Aligning Your Marketing Team and Strategy with the Modern Customer Journey

Gary DeAsiSenior Manager, Digital Marketing & BrandSmartBear Software@gdaz

Aligning Your Marketing Strategy & Team with the Modern Customer Journey

customerjourneymarketer.com

22

4M+users

25K+organizations

194countries

15+products

Marketing Organization

Demand Gen

Creative

Web

Operations

Functionally

“Market Manager” & Product Marketing

X4

Vertically


: The complete sum of experiences that customers go through as they interact with a company/brand across multiple touch points over time.

Customer Journey


70% of the buyer’s journey occurs online before engaging with a sales rep


66

ROAD TO ADVOCACY

90% of the buyer’s journey is self-directed

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“The right people, with the right experiences, at the right time!”

But for realsies, how do you do that?

Adopting a Stages Model and Key Considerations


Adopting a Customer Journey Stages Model

Click here to learn more about this model


http://customerjourneymarketer.com/new-digital-marketing-funnel-stages/

Stages/Models Tips and N2K

• Customers can enter at any stage

• Don’t think linear

• Choose the right model for your business

• Define stages by customer POV, not just yours.

Questions and barriers…

• Encompass all scenarios

• Clear definitions

• Objectives and success definitions

• Training and reinforcement!

• Get internal buy-in


Understanding your Customers

Individual

Job roles, personas

Motivators

Problems, pain points

Terminology & language

Buying triggers

How solve problem before?

Organization

Industry vertical

Company size

Business model, strategy

Technology stack

Org structure

Geo locations


1313

Using Competitor XYZ not actively looking to switch solutions

Using Competitor XYZ actively looking to switch solutions

Has a pain/problem, has never used a paid solution before

Doesn’t know they have a problem yet

Has used a competitor before, new company doesn’t have a solution

Using a free tool, recycled lead now actively looking for solution

Understanding your Business

Product or Service

Value propositions

Key features, capabilities

Differentiators

Complexity of solution

Use cases

Technical specifications

Technology partnerships

Sales

Pricing model

Sales model

Length of sales cycle

$ ASP

Barriers & objections

Complexity of buying decision

Market

Market maturity

Demand type

Market share

Competitive landscape

Positioning

Market trends


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Demand Type Characteristics Objectives Requirements

EstablishedMarket

• Majority recognize asnecessary

• Well-defined, contestedmarket with establishedsolutions

• Battling for market share

• Differentiate solutionfeatures/capabilities

• Quantify incremental value vscompetitors

• Calculate total cost of ownershipadvantages

• Competitivepositioning anddifferentiation

• Overcome cost ofswitch

NewParadigm

• Retools/optimizes existingprocess

• Solves known currentproblem better

• Replaces current line item

• Educate buyers there is a betterway solve problem than currentlegacy solutions

• Quantify the cost of status quodoing nothing

• Justify the cost of new paradigm vsstatus quo legacy solution

• Process/solutionchange

• Hone in on pitfalls andrisks associated withexisting legacysolutions

• Focus on innovation,change, future

New Concept

• Disruptive• No budgetary line item• Requires issue/problem

creation

• Illuminate issues buyers may notbe aware they had and/orassociate with pain points

• Help buyers prioritize opportunities• Make buyers aware solutions exist

and the value in solving problems

• Market Leadership• Evangelism• Early adopters• Target influential,

motivated prospects

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Information

• Search and browsing behavior• Research and nurture needs• Messaging• Barriers to overcome• Questions to answer

INTELLIGENCE

How do you get all this information?

Online Surveys

Interviews

Networking

Data & Research


Team Education: Customer Journey “Battlecards”

NOW WHAT?...

Engagement Education Research Evaluation Justification PurchaseAdoption -Advocacy

Content Strategy

Social Strategy

Lead Nurturing

Paid Advertising

Web: SEO & Conversion

PR

Marketing Operations

Analytics and Reporting

Alignment & Execution


Content Strategy


MetricsGoals &

ObjectivesContent

AuditContent

Plan

Aligning Content Strategy: Planning Process

TrafficFree tool downloads

Leads GeneratedContent Downloads

QLsTrials

Trial ActivationsOpportunities

Opportunities WonRenewals

Upsell, Cross-sell

%


2323SmartBear Confidential and Proprietary

Aligning Content Strategy: Content Audit

2424

Content Audit: Identify Content Gaps

SmartBear Confidential and Proprietary

Number assets / stage Types of assets / stage Performance of assets Age of content Location of content Distribution strategy Optimization, enhancement,

and re-purposing Keyword research

MetricsGoals &

ObjectivesContent

AuditContent

Plan

Content Strategy: Planning Process

TrafficLeads Generated

Content DownloadsQLs

TrialsTrial ActivationsOpportunities

Opportunities WonRenewals

Upsell, Cross-sell

%

TopicsFormatsTimelineBudget

Resources


2626SmartBear Confidential and Proprietary

? ?“Why do I have a problem?!"

“What solutions are available?What factors should I consider?”

“Does this product solve my problem(s) & meet my needs/requirements?”

"Why should I choose this? How can I get my boss and team members on board?”

“Hello, brand, do I like you, are you relevant to me?”

“How do I get it? How difficult will it be to implement and change current process?”

Multi-Stage Content, Linking, CTAs

Education (Problem)

Research (Solution)

Evaluation (Product)

Channel Alignment


Properties and Communities

Blog & Social

Resource Centers

Product Sections

Community & Support

Resource/“Learn” Centers “educational”

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Product Sections

Product

Sections

“Commercial”

Paid Advertising

Paid Social

3rd party EmailSponsored Content

adwords

Re-marketing


Paid Advertising: Remarketing

Resource Center Product SectionOpen Source Download

eBook Trial

Lead Nurturing

Top Funnel

During Trial

Bottom Funnel

Customer


*eBooksInfographics

WebinarsBlogs

SlidesharesVideos

DocumentationChecklistsTutorialsGuides

Weekly trainingFAQ

Case StudiesTestimonials

ROI CalculatorsSell your Boss

Analyst ReportsBOFU Webinars

Top BottomTrial

Operations, Scoring, Metrics


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*Scoring, Behavioral Data + Segmentation

Engagement

Education, Research

Evaluation

Justification, Purchase

Adoption –Advocacy

Closed Won, Renewals

a) Completed Trial (Open, working)b) Open Opportunity

a) Scored QL (100+)b) During trial

Score = 10-99

Score < 10

SFDC Campaign Field + Score Weights

+10

+30+50


Stages Metrics

Engagement,Education,Research

Blog traffic Resource traffic Content Downloads QLs (Non-trial score-ups)

Evaluation Product section traffic Trials Trial Activations

Justification,Purchase

Opportunities opened Opportunities closed won

Adoption,Retention,Expansion,Advocacy

Renewals Up-sell, Cross-sell opportunities NPS Influitive members/activity


Agile


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Why Agile?

• Project planning/management

• Time + workload management

• Faster reaction time

• Collaboration (Global)

• Prioritization

• Visibility/transparency

• Accountability

• Efficiency

• Break down silos

20132012 2014 2015

Agile Tools and Systems: 2012-2016

2016

Agile system 1 Agile system 2

RE-ORG

Current Sprint System

Demand Gen CreativeWeb Operations

Teams

Team Managers

Market Manager (x4)

Customers



Length: Two weeks (10 business days)

Delivery Vehicles:• Epics: Overarching project (multiple sprints)• Stories: High level summary of problem sent to Manager• Tasks: Execution items with hours attached (assigned to sprint)

Meetings:• Retrospective/Review – how did we do? What went well? What

can we improve? Big wins?• Mid-Sprint “Half-time show” – how are we tracking? Blockers?

Priority changes? Have what we need for H2?• Sprint Commit – What does everyone have on our plates?

Priorities? Details and deadlines? Can we commit?

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“I _____________, take you_______________________ ,to be my lawfully wedded JIRA issue, to honor and cherish you, for better, for worse, in sickness and health until we are parted by ____________”

Honor Thine Commitments!

SmartBear Confidential and Proprietary

[~gary.deasi]

MTD-577 Team Customer Journey Training

Due: 7/July/16

First 10 Sprints Since Adding Commit Session

64.82%

79.42% 78.34%

88.26% 85.71%

95.96%90.25% 92.06%

91.88%95.55%

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

728 814 828 911 925 1009 1023 1106 1120 1204

Traffic Team Sprint Results: % Commited Execution Hours Completed

728 814 828 911 925 1009 1023 1106 1120 1204



• Backlog: “To do” list of tasks not assigned to a sprint

• Execution hours: time spent actually executing tasks

• “Personal Problems”: OOO/PTO, Doctor’s, Travel, Interviews, Meeting

• “Flex” time: time planned in sprint for incoming unplanned tasks, orto be used for ideation, experimentation, optimization, or backloggedtasks

• “Flex” tasks: unplanned tasks assigned to sprint after commit session

• “Gypsy” tasks: a task that keeps getting pushed back sprint aftersprint


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Sprint 0610 Retrospective: 10AMSprint 0624 Commit: 2PM

Sprint 0624 Start

Mid-sprint check-in, calendar review

Metrics

MMs send “big rocks”

Agile Lessons Learned

Get organizational buy-in

Mold system to your organization, not the other way around

Iterative, collaborative process - feedback, evolution

Sprint length = 2-4 Weeks

Benchmark your bandwidth

Build in flex time. Plan for the unpredictable, time-sucks (20-50%)

Minimize upkeep – low touch

Specificity, break down tasks into bite size pieces

Review and commit before sprint

Sprint and backlog to deflect unnecessary requests – use the backlog!

If it’s not in the sprint it doesn’t exist.


Gary [email protected]://www.linkedin.com/in/garydeasi@gdaz

Thank you!


http://customerjourneymarketer.com/

Aligning Your Marketing Team and Strategy with the Modern Customer Journey

Marketing

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