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6 Posts authored by: dliloia


Fair warning here, I'm going to shill a little bit. Partly because I've been doing some work with these guys and partly because they're amazing. If you don't like my perspective, feel free to sneer at me, but I think this is a pretty important idea and I wanted to make sure people are hearing about where segmentation and targeted modern marketing is headed.

 

Over the last year, I've worked with the guys at Attentive.ly to help develop their product further and approach the Eloqua market. I'm working with them as an official adviser, but I actually started out as a customer for the early version of the product. rozlemieux is the CEO of this company, and comes from the world of Politics and Strategic Consulting. She's a dynamite person and a good friend. Additionally, I think we all know David York and the amazing products that SureShot releases all the time. I've been a fan of his work for years, and I'm really excited by the fact that I get to work with him on this project. The two of them have paired up to bring the Attentive.ly product to the Eloqua App cloud....Attentive.ly Social Behavior SparkPlug

 

Attentive.ly takes those silly Social Listening tools you've been using to the next level. Yeah, they do some interesting things and have their uses especially for brand management and monitoring the competition, as well as having a one to one conversation with your customers in the social spaces. That's essentially where they stop and where Attentive.ly picks up the ball and runs with it. Attentive.ly allows you to do this kind of listening directly for your INDIVIDUAL CONTACTS stored in Eloqua. From there you can pass this information into Eloqua and use their social behavior as part of your entire marketing automation program. Can you imagine building segmented lists based on customers discussion on Twitter or Facebook? What about A/B splits using their specific sports teams as a possible subject line? Or perhaps using this information to add another layer to your lead scoring models based on their level of social activity?

 

The end result is this, listening to your customers is great but becoming true modern marketers requires us to take things to the next level and find faster and more eloquent (pun intended) ways to engage in one on one conversations with our clients. We all know how difficult this is and how hard we work to come up with interesting and compelling content for our customers to consume. By using Attentive.ly you don't have to guess about what your customers might be interested in and can actually send them the content they've already shown interest in receiving. You can cut down on unsubscribe rates by improving the engagement and relevance for your email marketing.

 

Do yourself a favor and go check out the app on the App Cloud. Attentive.ly Social Behavior SparkPlug

 

Yours in marketing. -- Dave

dliloia

Strategy vs. "Do-ers"

Posted by dliloia Nov 12, 2012

This morning during our monthly operating call, someone from my org expressed concern that we (Marketing Operations) would be sharing the concept that we are strategists vs. being (their words) "the do-ers". This was all driven out of sharing our enthusiasm about both ee12 and the Marketing Operations Infographic (www.perkinelmer.com/ee12) that we created for the event. This was incredibly frustrating to hear, as it made it clear to me that 1) we hadn't made our case clear and 2) it felt very much as if we were being put back on the shelf and not taking advantage of our expertise.

 

But this raised an interesting question. While Marketing Operations does need to roll up their sleeves every Monday morning and get knee-deep into Excel spreadsheets does this group also have a place at the table in driving strategy? From my perspective this is absolutely where we are headed as a profession. The ability to help anyone, in any profession drive strategy requires three elements; academic knowledge of the domain, in-depth direct experience, and data...lots and lots of data.

 

What other group besides Marketing Operations has the perfect blend of all three aspects? I would challenge anyone to survey marketers based on role and prove me incorrect in making the statement that "Marketing operations (and adjacent roles) professionals invest more time and effort in their personal and professional educations than any other marketing discipline". Just look at Topliners in and of itself, that is the entire purpose of this community and  conferences such as EE and SiriusDecisions. Let's face it, we're nerds and embrace this kind of thing.

 

Experience? As this entire post is couched on the comment that we are "the do-ers" we clearly have the experience. This industry is barely 10 years old and most of us have been around since the beginning. We are the fore-parents of innovation. We've been there from before tools like Eloqua existed, before Twitter started chirping and remember when Bing meant someone was ringing your doorbell.

 

Do I even need to mention data? We are the data kings and queens! Not only do we collect the heck out of data but we are the leaders in transforming this data into actionable information for the marketing organization. It is our role to make sense of the chaos and drive the important factors home rather than allowing our marketing colleagues drown in the numbers. Not only that, but we have the technical skills to manage and massage the data to get the most out of it.

 

Who else is better positioned to advise on strategy? Who else knows the background, the benchmarks and can command the tools? The only piece missing is having a vision for the path forward...and if you can't see this shameless plug coming a mile away then go visit my other post about What is your vision for Marketing Operations?

 

So what are you waiting for? Stop being a button pusher. Stop compiling spreadsheets. Keep your sleeves rolled up and get the work done, but show how you add value to the organization by forcing your teams to be better and to connect more intimately with your customers in a meaningful manner.

 

Fly you fools.

 

Establishing a vision for Marketing Operations isn't about technology, people or process. It's all about building a culture and driving change for enhanced marketing excellence in your organization. Marketing Operations starts more like an art form with tactical elements and ends with highly technical and strategic elements. In today's marketing environment, Marketing Operations is currently a service based element in the organization. They are at the bottom of the line, getting limited vision and input and don't have a seat at the table.

 

So how do you get there? First, build out the data both internal to your organization and external (benchmark) to help educate your constituents on the value of your input. Move forward by raising the bar across the organization through shifting the vernacular away from generalizations and towards marketing excellence. Most importantly, surgically eliminate the word "BLAST" from the organization. Anyone using that word doesn't understand what your team does and doesn't respect the work that you do. Make what we do important and relevant, then you can move them forward by implementing more technical and strategic actions.

 

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So what's the next step? That's not for me to tell you, but for you to tell me. It isn't so important that you get all the pieces right or use any one technology over another. What's more important is that you can close your eyes, see the end point and begin to enjoy the journey.

 

A PDF version of this infographic can also be found at www.perkinelmer.com/ee12

We've struggled just like everyone else to motivate our marketers to make smaller more targeted lists, more focused campaigns and more relevant content. Over the last few years, we have tried a wide variety of things including training, personal guidance on activities, etc. The better marketers are always receptive to new ideas and jump right on things, but even with great interest in getting better we never saw the results that we needed. This past month we launched our monthly email marketing excellence awards. Each month a marketer who shows the best open rate and click through rate gets a trophy and recognition from their peers. We awarded this past months trophy just the other day and the ladies who won them were proud to boast their 46% open rate and 39% click-through rate for their respective campaigns.

 

What can you do to motivate better performance?

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dliloia

The end of the "blast" era...

Posted by dliloia Sep 17, 2012

Those of you who know me well, are familiar with my tendency to get "a little" passionate. One of the areas I am a stickler for is the use of the word "blast" It's an insipid term that degrades us as Marketers and should be stricken from all of our vocabulary...

 

Over the last three years I have little by little worked to get the word "blast" surgically removed from PerkinElmer. I've never resorted to yelling or anything silly like that, but anytime someone in the room uses it, I promptly correct them and explain why it has no place in marketing whatsoever.

 

Think of the word...what do you imagine? I won't make the trite move of copying and pasting from Websters or Wikipedia, but honestly what do you think of? For me, it's a shotgun. Wide pattern, random spread, unfocused (for the most part) and an inprecise tool whose end result is one that sometimes leaves more damage than any benefit you might have gained. It is essentially a bludgeoning tool.

 

This is where I start to get a little feisty. Marketers, and others like to use the phrase "email blast". Perhaps some organizations are still working in this manner and sending out communications this way but not me. Relating it back to my shotgun example, an "email blast" is (IMHO) a communication that is sent out to an unsegmented group of customer, with poor targeting and a lack of quality positioning and call-to-action. Any quality marketer will tell you that STP, while also standing for an excellent band from the 90's is the basis for almost all marketing activity.

 

Why would anyone want to associate the work that they do with a lack of quality, customer consideration and relevant content? Many of us (especially those of us who frequent topliners) work diligently every day to change the flow of our organizations by rallying against these aspects.We build smaller, tightly profiled lists to only those customers that truly want to receive this content (or at least we try). We look for best practices and learning that others have seen as daily opportunities to get better. We are not "blasting" anything.

 

So I ask you this...will you join me in eliminating "Blast" from our common vernacular? Will you promise to stand up to your senior leaders and tell them they are wrong, but explain why? Moving the needle starts with stepping on the gas pedal and getting moving. Let's do it

Recently we have been tasked with streamlining and slimming down the relationship that we have with certain external vendors. Specifically, we were looking to move many manual processes from a third party literature fulfillment vendor to a more automated process. The previous processes included elements such as:

  • Lead routing for web product information request forms
  • Lead routing for all trade show activities
  • Lead routing for all distributors/agents/manufacturers reps who fell outside of SFDC
  • Digital Literature Fulfillment

 

The true challenge that we faced with this was that their manual lead routing process delayed the delivery of leads from 8 hours to as much as 6 days from the time of submission. Holiday weekends were painful and selected trade shows took weeks. Additionally, the quality of their routing (not their fault) was poor because it relied on a manual update to an Excel spreadsheet every time we wanted to make a change. This file took 4-8 hours to create and up to two weeks to get implemented in their systems which meant that no one ever updated it.

 

On top of this, the construction of our current lead routing process between this vendor and SFDC did not allow us to route leads effectively to Inside Sales teams. This is because our sales assignment tables were based on product lines (which generally go to our field sales teams), and these inside teams sold specific sets of product groups within those product lines making this nuance "disappear" and routing all leads to our field sales teams.

 

By using Eloqua, our team was able to replace all product based online forms with standard Eloqua forms.  We then built look up tables and routing logic using Program Builder to handle the correct routing assignments where hard coding was necessary (Inside Sales and Distributors) to override the assignments in our sales commission tables. Lastly, by using blind forms to profile the customer and products, we were able to increase the accuracy of the submissions making the lead quality much higher.

 

We're still working on developing our plans for establishing a digital literature fulfillment program in Eloqua, but we plan on getting that done in Q4.

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