B-to-B Marketing Is Falling Down on the Job
I heard a horror story the other day—a consumer packaged goods executive ranting about a meeting with a vendor. "I gave the guy an appointment, and he spent the whole time presenting his product," she said. "Never asked me a thing about my situation, and what I needed." Another exec chimed in, "Yeah, when I hear about an interesting new solution, what I need most is to sell it internally. I'm not getting the help I need from the vendors these days." I am cringing. What is going wrong here?
Of course, my first thought was sales training. Clearly the reps in these situations need a training refresher—and stronger management, and possibly an improved incentive compensation plan—to handle the engagement more effectively.
But I also cringed at the marketing failure. We marketers should be helping with these sales opportunities, to increase their chance of success.
So, herewith, I set down a list of oft-forgotten B-to-B marketing imperatives.
- Marketing's Role Is to Provide Sales Support
Unlike consumer-facing companies (where marketing owns the P&L and sales is one of its levers) in B-to-B, sales typically owns revenue responsibility. Our job in marketing is to make sales more productive. It's a mindset that doesn't come naturally to marketers. And some would debate this interpretation of marketing's role. But when a sales rep goes in to a meeting without the tools needed to close, it's marketing's failure as much as anyone's.
- Provide Sales With the Tools They Need
This means presentations that can be easily tailored to target industries, and particular target accounts. It means pre-call preparation documents—company history, personnel backgrounders, installed technology analyses. And a library of content assets the sales rep can choose from, filled with white papers, research reports, case studies, infographics, videos and e-books.
- Prove the ROI on Your Solution
Marketing must gather the data—and the stories—to prove the value of the product or service to the prospect. This might mean independent third-party research. It also means case studies, ROI calculators—whatever points can help the internal advocate represent the project inside the firm.
- Resist the Plea From Sales to Pass Unqualified Leads
I've made this point before. But it bears repeating. Some sales people will claim that everything going on in their territory is their business, and there's logic to that. But if you let them know that a mere inquiry came in from an account in their territory, and they pounce, only to find it unworkable, you know darn well what you'll hear from sales: "The leads marketing gives me are useless." A legitimate complaint. But the even more important consequence here: Marketing has failed to enhance sales productivity.
- Be Careful How You Promote Marketing Success
If marketing is heard in meetings to claim responsibility for a certain level of revenue, watch out. Sales is making the same claim. So you might want to couch it in ice hockey terms, like an "assist." And take full responsibility for interim metrics like cost per lead, and lead-to-sales conversion rates, which are more in the direct control of marketing.
I hope readers will comment on other imperatives for successful B-to-B marketing today.
Ruth P. Stevens consults on customer acquisition and retention, and teaches marketing at companies and business schools around the world. She is past chair of the DMA Business-to-Business Council, and past president of the Direct Marketing Club of New York. Ruth was named one of the 100 Most Influential People in Business Marketing by Crain's BtoB magazine, and one of 20 Women to Watch by the Sales Lead Management Association. She is the author of Maximizing Lead Generation: The Complete Guide for B2B Marketers, and Trade Show and Event Marketing. Ruth serves as a director of Edmund Optics, Inc. She has held senior marketing positions at Time Warner, Ziff-Davis, and IBM and holds an MBA from Columbia University.