(this is a guest post by Taylor Mitchell of our sister program for Sales executives, the Sales Executive Council. It originally appeared on their blog.)

A fundamental shift in customer buying behavior has created a rift where Sales and Marketing have traditionally engaged customers. This void in the purchase process where customers are free from supplier engagement, a “no-man’s land” so to speak, has several implications on what successful selling looks like in today’s environment, but one of the more immediate concerns is that most suppliers haven’t fully recognized the shift has even occurred

This lack of awareness could partly be blamed on the fact that there is significant internal confusion in supplier organizations over the ownership of certain commercial responsibilities. Data from the MLC’s Commercial Integration Diagnostic illustrates that companies don’t have a good sense of which function, Sales or Marketing, owns some of the most important commercial activities—almost 70% of the member companies surveyed were unsure of who owned the insight generation responsibility, for instance.

As such, many sales organizations lack the scalable organizational support reps need to successfully sell in today’s environment, and are therefore leaving individual reps to do much of the heavy lifting themselves.

What makes matters even more difficult for sellers, and sales organizations alike, is the fact that buyers are not contacting suppliers until they are, on average, 57% of the way through their purchase process —meaning they have already determined their needs, completed due diligence, and have even begun to do some comparison shopping.

Given that this emerging commercial rift or “no-man’s land” is essentially enabling customers to make purchase decisions without supplier influence, it is all the more important that suppliers alter their strategies to drive customer engagement at the earliest, most formative stages of a sale and shape customer demand.

The SEC is focusing on just this in our forthcoming 2012 research. Initial findings suggest that the best companies are developing an organizational capability spanning both marketing and sales to generate unique insight, develop scalable commercial messaging based of that insight, and to generate leads/select opportunities based on customer receptiveness to that insight. By doing so, these companies are able to successfully support their sellers in engaging customers early and shaping their demand.

What is your organization doing to tackle no-man’s land and increasing buyer sophistication? Does developing an organizational capability to generate unique insight and support sellers sound like the right approach to you?

If you’re a B2B marketer, you know that one of the biggest overarching trends in your work over the last few years has been the gradual complication of the sales process. Budget pressures facing business buyers, the greater availability of information via the internet, buying committees and all sorts of other roadblocks and tangles have managed to fit their way into the path between Sales and the sale.

These factors are creating the “no-man’s land” facing Marketing and Sales, one that we told you about last summer in our annual B2B research project. But they’re also making Sales’ job harder by making the process more complex: when buyers have ideas in their head that they get from internet research, or when a committee makes a purchase, rather than an individual, complex contingencies quickly develop, ones that can be hard to manage for individual reps.

Johnson Controls, an industrial controls and facilities management company, sells complex products and solutions. Its reps ran into the problem described above, and had trouble making complex sales. The company’s solution was to embrace game elements to help reps unearth critical, unarticulated customer needs that aren’t being met effectively – and, in turn, reconcile competing priorities among multiple stakeholders.

Johnson Controls first gets all the stakeholders into a room and asks them to fill out two kinds of cards: “needs cards” represent key priorities for each participant in the buying process, and “practice cards” represent the organizational actions needed to meet the needs.

Cards are then mapped onto a special gameboard developed by Johnson Controls, that graphically represents where the customer thinks critical needs are going unmet. Armed with data and benchmarks from across the customer’s segment, reps can challenge customers in the moment by comparing them to competitors.

For more, including how Johnson Controls reps balance multiple priorities among stakeholders, check out the full case, or listen to this webinar replay to see how this and other companies have revamped their needs assessment process.

The US economy might be improving, but business leaders are still walking a tightrope: budget pressures and the increased cost of failure have led to buyers scrutinizing purchases more than ever before – both as individuals and in group buying settings.

Part of this has to do with greater information availability – customers are educating themselves about products and solutions before they ever see a rep, and, as such, are in a better place to make more thorough and deliberate decisions about what they buy. Time pressures have led business leaders to spend less time with reps, as well, reducing the amount of messaging purchasers absorb prior to the buying decision.

But one important element of buyer scrutiny is fear: fear that the solution will fail or not work as advertised, and that their key metrics – or, even worse, their careers – will take the hit. And who can blame them? In today’s networked world, the cost of failure is a lot higher than it once was.

Autodesk, a 3D design, engineering, and entertainment software company, solved the problem using a purpose-built online community that connects credible customers to qualified leads, enabling customers to assuage the risk-oriented fears of the prospects. Using a variety of incentives for existing customers, the online forum enables conversations across customer groups. The best conversations are converted to product messaging – helping bring “social proof” into the company’s marcomm efforts.

MLC members, for more on this solution, check out the full case.

While it’s looking like 2012 might be a better year for business than 2011, it’s still essential that marketers focus on ways to ferret out waste and inefficiency in operations – both to minimize the impact on corporate bottom lines, but also to remain flexible for the new channels and investments that are sure to pop up in the coming 12 months.

And so, we measure everything – campaign effectiveness, brand investments, even the internal operations of the marketing function. But a marketing organization is a complex organism, and can be measured in an infinite number of ways – ways that might be contradictory or misleading.

Unsurprisingly, MLC members have come up with a number of ways to measure marketing’s effectiveness. Here are a few of our most popular strategies:

Measure adherence to the brand promise. Large organizations face inherent difficulties in consistently delivering on ambitious brand promises, and FedEx was no different; performance to brand promise was wildly inconsistent across channels and geographies.

In response, the company created a scorecard that boiled down the brand promise into discrete employee behaviors, incenting the front line to comply in the process. MLC members, read the full case here.

Measure marketing’s contribution to firm financial performance. This one can be difficult to figure out – it’s hard to determine, with any sort of certainty, which marketing activities have led to which performance benchmarks at the corporate level.

Xerox moved to this model after years of throwing large volumes of performance data at senior decision-makers. They used a lean Six Sigma process to arrive at a manageable number of insightful metrics aligned with broader firm performance, leading to higher levels of senior-staff buy-in. MLC members, read the full case here.

Measure marketing’s contribution to firm goals. We highlighted this case in this week’s post on sustainable brand growth, but it also explains a key insight into what Marketing should prioritize when it comes to effectiveness measurement. Given the somewhat ambiguous nature of marketing, it’s key that senior folks buy in – and most often, getting buy-in is contingent upon answering the question “What have you done for me lately?”.

One MLC member solved this problem by creating a purpose-built dashboard that shows exactly how marketing and branding initiatives align with and contribute to corporate goals. MLC members can see the whole case here. We’ve also blogged about this case.

A lot of folks have made New Year’s resolutions to stay more on top of developments in marketing and related fields – I know I have. Obviously, one of the best ways is to keep following this blog; but while you’re not doing that, check out some of these important new books:

Thinking, Fast and Slow. Just when you thought the cognitive-science fad in business circles was wearing out, Nobel winner Daniel Kahneman releases what is likely to be considered his magnum opus on the way people think and make decisions, particularly commercial ones.

In general, I think marketers intellectually know that consumers are not rational and will often make unexpected choices, but our models often assume a rational or quasi-rational consumer. I think that, in some respects, this book will help folks truly re-think what drives commercial behavior.

The Filter Bubble. Here’s one that describes a phenomenon marketers are (in part) responsible for: the splintering of society made possible by long-tail affiliations and the internet, and the resulting “bubble” most people find themselves in when it comes to news, information and products.

This is an important phenomenon that really does limit the kind of serendipity that drives a lot of product adoption and preference switching, and it’s worth looking in-depth at author Eli Pariser’s argument. His examples are primarily from the world of politics, but the parallels are clear: when algorithms and social circles control what one is exposed to, serendipity dies.

Steve Jobs. I’ll be honest – I’ve only just picked this one up, and I’m not quite sure I have well-developed thoughts on what the book has to offer folks. I have read a number of excerpts from the book, around the time it was released – and I can say that they paint a picture of an incredibly enigmatic leader, the kind whom we’re not likely to see again any time soon.

I think, if anything, the big takeaway from this book will be just how reliant Apple was in its early days on Jobs’ genius, and how other companies that compare their innovation and design acumen to Apple’s are likely chasing unicorns.

The Challenger Sale. You know we couldn’t write a post about the best recent business books without plugging our own. Matt Dixon and Brent Adamson, both of our sister program for sales executives, have a great new book out explaining how the relationship sales approach is becoming less effective, and how the best sales reps for the new environment are those that don’t acquiesce to the customer’s every demand, and who push back and remain in control of the sale.

The book teaches executives how to implement a Challenger sales strategy in their organization, and even includes great information on how marketers can help enable Challenger selling. Definitely worth a look.

New Year’s has come and gone, and it’s time to dive into 2012 – as well as get caught up with the great MLC resources you may have missed in the last few months. Here are some of our best new cases, research, and tools from the last few months:

2011 Marketing Investment Benchmarks. Review select marketing, marcomm and digital spend and budget allocation benchmarks from our 2011 benchmarking initiative, including previews by business model, revenue size and marketing priority.

Marketing Automation: Lessons from the Front. In recent years, Marketing Automation has grown in prominence but as with any new technology, many marketers are struggling to separate fact from fiction when it comes to what these software-based tools can really help them accomplish.

Help Your Consumers Become Better Advocates. As many marketers know, word of mouth is one of the most trusted forms of marketing. However, even when consumers do advocate for a product or service, their recommendations often provide too little context and detail to convince shoppers to buy. Learn How to improve the quality of your advocates’ recommendations.

Managing the Transition to Head of Marketing. As marketing organizations take on a greater role in the functioning of the enterprise, and as enterprises themselves become more global in scope, the role of the CMO has become much more complex. Heads of marketing must now assume responsibility for a bigger basket of activities, from customer understanding to analytics to creative development, and are under even more pressure to show returns on those activities.

Improve NPD Opportunities: Know Your Customers’ Goals. Too often, customer understanding efforts end up yielding only incremental improvements in product and service. Here’s how one member company sought to understand what really drove their customers, super-charging their innovation efforts in the process.

Know What Your End-To-End Customer Experience Looks Like. Product and media proliferation make it harder than ever to maintain a consistent customer experience. Well-intentioned efforts to improve individual touchpoints based on customer feedback often sum to a disjointed experience for the customer. Moreover, even when acting on the same insights, independent functions’ approaches can clash with one another.

Citrix’s “Anti-Newsletter” Nurture Program. Citrix’s automated quarterly newsletter—a content catch-all including multiple calls to action—was not generating the quality or quantity of leads that Marketing or Sales needed. The solution was an “anti-newsletter”—a system of targeted, timely e-mails with discrete calls to action.

Teach Customers with Your Sales Pitch. Are your customers paying attention to your differentiators, or are they focusing on price and forcing you into the commodity bucket? Here’s how Volvo brings the conversation back to unique supplier benefits.

Make Your Touchpoints Resonate: Reverse Your Marketing Plan. In an age of media oversaturation, brands without principled touchpoint selection strategies risk irrelevance – or worse.

In December, a day came that pharma marketers have been waiting for for years – the FDA finally began to release guidance on how pharmaceutical brands can and cannot use social media to engage with patients. But the guidance is, well, a little underwhelming. (For a look into the specific actions firms should take as a result of the guidance, Dale Cooke of Digitas Health has put out a regulatory note, it is the best I’ve seen so far)

First, some background, if you’re not knee deep in health-related social media circles. The US Food and Drug Administration, in addition to determining which pharmaceutical products should and shouldn’t be allowed in America’s pharmacies, also regulates the ways in which pharma companies are allowed to market to doctors and patients. Sounds smart, right? After all, we’re talking about potentially-dangerous drugs, here.

As such, they’ve developed guidelines and rules for the use of electronic marketing in a pharmaceutical setting. The only problem is, they haven’t been seriously updated since the late 1990s – and do not account for social media at all. This has put pharma companies in the weird position of being able to use social to broadcast certain messages but unable to have meaningful conversations with their customers, lest a side effect or adverse event is reported, setting off a chain of regulatory red tape.

The FDA listened and, in November 2009, held two days of hearings where pharma marketers, consultancies, doctors and scientific groups testified and gave suggestions on adapting the agency’s guidelines for a shifted communications landscape. And then, we waited – until Christmas Day 2011, when the FDA published this – entitled “Responding to Unsolicited Requests for Off-Label Information About Prescription Drugs and Medical Devices” - in the Federal Register, without even issuing a press release. This particular issue is one small facet of the pharma/social media problem, and it looks as though that the agency, rather than issuing sweeping guideline shifts that acknowledge a new communications landscape, is going to attack issues piecemeal.

But this specific guidance gives very little evidence that the FDA is thinking about social media as a systemic phenomenon, as opposed to a special case, capable of being dealt with with one-off regulations. First, the basic assumption is that marketers will be using social channels to “disseminate product information”, i.e., to advertise. That’s a given, but social offers organizations a lot more than just more space to plaster messages; we’ve talked about how social media trends mirror those in real life, and presumably the ability to listen to consumers better might lead to better health outcomes.

So here’s what I’d like out of future FDA guidances: an acknowledgement that social is a conversational medium, not a broadcast one; that it has benefits for pharmaceutical companies and broader public health outcomes beyond providing a place for Pharma to advertise; and that rigid rules on what Pharma can and can’t discuss in certain circumstances is bound to fail in a landscape where drugs are prescribed for all kinds of purposes.

Maybe we’ll get it, but I’m not hopeful.

Happy New Year!  December and January are common times for people to reflect on the year that was and make predictions about the year that will be.  The B2B prognosticators have been out in full force.  Some of them take the easy route, proclaiming 2012 as the year of mobile marketing or the year of content marketing (uh, 2009 called, it wants its title back).  Among the more creative titles I came across: 2012 as the year of “preference-driven multichannel marketing breakthroughs” (that one really rolls off the tongue).   But what do those in the trenches see on the horizon for the coming few years?  To find out, we went ahead and asked them directly.

At the end of last year we conducted a survey of 92 B2B marketers asking them to evaluate some of the big changes looming on the horizon.  From the list of 14 potential shifts threatening to rock marketers’ reality, five emerged as holding the greatest potential for impact on business results (from the survey takers’ perspective).  They were: Read More »

For the last few months, the B2B side of our team has been working on the topic of marketing automation – the idea that, using customer data and a little computer wizardry, we can create scalable marketing campaigns tailored to a customer’s motivations, position in the purchase funnel, or any other variable. The verdict? Marketing automation is in its early days, beware of vendor hype, and be smart about the limitations of this kind of technology.

Now that I’ve tempered expectations a bit, I will say that one thing in particular is making me tremendously excited about this suite of technology: the idea that long-tail purchase motivations and special cases can be targeted with much greater ease than is capable with traditional marketing staffs and technologies. In the real world, that means a gradual replacement of general-purpose marcomms with increasingly-tailored communications.

That’s a process that’s well underway at Citrix, a networking and connectivity software company. Marketing noticed that the firm’s quarterly newsletter – a content catch-all that included multiple calls to action and spoke to many different kinds of current and potential customers – was underperforming expectations.

In order to extract the most value out of their marketing communications, the company turned to the best of automation and human judgment to create a lead nurturing program – one that starts with pre-programmed, automated content, but transitions to more tailored, targeted e-mails to convert prospects into sales-ready, qualified leads.

MLC members, want to learn more about how Citrix used automation and judgment to get more from their marcomms? Be sure to check out the full case, as well as the rest of our work on marketing automation.

If there’s one thing the past few years have been notable for, for marketers, it’s instability and uncertainty. Core assumptions of the craft are being called into question by technological shifts, a growing impetus on globalization is running into geography-specific challenges, and it’s unclear whether consumers and business buyers will re-learn pre-recession habits.

A lot of these are longer-term issues, ones that we might not get clarity on for a few years. But some might be decided in 2012. Here are some things to look out for:

B2B social/digital media.In the B2B space, we think this might be the year that marketers gain a bit more visibility into how best to use social media in the business buying environment. A number of variables are falling into place: for instance, marketing automation technologies are helping marketers use social data and platforms more effectively and a greater percentage of buyers are becoming more comfortable with social media.

I’m not suggesting that we’ll learn “the answer” to all B2B social media related questions, but I think we’ll get quite a bit closer. Read More »