing about the solutions features, functionality or look and feel until Nimble becomes publicly available. So I won't until then. I will say, however, that conceptually, the goal of Nimble is to tie together all of the contacts, calendars and communications that help to define, manage and optimize the relationships that matter most to an individual, a team or a business.

A key design goal, according to Jon, was to accomplish all of the above in ways that do not interfere with how users use the tools they use now. (A digressive mini-rant here. Do users of some CRM solutions really have to remember to send a blind copy to those solutions of every single e-mail they want those solutions to track and remember? Really? In this day and age, when rules-driven software has been around a long time?? And people wonder why more SMBs aren't yet using more CRM? Seriously??) To meet that design goal, the Nimble team first built a software foundation with robust application programming interface (API) support. The user interface I can't discuss came after that.

So Nimble promises to consolidate all relevant, actionable information about all each user's contacts, their social and professional online network connections, all messages and all activities. And to bring together internal collaboration and external listening and engagement. And it promises to do so in ways that users and administrators will find to be better, cheaper and easier than competing CRM offerings. Based on what I've seen, these are promises Nimble can likely keep, if the company can build and maintain a superior ecosystem of partners, developers and other stakeholders and contributors. Which I think it can.

Nimble the team and the company promise much more, however. For starters, the first offering, Nimble Contact, designed for individual users, will be free. Follow-on offerings will include additional features to support teams, sales forces and full-blown CRM. Pricing will likely range from approximately $10 to $30 per user per month, depending on the edition chosen. (For comparison, Salesforce.com currently charges $5/user/month for its Contact Manager for up to 5 users, $25/user/month for up to five users of its Group edition and $65/user/month for its unlimited-user Professional edition.)

If you want to see what a strong contender for the future of CRM, social and otherwise, looks like – one that users can and will actually use – visit www.nimble.com and sign up for a free Nimble Contact account. If it works for you, you can use it to start building the future of CRM at and for your business. Nimbly, of course.

PointClear's Dan McDade: Lead Generation and Beyond -- a 3-Q Interview

2011-01-13T10:26:00.000-08:00

Dan McDade is President and CEO of PointClear, the prospect development company that helps business-to-business (B2B) companies drive revenue by nurturing leads, engaging contacts and developing prospects until they're ready to close. The Sales Lead Management Association (SLMA) named Dan one of the 50 most influential people in sales lead management in 2009. So I thought I'd ask his opinions about lead generation, management and nurturing. Those opinions follow almost immediately.

Q1: What's the single biggest challenge facing companies trying to succeed with lead generation, management and nurturing right now?

A1: The lack of effective targeting. Many companies target too broadly. These companies do not take advantage of segmentation to the degree that they could and should. And, for whatever reason, the same company that will spend $10 on a “lumpy mailer” will balk at spending $1.00 per contact name [for] a decent list. (Well, there is no such thing as a good list [available for purchase] – but you have to build a base list, and then develop it over time on a prioritized basis). Effective targeting is 60 percent of the battle in most marketing programs and most companies do not do a good job of targeting prospects correctly.

Q2: What's the single biggest challenge facing companies trying to sell solutions and services related to lead generation, management and nurturing right now?

A2: MarketingSherpa recently published their 2011 B2B Marketing Benchmark Report and in that report they document that the number-one most pertinent challenge marketing departments face is generating high-quality leads. At the same time, many if not most marketing departments are measured on the number of leads and the cost per lead. The marketers I talk to stress about having to produce more leads each year with reduced budgets. Do you feel that this might be one reason why fewer than 50 percent of sales reps are making their quota this year, according to CSO Insights?

The other challenge marketers face right now is that marketing automation (MA) is being touted as the Holy Grail – put e-mail addresses in one end and out the other end come freshly minted leads. Not even the MA vendors believe this, but it is hard for them to migrate users from a "black box" mentality into a more sophisticated “MA is a tool, not a standalone solution” mentality. The biggest problem facing those of us who sell high-end, quality solutions is that though companies say they want [high-]quality leads, many won’t pay for them and they default to forcing their sales force to do what it least likes to do and does poorly – prospect.

Q3: What's the "next big thing" in lead generation, management and nurturing for which decision makers at user and provider companies should be preparing right now?

A3: “The next big thing” in lead generation, management and nurturing for B2B companies is actually “the same old thing” for sophisticated, B2C [business-to-consumer] direct marketers – it has been around for 30-plus years. That is a data-driven approach to prospecting with a lifetime value approach to measuring ROI. The more companies measure themselves on quarterly results, the more they are mortgaging their future. I recommend that companies stop the carousel on dollars going out without any realistic hope of getting those dollars back in ROI.

Dortch's Recommendations

Dan is incredibly good at talking about lead generation, management and nurturing in ways that seamlessly tie those critical topics to what should be the larger goals of every business. You know – things like investing in necessary resources wisely, tracking actions, developments and their effects accurately and consistently and balancing short- and long-term goals optimally. Those kinds of larger goals.

I am naively optimistic enough to believe that these and other large, short-term and long-term goals are best achieved by focusing on making every customer successful and happy. This approach, I believe, provides the highest likelihood of sustained success and happiness for everyone else in the customer's value chain. Critical to success with this approach is identifying, engaging, managing, nurturing and converting the highest-quality leads available. Because that's how you maximize the value of every effort and resource you invest in each and every one of those leads.

And how do you maximize the quality of your leads? I recommend that you start by taking an approach to the challenge pretty much aligned with Dan's comments above. (You might also take a look at what Dan's company does and how they do it, as potential partners and as a guide to what to look for in other vendors and solutions you consider.)

It may also help to encourage a view of leads as more than just chunks of data on a list. They're actually people who have needs and goals, same as you and your business. This could help to accelerate progress towards a more holistic, conversational and consultative relationship with each lead and customer, and with the marketplace you're in more generally. Which as I understand it is how much marketing's evolving these days. I'm not necessarily recommending; I'm just sayin'…

By the way, Dan's new book, "The Truth About Leads," should be at or near a purveyor of books near you sometime soon. I also recommend it. Highly. I got to read an advance copy, and felt a lot smarter about the whole lead thing afterwards.

Get Satisfaction: Turning Customer Communities into Bigger Business Benefits

2010-12-10T12:28:00.000-08:00

What's the most important thing to your business? Its customers, because without them, your "business" is likely just an expensive hobby. (This is equally true for non-profit organizations, but they serve two groups of "customers," the ultimate consumers of the services the non-profit provides and the people and organizations that fund those services.)
So what's the most important business resource your organization is probably under-leveraging or not measuring, tracking or paying attention to at all? Generally, it's what your customers think and feel about your organization and its offerings. More specifically, it's the engagement and passion of your best and happiest customers.

Those qualities are probably the most effective tools you have for recruiting and acquiring new happy customers. But you absolutely need the best available information about your customers – who's happy and why, who's unhappy and why and everything related to those questions. That information is crucial to your efforts to identify your most positively engaged customers and to leverage and amplify their engagement and passion.

Of course, your organization should already be tracking what customers think and feel, using everything from social media monitoring to periodic proactive outreach NOT intended to sell anything. But how best to go one step beyond, closer to the encouragement and leverage of actual customer communities?

I recommend a close, careful look at Get Satisfaction. Get Satisfaction helps companies to leverage and monetize pervasive, passionate engagement of those companies' customers. (I've run this admitted mouthful past a few Get Satisfaction executives, and they say it captures what they do pretty well, so I'm sticking with it.) It does this via a combination of really cool software and effective, field-proven processes and practices that it makes available to its customers.

Pricing starts at $19 per month for all the tools you need to build and manage a basic community. For $49 per month you can add support for a team of community managers and Facebook integration. At $99 per month you get additional community customization, analytics and Web site integration features. And at $289 per month you can add integration with customer relationship management (CRM), help desk and other systems as well as enhanced support from Get Satisfaction. Free trials and options for full customization and rich branding are available as well.

There are other customer community management and feedback collection solutions out there, to be sure. (Three of them are discussed briefly along with Get Satisfaction in a November 2010 article at Inc.com.) However, none that I've seen offers the combination of flexibility, functionality and economy available with Get Satisfaction.

Also, Get Satisfaction's founders, management and corporate culture are, to put it mildly, intently focused on empowering customer-led communities that deliver real, measurable business value. This is reflected in everything I've seen them do, say and deliver so far, and strongly complements the strengths of the company's core offerings.

Your customers are your market. The more you can empower your customers to ask questions, share ideas, provide feedback and form communities, the more you know about what your customers really think and feel. The more such information you have, the better your marketing, sales and customer care efforts can become. If these things matter to you, you should explore Get Satisfaction. Now.

Free Webinar: Synchronicity abounds – Lane Becker, a co-founder of Get Satisfaction, will be the featured speaker in a Focus.com Webinar entitled "Think Like an Entrepreneur: Lessons for Businesses of All Sizes." It's sponsored by GoToMeeting, another tool you should be using if you're not. I'll be moderating. Should be an interesting and valuable conversation. I hope it will include you.

The live event takes place on Tuesday, Dec. 14, 2010 at 11 a.m. PT/2 p.m. ET. It will also be available on demand later, if you can't make the live version. For more information or to register, please go to http://dortchon.it/f32uR8.

Find New Customers – Jeff Ogden of Find New Customers: the Dortch on Marketing 3-Q Interview

2010-11-15T15:01:00.000-08:00

Jeff Ogden is a lead and demand generation specialist and a self-styled "Fearless Competitor." He's also the president of one of the best-named companies I've ever encountered: Find New Customers. But enough of what I think. Here's what Jeff thinks.

Q1: What's the single biggest challenge to companies seeking new customers today –technological, operational or otherwise?

A1: To quote sales expert Jill Konrath, prospects are crazy, busy today. So your messages must adhere to her SNAP approach:
1) Simple - very basic and uncomplicated
2) iNvaluable - focused on their needs and not yours
3) Aligned - don’t talk about A when they care about B. You need to talk about B when they care about B.
4) Priority - You need to focus on what's at the top of their to-do list.

But the interesting thing about this challenge is that solving it requires deep buyer intelligence. Buyer personas are critical today. Deep knowledge leads to finely honed and effective messaging.

Q2: What's the single biggest challenge to companies seeking to sell solutions to companies seeking new customers today -- technological, perceptual or otherwise?

A2: The biggest challenge for companies selling solutions like marketing automation is commoditization. To prospects ears', they all sound alike – Marketo, Eloqua, Silverpop, Pardot. The average business person cannot see a difference. Vendors need to do a better job of demonstrating unique value and ensuring success. Chances are this will come from a different selling approach, rather than a product.

Q3. What's the "next big thing" coming in the continuing search for new customers for which users and vendors should be preparing now?

A3: Buyer empowerment. Vendors will need to become more value oriented and recognize the need to be everywhere (Twitter, Facebook YouTube, iTunes, etc.) with a clear, concise and consistent message.

Dortch's Recommendations

Pay attention to how your buyers buy, whether you're selling marketing automation solutions or anything else. When I look at Jeff's answers collectively, what I take away is that differentiation enhances competitiveness. Oh, and that the only differentiation that matters to buyers is differentiation that demonstrates alignment with buyer goals, needs and priorities.

Be where your buyers are, and pay attention to, capture, aggregate and leverage what they say and what they do. Employ IT-empowered solutions that help you to do these things effectively and consistently. That's how you'll find – and keep – new customers.

IT Analyst and Influencer Relations: the Future – in Only 10 Sentences!

2010-10-04T18:45:00.000-07:00

1. Much of what information technology (IT) buyers and users buy and use is heavily influenced by the opinions and analysis of people known collectively as industry analysts (including me, at least sometimes).

2. IT vendors invest significant resources in developing relationships with and attempting to influence the opinions of these analysts, a practice known as "analyst relations" (and sometimes called "influencing the influencers").

3. The Web and social media tools and networks such as Facebook, LinkedIn, Plaxo and Twitter make other buyers, other users, vendors and others at least as influential as traditional industry analysts.

4. Traditional analyst relations methods are becoming increasingly ineffective and irrelevant, as the expansion of influencers beyond analysts continues and accelerates.

5. Business success is increasingly less merely "transactional" and far more "social" and "conversational," driven by repeated interactions that build credibility, familiarity and trust.

6. Analyst relations must take a similar evolutionary pathway to succeed, especially as independent analysts, "boutique" analyst firms and the numbers and types of influencers grow.

7. Specifically, vendors must broaden their views of influencers beyond analysts, then build with those influencers the same social and conversational relationships those vendors are adopting with customers and prospects.

8. In addition, vendors must use modern media and improved processes and techniques to evangelize to customers, influencers, partners and prospects – to engage, inform, persuade and invite them to "buy in," sometimes literally.

9. The game has changed, from "analyst relations" to what I'm fancifully calling "social influencer relations (and) evangelism" or "SIRE," because three-letter acronyms (TLAs) are so over.

10. Except for the "SIRE" part, it's not just me saying these things – check out the roundtable podcast featuring Jonny Bentwood, Barbara French, Carter Lusher and Jeremiah Owyang, people you should know if you don't, at http://bit.ly/SocAnalyst, the survey recently conducted by Vocus and Brian Solis at http://www.vocus.com/social-media/influencer/what-makes-an-influencer.pdf and thoughts from a blog entry of mine featuring PR maven Cheryl Snapp Conner, at http://bit.ly/bn7Tjr.

Real-Life PR -- Snapp Conner PR Founder Cheryl Snapp Conner: The Dortch on Marketing 3-Q Interview

2010-08-24T19:05:00.000-07:00

Public Relations -- PR -- is a critical element of every company's marketing strategy. And technological evolutions are roiling PR just like they're roiling almost every other aspect of marketing -- and business.

Cheryl Snapp Conner is one of the smartest, hardest-working and nicest PR people I've met in more than 30 years of dealing with PR people. She's also the founder of Snapp Conner PR, "a specialized agency that provides all aspects of strategic and tactical PR execution for companies in the technology space." I thought she might have some useful thoughts about PR for those of you interested in such things...which should be everyone reading this. She in fact did and does. See below.

Q1: What is the single greatest challenge facing companies seeking publicity -- your clients -- today?
A1: I think the greatest challenge companies face is aligning the PR they seek with their greatest overall business objectives. But come to think of it, that's the same challenge they've been having for a very long time, so I would not say that it's new.

We sometimes open our PR clinics and presentations about "How to Stand Out in a Crowd" with a humorous photo -- a real, honest-to-goodness Internet CEO in the midst of a publicity stunt happening pretty close to Times Square. Unbeknownst to him but rather hilarious in hindsight is the fact that while he was performing that very stunt, a quiet company out of nowhere was doing its homework and working its way through the US with a story for every reporter who'd ever covered the topic that turned out to be his biggest competitive nightmare. That evening, when the "Washington Post" called him for comment he was caught flat-footed. By morning, the news about his competition had pretty well covered the world.

So -- yes, you can get attention by starting a political scandal, committing a highly visible crime or conducting a big publicity stunt, but is that really the kind of attention that will advance your business goals? With that in mind, the PR can get started. Education. Thought leadership. The kind of real-life business stories and solutions that are affecting millions of businesses and people told in a matter of fact and factual way, even with all the bumps and bruises, the way you would tell your story to a valued friend or associate. What did the solution cost? Who did I have to convince to engage it? If I had it to do again, what would I do differently in my implementation?

Think about the kinds of PR that are most closely akin to direct word of mouth. Case studies. Trend features. Reviews. Opinions and analysis from individuals who are knowledgeable and trusted on the particular topic. The locations and venues for the press should come together naturally after these key decisions are made.

Most companies think about PR as press releases that crow about great accomplishments and giant customer wins. In our opinion, the value of testimonial style PR is...not much. Make it real and find the ways to give your customers genuine due diligence and then put it in the places they can easily see.

Q2: What is the single greatest challenge facing providers of public relations services -- you and your team, and others in your business -- today?
A2: For PR providers, the landscape is changing so quickly, it's imperative that our methods keep up. For example, the SEO [search engine optimization] value in press releases and articles is imperative in ways that didn't even exist a few years ago. Our value add - the value of every organization like us - is strongly influenced by our ability to be savvy and smart and up to the minute about every PR strategy and tactic at hand. That would be our single biggest challenge.

Our next challenge, like everyone's is the fact that we are businesses and companies who are living and surviving in an extremely challenged economic environment today. We're being challenged to do more with [fewer resources]. The costs of benefits, rising taxes and availability of cash flow hits every kind of service organization especially hard. We have to be smarter than ever to surmount these challenges and continue to provide value that's up to the minute and indisputably worthwhile in every way that we can.

Q3: What do you see as the next "great leap forward" in publicity and public relations -- cultural, technological or otherwise?
A3: The next leap forward -- I actually see a number of leaps forward, but for us, one of the biggest is cultural and technology-related. Our own team is working right now on some new methods to use technology to take marketing/PR tools and savvy out through distributed companies to their dealers and deliver it to those dealers in a format they can quickly and simply interact with and use.

For example, a large public company we work with has the highest quality product in its industry sector, and enjoys solid distribution through its major retail partners. But it's greatest margins continue to come through its 380-plus dealers who are small, local companies who are excited to carry the company's products but are without a clue about how to conduct any type of PR. They have access to co-op dollars [money provided by the vendor to subsidize dealer advertising and marketing], but without the knowledge of what to do, with almost no exceptions, they let the co-op funds sit unused.

We're working on technology to deliver practical ideas to those business outlets through the devices they already use that give them ideas, templates and instructions that can practically implement themselves and produce new revenue immediately. That's both a cultural and a technology issue. Even these "down-home" local shops are now using the kinds of technology that can make this idea real and give these small and distributed businesses ways to succeed without needing a PR executive or an agency in order to grab onto the good results of PR.

An amazing number of people are receiving their information over mobile devices, and this is more than a content delivery issue. It affects every aspect of the way we influence people, the way we do business, and definitely on the kind of strategies and tactics we need for effective PR.

In spite of the challenges, there's never been a better time for PR. The field is ripe for all kinds of innovation. Stay tuned!

Dortch's Recommendations:

Cheryl knows what she's talking/writing about. If you still aren't sure, contact any of the clients listed at the Snapp Conner Web site. I've talked and worked with several of them through the years, and they uniformly think as highly of her as I do, and as you should. Do as I do whenever Cheryl offers guidance -- OBEY!! :-)

Scott Albro of Focus: the Dortch on Marketing Three-Q Interview

2010-08-12T10:20:00.000-07:00

Scott Albro is founder and CEO of Focus, where business decision makers can get complimentary research, market analysis and community that helps them to make better purchase decisions. (In the interests of full disclosure, it's also where I'm director of research, but I'd be fan anyway, for reasons you can read here.) Scott describes himself as "Builder, Leader, Knifefighter." I figured he might have some interesting opinions about the current state and imminent future of business-to-business (B-to-B) marketing -- and I was right.

Q1: What is the greatest challenge facing modern B-to-B advertising/marketing/media companies today?
A1: How to use the Internet. Right now the Internet is good at delivering quantity, as opposed to quality. That works in consumer markets but amounts to an epic FAIL in most B-to-B markets.

Q2: What is the greatest challenge facing the clients of modern B-to-B advertising/marketing/media companies today?
A2: How to deliver something that the sales organization actually cares about. [Editorial comment: Oh, Snap!]

Q3: What is poised to be "the next big thing" In modern b-to-B advertising, marketing and/or media -- technological, cultural, financial or otherwise?
A3: We're working on it and it's a secret.

Dortch's Recommendations:

Focus.com is innovative, interesting and gaining traction. It is establishing a leading presence in an area many marketers know little to nothing useful about: cyberspace. Scott and his team are not the only smart people who realize this and are taking steps to address it. But they are some of the first, they're really smart, they work really hard, and they have a good head start.

If you're an advertiser or marketer trying to reach business decision makers, you should probably already be talking to Focus. If you are a business decision maker, you should be making use of the research, analysis and community at Focus.com. And if you're involved or interested in the evolution of business-to-business marketing and sales, you should definitely be watching Scott and the Focus team.

Focus.com: Crowdsourcing Done Smart

2010-07-19T10:19:00.000-07:00

Yes, I am currently Director of Research at Focus, proud owners and nurturers of Focus.com, so I'm biased. But any industry analyst, observer or pundit who says they aren't biased is lying. And any who will let their biases alone direct their analyses, observations or punditry aren't very good at what they do and should consider other endeavors. And no, Focus management did not see or know about what I've written here before I wrote or posted it. End of disclaimer. Now, for what would have been my inaugural marketing blog entry, had "Antennagate" not intervened and proven irresistible to me.)

I'm a big fan of Salesforce.com, the pioneering provider of software as a service (SaaS) and cloud computing solutions for business, and of the company's innovative corporate philanthropy. I'm also a big fan of fellow M.I.T. alumnus Peter Coffee, Director of Platform Research at Salesforce.com and one of the software industry's most intellectually interesting and erudite spokespeople.

As evidence, I offer the recent Salesforce.com blog entry from Peter, "The Gold in the Crowd in the Cloud." It's a cogent, interesting discussion of crowdsourcing -- using the Web and social media to throw many otherwise disconnected brains and hearts at the same challqenge or opportunity -- by Salesforce.com and more broadly. It resonated with me not only because of the intersection of good marketing, social good and modern technologies represented by Salesforce.com's specific efforts discussed in Peter's blog (which of course you should check on and support). I was also engaged by Peter's thoughts on crowdsourcing because I believe Focus.com to be a prime example of crowdsourcing done really well.

At Focus.com, anyone can ask or answer a question about almost any aspect of running a business, from human resource (HR) management to information technology (IT). Anyone can contribute content about a business-related subject in which the contributor has expertise, experience and/or strong opinions. And anyone can post comments on anything they see at the site. Content therefore tracks closely with the key concerns of the core Focus.com audience, business decision makers.

Focus oversees and pays for creation of some core content deliverables, which like community-contributed content are available at no cost to whomever can use them. The Focus team also reviews all contributions and Q&A threads, to categorize them and to weed out profanity, irrelevancy and attempts at spam or hacking. Otherwise, though, it's crowdsourcing designed to provide, as the Focus tagline says, "business expertise for everyone," not just companies that can afford expensive market analyses or consulting.

And Focus monitors contributions closely, inviting frequent and well received contributors to become Focus Experts and Advisers. These people are selectively offered opportunities to contribute richer content and to participate in Focus events such as our recent complimentary and wildly successful Focus Interactive Summit, "Mastering Lead Management" (available on demand here; registration required. An open, crowdsourced, largely self-governing meritocracy.

(In case you were wondering, Focus also interviews many of the people who download content from Focus.com about what they've done or are planing to do with the information, when they did it or are planning to do it, and what experiences they've had or are expecting with specific solutions and vendors. Those interviews result in high-quality marketing leads Focus sells to solution providers, to fund the free content and community at Focus.com. A business model so cool, it made me want to join the company a bit more than a year ago now.)

The old ways of obtaining expertise to aid critical business decisions relied largely upon expensive and unwieldy market or industry analyses and reports or expensive and complex consulting engagements, both of which I've done a lot during the past 30-plus years. That business model is unsustainable. It's too expensive and too detached from real life and real time. Crowdsourcing, when directed, managed and supported well, democratizes expertise and makes it affordable and almost immediately available. It also makes the exchange of information and value more conversational and centered around the needs and goals of users and buyers, a win for everyone in the value chain.

Don't just take my admittedly biased word for any of this, though. If you find independent endorsements compelling, "Media Business" Magazine just named Focus.com a Top 10 business Web site and the sole winner in its "launch" category. (Read all about it here.) But what you should really do is visit Focus.com and spend some time poking around. You don't even have to register to do that, and I think even a cursory perusal will give you a tantalizing and credible glimpse into some of what crowdsourcing is doing to transform "the wisdom of crowds" into tangible, measurable, meaningful benefits, in business and in the world at large.

iPhone 4: Apple Gets "Antennagate" Right

2010-07-16T12:31:00.000-07:00

What is good marketing, anyway?

Well, I've said for years that good marketing must do four things -- it must engage, inform, persuade and invite. (Of course, after all of that, the entity doing the marketing must then deliver on whatever has been promised, then delight customers, partners and other stakeholders. However, those challenges are only partly under marketing's control, and therefore beyond the purview of this blog post. But I digress.)

By my lights, then, the Apple iPhone 4 antenna kerfuffle is now officially over, after Steve Jobs got up in front of the media and punditocracy and covered all four of what I consider the critical success factors of basic marketing.

Engage: Steve engaged stakeholders and observers worldwide by immediately copping to the existence of the antenna problem.

Inform: Steve told everyone watching and listening that this problem affected smartphones other than Apple's, something easy to forget or discount given all the noise about the problem centered around the iPhone 4.

Persuade: Steve showed evidence intended to prove his point. The videos showing other smartphones dropping signals may or may not have been universally convincing. However, Steve reported that only 1 iPhone 4 buyer out of every 200 had complained to Apple, and that AT&T said iPhone 4 return rates were so far only one-third those experienced with the iPhone 3GS. Pretty persuasive little factoids.

Invite: Here's where Steve got it most right. Since the argument is that so-called "bumper" cases that wrap around the rim of the iPhone help to solve the problem, everyone who wants one gets a free bumper case from Apple through September 30. Everyone who's already bought one gets a refund. And everyone who's still cranky can just return their phone for a full refund. Problem solved. Mission accomplished. Let's move on.

Now, Apple is not known for rapid-response news conferences. The company's media events are almost always supremely well orchestrated, in part because they're planned fairly far in advance. Today's news conference was arranged rapidly and not nearly as flashy as, say, most Apple new product announcements. However, I think Apple covered its bases well and struck the right balance between culpability and resolution. In many ways, "Antennagate" and Apple's response represent a textbook example of how marketing people should respond to sudden, unexpected threats to a company's brand or reputation.

Bonus recommendation #1: You may have noticed that I referred to it as a "news conference," and not a "press conference." Similarly, I strongly prefer "news release" to "press release." Minor semantic points, to be sure. However, they keep the focus on the news -- as in, if there ain't no real news, there should be no release or event. I'm just sayin'...

Bonus recommendation #2: Focus.com has some really good recent research and analysis related to Apple, the iPad and the iPhone. I particularly recommend:
+ "The Apple Roadmap: What Steve Jobs Doesn't Want Microsoft to Figure Out," a great Focus Brief by Focus Expert Colin Bhowmik; and
+ "No Flash? No Problem -- 3 Work-Arounds for iPad, iPhone and iPod Touch," by yours truly.