Insight Marketing

SALES, MARKETING, AND COMMUNICATIONS PRACTICE
MARKETING LEADERSHIP ROUNDTABLE™
Insight Marketing
Shaping Customer Decision Criteria
to Your Advantage
Though growth indicators
are positive, customers
STILL CAUTIOUS
remain cautious in their
spending. Recent Indicators of Stability in B2B Spending
■ Spending appears to be stable,

but customers are cautious in Durable Goods Orders1
how they are investing
How Actual IT Capital Spending Will Compare
recently restored buying power, to Budget2
managing purchase risks to a All Sectors
“beyond a reasonable doubt”
burden of proof.
13%
■ Customers are spending more Will Spend More
time doing research prior to $200 B Than Current
purchasing and looking to a Budget
broader range of resources
(beyond suppliers) for guidance $180 B
on evaluating and selecting the
60%
best options.
Will Spend
$160 B About Same
■ Customers are seeking counsel 27%
as Current
from several external sources to Will Spend Less
Budget
Than Current
help understand and evaluate
$140 B Budget
options and involve broad buying
centers in the decision- making 2009 2010
process.
■ Customers are cautious in how The majority of companies

they are investing recently expect to stick to their
restored buying power, budgets through 2010.
scrutinizing deal structure,
pricing, cost projections, ROI Examples of Cautious Buying Behavior
claims and execution risks and
establishing rigid purchase
criteria to evaluate and select
suppliers.
Conducting extensive independent Seeking broader internal and Minimizing perceived purchase and
research (without suppliers) external inputs for decision-making implementation risks
From the MARKETING LEADERSHIP ROUNDTABLE ™ 1 Manufacturers’ total new orders for durable goods, seasonally adjusted.
of the SALES, MARKETING, 2 Source: http://www.nytimes.com/2010/06/25/business/economy/25econ.html?src=busln; IT Spending and Staffing Benchmarks 2010/2011,
AND COMMUNICATIONS PRACTICE
www.marketingleadershiproundtable.com
Computer Economics; Marketing Leadership Roundtable research
© 2010 The Corporate Executive Board Company.

All Rights Reserved. MLR6878010SYN
2
Buyers’ cautious
purchase behaviors are
LOSING TRACTION
forcing suppliers to
compete head-to-head Challenges Emerging from Buyer Behavior
on rigid buying criteria.
■ Roundtable research has

identified three key factors
constraining suppliers’ Rigid Buying Criteria
Anonymous Buyers Reduced Mindshare
ability to influence buyers Suppliers are forced to comply with
Suppliers struggle to identify Suppliers struggle to maintain
and differentiate from rigid purchase criteria that force
viable sales opportunities who are buyer attention amidst many
competitors. transparency and comparability
conducting research independently. information sources.
across competing options.
“We don’t identify opportunities The average buyer receives six “Procurement organizations and
until they are 70% done with the event invitations in a week, which is purchase agents are rising in
purchase process…compared to more than they attend in an entire prominence as companies look
40% only a few years ago.” year. to contain costs and reduce
intangible spend categories.”
Source: Siemens Corporation Source: Enterprise Decision-Maker
Index Source: Procurement Strategy
Council research
Competitive Gridlock
Suppliers become aware of buyers
late in their purchase process, and
must compete under conditions that
constrain their ability to differentiate.
From the MARKETING LEADERSHIP ROUNDTABLE ™

Source: Marketing Leadership Roundtable research.
of the SALES, MARKETING,

3
Suppliers are expanding
into thought leadership
CASTING THE CONTENT NET WIDE
to engage buyers
earlier with the aim of
being included in the Common Thought Leadership Topics Example of Thought Leadership Content
consideration set.
Original and third-party content dealing with:
■ Many marketers seek to ■ Market trends
establish thought leadership
by having a point-of-view, ■ Technologies
and supporting content, for
all issues and topics. ■ Regulatory activity
■ News and current events

■ Content primarily focuses on
providing structure and
context for ambiguous
terrains, such as technology
trends and current events.
■ The aim of most thought

leadership is to establish
enough engagement and
mindshare to get invited to
the purchase consideration
phase.
Fifty–eight percent of B2B Marketers claimed that among their top objectives was to position
their firm as a thought leader.
Seventy–seven percent of Marketers consider thought leadership marketing one of the most
important tactics for 2010.

Source: Marketing Leadership Roundtable research; Economist Intelligence Unit B2B Megatrends; ITSMA Budget and Metrics Survey; BASF Corporation.

4
Despite some success,
most suppliers struggle to
MOST CONTENT EFFORTS FALL SHORT
directly impact sales
performance with thought Effectiveness of Typical Content Approaches
leadership content.
■ Thought Leadership
content has yielded much Buyer’s Purchase Experience
success in the past in terms
of engaging the market, but
today there is a lot of content
Goal #I: Develop Prospect Pool Goal #2: Facilitate Selling Process
from many different sources,
reducing any one supplier’s Success metrics Success metrics
ability to stand out with this
practice. ■ Awareness ■ Prospect “Velocity”
■ Perception as “Thought Leader” ■ Deals/RFPs Conversion Rate

■ Must of the “later stage”
content Marketing produces ■ Search Engine Ranking and Web Traffic ■ Deal Margin
merely informs customers of
performance and benefits but ■ Qualified Sales Leads
fails to meaningfully
differentiate the supplier and
directly influence likelihood of
purchase.
Declining effectiveness at Satisfies buyer due diligence

capturing mindshare due to needs but minimally increases
rapidly increasing number of the likelihood of deal
companies pursuing a content conversion because it fails to
strategy and the resulting change purchase criteria (to
volume and clutter the suppliers’ advantage).

5
Effective content teaches
customers something new
CHANGING THE GAME
and important and
establishes clear links Core Requirements of Successful Marketing Content
back to the supplier’s
advantages.
■ For content to be effective at

driving overall sales
outcomes, it needs to stand
out with highly resonant,
targeted messaging. But just
cutting through the clutter
isn’t enough to re-shape
customers’ purchase criteria
in your favor.
Cuts Through Clutter Connects to Differentiators
+
■ Content must also present
Stands out from other messages Links back to the nature and Reframes customers’
information that helps
with targeted, value of your decision criteria to
buyers re-think their
relevant, important, and unique capabilities and your benefit
framework for evaluating
unexpected information competitive advantages
suppliers, by presenting
new information about the
nature and worth of your
competitive advantages.
■ When both of these

elements are present,
content is highly capable
of disrupting the current
evaluation framework
customers hold and
replacing it with one that
favors the supplier.


6
Messages that resonate
amidst the glut of
CUTTING THROUGH THE CLUTTER
content in B2B markets
adhere to five key Principles for B2B Marketing Content Resonance
principles.
Minimum Requirements Key Success Factors

■ Research shows the five key
principles of “sticky” content
are that it be credible, Credible Personally Impactful
clear, insightful, personally Helps people understand Interprets the specific effect of
impactful, and concrete. and pressure test the idea your idea for an individual within
the company
■ For most content efforts,
Marketers aim to be
Clear Insightful
concrete and consistent in
their message and make it as Ties back to a central, single, Illuminates unknown or
credible as possible; fundamental idea underappreciated aspects of
however, few companies the customer’s environment
clear the bar for clarifying
personal impact and
presenting new, unexpected Concrete
insight.
Relates the idea in terms that
are meaningful and tangible to Key Elements of Insightfulness
■ Insightfulness sparks an the audience
interest in learning, keeps ■ Surprises—The unexpectedness
people engaged in learning, grabs peoples’ attention.
and ultimately teaches them
■ Sparks Curiosity—The idea creates
something valuable.
an information gap that keeps the
listener engaged.
■ Delivers Differentiated Value—Offers

a unique viewpoint that the listener
can’t get elsewhere.

www.marketingleadershiproundtable.com Source: Made to Stick: Why Some Ideas Survive While Others Die; Enterprise Decision-Maker Index Survey; Competing On Thought Leadership;
Marketing Leadership Roundtable research.
7
To avoid competitive
gridlock, content must
CONNECT TO DIFFERENTIATORS
lead customers to
appreciate the supplier’s Depiction of Unique Versus Non-Differentiating Benefits
unique benefits.
■ Organizations often link

back to benefits that do not
meaningfully differentiate
them from competitors in
the eyes of the customer.
■ Purchase criteria that Customer Needs

customers develop
independently are likely to
To increase the likelihood of a
emphasize common benefits purchase, the supplier’s
that any supplier can deliver, content must lead customers
leading to more competitive, Competitors’ Unique to value areas of competitive
Benefits Benefits differentiation.
price-focused negotiations.
Common
■ The best content leads Benefits Focusing on common benefits
back most directly to the only encourages comparison
areas where the supplier Competitors’ and reduces perceived
Company
outperforms competitors. Capabilities Capabilities
contrasts.

Source: Corporate Visions Inc.; Marketing Leadership Roundtable research.

8
Teach customers
something unexpected
UNEXPECTED CONNECTIONS TO DIFFERENTIATORS
about how your unique
benefits help in adjacent Visual Depiction of Topics Explored in Insight Marketing Content
customer issues.
■ For content to be effective

at driving overall sales
outcomes, it needs to Insight Marketing Content
present information that Information and arguments
helps buyers re-think their exploring the hidden
Adjacent
framework for evaluating connections between
Customer Issues
suppliers. customers’ broader, high-
importance issues and a
Customer Needs
■ Insight Marketing content supplier’s competitive
focuses on presenting advantages.
arguments that force
customers to question their
Features
assumptions about what
and Benefits
creates value.
Benefits of Insight Marketing Content
Cuts Through the Clutter Connects to Differentiators

Content offers an unexpected take Content makes explicit the
on targeted, resonant customer connection between important
issues. issues, needs, and the suppliers’
benefits and advantages.


10
Customers want to be
taught unique, valuable
CUSTOMERS VALUE INSIGHT FROM THEIR SUPPLIERS
perspectives on the
market. Customer-Stated Priorities Across the Purchase Experience
Purchase Experience Loyalty Drivers
■ Insight Marketing delivers on Greatest

Drivers of Supplier has widespread support
customers’ highest priorities Loyalty across my organization
across the purchase Helps me avoid Supplier is
experience, ultimately potential land mines easy to
buy from
driving greater loyalty. Helps me Offers unique,
navigate valuable
alternatives perspectives
Helps me shorten on the market
the buying cycle
Matches communications
to my preferences
Educates me on new issues
and outcomes
Collaborates with
other suppliers Provides ongoing
advice or
Decision Makers1
consultation
About the Analysis Portrays a realistic picture of
purchase costs and difficulties
Survey sample: 4,960 B2B
customers of 24 companies
Participants: Decision-makers Excels in diagnosing
our specific needs Helps me
and end users/influencers quantify
rated over 100 marketing Helps me improve my financial
Remains readily professional standing value
practices believed to accessible and meet KPIs
contribute to loyalty
Loyalty definition: An attitude Advocates for
me within the
that leads a customer organization
organization to consistent Demonstrates a
repurchase, increased spend, high level of
professionalism
and a greater propensity to Supplier adjusts to
our unique needs
adopt new products and and specifications
Weakest Productively accelerates
services from a given supplier. decision making
Drivers of
Loyalty
Weakest Drivers Greatest Drivers
of Loyalty End Users and Influencers of Loyalty
1
From a statistical perspective, senior executives and procurement officials evaluate the purchase experience in almost identical terms.
Source: Sales Executive Council research; Marketing Leadership Roundtable research.
11
Having good content is
rarely enough—there
HAVING INSIGHT-DRIVEN CONTENT IS NOT ENOUGH
are three challenges to
ensuring content is Three Key Challenges to Buyer Acceptance of Content
Marketing Challenges
delivered and received
effectively.
■ Effective practices for Challenge #1: Challenge #2:

delivering insights are Customer rejects idea due to its source Customer rejects idea due to its disruptiveness
essential in overcoming the
three challenges—and will
likely require better Solution: Manage Permission Solution: Sequence Content
partnership between Sales Matching the boldness of your claims with the Encouraging buyers to consume content along a
and Marketing. amount of credibility and permission you have with specific pathway that aids in comprehension and
your audience. builds interest.
Challenge #3:
Insight delivery undermined by a disconnect in the sales process
Messages from Marketing Messages from Sales

Truck cab comfort is a key “Our 2,092 square inch, one-
contributor to driver piece windshield will improve
engagement and can help driver visibility, and did I mention
reduce your turnover costs. this month’s promotion?”
Customer
Solution: Establish Minimum Threshold for Sales and Marketing Alignment

■ Marketing: Ensure consistency of insight-messaging across Web site, content, and social media channels.
■ Sales: Avoid over-emphasizing products or contradicting key insight messages during selling interactions.


12
Sales organizations are
increasingly adopting
SALES EXECUTIVES ARE EMBRACING INSIGHT-LED
insight-based selling. SALES STRATEGY
Sample Quotes from Sales Executives About Insight Selling 1
■ Faced with the evidence for
insight-led selling, Sales has
embraced the methodology.
“You paved the way for a true “We have embedded Insight-Selling “We have embedded the notion of
■ In addition, research paradigm shift in how we sell. More methodology in our completely commercial teaching in all our
shows that reps who teach importantly, we appreciate the customer centric approach. We had ongoing rep development efforts
customers are higher research and thought leadership a nationwide sales blitz and and direct our reps to challenge
performers—bolstering the SEC brought to the table to facilitate presented this commercial teaching their clients with the unique
case for insight at the core this important Sales transformation. deck to 250 partners. We then had insights that we generate.”
of Sales. The fact that we deployed this well over 100 partners sign up for
during a time of success, compared the clinic on our Web site. This Claudia Molina
to looking to fix a big problem, is stuffreally works.” Vice President, Global
evidence of the compelling value Merchant Services,
proposition you brought to the Kevin Hendrick American Express
table.” Vice President, Sales,
ADP
Tom Dameron
Vice President, Sales,
Blue Cross Blue Shield
of Arizona
Winning Sales Rep Profile
■ Offers unique perspective Reps who effectively

Teach for differentiation present a unique
■ Two-way communication skills perspective to
customers and change
■ Knows customer value drivers their minds outperform
Tailor for resonance
The ■ Can identify economic drivers other sales rep profiles.
Challenger Rep
■ Is comfortable discussing money
Assert control
■ Can pressure the customer
n = 683 sales reps.
From the MARKETING LEADERSHIP ROUNDTABLE ™ 1 The Sales Executive Council (sister program to Marketing Leadership Roundtable) is happy to share findings
around the insight-led approach as it relates to Sales.
13
The main challenge with
Insight Marketing lies in
BUILDING THE SYSTEM
ensuring consistent
execution and delivery Operational Demands Created by Insight Marketing Strategy
across the purchase
experience.
■ First, suppliers must

consistently seek and find 1. Suppliers need to develop an 2. Suppliers need to help customers 3. Suppliers need to make insights
ongoing stream of insight to understand and internalize inherently relevant for different audiences and
new insights to deliver to
communicate to their customers. provocative, disruptive ideas. different contexts.
customers.
■ Second, proactive insights

are difficult to absorb and
believe quickly; suppliers
must develop a delivery
system that helps customers
internalize insights. INSIGHT INSIGHT
INSIGHT
■ Third, suppliers must spread
insights throughout a
buying center to ensure they
change the organization’s
buying criteria.
■ Fourth, Sales and Marketing

must collaborate to surround
customers with the right
messages and sustain their
interest in acting on insights.
4. Sales and Marketing need to be on the same page so the insight-led

approach extends through the entire purchase experience.


14
INSIGHT MARKETING
Shaping Customer Decision Criteria to Your Advantage
How Do I Deliver Insights How Do I Make Insights Relevant for How Do I Drive Alignment with Sales
So They Are Internalized by Customers? Different Situations and Audiences? Behind an Insight-Driven Approach?
1
Prologue
How Do I
Generate
Insight?
1 Pseudonym.

of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE

15
INSIGHT MARKETING
1
Prologue
How Do I
Generate
Insight?
1 Pseudonym.


16
The market can reveal
unexpected applications
IDENTIFYING UNEXPECTED OR UNDERAPPRECIATED
of your products APPLICATIONS
and capabilities that
create unique value for
customers. Identified Non-Intentional Applications for WD-40
Core Application: Degrease and prevent rust
Market-Identified Applications:
■ Lubricates moving parts on equipment
■ Helps thread electrical wire through conduits
■ Removes build-up from bottoms of pots and pans
■ Loosens valve stems on tires
■ Cleans and protects pitchforks
■ Removes chewing gum, crayon, tar, and Silly Putty from most
surfaces
■ Keeps dogs, flies, and other vermin out of trash cans
■ Stops squeaks on patio doors, spring mattresses, and wicker

furniture
■ Helps dismantle chandeliers
■ Aids attack/defense against hornets and wasps
■ Frees tongues stuck to frozen metal in winter

…
Source: www.wd40.com; www.wackyuses.com; Marketing Leadership Roundtable research.

17
Outliers within each
segment help Marketing
DOW’S SEGMENT OUTLIER ANALYSIS
identify new ways
customers get value from
their products.
Dow’s Relative Performance in “Technologist” Segment

■ Areas of low stated
importance to customers in High
a given segment but in
Ease of working to
which you perform better test new products
Support in
are ripe for insight creation. development of
new applications Communicates recent
to Customers
product technology
Importance
■ These areas are best developments
because they require
communication of
Technical staffavailable when needed Shares
underappreciated value formulation
rather than capability expertise
change. Prices are predictable
Ease of finding out about
Number of times contacted new products and services
■ Dow tests outliers to see if about problems
Low Reps solve problems quickly
progressive customers find By de-averaging low priority
unexpected value. attributes within each
Negative Gap Positive Gap segment, Dow
Performance Relative to Best Competitor uncovers underappreciated
applications of its
capabilities that it can
“teach” to other customers
Identification of Meaningful Outliers in the segment.
Importance
“Eh…” “Eh…”
Technical
Performance Attributes
StaffAvailable
Low Importance/High
Ease of Finding
Out New P/S Technologist A Technologist B
Formulation
Expertise “Absolutely
“Eh…” critical!”
Solves Problems
Quickly
From the MARKETING LEADERSHIP ROUNDTABLE ™ Range of Technologist A Technologist B

Importance

All Rights Reserved. MLR6878010SYN Source: The Dow Chemical Company; Marketing Leadership Roundtable research.
18
INSIGHT MARKETING
1
Prologue
How Do I
Generate
Insight?
1 Pseudonym.


20
Insight Marketing
increases the cognitive
SINKING IN
burden placed on
customers. Challenges to Helping Customers Understand Insight Marketing Content
■ There are three challenges

preventing customers from
internalizing our insights. How do we deliver insights
so they are internalized by
– First, customers have customers?
often formed opinions of
the supplier offerings by
the time they first
connect.
– Second, customers
question supplier Customers have preconceived Complexity of insight
Customers question supplier
credibility. notions by the time they connect makes customers unlikely
neutrality or expertise
with a supplier to accept insight
– Third, insight complexity
makes delivery tricky.
■ To counter these, the Solution Elements

Roundtable recommends
engaging customers
early, crafting authentic
Engage customers while Secure permission through Sequence customer
interactions, and sequencing
opinions are still malleable authentic interactions exposure to your idea
communication of insights.
Solution Examples


21
As Cisco pursues a
targeted expansion of its
EXPAND THE FOOTPRINT
core expertise, it must
obtain several levels of Sample Adjacent Conversations
“permission” from
customers.
Before Cisco can offer new

insight and perspective in
adjacent markets (which lead
back to its offer), Cisco must
first demonstrate legitimacy in
non-core terrains.
Adjacent Terrain:
Virtualization
Adjacent Terrain:
Blade Servers
Core Cisco
Expertise
Adjacent
Adjacent
Terrain: Data
Terrain: Cloud
COMPANY SNAPSHOT Management
Computing
Cisco Centers
Industry: IT Hardware
2009 Sales: $36,117 M
Employees: 65,550

Source: Cisco Systems, Inc; Marketing Leadership Roundtable research.
22
Cisco systematically
builds credibility and
ENTERING A NEW ARENA
receptivity for its ideas in
a new market. Cisco’s Process for Entering in a New Terrain with a Disruptive Insight
Cisco is Not
Cisco’s Key
Considered
Listen and Earn Build Preserve Insights
Expert in the
Learn Legitimacy Receptivity Credibility Received by
Blade Server
the Market
Market
Observe online Co-author Seed new ideas Amplify advocates
conversations in content with into existing and preempt
the market and established conversations to detractors.
gradually begin thought leaders. build appreciation
to participate. for Cisco’s coming
solution.
Source: Cisco systems; Marketing Leadership Roundtable research.


23
Acclimating to the
market’s current state
FOOLS RUSH IN
ensures that Cisco enters
existing dialogues at the Depiction of Cisco’s Entry Into Market Conversations Around Blade Servers
right altitude.
■ Rather than assert its subject

matter expertise upfront, Listen Carefully
Cisco deliberately merges with Use finely tuned social Participate in the Dialogue Act in Service to the Dialogue
topics prevalent in the current listening tools upfront to Chip in with comments to Provide practical (non-Cisco-
dialogue. establish a strong baseline establish presence and centric) help to establish
of current trends and relevance. credibility within the
natural customer language. community.
■ Strong feedback loops
ensure Cisco’s language
accurately reflects the
external realities of customer
conversations. Discussion of Operational Efficiency
■ In Cisco’s experience, this

period of listening and
learning generally takes at
Cisco Participation
least a month.
Time

24
Cisco takes a two-
pronged strategy to
COVERING YOUR BASES
engaging individuals in
market dialogues. Depiction of Blogging Network Dialogues
■ Cisco earns legitimacy by

coauthoring content with
established thought leaders
inside the community.
■ In parallel with engaging

influencers, Cisco gently
provokes the broader market
dialogue to open minds to
new view points.
1. Engage Influencer
Engaging and coauthoring
Targeted content with established
thought leaders earns Cisco
Influencer its own claims as a legitimate
Blogger voice in the space.
2. Provoke the Masses

Posing questions to spark conversation avoids commercial
overtones while “pre-wiring” customers to think within a
framework leading to Cisco’s unique benefits.
Helpful language includes:

“Wouldn’t it be cool if…?”
of the SALES, MARKETING, “Have you ever thought of it this way…?”
www.marketingleadershiproundtable.com “Imagine if…”
25
Seeding new ideas into
existing conversations
LEADING THE HORSE TO WATER
gradually builds customer
appreciation for Cisco’s Customer Belief Migration Within the Blade Server Market Dialogue
unique perspective.
Customer End State

■ To preserve its credibility in
Unifying my networking
new spaces, Cisco focuses Cisco Vision and server systems is
its conversations on broader The only way to get possible and desirable
concepts—not products— to the next level of
that ultimately reflect its efficiency is through
solution. networked servers.
■ Cisco crafts open-ended Cisco Provocation

“what if” questions to spark Imagine if networking
desirable conversation and server platforms
threads leading toward it’s were running offthe
solutions same power source.
What efficiency could
that bring?
■ Cataloguing the common Cisco Opinion
frustrations expressed by We’ve neared the ceiling
customers provides fodder for the efficiency we can
for provocative questions. squeeze out of blade
servers.
Customer Current State

Networking and server
systems are two distinct
elements of my data
center
Perception About Cisco

Perception About Cisco
To:
From:
Integrates my
Sells me networking
networking and server
devices
platforms
26
Having established
credibility in the adjacent
FORTIFY THE DEFENSES
space, Cisco concentrates
on protecting customer Approach to Preserving Customer Receptivity to New Insight
acceptance of its insights.
■ Cisco amplifies customer Technique #1: Amplify Advocates

enthusiasts and preempts
detractors to improve
receptivity to its insights.
Cisco films customer
enthusiasts who embrace
Cisco’s insight and virally
circulates that positive
imagery back to the
marketplace.
Technique #2: Preempt Detractors
Don’t Engage. When Cisco comes across negative remarks, it

deliberately refrains from initiating direct counter claims.
Constant monitoring of
competitor and analyst
Reframe Objections. Cisco formulates alternative interpretations networks enables Cisco to
to identified vulnerabilities and posts these statements on its own anticipate and neutralize
blog. pushback to its claims.
Activate the Network. Allowing positive messages to circulate

through the influencer blog network and the sales force equips
others to defend Cisco’s position.

27
Reshaping market
norms through existing
MORE BANG FOR THE BUCK
customer dialogues
delivers significant Comparison of Key Performance Indicators:
benefits compared to Cisco’s Unified Computing System (UCS) Launch Versus Traditional Launches
traditional approaches.
■ Successful engagement of
Media Impact Number of Customer Interactions
influential bloggers and
adjacent communities
during its Unified Computing 3,950 M
System launch generated
53,843
significant cost savings for
Cisco over traditional
methods.
57 M 6,900
M
Traditional Launch UCS Launch Traditional Launch UCS Launch
Cost Per Media Impact: $0.004

Impressions: 98% Positive, 2% Negative

28
Several tactics can
encourage a specific
SEQUENCING CUSTOMER EXPOSURE TO INSIGHT
sequence of exposure
that helps customers Spectrum of Approaches for Managing the Sequence Buyers Follow When Consuming Insight Content
absorb insights.
■ There is significant variance

in the amount of control a
Marketer has over the
Degree of Control Marketing Has Over Customer Consumption of Content
particular sequence that a
buyer follows in consuming Low High
content.
■ Marketers should attempt to

engineer a specific sequence
as much as necessary to Time or Event-
Loose Self- Tight Self-Navigation Loose Rep
improve the efficiency of Triggered Release Tight Rep Navigation
Navigation Pathway Pathway Navigation
insight delivery, recognizing of Content
that it’s also necessary to
accommodate non-linear ■ Limit options ■ Release content ■ Sequence of self- ■ Provide tools to ■ Design sales pitch
consumption sequences. customers have in best order for guided give-get Sales that allow for optimum
when navigating consumption interaction reps to reactively acceptance of
content guide conversation insight
Online Teaching In-The-Moment Insight Selling

Escalator Message Delivery Teaching Pitch
and Customization
1 Pseudonym.
From the MARKETING LEADERSHIP ROUNDTABLE ™ Rep-guided content
AND COMMUNICATIONS PRACTICE consumption
29
Telus uses an interactive
online tool to map
LEAD WITH LEARNING
customers from adjacent
areas of interest to Telus’s Overview of TELUS Online Teaching Tool
unique capabilities.
Emergency Response—Online Tutorial
■ Tool puts a structure Wireless Solutions Road Map
around an ambiguous, * = Top areas of interest for your peers.
high-importance terrain for Business Productivity Safety and Security
customers.
■ Initial framework,
*
topic summaries, and
benchmarking offer
immediate value for * EMERGENCY RESPONSE *
customers. View This Scenario Customer-Centric Content
* TELUS’ online tools engage customers by
organizing content around customer interests,
directing them to most probable knowledge
gaps, and teaching through company agnostic,
interactive modules.
Emergency Response—Self-Assessment
COMPANY SNAPSHOT Which of the following ways do you (or will you) provide your workers
mobile emergency response solutions? (Please select all that apply.)
Telus Corporation Embedded Interactivity
Field incident response Emergency communication
Industry: Telecommunications management devices
Tools prompt customers to assess their current
Services Emergency communication Central site emergency state to reinforce importance and urgency of
infrastructure management applications
2009 Sales: $9153.6 M taking a next step with TELUS.
Other (Please describe)
Employees: 36,400


All Rights Reserved. MLR6878010SYN Source: TELUS Communications Company; Sales Executive Council research; Marketing Leadership Roundtable research.
30
By giving users small,
customized rewards,
REELING THEM IN
Telus builds the
willingness for future
learning in a personal 1. Give Basic Information 3. Give Rep Time to Meet in Person
interaction. Give Give
Get Get
■ Telus’s tool creates a positive
sequence of customer About Me “I see that I’m behind
Emergency Response—Self-Assessment
E-Mail Industry Size
action right in advance of a my peers in emergency
sales interaction, creating response. Can you tell
me more?” “Let’s set
momentum. Which of the following ways do you (or will you) provide your workers mobile
emergency response solutions? (Please select all that apply.)
up some time.”
Field incident response Emergency communication devices
management
Emergency communication Central site emergency management

infrastructure applications
Other (Please describe)
Customer
Customer
Rep
TELUS minimizes user Customer willingness to schedule in-person

information necessary to interaction rewarded with deeper dive into
receive customized results. benchmark data and solution-level teaching.
2. Get Basic Benchmarks 4. Get More Insight into Problems

and Solutions
Give
Get Give
Get Deep Dive Benchmarks
Mobile Emergency Response Adoption
“I have several
large gaps…
what should I
“I think we
do?”
can help
you…”

AND COMMUNICATIONS PRACTICE Customer Rep

Source: TELUS Communications Company; Sales Executive Council research; Marketing Leadership Roundtable research.
31
Qwest captures customer
voice through video and
DIFFUSION THROUGH PROSPECT ORGANIZATION
promotes distribution to
other purchase Qwest Promotes Sharing to Increase Diffusion of Its Messages
stakeholders.
■ Sales has access to a

searchable meta-tagged
database of interview video
clips.
■ Reps can send prospects a

link to selected clips later in Decision Maker
the purchase process to allay
any concern over risk and
reinforce value.
■ Qwest developed nearly 80 Buyer Main POC Stakeholder

interview videos; content (Advocate)
was also reproduced into
segment case studies and
podcasts.
Decision Influencers
Clips are meta-tagged Advocates in the Stakeholders www.qwest.com

in a sales force prospect organization can also find
database so that reps can easily share this and share
can easily select those content with other videos from the
most resonant for a stakeholders or Qwest web site
specific prospect at a members of the buying themselves.
specific point in the center.
purchase process.

Source: Qwest; Marketing Leadership Roundtable research..
32
Interview videos are
more easily shared with
LESS COSTLY AND MORE EFFECTIVE
prospects and more
relevant to prospect Return on Investment: Qwest Interview Videos
concerns and Qwest’s
differentiated value.
$10 M
■ Interview videos dramatically
reduce Marketing and Sales
time spent in situations calling
for customer
references.
■ Time savings amount to

20 FTEs and cut nine days
$0.5 M
out of the purchase cycle
on a relatively modest
investment.
Annual Investment Annual Recurring
Revenue Influenced
■ Sales productivity gains of 20 FTEs/year

■ Nine days cut from purchase process on average
“I really like this tool and once again coming back to it... and seeing the value.. Potential client just devoured
the information twice.. now I can make that phone call to follow up!”
Lucy Maresca-Farjam, Sr. Account Executive, Qwest
“Though I’d let you know-won the opportunity with references-Great Program!”
Damon Creech, Sr. Account Executive, Qwest
“Thank you! I love these. Believe it or not, these actually help ME to better understand the products and
solutions and how to position with customers and their needs.”
From the MARKETING LEADERSHIP ROUNDTABLE ™ Joyce Larkins, Major Account Executive, Qwest
Source: Qwest; Marketing Leadership Roundtable research..
33
INSIGHT MARKETING
1
Prologue
How Do I
Generate
Insight?
1 Pseudonym.


34
Effectively delivering
insight requires that
TAILORING TO YOUR AUDIENCE
content speaks directly
to the context and needs Challenges to Ensuring Relevance of Ideas Across a Diverse Audience
of your target audience.
How do I make
insights relevant for
different situations and
audiences?
Creating content Ideas get distorted Sales reps struggle to

relevant for many when forced to apply deal with the
audience is time- to a range of different complexity of tailoring
intensive circumstances messages
Solution Elements
Isolate the core “active Present the same core Equip reps to apply and
ingredient” of your idea with different interpret insights for
insight that applies to positioning to match different audiences
different customers different audiences and
contexts
Solution Examples

of the SALES, MARKETING, 1

35
Connections that are
“hidden” provide the best
DRAW OUT THE CONNECTIONS 1
opportunities for finding

insight. Illustrative Example
Company: Facilities Management Company Alpha
Target Segment: Medical Facility Manager
Alpha’s Insight: Customers underestimate the effect that facility cleaning

techniques have on the spread of infection within health care facilities and the
associated costs.
Adjacent
Customer Issues Alpha identifies
issues that are
important to the
specific customer,
Customer
and links these
Needs back to their
unique cleaning
methodology.
Features
and Benefits
Cleaning Costs
1 Pseudonym.
AND COMMUNICATIONS PRACTICE Source: Alpha Company; Corporate Visions Inc.; Marketing Leadership Roundtable research.

36
Marketing and Sales
develop a tool that maps
SETTING SALES UP FOR SUCCESS 1
reps through an insight- (OVER AND OVER)

led interaction.
Alpha’s Tool for Helping Reps Interpret and Deliver Insight

■ The tool expands on each
insight that Marketing Insight #1 Insight #2 Insight #3
identifies and helps sales reps Customers underappreciate the effect of
roadmap a conversation facility cleaning on the spread of infection
toward a particular
conclusion—that Alpha’s offer
beats competitors. Relevant Conversation Topics for Insight #1
Topic #1 Topic #2
Cross-contamination increases Cross-contamination increases
staffillness risk of patient illness
Cross-Contamination Increases StaffIllness and Lowers Productivity

Diagnostic Exploratory Evidence of Pain Alpha Value to Proof Points
Questions Questions Differentiators Customer
■ Multi-
How are you What if you A recent CDC ■ Eliminates more Belleview Hospital
assessing could leave study found color cloth than 90% of reduced staffillness
whether your work knowing that one-third of designated inappropriate by nearly 20% last
after-hour that your after- infections caught for different reuse as year.
cleaning hours cleaning within health care areas within compared “ It’s reassuring
services are service facilities stem the facility. to traditional to know that the
contributing personnel from cross approaches. same cloths used to
positively or are using contamination Flat mops
■
■ Reduces 99% of wipe the toilets
negatively to techniques due to poor that use
bacteria aren’t also cleaning
your staff proven to cleaning micro-fiber
compared to the phones at the
productivity reduce cross techniques. technology.
string mops nurses station.”—
objectives? contamination?
at 30%. One PatientCare
Content Object #1 Content Object #2

Establishing the problem Establishing the solution

of the SALES, MARKETING, 1 Pseudonym.
Source: Alpha Company; Marketing Leadership Roundtable research. Corporate Visions, Inc.
37
Different “entry points”
for a rep lead back to
TWO TALES OF ONE INSIGHT 1
the same core insight

but allow that insight to Depiction of Using Different Content Objects to Arrive at the Same End Point
be used in more
Topic #1 Topic #2
circumstances. Cross-Contamination Increases StaffIllness Cross-Contamination Increases Patient Illness
Sales Rep: “How do you assess the loss Sales Rep: “How are you assessing
Alpha can begin
in staffproductivity due to workplace customer interactions in whether your after-hour cleaning
illness at your facility?” different contexts and services are contributing positively
lead back to the same or negatively to your patient safety
Customer: “I don’t assess it formally,
underlying insight. objectives?”
but it’s exactly what I’ve been dealing
with this year.” Customer: “I don’t really think those
are related.”
Rep: “Did you know that workplace illness Rep: “Well, a recent CDC study
costs American businesses $150 indicated that 1/3 of infections caught
billion each year?” within health care facilities stem from
cross contamination due to poor
Customer: “Yeah, I’m familiar with that
cleaning techniques.”
number. I just don’t know where to
start getting that kind of cost under Customer: “Wow, that’s a lot higher
control.” than I would have thought…”
Rep: “Alpha Company uses flat Rep: “With Alpha Company, you’ll
mops with micro-fiber technology benefit from a multi-color cloth
proven to reduce 99% of bacteria and mop system that helps ensure
compared to string mops at 30%. your cleaners don’t use the same
That can mean a lot in terms of cloth in your bathroom as they do
reducing staffillness.” to wipe your phones.”
Rep: “In fact, Belleview Hospital reduced staff

and patient illness by nearly 20% last year. We
might be able to give you similar results”
Alpha Insight
Customers underestimate the effect that facility cleaning
techniques have on the spread of infection within health
From the MARKETING LEADERSHIP ROUNDTABLE ™ care facilities and the associated costs.
1 Pseudonym.
Source: Alpha Company; Marketing Leadership Roundtable research. Corporate Visions, Inc.
38
Cisco’s approach to
content creation enables
EXPONENTIAL MARKETING
it to repurpose insights
across multiple settings. Cisco Framework for Content Use and Reuse
■ Using the same base

content, Marketing reaches
numerous stakeholder
groups within the customer
organization while 1. Create
proactively engaging other Develop content in “modules”
communities of interest. that can be easily excerpted
and applied to multiple
■ Cisco lays out a methodical channels and contexts (e.g.,
approach to extend the shelf blog posts and comments).
life of the content it creates.
■ Reusing and sharing content 5. Measure 2. Publish

across channels dramatically Assess diffusion and Use a variety of media
increases the impact of consumption patterns of formats to place content in
content investments. content and adjust strategy multiple locations, increasing
accordingly. the likelihood of widespread
awareness and consumption.
4. Share 3. Reuse
Create an inventory that allows Push content into new media
internal stakeholders (including channels; integrate customer
Sales) to easily access and lift comments and reactions or
content as necessary. content summaries into
ongoing marketing efforts.

AND COMMUNICATIONS PRACTICE Source: Cisco Systems, Inc.

39
Spelling out specific
stakeholder concerns
FRAMING THE PROFESSIONAL WIN
equips reps to speak in
customer terms. Components of Functional Bias
■ Solae, LLC does not

simply tell reps what to say,
but helps reps
Functional Bias: Sales and Marketing
understand why certain
messages will resonate by Desired Outcomes Functional Bias: Manufacturing Focus
■ High-level business ■ Area of the business
teaching them how different
outcomes for which 1. Decision Criteria they care about
functions are goaled and they are responsible ▪ ▪ and time frame
Minimize costs Maximize throughput
think about the world. ■ Shows the metrics
▪
Maximize yield
▪
Improve operating latitude for evaluation
▪
Maintain plant
reps must impact to ■ Steers reps to frame
get them to a 2. Focus offering in terms
decision On finished product leaving plant. Labor numbers and competence, current and mid-
of its impacts on
term. Being aware of equipment and process development to reduce cost/volume these areas
ratios, mid-term.
Concerns 3. Concerns
■ What they worry ▪ Potential Values
Do I have the right people for the job?
about day-to-day ▪
Can I consistently produce to an end product specification? ■ Specific levers
▪
■ Allows rep to ▪
Is my plant well-maintained?
to drive business
Do my weekly production plans allow maximum length runs?
build empathy outcomes
and credibility by 4. Potential Values ■ Focuses reps
appealing to fears ▪
Decreases rejects
▪
Expands equipment throughput on supplier
▪ ▪
and doubts ▪
Minimizes rework
▪
Reduces need for capital investment capabilities most
Increases tolerance of process Reduces total number of inputs
likely to create value
“Functional Bias”: The lens through

which individuals in different functions
interpret events as wins and losses
and make decisions accordingly; a
product of job goals and
responsibilities, day-to-day worries,
and the personalities/ worldviews of
people who tend to seek jobs in
certain functions. Source: Solae, LLC; Integrated Sales Executive Council research.
Solae™ is the trademark of Solae, LLC. Solae, LLC © 2009. All rights reserved.


40
Aligning the framework
to functions limits the
GETTING PAST “SO WHAT?”
information reps need to
know at any time. Desired Outcomes and Supplier Capabilities Mapped to Functional Roles
■ For each product or solution,

Marketing provides reps with
simple documents explaining
how underappreciated CUSTOMER RELEVANCE SOLUTION B
Solae, LLC, capabilities help CUSTOMER
Function RELEVANCE
Marketing Purchasing SOLUTION A
customers achieve function-
specific outcomes. Based on information Function
Functional Marketing
▪ Increase sales Purchasing
▪ Minimize inventory
knowable in advance… Needs/ ▪ Increase market share ▪ Consistent supply
Functional ▪
▪
Increase sales image
Build brand ▪
▪
Minimize inventory
Minimize overall costs
These “cheat sheets” target Desired Increase market share Consistent
Suppliersupply
■ ▪ ▪
Needs/ ▪ Expand market offerings ▪ relationships
Outcomes
reps’ questioning to function- Desired ▪ Build brand image ▪ Minimize overall costs
…reps can predict a ▪ Expand market offerings ▪ Supplier relationships
specific problems, and limit narrow set of outcomes
Outcomes
Our Sustainability claims Inventory management
the capabilities reps talk a customer stakeholder Capabilities
Our
Lorem ipsum dolor sit amet, consectetur
Sustainability claims
Aenean pellentesque. Cras mauris.
Inventory management
about to those which can will care about, on and Value adipiscing elit. Donec quis quam. Nullam in Suspendisse ultrices, arcu ac faucibus dictum,
Capabilities Lorem ipsum dolor sit amet, consectetur Aenean pellentesque. Cras mauris.
solve those problems. which to target their and Value
odio. Pellentesque consectetur.
adipiscing elit. Donec quis quam. Nullam in
ante urna placerat nisi, eget lobortis eros erat
Suspendisse ultrices, arcu ac faucibus dictum,
pitch and subsequent odio. Pellentesque consectetur.
molestie purus.
ante urna placerat nisi, eget lobortis eros erat
By providing function-specific probing…
■ Consumer Insight Reduce
molestie overall spend
purus.
talking points, Solae, LLC Pellentesque habitant morbi tristique
Consumer Insight
In magna. Pellentesque ullamcorper metus.
Reduce overall spend
expands reps’ view of the …and choose from a set senectus et netus et malesuada fames ac
Pellentesque habitant morbi tristique
In magna. Pellentesque ullamcorper metus.
value they bring customers of supplier capabilities turpis egestas. Phasellus lacinia mollis velit.
senectus et netus et malesuada fames ac
adipiscing elit. Donec a sapien eu turpis
framed in terms of their iaculis gravida.
without requiring reps to know turpis egestas. Phasellus lacinia mollis velit. adipiscing elit. Donec a sapien eu turpis
impacts on those
all customer needs and outcomes.
iaculis gravida.
supplier capabilities.
TIP
Function-specific
messages for a given
offering should be simple
enough to fit them all on
Source: Solae, LLC; Integrated Sales Executive Council research.
one to two pages.
Solae™ is the trademark of Solae, LLC. Solae, LLC © 2009. All rights reserved.


41
INSIGHT MARKETING
1
Prologue
How Do I
Generate
Insight?
1 Pseudonym.


42
An insight-led approach
requires specific points of
NOT JUST ALIGNMENT FOR ALIGNMENT’S SAKE
alignment between Sales
and Marketing. Critical Tactics for Aligning Sales and Marketing Behind an Insight-Led Approach
■ While Sales and Marketing

alignment is always
beneficial, it is especially
important for an insight-led ■ Identify essential elements of
commercial approach. Collaborate to articulate insight-driven messages
insight and teaching ■ Engage Salesforce in cocreation
Extensive research exists messages
■
of material
on the topic of Sales and
Marketing alignment, and
there are many accepted
theories for how to drive
alignment.
■ Provide framework for sharing
Aligning Sales and Share critical information
The most critical tactics to information effectively
■ and feedback throughout
Marketing behind
drive immediate alignment the commercial ■ Use social technology to
an insight-led approach.
and progress toward an organization encourage active sharing
insight-led model are the
creation of joint plans and
metrics, collaboration in
creating insight messaging
and encouraging free
information flow. ■ Agree on framework for insight-
led strategy accountability
Align goals, plans,
and metrics ■ Choose “good-enough” metrics
rather than seeking perfect
measurement


43
Activating insight content
should be an inherent part
COMPOSING THE INSIGHT SELLING NARRATIVE
of how insight
content is designed and Outline of the Most Efficient Sequencing of Content Objects for Insight-Led Content
delivered.
■ Storytelling is a compelling
way of presenting
information to audiences in a Commercial teaching …breaking down the problem …then building back the
way that creates drama and follows boot camp theory behind the unknown… customer’s confidence in
of shocking the customer a new solution.
suspense.
with the unknown…
Positive
■ Deliberately structuring
6. “Our
messages in this way Solution and
heightens customer Implementation
receptivity to insight-based 2. “Reframe” Map”
Map of supplier
“Emotometer”: Level of Customer Excitement
interactions. First introduction

of unrecognized services or
problem, need, or solutions linked
assumption back to key
teaching points;
3. “Rational 5. “Value highlighted path to
Drowning” Proposition— implementation
1. “Warmer”
Building credibility Gradual A New Way”
by reading intensification and A new framework
Neutral
their mind, proving for addressing the
demonstrating of the problem, problem—implicitly
empathy both in degree and tied to the supplier
closeness value proposition
4. “Emotiona
to the customer
l Impact”
Psychological
features of the
problem, or
presence in the
individual’s
workflow,
humanizing
the problem
Negative
Intrigued Drowning Involved Relieved

Customer State1
of the SALES, MARKETING, 1 Stages of choreography map to the three content object types outlined in the Insight Marketing content framework.
44
Sales rep competition
increases message
CROWDSOURCED MESSAGE CREATION
effectiveness and builds AND REFINEMENT
rep acceptance of and
comfort with an insight-
led approach.
“Neo-Idol” Competition Mechanics
■ Codify a starting point
with tools and collateral to Provide Raw Materials Capture Multiple Approaches Hold Competition Rounds
facilitate insight delivery and
ensure message consistency
across the sales force.
Pitch
Pitch
Pitch
Pitch
Deck
Deck and
and
Deck
Deck and
and
Supporting
Supporting
Supporting
Supporting
Tools
Tools
Tools
Tools
Reps receive content and tools that Reps must submit a short video of Each rep views more than 30 peer
capture the key insights of a new their best pitch for online display in pitches, voting on which should
teaching message. an internal competition. progress to subsequent rounds.
Key Design Principles
Design Principle #1: Design Principle #2: Design Principle #3:

Common Foundation for Insight Safe Practice Breadth of Exposure
Sales and Marketing arm reps The internal competition Exposure to a large number of
with a common starting point for leverages reps’ competitive variations—whether through
COMPANY SNAPSHOT story development and guidance nature while strengthening their videos, role-plays, or other
Neopost on what a good teaching pitch confidence through activities that iterative learning approaches—
Industry: Industrial Manufacturing looks like. mimic the pressure of a real quickly socializes reps to
2009 Sales: €913.1 M sales interaction. effective insight selling pitches.
Employees: 5,500

Source: Neopost, Inc.; Marketing Leadership Roundtable research; Integrated Sales Executive Council research.

45
Lower the barriers for
contributing new content
CROWDSOURCING FRESH CONTENT
by codifying types of
content and promoting Ensure Clarity Around Important Content Objects
collaboration tools.
■ Social tools lower the Cross-Contamination Increases StaffIllness

barriers to contribution Diagnostic Exploratory Evidence of Differentiators Value to Proof Points
because they are easy to use Questions Questions Pain Customer
and allow for the inclusion of
Be specific about the
unstructured information. types of content that
are most helpful for
■ Marketing sifts through social refreshing insight
messaging.
media contributions and
refreshes the framework with
content that best
support insight marketing.
■ Clarity on the function of each

Ease Contribution from the Organization with Collaboration Tools
piece of content allows Sales
and Marketing to more easily
update sales pitches, Collaboration
messaging and collateral. Blogs Wikis Ratings
Tools
Blogs provide forums for Wikis serve as a platform Ratings validate the impact
Use sharing personal insight to capture transferable of ideas based on a user’s
and capturing a diversity of knowledge from many and experience.
opinions. arrive at consensus.
Objective Capture and accumulate Iterate on and refine Validate and prioritize
unstructured knowledge. collective knowledge. knowledge.

Source: Sales Executive Council research; Marketing Leadership Roundtable research.

46
Select practical metrics by
assessing their value in
MEASUREMENT FRAMEWORK AND
gauging effectiveness of EXAMPLE PRIORITY METRICS1
the insight-led approach,
as well as the feasibility
and cost to measure. Marketing
Outcomes
A portfolio of metrics Sales
■ Identification Development
including all key Enablement
Efficiency
measurement areas helps with
clarity of performance across Determining the “right Creating content, Providing tools/materials
topics” and identifying navigation paths and that enable sales to The extent to which
the customer purchase insight is transferred to
target segments for the delivery formats. Doing it successfully employ the
experience. customers in a scalable,
messages “right” Insight Marketing approach
repeatable manner
■ Funnel velocity is a key Sales
outcome metric to consider,
as it is especially inflected by
insight driven Sales and Acceptance Adoption Contribution Effectiveness
Marketing activities.
The quantity, quality and
■ Establishing agreement in Attitudes that indicate Behaviors that Interactions between velocity of interactions
the value of specific metrics Sales understands/ demonstrate Sales has Sales and Marketing that
through the sales funnel
believes the benefits of the bought in to the teaching demonstrate collaboration
across Sales and Marketing
Insight Marketing model. approach. in improving the Teaching
is as (if not more) important
approach
than proving cause and
Customer Engagement
effect.
Sharing/ Purchase/
Permission Consumption Quality
Advocacy Loyalty
The extent to which the

The attitudes 1.Self-guided: 2. Dialog-based: Behaviors that Demonstration of approach has a lasting
required to enable customer behaviors that indicate the economic benefit to impact on customers and
the Teaching behaviors indicate an customer has the company customer value to the
approach, e.g. what that indicate active dialog accepted the organization.
is expected from interaction with exists between messaging and
sales and how the content, but the company and shares it with
is their ability to not “hand- the others
deliver the message raising” customer
of the SALES, MARKETING, perceived?
1 Full list of metrics, definitions, and ratings in terms of value, cost, and feasibility is contained in the Appendix and in the Metrics Workbook tool.
Source: Marketing NPV; Marketing Leadership Roundtable research.
47
Get started by calculating
metrics at the level that is
A PRACTICAL MEASUREMENT APPROACH
most cost effective now,
while putting a plan in A Spectrum of Calculation Approaches for Each Metric
place to improve accuracy
over time.
■ While intensive
Wild Calibrated Surveys/ Simulation Statistical Controlled Exhaustive
measurement approaches
Guessing Judgments Sampling Modeling Experiments Quantitative
yield greater accuracy, in
Analysis
many cases a more
moderate approach will
deliver almost as much Good Better Best
value.
■ Consider starting with the

measurement approach that
is most feasible and putting a
plan in place to improve
measurement (if the expected
value of doing so outweighs Example Metric: Organization Acceptance (Market Acceptance of Supplier as an Insight Provider)
cost).
Syndicated Survey or Judgmental Commissioned Survey Quantitative Analysis
Social Media Tracking Hypothesized attribute Capture of customer Quantify attribute linkages
Captures relative drivers and estimated perceptions of importance to financial outcomes
performance on standard influence on outcomes and relative performance
set of attributes on hypothesized drivers
+
Conjoint Analysis
Determination of drivers via
customer/prospect discrete
choice options research

Source: Marketing NPV, Marketing Leadership Roundtable research.

48
The MLR has resources
to help you develop an
STEPS TO TAKE TOMORROW
Insight Marketing
Capability. MLR Resources for Insight-Led Sales and Marketing
Metrics Prioritization Tool Insight-Led Sales and Marketing Digital and Social Media Tools
Capability Diagnostic
Prioritize metrics based on value, Assess priority alignment and Learn more about effective
feasibility and cost to your capability gaps relevant to the measurement across digital and
organization with the Metrics insight-led approach across Sales social channels with MLR advice
Prioritization Tool and Marketing by deploying the and case examples.
MLR’s diagnostic.


49

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SALES, MARKETING, AND COMMUNICATIONS PRACTICE

MARKETING LEADERSHIP ROUNDTABLE™

■ Spending appears to be stable,

■ Customers are cautious in how The majority of companies

© 2010 The Corporate Executive Board Company.

■ Roundtable research has

From the MARKETING LEADERSHIP ROUNDTABLE ™

© 2010 The Corporate Executive Board Company.

■ News and current events

■ The aim of most thought

From the MARKETING LEADERSHIP ROUNDTABLE ™

© 2010 The Corporate Executive Board Company.

■ Perception as “Thought Leader” ■ Deals/RFPs Conversion Rate

Declining effectiveness at Satisfies buyer due diligence

© 2010 The Corporate Executive Board Company.

■ For content to be effective at

■ When both of these

From the MARKETING LEADERSHIP ROUNDTABLE ™

© 2010 The Corporate Executive Board Company.

Minimum Requirements Key Success Factors

■ Delivers Differentiated Value—Offers

From the MARKETING LEADERSHIP ROUNDTABLE ™

■ Organizations often link

■ Purchase criteria that Customer Needs

From the MARKETING LEADERSHIP ROUNDTABLE ™

© 2010 The Corporate Executive Board Company.

■ For content to be effective

Benefits of Insight Marketing Content

Cuts Through the Clutter Connects to Differentiators

From the MARKETING LEADERSHIP ROUNDTABLE ™

© 2010 The Corporate Executive Board Company.