A Unified Digital Marketing Operation

© 2012 BRUCE PHARR

A UNIFIED DIGITAL MARKETING OPERATION | 2

“The business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results: all the rest are costs.”1

– Peter Drucker, The Practice of Management


WHY MARKETING MUST CHANGE

New technologies and communication channels—such as Web analytics, marketing automation, and social media—have emerged with the potential to help B2B marketing organizations in small and midsize companies ($500M or less in annual revenue):

Compete successfully with much larger companies

Produce a better return on investment (ROI)

Generate incremental revenue

Increase enterprise value The B2B marketing operations in small to midsize companies must be redesigned and rebuilt with a new unified digital marketing approach in order to fully utilize the new technologies and channels and achieve optimal performance.

The first step is to design an operation that aligns marketing and sales with a buyer-driven, multi-phase purchase process.


STEP 1 | ALIGN MARKETING AND SALES WITH BUYERS


A TRANSFORMED BUYING PROCESS

In, Digital Body Language: Deciphering Customer Intentions in an Online World, Steven Woods states, “With the advent of the Internet, the behavior of buyers—the way they identify, understand, evaluate and buy products—has fundamentally changed.”2

This, in turn, requires a corresponding change in the nature of marketing and the nature of marketing’s relationship with sales. This is especially pronounced and far-reaching when goods and services are not commodities and involve a complex buying cycle.3

Today, the seller does not control the buyer’s access to information. Rather, the buyer can access the information they want when they want it, primarily through online channels. As a result, the buyer now controls the B2B purchase process.


MODERN B2B BUYING CYCLE Today, B2B buyers usually progress through a three-phase cycle of awareness, discovery and validation where they gather the information needed to answer their questions regarding what, how and why.4

WHAT IS A WIDGET? HOW WILL YOUR WIDGET WHY SHOULD I BUY MY SOLVE MY PROBLEM? WIDGET FROM YOU?

AWARENESS !

•! General Education

•! Recognize Opportunity

DISCOVERY!

•! Define Problem!

•! Evaluate Options

VALIDATION!

•! Select Best Option!

•! Negotiate and Purchase


BUYER AND SELLER MISMATCH Many marketing organizations generate inquiries (awareness phase) and immediately route them to sales as leads. Salespeople want leads from buyers that are ready to close (validation phase). This creates a mismatch in buyer-seller expectations.5 AWARENESS DISCOVERY VALIDATION

Obtain General Knowledge

and Recognize Opportunity

Select Best Option,

Negotiate and Purchase

Define Specific Problem

and Evaluate Options

Target and Qualify

Prospective Buyers

Explain Solution and

Demonstrate Value!

Present Proposal,

Negotiate, and Close

!

MISMATCH

BUYING CYCLE SELLING CYCLE


FUNNEL LEAKAGE Research by SiriusDecisions found that only 20% of all leads passed to sales received follow-up. Of that 20%, the salesperson sets aside 70% as disqualified (primarily because they are not ready to close). Subsequent analysis shows that 80% of the disqualified prospects eventually buy a solution—usually from a competitor. The leads were good, but they were delivered to salespeople too early in the buying cycle.6

•!20%!SALES FOLLOW-UP

•!80%!NO FOLLOW-UP

ALL LEADS !

•!30% QUALIFIED

•!70%!

DISQUALIFIED

SALES LEADS !•!80%!

BUY WITHIN 2 YEARS

•!20%!DO NOT BUY

DISQUALIFIED LEADS !


ALIGN THE BUYER AND SELLER TO STOP FUNNEL LEAKAGE Marketing can resolve the buyer-seller mismatch and maximize lead conversion, which will generate incremental revenue and create greater enterprise value. But to do this, marketing must adopt a new demand generation and lead management system. AWARENESS DISCOVERY VALIDATION

Obtain General Knowledge

and Recognize Opportunity

Select Best Option,

Negotiate and Purchase

Define Specific Problem

and Evaluate Options

Target and Qualify

Prospective Buyers

Explain Solution and

Demonstrate Value

Present Proposal,

Negotiate, and Close

BUYING CYCLE SELLING CYCLE

Nurture, Monitor and Qualify Buyers, and Deliver Highly Qualified Opportunities to Sales

MARKETING SYSTEM


STEP 2 | A UNIFIED DIGITAL MARKETING OPERATION


WHY REDESIGN THE MARKETING SYSTEM

Marketing must redesign its traditional demand generation system into a unified digital marketing operation that incorporates the new technologies and channels—such as social media and marketing automation—into a three-phase buying cycle of awareness, discovery and validation. This will provide prospective buyers the information they need when they need it the way they want to receive it.

The redesigned system will not only better meet buyers’ needs, but will allow marketing to unify new technologies—especially Web analytics, marketing automation, and social media—to nurture, monitor and qualify prospects throughout the early phases of the buying cycle (awareness and discovery) and deliver highly qualified opportunities to salespeople when buyers are ready to make purchase decisions (validation).


A UNIFIED DIGITAL MARKETING OPERATION

NURTURING

& MONITORING

QUALIFICATION

CONFIRMATION

& PRESALE

PROPOSAL,

NEGOTIATION

& CLOSE

MARKETING ASSETS

ANALYTICS & REPORTING

AWARENESS DISCOVERY VALIDATION

SEARCH,

KNOWLEDGE

SHARING &

DIALOG


BUYER ROLES Complex B2B purchases usually involve multiple decision makers. While the number of decision makers may differ, there are usually three distinct buyer roles that you must understand: the Economic Buyer, the User Buyer and the Technical Buyer. The Economic Buyer controls the budget and evaluates projects from an ROI prospective. He or she will want to see case studies that describe how your solution has met the needs of similar companies and financial models that detail the ROI of your solution.7 The User Buyer evaluates the operational impact of the solution. He or she will generally explore the hands-on aspects of your Web site—such as trials and demos—and consult with peers through user groups and community sites to learn about other users’ experiences.8 The Technical Buyer analyzes the feasibility of the proposed solution. He or she will investigate the specifications, technical details, implementation and integration requirements, and the project challenges in a transition to the new solution.9


MARKETING ASSETS In the new B2B marketing system, all assets must be carefully planned to provide the right information to each buyer role in the right format through the right channel at the right time in the buying cycle. While this is more rigorous and demanding than the process (or lack of process) used by many marketers, it has two overwhelming benefits: 1) the assets you create and produce will be far more useful to prospective buyers, and 2) you will be able to use the assets to monitor, analyze and determine where prospective buyers are in the buying cycle. Without this approach to asset selection, a modern B2B marketing system is unachievable. There are two tools that will 1) help you develop a mix of assets to provide prospective buyers the right information at the right time, and 2) allow you to accurately monitor their behavior and take the appropriate next step. The Marketing Formats & Channels guide on page 15 will help you determine what assets to develop for which communication channels. The Marketing Asset Development Form on page 16 should be completed before an asset is created and produced to ensure continuity.


MARKETING ASSETS & CHANNELS

BUYING PHASE ASSETS & CHANNELS


INDUSTRY NEWS/ARTICLES GOOD FAIR POOR INDUSTRY ANALYST REPORT FAIR FAIR GOOD ADVERTISING GOOD FAIR POOR WHITE PAPER FAIR GOOD FAIR CASE STUDY FAIR GOOD GOOD TECHNICAL DOCUMENT/PRESENTATION POOR FAIR GOOD SEARCH POOR GOOD FAIR VIDEO GOOD FAIR POOR AUDIO (PODCAST) POOR POOR GOOD WEBINAR GOOD FAIR FAIR BLOG GOOD POOR FAIR WEB SITE FAIR GOOD FAIR USER GROUP/COMMUNITY POOR GOOD GOOD TRADESHOW FAIR GOOD POOR


MARKETING ASSET DEVELOPMENT PROJECT

AUDIENCE

FORMAT

CHANNEL

GOAL

METRIC

BUYING PHASE PURPOSE


BRANDING

THOUGHT LEADERSHIP

LEARNING (RESEARCH & INTELLIGENCE)

TEACHING (EDUCATION & TRAINING)

DEMAND GENERATION

SALES ENABLEMENT


SEARCH ENGINE MARKETING!

Search engine marketing (SEM) can be your most effective B2B inbound marketing vehicle. SEM is a combination of organic (free) search and paid search.10

The goal of organic search is to get your Web site indexed properly by search engines—Google, Yahoo, Bing and any specialized search engine for your industry or business.11 This is accomplished through search engine optimization (SEO), which includes:

• Ensuring your URL structure is clean.

• Having a Web site that can be easily indexed by automated search engine robots.

• Using JavaScript in links judiciously (robots don’t execute JavaScript).

• Ensuring content on your Web pages is relevant and uses the right keywords.12

To learn more, download an SEO starter guide from Google at http://sn.im/googseo.13

Paid search, also called pay per click (PPC) due to the most prevalent pricing model, can augment optimized organic search to produce a holistic marketing channel that allows prospective buyers to find the information and assets they need when they need them.14


SOCIAL MEDIA SYSTEM!

The social media system is designed to facilitate knowledge sharing and dialog between prospective buyers and you. Because most prospective buyers will initially interact with you during the awareness phase of the buying cycle, it is important to design your social media system for this purpose and provide appropriate content. In Groundswell: Winning in a World Transformed by Social Technologies, Charlene Li and Josh Bernoff caution that too many marketers are, “going about their strategy backward. They start by thinking about technology.”15 Fortunately, they provide a process for developing the right social media system. A summary is provided on page 19. The key to utilizing a social media system effectively is to provide appropriate, useful information and build a dialogue. As David Meerman Scott states in The New Rules of Marketing & PR, “What works is a focus on your buyers and their problems.What fails is an egocentric display of your products and services.”16 Specifics are on page 20.


SOCIAL MEDIA SYSTEM: PLANNING AND DEVELOPMENT!

There are several powerful tools described in Groundswell. The first is the Social Technographics profile, which is similar to demographics and psychographics but focuses on social technology behaviors. The tool allows you to understand which social technologies your prospective buyers are adopting.17 I deliver more detail in a post on my blog, MarketingMuses!(http://marketingmuses.typepad.com/marketingmuses/). Groundswell also describes four questions you need to answer and a detailed process to accurately answer these questions:

1. People: What are your customers ready for?

2. Objectives: What are your goals?

3. Strategy: How do you want relationships with your customers to change?

4. Technology: What applications should you build?18 Answering these questions, in this order, is the best way to formulate the right social media plan and develop the best social media system for your prospective buyers.


SOCIAL MEDIA SYSTEM: CREATING THE RIGHT CONTENT!

Social media require a different approach. “The new publishing model on the Web is not about hype and spin and messages. It is about delivering content when and where it is needed and, in the process, branding you and your organization as a leader. In order to implement a successful strategy, think like a publisher.”19 A publisher considers all of the following questions:

Who are my readers?

How do I reach them?

What are their motivations?

What are the problems I can help them solve?

How can I entertain and inform them at the same time?

What content will compel them to learn more about what I have to offer?”20 Examine secondary research and conduct primary research, directly or through a third-party expert, to answer these questions and ensure you generate the right content.


SOCIAL MEDIA SYSTEM: WEB LANDING PAGE!

You need to be ready to convert all (social media) interest into action and consideration. – Groundswell21 While you should not push a perspective buyer too far too fast, you must provide more information that the buyer can easily access when ready. This is how you link social media into your demand generation system. A Web landing page is ideal for this. The Web landing page can be part of your Web site or a separate micro-site that:

• Collects and showcases all relevant marketing assets—videos, podcasts, white papers, case studies, Webinars, etc.—in a single location.

• Maps each asset to the appropriate buyer phase—awareness, discovery or validation.

• Offers information assets in exchange for buyer profile information.

• Initiates a prospect-nurturing program where you can offer additional, appropriate information to the buyer and monitor his or her progress through the buying cycle.


NURTURING AND MONITORING

Nurturing and monitoring are complementary, core competencies of the new B2B marketing system, and are essential to the buyer-driven process because they:

• Allow you to stay in front of prospective buyers.

• Present relevant messaging that elicits responses.

• Offer the right assets at the right time.

• Keep the dialog going.

• Monitor for changes in buyer interest that may signal a move to the next phase.22

Nurturing and monitoring are easily enabled in the new B2B marketing system through the technology and capabilities available from automated marketing and customer relationship management (CRM) systems.


AUTOMATED MARKETING AND CRM: WHAT!

Customer relationship management (CRM) software emerged in the 1980s and experienced widespread business acceptance in the 1990s. In general, CRM systems automate back-office order management operations and sales contact management. While most CRM systems include some form of marketing campaign management, they have proven to be limited and suboptimal, which has given rise to dedicated marketing automation software. Marketing automation software—which emerged in the 1990s and became more widespread in the 2000s—streamlines and automates end-to-end marketing activities—from planning through execution to tracking. Marketing automation systems provide the technology and tools required to nurture and monitor prospective buyers through the buying cycle. An integrated marketing automation and CRM system is the heart of a modern B2B marketing system. Combined, they allow you to test and execute campaigns, profile and nurture prospects, track and score leads, manage sales contacts, and collect the data required for analysis and reporting.


AUTOMATED MARKETING AND CRM: HOW!

Steven Woods’s Digital Body Language: Deciphering Customer Intentions in an Online World is the handbook for deploying marketing automation. Steven is a co-founder of Eloqua, a leading company in marketing automation, but the book is applicable for any automated marketing system, and addresses all critical aspects, including:

• Buyer roles and the three-phase buying cycle—awareness, discovery and validation

• Aligning the buying process with the sales process to reduce funnel leakage

• Prospect profiling, nurturing and scoring

SiriusDecisions, co-founded by John Neeson and Richard Eldh, former senior managers at Gartner Group, is a leading B2B marketing and sales research and consulting group. SiriusDecisions follows a very similar framework as the one described in Digital Body Language. The company produces an ongoing series of Research Briefs on marketing and sales strategy, tactics and management focused on demand generation. It has developed a framework for evaluating and scoring B2B demand creation vendors, including major marketing automation vendors, which it describes in a series of Vendor Profiles.23


BUYER PROFILE AND BEHAVIOR: DATA COLLECTION!

Nurturing and monitoring are complementary functions that involve an escalating, bilateral exchange of information between the prospective buyer and your company. Accurately mapping your marketing assets to the buyer cycle allows you to offer appropriate information to the prospective buyer at the right time and, conversely, request and gather appropriate, reciprocal information from the prospect in exchange. BUYING PHASE MARKETING INFORMATION OFFERED PROFILE INFORMATION REQUESTED

AWARENESS ARTICLE REPRINTS VIDEOS WEBINARS

NAME, COMPANY, POSITION INDUSTRY EMAIL ADDRESS

DISCOVERY WHITE PAPER CASE STUDY

PROBLEM TO BE SOLVED BUYER ROLE & PURCHASE AUTHORITY PURCHASE TIMEFRAME & BUDGET

As a prospect moves through the buying cycle, he or she is offered relevant information in exchange for additional profile information. This allows you to build a detailed prospect profile and chronological behavior (i.e., what information they accessed and when).24


BUYER PROFILE AND BEHAVIOR: SCORING The profile and behavior data can be analyzed and measured in order to build predictive models that reveal, rank and categorize qualified buyers. This is the foundation of lead scoring, which is a synthesis of art and science that must be refined through continuous testing and calibration.25 The most common models for scoring are built on four dimensions:

1. Buyer role and authority

2. Buying stage

3. Level of interest (business problem/solution, budget and purchase timeframe)

4. Assets accessed and recentness of access (what and when)

As you assign scores, run tests and calibrate your scoring system, you will begin to develop “break points” that distinguish buyers farther along the cycle than others. When aggregate scoring indicates a buyer has reached a point in late discovery, it is time to validate this through a human channel with telemarketing or inside sales.26


TELEMARKETING/INSIDE SALES When your scoring system indicates that a prospective buyer is nearing the latter part of the discovery phase with a high level of interest, it’s time for personal contact. Application of telemarketing or inside sales at this point in the cycle provides:

• Personal contact at an appropriate point in the buying cycle

• Confirmation of buyer profile

• Validation that buyer is ready to engage directly with sales

• Additional pre-sale activities (especially for inside sales)

If you determine that the prospective buyer is not as far along as your scoring system indicated, analyze why, recalibrate your system, and return the prospect to nurturing. If the prospect is as far along as indicated and ready to engage with sales, you are prepared to deliver a highly qualified opportunity to sales along with a comprehensive buyer profile, a detailed chronology of the assets accessed and other relevant information. The buyer and salesperson are well informed and well aligned in the buying cycle.


KEY PERFORMANCE INDICATORS (TOP-LINE)

INQUIRY (INQ) – UNQUALIFIED LEAD

Prospect takes an explicit action such as submitting a form, downloading a trial, or registering for a webinar27

MARKETING QUALIFIED LEAD (MQL) Through scoring and qualification, marketing deems a lead of sufficient quality to warrant sales engagement28

SALES QUALIFIED LEAD (SQL) – OPPORTUNITY Sales accepts the lead, contacts the prospect, and confirms that the lead is a revenue opportunity (forecast)29

WIN-LOSS RATIO (WLR) Prospect buys from you or another vendor, and marketing-sales documents the win or loss with reasons for either

PURCHASE

Validation

Discovery

Awareness


CONVERSION METRICS INQUIRY (INQ) You can generate inquiries from between 85% and 95% of your prospective buyers at a reasonable cost (above this level is difficult and costly). Approximately 20% of the total inquires generated will not be from prospective buyers, and should be purged.

MARKETING QUALIFIED LEAD (MQL) The focus at this phase, due to different lengths of time in the nurturing cycle, should be on limiting annual funnel leakage to between 10% and 15% (typical database attrition rates). When prospects stall and do not react to nurturing campaigns, telemarketing or inside sales should investigate and make appropriate corrections.

SALES QUALIFIED LEAD (SQL) The conversion rate from MQL to SQL should be 90% to 100% in an optimized system.

WIN-LOSS RATIO (WLR) The win-loss ratio (measured in dollar amount, not unit amount) should be between your actual and target market share.


KEY PERFORMANCE INDICATORS (UNDERLYING)

The top-line KPIs and conversion metrics are what you will want to emphasize and report to key constituencies, especially the board of directors, executive leadership and everyone in cross-functional groups whose cooperation is critical to marketing system success. In addition, there are underlying KPIs that marketing should identify and track internally, because they are causational to the top-line metrics. The precise underlying KPIs will vary, depending on your specific industry, marketing mix and other factors, but they should include the following general categories:

• Search engine marketing (SEO and PPC)

• Social media and Web analytics (including landing page optimization)

• Marketing assets, automated scoring and CRM (including data quality and integrity)

• Telemarketing and/or inside sales

Wherever possible, the KPIs should be benchmarked and compared with those of key competitors and analyzed to continually improve performance versus competitors.


Analyze

Plan

Execute

Measure

CONTINUAL PERFORMANCE IMPROVEMENT Traditional B2B marketing focuses on increasing the quantity of (unqualified) leads at the top of the funnel. A unified digital marketing operation is focused on optimization—quality over quantity—and the key performance indicators measure conversion at critical stages throughout the marketing-to-sales funnel—from inquiry to win-loss. Repeated applications of a four-step process (shown at right) in multivariate, A/B and other controlled tests allow you to determine what works extremely well (retain and emphasize), what works fairly well (improve and repeat) and what doesn’t work well (eliminate). The result is continual performance improvement. This enables to you optimize conversion rates at each stage, which allows small and midsize B2B companies to accelerate pipeline velocity, compete successfully against larger companies, generate incremental revenue, produce a better ROI and increase enterprise value.


ANALYTICS AND REPORTING The “analytics” inherent in most Web sites, marketing automation systems, customer relationship management systems and other online technologies are misnomers. While these technologies allow you to collect data about what happened, few, if any, analyze the data and enable you to understand why it happened.30 Fortunately, new technologies are rapidly becoming available that allow you to:

• Track where prospects are coming from

• Understand what they do when they arrive

• Track where they go when they leave

• Conduct tests and surveys to understand their experiences with your assets A few meaningful insights are far more worthwhile than tons of data, so focus on quality over quantity. Ultimately, you want to measure a few key performance indicators (the four top-line conversion KPIs and underlining causational KPIs), test and analyze properties and assets to gain insight regarding user experience, and refine key system components to produce desired results more often.


CASE STUDY | SYSTEM TECHNOLOGIES, INC. (SMMX)


JANUARY 2009 – JUNE 2010 In 2009, Symyx initiated an integrated marketing program to grow revenue and bookings, penetrate new market segments, and increase brand equity for the Symyx Electronic Laboratory Notebook (ELN). The strategy integrated print advertising and media relations with the unified digital marketing operation described. Following are the benchmarks, goals, and results for the top-level KPIs. The complete case study is available at

http://marketingmuses.typepad.com/marketingmuses/2012/06/an-integrated-marketing-program-case-study.html

PERFORMANCE PARAMETER BENCHMARK GOAL RESULT INCREASE

OVERALL REVENUE1 $9.5M NA $18.3M $8.8M 93%

OVERALL BOOKINGS1 $11.3M NA $16.8M $5.5M 49%

NEW MARKET SEGMENT BOOKINGS2 $0.2M $1.6M $2.5M $2.2M 910%

NEW MARKET SEGMENT SALES OPPORTUNITIES2 $1.0M $8.5M $11.8M $10.8M 926%

BRAND AWARENESS3 22% 32% 45% 23 PTS 105%

BRAND CONFIDENCE3 32% 42% 54% 22 PTS 69%

1Benchmark is 2009 actual, and result is 2010 full-year estimate as of June 30, 2010. 2Benchmark is 2009 actual, goal and result is for the 12-month period from July 1, 2009 to June 30, 2010. 3Benchmark is from a third-party study completed November 2008, and result is from same third-party study completed November 2009.


ABOUT THE AUTHOR

Bruce Pharr lives in the San Francisco Bay Area with his wife and son. He umpires little league baseball games, hikes in the Santa Cruz Mountains, eats good food, drinks good wine, reads, and indulges a passion for the arts.

As a marketing executive, he has a track record of increasing enterprise value by developing and executing successful product and marketing strategies, and by managing technological and organizational change. As Vice President of Marketing at Symyx Technologies, he led development and execution of the program described herein. He has held lead marketing positions at several private and public corporations, and he founded and led a technology marketing consulting firm, for over a decade, with clients ranging from startups to Fortune 500 corporations.

Bruce records ideas, experiences, and reviews on his blog, MarketingMuses.


RESOURCES!

“Bad artists copy. Good artists steal.” – Pablo Picasso

I make no pretense to originality here. My intent was to take the best ideas and practices of subject matter experts (SMEs) and apply them to small B2B technology companies. I adopted some practices exactly as prescribed, and modified others to fit the situation.

Most modifications were made in order to weave the best practices from separate, distinct functions—search engine marketing, social media, marketing automation, landing page optimization, Web analytics, etc.—into an end-to-end unified marketing operation. A few modifications were made to practices for larger companies, with fewer resource constraints, in order to scale them appropriately for the limited resources of a smaller company.

I have attempted to credit thought-leaders and SMEs through endnotes and the source of figures, tables and illustrations. Following is a list of the books, articles, white papers, reports and companies that contributed to development and execution of this system.


BOOKS

Ash, Tim. Landing Page Optimization: The Definitive Guide for Testing and Tuning. Indianapolis: Wiley Publishing, Inc., 2008.

Bernoff, Josh, and Charlene Li. Groundswell: Winning in a World Transformed by Social Technology. Boston: Harvard Business School Publishing, 2008.

Davenport, Thomas H. and Jeanne G. Harris. Competing on Analytics: the New Science of Winning. Boston: Harvard Business School Publishing, 2007.

Farris, Paul W., Neil T. Bendle, Phillip E. Pfeifer and David J. Reibstein. Marketing Metrics: 50+ Metrics Every Executive Should Master. Upper Saddle River: Wharton School Publishing, 2006.

Friedman, Lawrence G. Go To Market Strategy. Oxford: Butterworth-Heineman, 2002.

Kauhik, Avinash. Web Analytics 2.0: The Art of Online Accountability & Science of Customer Centricity. Indianapolis: Wiley Publishing, Inc., 2010.

Moore, Geoffrey A. Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers. New York: HarperBusiness, 1991.


BOOKS – CONTINUED

Ramos, Andreas, and Stephanie Cota. Search Engine Marketing. The McGraw-Hill Companies, 2008.

Scott, David Meerman. The New Rules of Marketing & PR. Hoboken: John Wiley & Sons, Inc., 2007.

Sterne Jim. Social Media Metrics: How to Measure and Optimize Your Marketing Investment. Hoboken: John Wiley & Sons, Inc., 2010.

Treacy, Michael and Fred Wiersema. The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. Cambridge: Perseus Publishing, 1995.

Weber, Larry. Marketing to the Social Web: How Digital Customer Communities Build Your Business. Hoboken: John Wiley & Sons, Inc., 2009.

Woods, Steven. Digital Body Language: Deciphering Customer Intentions in an Online World. Danville: New Year Publishing LLC, 2009.


ARTICLES, WHITE PAPERS AND REPORTS

Dickie, Jim, and Barry Trailer. “Optimizing Lead Generation: What’s the Payback.” CSO Insights 2006.

Dickie, Jim, and Barry Trailer. “Understanding What Your Sales Manager Is Up Against.” Harvard Business Review July-August 2006.

Pine II, Joseph B., Don Peppers and Martha Rogers. “Do You Want to Keep Your Customers Forever.” Harvard Business Review March-April 1995.

Kumar, Nirmayla. “From Marketing as a Function to Marketing as a Transformational Engine.” Excerpted from Marketing Strategy: Understanding the CEOs Agenda for Driving Growth and Innovation, Boston: Harvard Business School Publishing, 2004.

Cooperstein, David, and Lisa Bradner. “The CMOs Role In Technology Decisions.” Forrester Research, Inc. April 2, 2010.

“The Business Case for Integrated Demand Generation.” Eloqua, 2006.

“STM End-User Survey Part 1 – Scientists and Engineers.” Outsell Market Intelligence Service: Market Report, 2009.

“A Holistic Look at B-to-B Sales and Marketing.” SiriusDecisions Executive Edge.


ARTICLES, WHITE PAPERS AND REPORTS – CONTINUED

“Eloqua.” SiriusDecisions Vendor Profile.

“Avoiding the Dark Side of Social Media.” SiriusDecisions Research Brief.

“Content and Web Site Conversion Optimization.” SiriusDecisions Research Brief.

“Dashboard Guidelines: Web Analytics.” SiriusDecisions Research Brief.

“Defining Target Markets the Sirius Way.” SiriusDecisions Research Brief.

“Demand Creation: Five Metrics That Matter.” SiriusDecisions Research Brief.

“Determining the Role of the Demand Center.” SiriusDecisions Research Brief.

“Do Social Media and Demand Creation Mix?” SiriusDecisions Research Brief.

“Explicit, Implicit Scoring.” SiriusDecisions Research Brief.

“External Communities: Driving Adoption.” SiriusDecisions Research Brief.

“Inbound Marketing the Sirius Way.” SiriusDecisions Research Brief.

“Integrating Inbound Marketing into Campaign Planning.” SiriusDecisions Research Brief.


ARTICLES, WHITE PAPERS AND REPORTS – CONTINUED

“Is Your Organization Ready for Social Media?” SiriusDecisions Research Brief.

“Lead Scoring: A Phased Approach.” SiriusDecisions Research Brief.

“Optimizing B-to-B Web Site Conversion.” SiriusDecisions Research Brief.

“Sales Intelligence: The Benefits of Win/Loss Analysis.” SiriusDecisions Research Brief.

“Stacking Up Interactive Marketing Agencies.” SiriusDecisions Research Brief.

“The B-to-B Web Site: Under new Management.” SiriusDecisions Research Brief.

“The Cascading Effects of the Demand Waterfall.” SiriusDecisions Research Brief.

“The Communications Organization of the Future.” SiriusDecisions Research Brief.

“The Rapid Rise of Inside Sales.” SiriusDecisions Research Brief.

“The Role of Public Relations in Demand Generation.” SiriusDecisions Research Brief.

“Variable Compensation and the Teleprospector.” SiriusDecisions Research Brief.

“Web Site Conversion: The Technological Landscape.” SiriusDecisions Research Brief.


COMPANIES

1185 DESIGN Palo Alto, CA. A full service design and multimedia agency with expertise in design, brand strategy and programming

Atrium Research & Consulting Dallas, TX A scientific market research and consulting practice that provides the insight and education organizations require to cultivate successful strategies and solutions

Catapult Direct Marketing Campbell, CA An integrated marketing services agency combines direct marketing, target profiling and data services to help technology companies optimize their demand generation practices

Crimson Consulting Group Los Altos, CA An end-to-end marketing consultancy specializing in channels and partners, products and markets, interactive, and lead management and demand generation

DemandGen Danville, CA Global marketing automation and lead management experts specializing in lead scoring and nurturing methodologies that produce measureable results


COMPANIES – CONTINUED

Digital Influence Group Waltham, MA A full service digital agency focusing on social media strategies to help clients build deeper relationships with their key constituencies

The Linus Group Emeryville, CA An in-depth understanding of the psychology of scientists, and a full suite of marketing services for life sciences to make effective and measureable connections with buyers

Outsell Burlingame, CA Global market intelligence service provides independent, fact-based analysis and actionable advice about competitors, markets, benchmarks and best practices

Racepoint Group San Francisco, CA A global public relations agency defining a new model of communications through a deep understanding of the evolution of traditional and social media

SiriusDecisions Wilton, CT Provides research and advisory services focused on the operational intelligence B2B sales and marketing executives need to maximize top line growth


TABLES, CHARTS & ILLUSTRATIONS

PAGE | SOURCE

6 Modified from Digital Body Language, Figure 1, Page 13 7 Modified from Digital Body Language, Figure 1, Page 13 8 Modified from Digital Body Language, Figure 6, Page 49 9 Modified from Digital Body Language, Figure 27, Page 159

15 Modified from Digital Body Language, Figure 3, Page 26


ENDNOTES

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1 Peter F. Drucker, The Practice of Management (New York: Harper Collins, 1954).

2 Steven Woods, Digital Body Language: Deciphering Customer Intentions in an Online World (Danville: New Year Publishing

LLC, 2009) 7.

3 Woods, 3.

4 Woods, 18.

5 Woods, 13.

6 Woods, 12-13.

7 Woods, 71-72.

8 Woods, 72-73.

9 Woods, 73-74.

10 “Search engine marketing”, Wikipedia, 10 Sep 2010 http://en.wikipedia.org/wiki/Search_engine_marketing.

11 Avinash Kauhik, Web Analytics 2.0: The Art of Online Accountability & Science of Customer Centricity (Indianapolis: Wiley

Publishing, Inc., 2010) 103.

12 Kauhlik, 101.

13 Kauhlik, 102.

14 Kauhlik, 110.

15 Josh Bernoff and Charlene Li, Groundswell: Winning in a World Transformed by Social Technology (Boston: Harvard Business

School Publishing, 2008) 67.

16 David Meerman Scott, The New Rules of Marketing & PR (Hoboken: John Wiley & Sons, Inc., 2007) 35.

17 Bernoff and Li, 41.

18 Bernoff and Li, 67-68.

19 Scott, 35.


!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!20 Scott, 36.

21 Bernoff and Li, 124.

22 Woods, 108.

23 SiriusDecisions, Sep 10 2010, http://www.siriusdecisions.com/

24 Woods, 45-46.

25 Woods, 88-89.

26 Woods, 89-99.

27 Woods, 158.

28 Woods, 158-159.

29 Woods, 159.

30 Kauhlik, 3-5.