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jonerp : go-to-market   113

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Who Is Paying for the Value
"There is nothing wrong with providing benefits across value chains, but if you can’t connect to the compelling reason for the budget holders to act, then it doesn’t matter. If you can’t highlight the implications of the way they work today on not just their customers (or users or employees) but them specifically, then they may push back on change."
go-to-market  customer  experience  cx  storytelling 
1 hour ago by jonerp
The One Thing Providers Could Do To Make Buying Easier
"The two things that jump out immediately are responsiveness and details. Responsiveness is important—when buying teams ask for information, pricing, or clarifications; you should give it to them. Seems simple, right? But it doesn’t seem to happen as easily as it should. In fact, our respondents told us that the “inability to get specific product or implementation details” from vendors was the second most likely cause of significant delays in their buying decision! It’s easy to complain about lengthening sales cycles, but when vendors contribute to it, they need to take ownership of some of the blame."
go-to-market  b2b  buying  delays  responsiveness 
6 days ago by jonerp
The Power of External Perspectives
"For hiqh quality deals vs. others–deals that may not have been failing but did not meet the high bar, there are a few things that we have noticed right away (and we are continuing to dig). One of them being particularly noticeable. Respondents that are part of a high quality deal are much more likely to continue to leverage independent sources (analysts, reviews, experts, etc) after they have engaged with the vendor (vs. relying only on the vendor or vendor resources for their information). They do this to validate assumptions, discover blind spots, and expand their thinking."
go-to-market  advocacy  marketing  confidences  decision  making  influencer  validation 
13 days ago by jonerp
New Research: Many Enterprise Buyers Resigned to Failure
"We also asked the respondents about the satisfaction level with the buying experience and their lead vendor, again on a 7 point scale (7-very satisfied).

For this group, that basically say they aren’t being successful, 93% indicated that were satisfied with the buying experience and experience with the lead vendor (with 63% and 64%, respectively, providing a score of 6 or 7).

Really. Being fine with buying and vendor experience and then having a failing project is not good. It’s indicative of a culture of complacency."
go-to-market  b2b  buying  customer  success 
20 days ago by jonerp
Burning Down the (Messaging) House
"Why is that? Messaging Documents/Houses are consistently:

Narcissistic. They reflect what vendors want people to hear, but rarely provide the context as to why they should care.
Undifferentiated. They have so many messages, without any comparative quality, that it is hard to find what really matters. Even the top level messages suffer from this.
Forgettable. Again, the volume of messages “information’ in these documents is overwhelming. By the time you get to the end, it’s hard to remember anything (see “undifferentiated”).
Ignored. They usually get created around an ‘event’ (e.g. new product). And after a burst of energy, are quickly ignored (see “forgettable”). I’ve yet to find anyone who audits materials against their messaging documents. I’m pretty sure I know what the results would be."
go-to-market  new  customer  acquisition  product  marketing  impact  messaging  and  differentiation  portfolio  burning  down  the  house  positionings  stories  storytelling  talking  heads 
27 days ago by jonerp
Great Customer Strategies Look to Behavior
"As you think about your targets, always go deeper than “we have solutions for insurance companies” or “we target the mid-market.” Instead, say “we target insurance companies that want to be first to market with new products” or “we target mid-market companies that have internal development teams to build custom applications.” Or go even deeper. As you do so, use those refined perspectives to tailor your language, your stories, your marketing campaigns, and your sales efforts to make it clear “we understand your organization and we fit your organization.”
go-to-market  attitudes  behavior  ideal  customer  profile  personality  segmentation 
5 weeks ago by jonerp
The Story We Don’t Tell – But Should
"This story should be based on reality–the stories of other customers and other situations. Build confidence in the buying team that issues can be overcome. Be the vendor that is not only ambitious, but also authentic. The fear of being wrong; the fear of mistakes paralyzes many people. It delays buying decisions, or results in outright project cancellations. You may have even painted a picture of the “pain of same”, but the “personal fear of failure” often wins out."
go-to-market  b2b  buying  complexity  confidence  pre-mortem  problems  storytelling 
10 weeks ago by jonerp
These 4 terms will kill your SaaS business
"Finally, “Seamless” (and sundry jargon). Seamless is ok if it’s about the customer experience but seamless for the most part is in the eye of the beholder. So make sure you can go the distance and that it is commercially worth it. Real time is another gem. Its great but it will crush your COGS, and I’ll bet you your favorite tipple that unless you’re building the next Bloomberg terminal, most of your customers use cases don’t require real time all the time. There are plenty of other clever sounding words that will crush speed. You get my drift."
management  saas  and  cloud  selling  go-to-market 
11 weeks ago by jonerp
The Never Ending Fight Against the “Safe Choice”
"To fight the safe choice, be prepared with examples of the risk of playing it safe. The org is already committed to change, why risk having that change be less than successful (further locking the org into safe options)."
go-to-market  brand  change  management 
12 weeks ago by jonerp
The Most Frustrating Things for B2B Buyers
"While there is more information available than ever, buyers find it really hard to find what they are looking for. This is not a vendor-only problem. It’s an industry problem, and maybe even an internal one for the buying team. We know that buying efforts blend research done internally (‘what do we know already’), with vendors, and with independent influencers). Collectively, this mix makes buying hard."
go-to-market  b2b  buying  process  content  marketing  frustration 
march 2019 by jonerp
The First Three Steps in B2B Buying
"Gartner research on B2B Buying Behavior shows that Buying teams consistently take three steps early in their buying process as they move from inspiration to exploration (or even early evaluation or engagement):

Discussions with colleagues trigger new efforts.
They discover or look for insights from people they perceive to be independent experts
They research specific vendors directly, usually via the vendor Web site"
go-to-market  buying  process  collaboration  infleuncers  inspiration 
february 2019 by jonerp
The DEVOlution of Enterprise Technology Buying
" It’s an imperfect world and long standing practices, risk aversion, and broad buying teams are reinforcing the bad, even as both sides improve in some areas. It could be a truly “Beautiful World,” but today it’s not for everyone. It is gonna take some change by vendors, by partners, and by customers to get to where we should be."
go-to-market  b2b  buying  brand  devo  implementation  partners  scenarios 
february 2019 by jonerp
What is a Shortlist Anymore?
"Buying teams start their exploration with a few vendors in mind (they may not call this a short-list, but in some ways it is);
As they research, they uncover more options, expanding the list;
They then narrow it down (the first short-list);
As they research more–other vendors are discovered (by their peers or recommended by experts or through their own research) or new requirements emerge and the short-list expands"
go-to-market  b2b  buying  process  short-list  vendor  strategies 
february 2019 by jonerp
Keeping Attention – Substance Over Style
"For example, consider demo videos. I’ve seen many of these that purport to be demos, but they are clearly glossy, stylized productions that obscure the reality of the product and how it works. The style may be fine, but don’t call it a demo. Call it something else. Demos need substance. They don’t have to be cool. But they really need to be authentic."
go-to-market  authenticity  b2b  buying  messaging  trust 
february 2019 by jonerp
The Missing Link for Effective Personalization
"It is really hard for content owners or creators to figure out how to create content for this user-centric world. Sure, I can “chunk” things up, but when the assembly is dynamic, it is hard to create a flowing coherent story. It also requires a significant investment in understanding the user.

When that is missing, what usually happens isleast common denominator results. The most impactful elements of the product don’t get leveraged, but some of the capabilities that were developed to deliver those capabilities do get used. For us, customers focused more on easy content contribution than role based tailoring. Or, we saw them create personalized content, but much of it was duplicated, creating a versioning nightmare (finding all of the “common elements” when a change or update was needed). Overall, we were moderately, vs. wildly, successful as a result."
go-to-market  content  creation  customer  centric  personalization  user 
february 2019 by jonerp
The Curse of Creeping Complexity
"Here are some ideas:

Don’t ignore frustrations when people start asking why things are done a certain way. Listen and evaluate.
Take a closer look at data you are collecting. If you don’t use it, or it doesn’t provide significant value, stop asking for it.
Evaluate how many decisions people have to make to complete tasks. The more choices; the more potential for mistakes.
Look for ways to simplify the process with more automation (but only after doing the first two steps)."
go-to-market  complexity  growth  process  automation  scale 
december 2018 by jonerp
Three Tests to Assess Your Customer Centricity-Beyond Lip Service
"Customers are a rich source of information and feedback. But often, that feedback feels like a burden if your organization is prepared to embrace it. I’ve talked to many companies that are worried about customer communities, because of the concern that customers will share bad experiences."
go-to-market  advisory  board  advocacy  customer  centricity  communities  experience  cx  enterprise  persona  ideal  profile  product  strategy 
december 2018 by jonerp
The Power of Alternative Perspectives
"And yet, it’s easy to ignore. For example, the recognition of the value of diversity continues to grow–but can we quantify the impact? And do we integrate it into our processes? Maybe we make a focused effort to hire more women, or more minorities, or more experienced (older) people, or veterans–but what next? Embracing diversity is a mindset. But do you take the next step and integrate diversity into your practices (for example, making sure that review, brainstorming, and team efforts always include diverse participants? Do you look at how your technology (or if you even have technology) that helps make this easier to do–and to prove the value of? Do you ever invite people from other departments to product meetings?"
go-to-market  collaboration  decision  making  diversity  teams 
december 2018 by jonerp
Subjecting Customers to Navel-Gazing
"This navel-gazing approach is a losing approach.

Instead, look at it from the outside in. Focus first on your ideal customer profile–what matters in the product (not just the new capabilities, but everything) to them. Then identify if you need to create tailored content and communications for customers in different situations. As you introduce the new product to sales, don’t start with the product–start with the customer. Educate on the different situations, how to recognize them and how to manage them."
go-to-market  product  launch  management  sales 
november 2018 by jonerp
Leveraging Enterprise Technology Adoption (ETA) Profiles for Product Marketing
"Second, now that you know your ideal ETA groups, you can consider tailoring messaging to appeal to them. A simple example: If you find that your ideal customer profile is FID (flexible planning, IT-led, Dynamic pace of change), then you want to emphasize how your technology can help them move faster than the competition."
go-to-market  enterprise  technology  adoption  eta  profiles  messaging  product  marketing  psychographics 
november 2018 by jonerp
The Most Important Thing about B2B Personas-Common Ground
"The most important persona-style effort a B2B organization can invest in is the development of an ideal customer profile, something we coined as “The Enterprise Persona.” That profile can, and should include psychographics of the enterprise (among other dimensions)–something that Gartner is helping with via our Enterprise Technology Adoption Profiles. You can build 3 personas in this area. You start with the ideal customer. Then identify deviations from the ideal that would be viable as a good target–the acceptable customer profile. And, finally, identify deviations from ideal that would be a signal that a win, or the ability to make sure the client got value even if you win, would be unlikely–the unacceptable customer profile. Understanding this is most important."
go-to-market  enterprise  persona  technology  adoption  profiles  eta  ideal  customer  profile  personas  psychographics 
november 2018 by jonerp
Lead to, Not with, Differentiation and Capabilities
"As those that read this blog know, I’m constantly talking about improving messaging through storytelling. But you also know I’ve been talking about it for almost 6 years and see no end it sight. It’s an area that seems like there will always be room for improvement."
go-to-market  commercial  insight  differentiation  messaging  point  of  view  storytelling 
october 2018 by jonerp
Things I’d Like To See Go Away – Distrust by Default
"If we start with distrust, it means communications between vendors and customers will always be stilted. One or the other party will always wonder what is being held back, what to believe. It actually creates an environment where trust is likely to be broken–because it was never there in the first place (okay if it was never there, it can’t be broken, but you get the picture)."
go-to-market  customers  marketing  sales  strategy  trust 
october 2018 by jonerp
All Revenue Is Good Revenue Attitudes Force Compromises
"This discussion is almost always a short term vs. long term perspective. Short term, there is pressure to “make the number.” And that scales across the company as you go from sales rep, to manager, to team, to division, etc. But long term, I believe that most, but not all, of these questionable deals to more harm than good."
go-to-market  ideal  customer  profile  revenue  strategy 
october 2018 by jonerp
The Illusion of Control
"Once you recognize that control, at least total control, is an illusion, you can start to change. Even though Gartner recommends, as part of the Challenger methodology that sellers teach, tailor, and take control, the reality is that this can only be done in small chunks."
go-to-market  challenger  control  strategy 
october 2018 by jonerp
Buyer Readiness Does Not Mean Buyer Knowledge
"Well they did not assume that we (even though we were ready to buy) were knowledgeable and confident. This is likely to be the case in situations where urgency is forcing a purchase. They also provided proactive and prescriptive guidance. It was powerful and confidence building."
go-to-market  buyer  readiness  confidence  customer  experience 
september 2018 by jonerp
Fundamentals Rarely Change-Situations Do
"Unfortunately, in the wake of new techniques, new tools, and new ideas, it’s easy to forget the fundamentals. And then we lose our way. When Gartner (as CEB) introduced Challenger, it was heralded as one of the freshest, newest ideas in selling. And it was a great new perspective that still matters today. It is still a focus for Gartner Research and Advisory efforts. But underneath the covers, it is based on an age old fundamental–understanding your customer and their situation deeply."
go-to-market  b2b  challenger  customer  understanding  fundamentals  sales 
september 2018 by jonerp
Buying – A (Small) Piece of the Puzzle
"It is really important to remember that people don’t buy things to buy them. They buy to solve a problem or satisfy a desire. They want to get something done. You don’t buy a house and then just admire it and do nothing with it. Buying the house often triggers more buying as you “make it your own.” You get value from buying the house because it is a great place to live and it makes you happy."
go-to-market  b2bsales  buying  cycle  enablement  problem  solving  sales  value 
september 2018 by jonerp
“Next” Practice for Building Customer Interest and Trust
"Next Practice Idea: Make this a mandatory follow-up of any call where you learn something from the customer.

Based on the discussion, the SDR/rep searches for information that is relevant to the discussion (on the Internet or other sources that the customer could access).
Identify 2 to 3 pieces of “independent” content–not from the company and not about your products–that you will share with the customer. (Share followups about your products and services when it makes sense, but keep that separate from this.)
Send the links to them with some commentary on why you chose them and why you think they should read it."
go-to-market  discovery  preparation  prospecting  trust 
august 2018 by jonerp
Story Centered Marketing – A New Approach to Marketing Strategy?
"Create a great story and you’ll building a following–a following that you can then turn into leads and opportunities. What if your entire marketing strategy was built around the story—starting with your fictional company, then creating custom stories that bring in your prospects (as prospects) and then customers. Every campaign, every tactic, links to the story."
go-to-market  marketing  storytelling  strategy 
august 2018 by jonerp
The multiplier effect (remaking marketing priorities)
"B2B Buyers don’t spend most of their “buying time” engaging with vendors or their content. They are talking to each other (so ABM strategies help here), but also looking to other people that they trust–analysts, press, bloggers, other influencers, and their peers."
go-to-market  b2b  buying  customer  community  demand  generation  influencer  marketing 
july 2018 by jonerp
Content Versus Conversation
"Breakthrough strategies require this conversational content to be captured and delivered in written form. Be bold, tell stories, differentiate. While all of this is hard, it’s far from impossible—it’s done all the time in conversations. The one thing that can’t be duplicated is the dialog that enables clarifications and deeper understanding. But building to that is possible."
go-to-market  b2b  marketing  content  conversation  dialog  messaging 
july 2018 by jonerp
Things I’d Like to See Go Away – Fake Personalization
My suggestion would be to be different. Don’t try to fake personalization, but show preparation. Provide a good reason why you are reaching out. Acknowledge if it is truly a first contact. Maybe even open with “I’m not gonna pretend we know each other like everyone else does.” Authenticity can go a long way."
go-to-market  e-mail  marketing  automation  personalization  prospecting  sales  effectiveness 
june 2018 by jonerp
Metrics Provide Clues, Not Answers
"There are a few phrases that bug me. One of those is “if you can’t measure it, it doesn’t matter.” Being an intuitive thinker, I firmly believe there are lots of things that you can’t measure (or at least can’t measure easily) that matter greatly. And, I imagine that many of you, like me can just feel if something is right–you don’t have to measure it."
go-to-market  metrics  performance  management  reviews 
june 2018 by jonerp
Customer Understanding is Essential for Every Role
"When you say Lean Startup, many immediately think about MVPs-Minimum Viable Products. For developers, that is often the focus. But, as I’ve blogged about before, the essential element of Lean Startup is how those MVPs get created–by getting out and talking to customers and putting them at the center. Design thinking is very similar—using things like empathy maps, customer observation, and more to provide a path to better products."
go-to-market  customer  experience  understanding  design  thinking  lean  startup 
may 2018 by jonerp
Things I’d Like to See Go Away – Unrealistic ROI and TCO Calculators
"Be more transparent. If you are providing a calculator for potential returns, call it that. Don’t call it ROI. Maybe provide that on your Web site, but offer a more complete ROI modeling tool for sales interactions. Work with existing customers to understand the business cases they developed and then use that to flesh out the range of inputs for your ROI and TCO tools. You might also discover some other areas of differentiation."
go-to-market  roi  calculator  tco 
may 2018 by jonerp
The Conceptual How
"As buyers get more and more interested, they’ll grant you more and more attention. And most of that attention will be focused on really understanding if, and how, they can be successful with your products and services. That is the time with complete, direct, and clear information is critical.

But that is not enough, to get to that point, you have to give buyers a reason to believe. Some of that comes from case studies–a critical component of any content strategy. But they also need to understand the basics of how."
go-to-market  b2bsales  buying  process  how  proof  trust 
may 2018 by jonerp
Things I’d Like to See Go Away – The Differentiators List
"What makes us special?

Our people
Our experience
The fact that we care about our customers
and other general meaningless comments

There are a few problems with this approach. First, they are pretty much what anyone would say. Like others have said about strategy, if the opposite of your statement is not true, then it’s not relevant. Would any of your competitors say “Our people are lousy”, “We are inexperienced”, “We just want your money, we don’t care about you”."
go-to-market  b2bsales  competition  differentiation  sales  strategy  trust 
april 2018 by jonerp
Things I’d Like to See Go Away – The Logo Slide
"Should logo slides disappear entirely? Maybe not. As appendix material (leave-behinds) that prove you have more customers (and stories) than the ones you shared, they can be useful. For investors and partners, again as a supplement to real customer stories they can be helpful. But that context is key. Logo slides reinforce credibility. They don’t establish it anymore."
go-to-market  customer  validation  logo  slide  sales  presentation 
april 2018 by jonerp
The Disappearing Opportunity
"With relates to the third point, vendors must constantly assess the customer situation and connect with or create urgency. It’s not just about establishing preference for you vs. competitors on the situation you are focused on; its establishing preference for that project vs. others."
go-to-market  bant  buying  process  enterprise  agility  opportunity  sales  strategy  urgency 
april 2018 by jonerp
The Risk of the “Risk Bias”
"While not completely surprising, the application of what I’m calling the risk bias to emerging technologies is somewhat concerning. Every technology vendor innovates, but breakthrough innovations usually come from new vendors. Larger vendors often employ fast follower strategies. Enterprises that wait for the capabilities from proven vendors may find themselves acquiring new technologies just to keep up with competitors."
go-to-market  attitudes  disruption  innovation  risk 
march 2018 by jonerp
What I Look For When Reviewing Web Sites - by @barnes_hank
"What makes you special: This is about differentiation. Being clear about what sets you apart from competition (and, hint, it’s not your people) is critical. You have create contrasts that lay the groundwork for preference.What do I normally see? No comparisons, no terminology that starts to connect to differentiation. Or, vague statements of differentiation (like the people claim) that are made with no context of what the comparison is."
go-to-market  buying  cycle  process  differentiation  messaging  questions  to  answer  review  web  site 
march 2018 by jonerp
The Quest for Agility Changes Buying Approaches - by @barnes_hank
"As organizations look to become more agile, we are seeing changing in buying approaches–but all is not well. In a recent Gartner survey, we discovered that our 506 respondents (in mid-sized enterprises or larger) had considered over 8000 significant software purchases (25K+ or 50K+ depending on organization size) in the past two years. Most importantly, 43% of them were ad hoc buying efforts—efforts that were not tied to strategic plans or existing budget commitments."
go-to-market  buying  urgency 
february 2018 by jonerp
The Strongest Differentiator – A Different Point of View - by @barnes_hank
"That is the perspective the firm I spoke with brings to the market. It carries with it some other interesting elements. The vast majority of their interactions are digital, rather than voice–inverting the traditional metrics of the industry. They welcome clients who can’t predict the scale they will need due to their hypergrowth mode. They analyze their efforts to suggest other innovations that can help their clients accelerate growth. And oh yeah, as a byproduct (particularly of the inverted interaction metrics) they can drive efficiency and cost savings.

Its a strong story, but the differentiator is all in a different point of view about outsourcing—targeting a customer base with different objectives, approaching it with a different philosophy, and totally throwing traditional metrics out the window"
go-to-market  differentiation  messaging  point  of  view  positioning  viewpoint 
february 2018 by jonerp
End with How - by @barnes_hank
"The best combination. Start with why (and consider highlighting some product capabilities that help achieve that why). Then once you have initial interest, connect the why to the how by putting your features and capabilities in the context of how they help you achieve results. Offer proof points–not just of results, but of how they were achieved."
go-to-market  messaging  storytelling  strategy  why 
february 2018 by jonerp
Positioning Is Not Messaging - by @barnes_hank
"Positioning should be simple and clear. If you want to throw in adjectives, load them into the discussion of the customer’s needs and wants–not the description of your value and differentiation. You may not be able to eliminate all adjectives (after all they are descriptive), but try to minimize them."
go-to-market  messaging  positioning  strategy 
january 2018 by jonerp
The One Thing to Always Do When Mentioned in Analyst Research - by @barnes_hank
"When you don’t do this, everything is reactive. I still remember a situation where there was a competitive POC bake-off. Both my firm and the competitor were featured in “the best place” in an analyst report. The competitor was slightly better positioned. Despite winning the bake-off, the sales team had to defend the placement. But they had not context."
go-to-market  analyst  relations  magic  quadrant  research  sales  enablement 
january 2018 by jonerp
Digging Deeper Into Technology Buying in 2018 - by @barnes_hank
"Our team has just received the preliminary results from our latest research effort and the data is fascinating. It will make its way into a wide variety of research notes and presentation throughout the year. Among the things we’ll be exploring include:

The number of planned and ad hoc buying efforts enterprises contemplate, cancel, and complete over a two year period.
The drivers for ad hoc projects
Buyer communications strategies with vendors
Whether individual interest is consistently a buying signal
A deeper look at buying paths, including span of authority for typical buying team members"
go-to-market  buying  cycle  communications  customer  life  cycel  demand  generation  sales  strategy  situational  awareness 
january 2018 by jonerp
Questions to Answer - by @barnes_hank
"When we work with tech providers, they are constantly looking for help and advice on messaging and storytelling. There are so many things to consider that it can be overwhelming. What content formats are needed? How should we message to personas (a dangerous approach in B2B). What type of stories do we need? How does content serve the buyer journey? And the list goes on and on."
go-to-market  activity  streams  buying  cycle  content  personas 
december 2017 by jonerp
Urgency and the Buying Process - by @barnes_hank
"There are 4 categories of urgency that come to mind for me–in order of opportunity value for a provider being legitimately considered.

Buyer Acknowledged Urgency – This is a situation where they buyer understands and is committed to change. I spoke to one company in the recent past who made a decision to purchase an employee performance management system in 4 days! How/Why? Because their board mandated that a system be in place by the start of the new year. If not, the repercussions would be significant. These are often the source of “bluebirds” and your best approach, once you know the customer has this urgency, is to make it as easy as possible for them to buy. And quickly."
go-to-market  buying  cycle  customer  experience  marketing  effectiveness  messaging  sales  urgency 
december 2017 by jonerp
Most Common Positioning Mistake – Attacking the Competitive Alternative - by @barnes_hank
"And here is where things go wrong. The vast majority of positioning efforts that I review go far beyond declaring the alternative. They attack it. They say things like “UNLIKE the costly, constrained, siloed <<whatever>>” and go on further to talk about why that approach is really really stupid."
go-to-market  communication  competition  positioning 
december 2017 by jonerp
The B2B Technology Buying Conundrum - by @barnes_hank
"These dichotomies create a conundrum. An environment that seems optimized for the buyer isn’t. And decisions take longer and longer. Indecision is more common, to the point of organizations sticking with the status quo much longer than they would like."
go-to-market  b2b  marketing  sales  buyer  power  buying  process  evaluation  information  access  trust  user  reviews 
november 2017 by jonerp
Contrasts are Critical - by @barnes_hank
"
Contrast the business results that are possible with your product/service vs. without.
Contrast yourself vs. alternative products or approaches.
Contrast your implementation and customer success model vs. others.
Contrast a day in the life of the users of your solution vs. a day without it."
go-to-market  b2b  marketing  sales  context  contrast  differentiation  messaging  storytelling 
november 2017 by jonerp
The Power of (Product) Moments - by @barnes_hank
"Wow experiences are scalable when they are ingrained in the product and service design. Rather than being random acts of “wow”, they become fundamental to the delivery. Since they are designed in the product they may not be totally unexpected, but they’ll still be appreciated."
go-to-market  customer  experience  cx  design  thinking  effortless  moments  of  truth  product  service 
november 2017 by jonerp
Personalities Trump Personas in B2B - by @barnes_hank
"But in B2B, that is much harder. First, you aren’t dealing with individuals making a buying decision, you are dealing with teams. CEB (now Gartner) finds that 6.8 people are involved in B2B buying decisions. For technology related purchases, it’s even higher. Gartner research shows between 6 and 8 people actively involved and another 5-6 occasionally involved. That is a lot of people and personalities. And it is nearly impossible to find a segment where you will find the same aspirations for specific CIOs, business unit leaders, and other roles. Further, appealing to individual personas could create conflict when these teams get together to build consensus."
go-to-market  b2b  buying  enterprise  personality  mobilizers  persona 
november 2017 by jonerp
The High Cost of Buying Complexity - by @barnes_hank
"I spoke to one attendee about this. She was in a sales enablement leadership role for a large financial institution and spoke about when the shoe was on her foot–trying to purchase technology for her organization. The frustration in her voice was palpable when she described a purchase that took two years."
go-to-market  buying  cycles  decision  making  delays  sales  strategy 
october 2017 by jonerp
Setting Strategies – Where to Focus - by @barnes_hank
"That, to me, is the most important thing to focus on in setting strategies. And not just the nebulous idea of the enterprise buyer, but your ideal customer (Gartner clients: See my research on this). This is one of the reasons to stress less about the competition. In most cases, it is unlikely that your ideal customer profile will be the same as your competitors. You may target companies with different infrastructures, different resource levels, different personalities, or other factors. If your ideal customers are different, then your sales model and marketing approaches may be different."
go-to-market  competition  ideal  customer  profile  positioning  strategy 
october 2017 by jonerp
The Elements of Disruption - by @barnes_hank
"
Technology – While not the sole element, technology innovations often play a significant role
Business – Shifts in business models and practices that change the rules of buying and selling
Industry – Identifying changing industry dynamics, or regulations (or sometimes ignoring them)
Society – Leveraging societal trends that provide new ways to build awareness, interest, and “tribes”"
go-to-market  business  disruption  elements  industry  society  technology 
october 2017 by jonerp
Scenarios – The Missing Link in Simplifying B2B Buying and Selling? - by @barnes_hank
"Put much more emphasis on developing stories that highlight the business scenarios that you address well.
Re-orient your demonstrations and videos to be largely, if not entirely, scenario-driven. Let your features shine through the scenarios."
go-to-market  b2b  buying  sales  selling  process  rfp  scenarios 
october 2017 by jonerp
Letting Your Customers Tell Your Story - by @barnes_hank
"But, when validation of service comes from your customers, it is immediately more credible. The volume of stories in the Mimecast piece is impressive. They had many many customers who were willing to invest their time to create stories about their experience. And the only thing Mimecast had to do was basic editing and layout."
go-to-market  advocacy  marketing  case  studies  customer  experience  service  validation  hpe  mimecast 
september 2017 by jonerp
Art of Possible vs. Proven Paths to Success - by @barnes_hank
"That works great early in the buying process, to help stimulate interest. But a continued push toward this as you get deeper into buying efforts is not helping the customer.

They don’t want to know what is possible. They want to know exactly how they achieve that possibility–or their own version of it. They want proven paths to success."
go-to-market  customer  buying  process  innovation  strategy  success 
september 2017 by jonerp
The Many Uses of Product Reviews - by @barnes_hank
"This is a missed opportunity. Reviews can be a great resource for vendors. Savvy vendors are aggressively leveraging reviews to:

Grab quotes and anecdotes for Web sites and marketing collateral
Provide a supplement to more traditional forms of references
Provide visibility into strengths and weaknesses to refine product plans
Understand the motivations, and frustrations, of customers around the entire experience (and thereby used to enhance implementation and service capabilities)
Deepen competitive understanding
Explore acquisition targets"
go-to-market  planning  reviews  strategy  user 
september 2017 by jonerp
Develop the Full Story–Then Shorten It - by @barnes_hank
"irst, develop your “full length” story, using our recommended format:

Situation (without you)
Impact (The case for change)
Resolution (How you help them change) format

Once you have that full story, you’ll often discover key points that really stand out. Make a list of all of these. Then start your brainstorming for the catchy elements from there. The list probably will include elements throughout the story. You may discover that you win by focusing on the customer need, not your product or service. In other cases, the way you do something may be the most prominent."
go-to-market  messaging  one  liner  progressive  engagement  storytelling  tagline  usp 
september 2017 by jonerp
The Potential Impact of GlassDoor on Sales and Marketing Efforts - by @barnes_hank
"In her preparation, she googled this company. Of the top 5 search results, 4 were from Glassdoor. There is a lot of talk about the impact of Glassdoor reviews on hiring. But consider its impact on sales and marketing. Two of these search results were specific reviews with these headlines:

[CompanyName] should not even be the last resort
[CompanyName] – Don’t even consider working for this company"
go-to-market  brand  glassdoor  reputation  reviews 
august 2017 by jonerp
Digital Disruption Demands Demystification (Hype Cycle Season) - by @barnes_hank
"And finally, one last point that many people seem to forget. If a technology falls off the hype cycle, it is not a bad thing. It means that that technology has made it to the mainstream market. Customers can be comfortable that there are a variety of choices, proven paths to success, and the possibility of cost savings. For providers, it means they are at the stage where most of the spending happens. The investments in getting to that point can now pay off. (Note: The only exception to this is for technologies that become “obsolete before the plateau.” That, indeed, is not a great thing.) The mainstream is where the real money is made."
go-to-market  disruption  hype  cycle  strategy 
august 2017 by jonerp
Asking Your Customers For Help - by @barnes_hank
"Here’s a sample list of things you can ask your customers (btw, if you have a customer community–for service or advocacy–this can be really easy, but it’s not that hard without one):

Where do you go looking for information?
What influencers do you trust? Which ones don’t you trust as highly?
How hard is it to find information you need on our Web site?
What do you think of our new collateral?
What steps do you follow to make a purchase?
When do you start preparing the business case to justify extending a subscription service?
What slows down your buying efforts the most?"
go-to-market  buying  cycle  customer  experience  influencers  insight  research 
august 2017 by jonerp
Your Most Important Digital Asset Needs The Most Work - by @barnes_hank
"Buyers consistently rank Web sites as the marketing asset that is most likely to get their attention and they rely on it heavily. At the same time, we consistently hear from buyers that they find Web sites extremely frustrating. Their frustrations typically stem from several factors."
go-to-market  activity  streams  b2b  sales  digital  engagement  evaluation  exploration  marketing  web  site 
august 2017 by jonerp
Retention, Growth and CX Expectations - by @barnes_hank
"But is there an answer–something that you can do with accounts to drive growth without sacrificing retention. There is. It is helping customers improve. How do you do that? You provide unique perspectives that can help their business be ore efficient or effective. You provide depth to those perspectives by outlining how those actions can be taken. And you focus on the impact, the ROI, of those efforts."
future  of  sales  go-to-market  customer  experience  improvement  cx  growth  retention 
july 2017 by jonerp
Women In Sales – A Missed Opportunity? - by @barnes_hank
"Two weeks ago, I spent time at CEB (now Gartner) with a group of sales and marketing thought leaders that participated in the #CEBInfluencers program. One of the most interesting discussions centered around the issue of diversity in sales, specifically regarding women. The discussion was lead by Victoria Koval (CEB-Now Gartner) and Lori Richardson. Lori is also the president of WOMEN Sales Pros."
future  of  sales  go-to-market  #cebinfluencers  #womeninsales  diversity  growth  strategy  women  in 
july 2017 by jonerp
The Soul of Lean Startup is Not MVP - by @barnes_hank
"But, if you listened closely and really work to understand, the reality is that lean startup really isn’t about MVP. MVP is a key tool for lean startup, but that is all it is.

The soul of Lean Startup is Customer Validation and Development. Without it, there is no Lean Startup."
go-to-market  customer  development  validation  lean  startup  mvp  strategy 
june 2017 by jonerp
Going Beyond the “What” in Case Studies - by @barnes_hank
"But “what stories” dont work for people that are not that far along. They need to know the why. Why did they need an e-commerce system? What was wrong with their old one? What problems were they experiencing? With “why stories,” you can help people sense and recognize issues they are facing that they had not identified a solution path for. You can tie that in to the value of solving them.

“Why stories” help people build the case for change."
go-to-market  buying  case  studies  content  proof  points 
april 2017 by jonerp
Quality and Comprehensiveness Matter Most for Account Based Marketing - by @barnes_hank
"With an effective ABM program, you are reaching deeper and broader into accounts, through a wide variety of channels and forms of interaction. Quality counts more than ever. Sending the lousy e-mails that dominate e-mail marketing and social selling (see #FridayFails on LinkedIn) is a recipe for disaster."
go-to-market  abm  account  based  marketing  b2b  gartnertgi  strategy  sales 
april 2017 by jonerp
Differentiation is What Others Think Sets You Apart - by @barnes_hank
"If you have something you believe is differentiating, then your primary mission needs to be getting others to embrace that and say that. If you succeed with that, then you have won the differentiation battle. If that doesn’t happen, you’re one of many. You’ll win some, you’ll lose some. But you won’t stand out. Your customers might appreciate you, but the reasons won’t be unique enough to make difference with the majority of prospects."
go-to-market  competition  differentiation 
march 2017 by jonerp
Presentation Problems – Ending with A Whimper - by @barnes_hank
"
Open Strong – Within the first 2 or 3 slides, make sure the audience knows the big idea of the presentation, treating it like “if you only remember one thing from this session, it is this”
Develop a story that explores that idea in parts
Close Strong – Close as strong as you open. Return to that strong opening and repeat it, albeit with some color or refinement now that you have told your story."
go-to-market  presentations  storytelling 
february 2017 by jonerp
Comparison Tables from Vendors-Fostering Doubt and Distrust - by @barnes_hank
"By highlighting what you do (and don’t do), you are creating a more believable differentiation story. Make sure you choose features or capabilities that would logically be of similar level of importance and coverage as the other things that you list. Highlight ones you don’t do that you know would be a bad fit for you."
go-to-market  comparison  tables  differentiation  messaging  trust 
february 2017 by jonerp
Words and Pictures - by @barnes_hank (JR: on effective use of images)
"As you look at and discuss and debate content and images, think about the role of purpose of the image. If its not reinforcing the story, if it is not drawing people into the story, or providing a metaphor–then it still needs work."
go-to-market  analysis  decision  making  graphics  images  storytelling 
january 2017 by jonerp
Recognizing B2B Buying Triggers - by @barnes_hank
"So, my recommendation for opening the new year more effectively is to focus on triggers. Build a list of the events or situations that trigger customers to buy your products or services. Then expand that list with ideas for how you can determine if the trigger is going to occur (or is likely to occur). Explore if there are ways you can use stories to create the trigger. Prioritize the list based on which ones are most important to you for success."
go-to-market  account  based  marketing  selling  buying  triggers  sales  situational  awareness 
january 2017 by jonerp
Appealing to Everyone Appeals to No One - by @barnes_hank
"Don’t appeal to everyone. Appeal to a segment of customers that will embrace your point of view and carry it to others. You’ll soon fine that your appeal will extend beyond that segment to others—much faster than starting broadly."
go-to-market  messaging  positioning  segmentation 
december 2016 by jonerp
Trust Breakdowns: Provider Claims Solutions Drive Strategy - by @barnes_hank
"When a vendor claims otherwise, most buyers will recognize that the vendor is putting their needs (selling their product) ahead of the customer needs. A marketing campaign to that effect could significantly damage the relationship and diminish trust–particularly when buyers tell us that they spend 65% of their time talking to people other than the providers they are considering."
go-to-market  messaging  strategy  trust 
december 2016 by jonerp
Buyer/Vendor Disconnects – Reasons for Immediate Rejection - by @barnes_hank
"But the first two are notable and an area where tech providers must focus. Word of Mouth has always mattered, but clearly it is growing in importance and impact with the rise of social networks and review sites, like Gartner Peer insights. Tech Providers can’t just take this for granted. They must create programs to encourage, cultivate, and “industrialize” word of mouth marketing."
go-to-market  buying  process  messaging  peer  reviews 
december 2016 by jonerp
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