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Something is happening here, but I don’t know what it is.

April 4, 2014 Categories: At the Barn

“Like Bob Dylan’s immortal classic ‘The Times They Are a-Changin’, so is the purpose of the electricity distribution network.”
A quote from the annual report of a utility company based in the Pacific Rim.

TMP-Bob-Dylan-blog

I was reviewing company annual reports as part of a business-to-business lead generation campaign, when suddenly there on the page was a voice from another lifetime, one of toil and blood. Could this possibly be another side of Bob Dylan?

No reason to get excited. If my memory serves me well, the freewheelin’ Bob played no part in the growth of the electricity distribution network. It was just a shadow I was seeing that the executive in the report was chasing.

Of course it ain’t no use to sit and wonder why. I guess the generation that turned Bob into their spokesperson has reached that age where they’re big boys and girls now, running big corporations. They’re talking of situations, reading books and repeating the quotations that shaped who they are.

But if Dylan is shaping corporate strategy, it’s easy to see without looking too far that not much is really sacred.

So how does it feel to see Dylan’s words used this way? Well, for a moment, it was a pain that stopped and started like a corkscrew to my heart. I could feel the heart-attack machine being strapped across my shoulders, while the motorcycle black Madonna two-wheeled Gypsy Queen disappeared into the cold distance. And the wind began to howl.

But then I thought twice and actually, it’s all right, ma. It’s life and life only. I find that my heart has the courage for the changing of the guards.

We may be businessmen and women. They may call us doctors or they may call us chiefs. But we all have to serve somebody, and I’d rather it was Bob than Judas Priest.

Or Frankie Lee, for that matter.

And in the end, the grey-topped utility executive managed to feed my soul with thought. It was good to have Bob come see me again; I hadn’t listened to him for a while.

But it was still odd to see the adopted anthem of the Sixties social revolution in an annual report. I suppose the moral of the story, the moral of the song, is simply that one should never be where one does not belong.

(Yes, I had to search some lyrics – but I knew where to look).

No comments | Posted by Stuart Constable

Don’t forget the Development Director!

March 31, 2014 Categories: Best Practice

The next stage on our whistle-stop tour of the forgotten IT audience parks us outside the door of the Development Director.

So who are they? What are they responsible for? Who should be talking to them? What do they want to talk about?

It’s all about applications

Also known as the Head of Applications Development, Director of Software Development or Business Systems Director, this character is responsible for all applications and systems in his/her business (i.e. software, not hardware).

They’re typically responsible for managing the entire application development cycle, from gathering and understanding business and strategy, to ensuring continual application availability.

Who should be talking to them?

Any vendor who specialises in business applications, development platforms or application infrastructure solutions.

It’s also worth remembering that Development Directors may influence decisions about broader technology solutions, so they’re definitely worth considering in any IT-specific campaign!

Find out more

Watch our SlideShare presentation to get under the skin of the Development Director (including what they’re responsible for, who they interact with, what they care about and how they spend their days):

No comments | Posted by Claire Lund

Why I’m giving my bonus to a good cause this year.

March 28, 2014 Categories: At the Barn

I recently made a decision to donate my bonus for the year to a good cause. Everyone I’ve told has reacted with mild astonishment. Why would I do such a thing?

When my boss asked me whether I would tell anyone, my initial reaction was no. Not out of any sense of modesty, more an instinct not to make a fuss. But then I thought that not to tell anyone would be silly. It would miss at least half of the point.

Because the first reason to do such a thing is to look good. It wouldn’t do to make a grandiose gesture like this and keep it to yourself. As Larry David points out, smug anonymity may be a worse sin than taking the credit.

Second, it makes me feel good. Not only because of the good my money might end up doing for others. That’s great, of course, and it’s a nice thing to reflect on. But it is also important that it feels ‘principled’. I am doing something here which reflects my values.

It might be having a baby son has made me soft, but listening to the news can make me feel very bleak about what we (the big, grand we) really hold dear and value.

Corporate profit levels and individual wealth are, at their excess, sickening. I’m not about to start calling for a revolution or blaming any particular system. I don’t think anyone would give much of a monkey if I did. But I do wonder what we could achieve if we all thought differently about what we do with our discretionary spend.

To be clear, I’m not being particularly Spartan in my level of sacrifice. I’ve got all I really need, I live well. In giving away my bonus, I might be sacrificing ‘excesses’: a holiday, or a new gadget, savings.

For me, though, it’s about where to set the bar. It’s this that I think surprises people about my decision. Beyond the very rich, I think, most of us won’t have considered giving 10% or more of their income to charity. Of course a lot of people genuinely wouldn’t be able to afford it. But that still leaves an awful lot who could.

I plan to donate the money to support people with ideas about how to change the world around them in a positive way. Schemes like the Ashoka Foundation or Unltd. In this way, the money becomes an investment which could grow and grow. The return on this investment is not more money – I’m not expecting anything back. But it may be measurable in terms of lives improved.

Perhaps it is all rather naïve. But it does feel good to do something positive that reflects my values. And it might make a few other people think about how they might do the same.

No comments | Posted by David van Schaick

Stats from our campaigns across 2013

March 28, 2014 Categories: Best Practice

We’ve just been comparing data from over 100 campaigns in 2013 with those in previous years. I’ve picked out a couple of stats that illustrate some of the fundamental shifts in behaviour we’ve seen over the past few years.

These first two stats relate to concepts that have been discussed in the market for a while now – but here we have the solid evidence that the trends are now a reality.

Proof point one: How many touchpoints does it take to create a sales-ready opportunity?

http://blog.themarketingpractice.com/wp-content/uploads/2014/03/sales-ready-opportunities-touchpoints-B2B.jpg

The number of touchpoints (inbound and/or outbound) needed to create a sales-ready opportunity has been rising steadily. What does it mean for us?

For outbound campaigns: short-term campaigns are only scratching the surface of available opportunities (if your campaign has 3 touchpoints you may get just 25% of the potential leads).

Too often we’re still building marketing plans around one-off campaigns (without even light-touch ongoing communications), rather than planning long-term journeys nurturing the audience with a blend of relevant activities.

For inbound campaigns: we need to be confident that we have enough of the right content to satisfy the audience – we don’t want them turning to the competition for their insight and education.

Proof point two: What proportion of the audience are viewing emails on mobile devices vs PCs?

http://blog.themarketingpractice.com/wp-content/uploads/2014/03/e-mails-mobile-pc-b2b.jpg

 

What’s more surprising is the number of emails, landing pages and content assets that don’t take any advantage of mobile or tablet optimisation. This optimisation is far more than just a technical task – it’s about thinking through audience journeys and what we’re expecting them to do after receiving our communications, and then building content/calls to action based on that.

Bonus stat: How do we compare vs goldfish? (not well)

This isn’t one of our stats, but I couldn’t resist including it. There’s increasing evidence of the effect that ‘the internet’ is having on our brains. One of the more worrying trends is the drop in attention spans. Just something to bear in mind the next time you plan to create a 30 minute demo or 20 page whitepaper…

attention-stats

No comments | Posted by Paul Everett

LinkedIn will discontinue company product/service pages on 14th April. Is it all just a big experiment?

March 23, 2014 Categories: Experiments

Just logged into The Marketing Practice’s company page on LinkedIn and saw this alert (linking to a help center page about shutting down product pages):

products tab alert

So company Products & Services pages will all be deleted next month.

The Products & Services tab is a place where you can describe – you guessed it – a company’s products and services. You can post relevant videos and gather recommendations from across LinkedIn.

It doesn’t matter very much for The Marketing Practice ourselves – we set one up to test it a year or two ago but haven’t used them in anger (indeed, no-one seems to have been willing to recommend our go-to-market workshop!):

services tab

Although I was rather proud of the disclaimer text (will need to find a new place to use it now):

Disclaimer

But there are companies who seem to have been taking it more seriously. Cisco was the first example I looked up – they have 10 products listed with around 250 recommendations. Here’s a link to the Cisco page, but it won’t work after mid-April! https://www.linkedin.com/company/cisco/products?trk=top_nav_products

cisco products

I don’t think it’s a bad decision for LinkedIn to remove these pages and concentrate on other areas. For example, the recommendations on Cisco’s pages don’t tend to be very useful/detailed and I imagine that LinkedIn would have struggled to monetise these kind of pages. (There are some people who disagree strongly though.)

Basic, static messages on these product pages are being replaced by shareable content in areas like company updates, blog post publishing direct to LinkedIn, Influencer content, the Pulse service and Showcase pages (see our new example here on B2B Social Media). In comparison with the reach that some of these offer, I guess the product pages have paled into insignificance.

But can we trust LinkedIn as a home for our content and contacts?

So no-one’s likely to mourn the passing of product & services pages. But I think it makes a useful reminder that LinkedIn isn’t just a ‘social network’ any more. We’re putting more data into it, hosting content on it and even starting to use it as a CRM system. It’s worth bearing in mind that any of these features/content could be removed or changed at a couple of months’ notice.

For example I’ve just been experimenting with it as a publishing platform for blog posts (LinkedIn is opening up its publishing platform for all users, not just ‘Influencers’). It was all very exciting when my first post had a couple of thousand views (although my second has barely scraped 50!):

LinkedIn post

And LinkedIn has been busy upgrading its CRM-style functionality. You can now make custom notes against any contact, along with storing extra contact details, adding reminders etc:

Gemma

All of this is great, but perhaps for now we have to accept that we’re living in a ‘beta world’ where these experiments could change at any point…

No comments | Posted by Paul Everett

A cheat’s guide to social media

March 3, 2014 Categories: Best Practice

The orthodoxy around social media is to listen before you act. But what if you could learn much more by just getting stuck in?

Here’s a collection of tactics to try out on Twitter and LinkedIn. It’s not a long-term strategy, but they’re things you can do right now. There’s a good chance they’ll help get you hooked and give you some results and insight to feed into your future strategy.

Twitter

Getting more engagement

- Use images in your posts. If you have no sense of shame, promote all of them as [INFOGRAPHICS] even if they’re not. You can now use giphy.com to include animated gifs in your tweets. Eye-catching!

- @mention partners/people with complementary services to encourage their engagement and reach their audiences.

- Contribute to big industry events and awards hashtags. If you’re not attending, just make sure you stay relevant! Tweet more often. Start making tweets (and LinkedIn updates) a deliverable to accompany every piece of content. If your updates need to go through legal/compliance sign-off, do it all at the same time.

Finding people to follow and engaging with them

Pick a few relevant tweetchats to join. Most of these – like #b2bchat – take place in US time, so plan for a late night! Find a couple of customers/prospects/influencers and look at what lists they’re included in. See who else is on those lists and add them to your own. Keep an eye on what they’re saying, and wait until you have something useful to say before following them.

Beat the 140 character limit with Twitter cards

It’s well worth looking into these. Especially if like me you use 20 words where 10 would do. All you need to do is add some code to the blog pages or content you want to make available as Twitter Cards. Then alongside each tweet your followers will also see a headline, image and intro sentence. Which means you can think about the 140 character limit as the teaser for the rest of your tweet.

LinkedIn

Making the most of your company page

You’ll probably have at least twice the number of relevant, engaged followers on LinkedIn than on Twitter. A sweeping generalisation, but if it’s true for you then make sure you’re investing effort accordingly.

Post regularly – it’s the cost of entry to being credible in social media.

Think about creating a Showcase page if you want to share updates about specialist areas of interest.

Linkedin Showcase page

 

 

 

 

 

 

 

 

Sponsor your company updates for specific audiences. You’re paying anyway (for the content you’re promoting and the time taken to post it), so why not experiment with paying a little extra to reach your target audience?

Improving the personal profiles of your sales team

If your sales team isn’t already talking about ‘social selling’, they probably will be soon. Marketing can support them – starting by helping to create personal profiles to be read by customers, not prospective employers.

Give your sales team suggestions of content they can embed in their profiles. SlideShare presentations and documents are great, as are YouTube videos. I’ve been experimenting with embeds on my profile here. (Screenshot below in case you’re not connected to me!)

Linkedin profile embed

 

 

 

 

 

 

 

 

 

 

 

 

 

Provide regular updates that your sales team can share (personally or in groups) – or automate it for them with tools like Buddy Media or Oktopost. You can even give them lists of who to engage with and draft personalised InMails.

This has two advantages: moving sales into social selling, and increasing the reach of existing content.

Ready to jump in?

Hopefully there’s something in here you’ll be able to try out soon. For more ideas, follow me @TMPeverett

No comments | Posted by Paul Everett

The basics of social selling – five ways marketing can support the sales team

February 27, 2014 Categories: Best Practice

Traditional skills, new rules…

Social selling is a term we hear more and more often when talking about social media and B2B. Being able to sell through social media is becoming THE NEXT BIG THING for several of our clients’ sales teams. So what can marketing departments do to support this new trend?

What is social selling?

Jill Rowley – who has been supporting the Oracle sales team’s transformation to social selling – has shared Eloqua’s introduction to social selling techniques:

There’s a lot of social selling wisdom flying around the internet. But, trite as it may sound, one of my favourites is: ‘Social doesn’t sell. People do’. This rather simple truth summarises what social selling really is. It’s all about people, trust and relationship. Your social media account, like events, phone and email, is only a tool you use to find and communicate with others. Or the old-school, but not yet forgotten, fax machine.

If you’re trying to improve your sales performance, then you need to understand how this social tool can help you to hit your targets. Essentially, there are two main things you need to be good at: listening and interacting. It may be a new context, but these are pretty traditional sales skills… 

Know your customers

Approaching prospect clients is never an easy task, whether you’re a marketer or a salesperson. It takes lots of ‘out-of-the-box thinking’ and a few ‘disruptive ideas’ to get the right person at the right time. It gets even more challenging if you’re trying to target the C-level.

In our November S&M Forum we discussed the power of the personal touch when approaching prospects and how social media can help you to create it. Think about their online profiles. What social media platforms do they use? Are they active? If yes, what do they talk about? What issues do they mention? What connections do they have? Again, it may be a new context but these are pretty traditional questions for sales to ask…

You should take the time to really understand your prospects and create messages which are relevant to the person you’re talking to. This approach can take you far. If would like to read more on this subject, have a look at our blog from the last S&M Forum.

Social selling as a two way street

If you think about marketing tactics like DMs or even email campaigns, they are often very one-way focused. You then need to pick up the phone and make the next step to establish the relationship with your prospect.

Social media is all about two way interaction and making connections from an early stage. If you’re a good listener, you can respond to your prospects in real time. Start the conversation and keep it going.  (There are some good examples of social selling conversations on Twitter here.) Just remember to be useful, relevant and engaging. Like traditional sales networking, don’t think about it only as a quick sale. Social is about conversations and nurturing relationships.

Marketing’s role supporting social selling: the right foundations

Apart from good listening and interacting, salespeople need tools to successfully sell on social media. And this is when marketing and sales can work as a team:

  1. The marketing department should create shareable and relevant content that the sales team can promote via social channels. This includes blog posts, expert videos, graphics, humour etc.
  2. The content should be hosted and shared via corporate profiles (LinkedIn, Twitter, SlideShare, corporate blogs…) for employees to access and share. We should also be using the corporate accounts to amplify and interact with employees (especially in their early days on social media).
  3. Sharing and interacting on social media can be confusing even for seasoned users. It’s important that the marketing department provides tools, advice and on-going support. This can include anything from basic training and guidelines through to recommended lists of influencers/prospects.
  4. Successful social selling comes with strong social media profiles. Salespeople need to remember that their LinkedIn and/or Twitter accounts act as their business card. There’s a lot that marketing teams can do to help salespeople get the basics right.
  5. All of the above should create the platform that salespeople can use to create sales opportunities. Which can be further supported by marketing monitoring and sharing potential opportunities to interact. 

More on social selling

We’re so excited about social selling that @MattDHarper is going to put together some tips on how to be a social selling superhero. Stay tuned! In the meantime, for some social media tips, you can visit our B2B Social Media showcase on LinkedIn.

No comments | Posted by Monika Lazarowicz

SMB Marketing – Make it Work

February 12, 2014 Categories: Best Practice

Enterprising ways into the small business world

Britain is buzzing with new opportunity.  Are you tapping into it?

It’s time to zoom in on the smb market and the many micro businesses breathing new life into our economy.

2013 saw a record number of start-ups (half a million) join the UK’s existing 4.9 million small businesses. Collectively they’re adding not just hard figures, but innovation and productivity, to Britain’s bottom line.

It’s a diverse and growing customer base for the enterprise organisation. But here’s the rub: the traditional ways of working with the smb just aren’t … working.

Some key reasons why enterprises aren’t reaching the smb:

  • Lack of understanding in how the market breaks down
  • Articulating propositions to resonate with the audience
  • Using the right channels to reach the right people
  • Managing data effectively on this diverse audience

To help enterprises target the smb more effectively, TMP has partnered with Enterprise Nation – the UK’s most active business network for small businesses.

Our own Allyson Bancroft talked with Emma Jones (hyperlink to:twitter.com/e_nation) founder of Enterprise Nation (hyperlink to www.enterprisenation.com). Emma works every day with small businesses and government.  Read on for some of her salient insights into enterprise blind spots – and how to see past them.

One place, so many opportunities

“The smb world is fragmented. How and where to reach the audience has always been an issue. Enterprise Nation is a community – one place with access to a diverse customer base for the enterprise. They may be micro businesses of up to 3 people, but there are 3.5 million of them, each earning £40-60k. Collectively, that’s a sizeable opportunity for the enterprise.”

Are you socially aware?

Ally: “The smb is a sophisticated social animal. Enterprises need to overcome their social media shyness, and engage with their audience online.”

Emma: “Exactly. And some are already doing this well, with ‘google hangouts’ and engaging twitter activity, for example. Others need to play a serious game of catch-up.”

Enterprise with empathy

Emma continues: “Enterprises should recognise the smb is not the same as a big business, just smaller.  The small business owner doesn’t have departments for each area of the business. He or she has lots of decisions to make. It really pays to get inside their head and heart.  Find out how and why they buy.  Time and money are the most precious assets of a small business owner. Misunderstand their needs, and you’ve missed a golden opportunity.”

Talking their language

Content is king. It’s the catchphrase du jour, but are your messages hitting the mark?  Emma says, “One big financial company’s print advert suggests they can take the small business owner from a shed to a skyscraper.   But is that really the aspiration?  No! A small business owner would prefer to keep costs and commute low and continue to run the business flexibly from home.  Clearly, it’s vital to realise their unique challenges and make sure your messages are talking their language. Many small business owners have come from the corporate world.  Miss the point or antagonise them, and you’ll miss the boat.

Small things, big difference

Emma: “Even your website messaging matters; we saw one business offering options for ‘business’ or ‘home user’ on their site. Which one would the home business owner choose?  This confuses potential customers from the start.”

Peer to peer contact

Emma highlights a new initiative, the Business Exchange (hyperlink to www.greatbusinessexchange.co.uk). “What works best is the fostering of a community spirit. Create innovative ways to work with the smb and you create trust and buying relationships. Generate brand loyalty through useful education and support of your prospects.  The Business Exchange links enterprises to smbs through pledge offerings. Think business tools, advice, events, sponsorships – in areas that sit well with your brand. And remember, it’s a two way street. The smb has a lot to show the enterprise in terms of innovation and flexibility, not to mention great feedback for product development.”

What next?

“We’ve seen great steps forwards, but the next level beckons…”

Download your roadmap and key steps to building a more credible smb proposition and marketing plan here.

No comments | Posted by Claire Lund

Seven new priorities in B2B Marketing (part one)

February 4, 2014 Categories: Best Practice

What if there was a single logical narrative that explained the key priorities in B2B marketing today?

Here’s my shot at it… (Click here to download)

7 New Priorities of B2B Marketing

I’ve started from a now commonplace view on changes to the buying process. The orthodox view is that the process is increasingly being ‘owned’ by decision-makers who are researching online and cutting back on their interactions with Sales.

People who take this to mean that buyers don’t want to interact with Sales are massively over-simplifying the issue, but there are still two general conclusions we can draw:

  1. There’s an opportunity for Marketing to take a broader role to engage with this new buyer behaviour and ‘own’ a clearer contribution further through the funnel
  2. Sales need to work harder to add value and be included earlier in the buying process

All of which leads to my view on seven priorities:

I’ll tackle the first four here and save the next three for a future post…

1. Content and inbound marketing

With mass email marketing undergoing a slow and lingering death, it’s time to take a systematic approach to getting inbound marketing up and running.

Online searches, social media networks and supplier websites are the starting point for the majority of buyers looking for information. If we’re going to fill the gap left by email marketing, we need to build joined-up technology and joined-up audience journeys that span all these channels, track metrics and allow us to optimise campaigns.

The big benefit of winning the content battle is that you get to start a relationship with the buyer much earlier than the competition. So you can shape their thinking and their preference for you.  What’s more you can judge the right point to offer them more and encourage them to interact with your Sales team.

Marketing teams are getting more proficient at creating early-stage content that captures this kind of attention. But they still struggle to build the more detailed materials that could replicate the guidance that Sales and Business Development teams would have given to buyers later in the process.

Content marketers need to get better at this if they’re going to be credible at anything other than capturing early-stage interest.

2. Nurturing and marketing automation

Armed with all this great content, we also need:

  • The planning skills to map out audience journeys and nurture flows
  • The technical skills to bring it to life through marketing automation

The things I find most exciting about marketing automation:

  • How it supports and makes the most of inbound and social media marketing (varies by marketing automation platform)
  • Its ability to rescue email response rates through better timing, segmentation and personalisation
  • It can be used to set up campaigns that can continue to be used well into the future (things like customer lifecycle communications, event promotion templates, cold lead re-activation…)
  • The way it uncovers all the shortcomings in existing marketing activities (it’s amazing what you realise is wrong with a campaign when you try to automate it)
  • How it encourages us to think in a different way about ‘campaigns’. Rather than being defined points in time (the traditional model of a quarterly focus on a specific proposition or audience), campaigns are now ready to run at the right time for an individual contact
  • Its potential to forge better connections between Sales and Marketing (anything from showing salespeople what their contacts are interested in on your website through to fundamentally fixing lead handover processes)

3. Revenue accountability and demand generation

The previous two points are important parts of the opportunity that Marketing has to take far alongside accepting more accountability for revenue.

Rather than focusing on leads or even pipeline, we’ll drive the right outcomes if we focus on the end revenue goal.

Building an ‘engine’ to create demand and manage it through to the right Sales handover is one of Marketing’s biggest opportunities to prove ROI. This case study of the Atos Lead Generation Factory is a great example.

4. Sales and Marketing alignment

The new world of marketing accountability and changing buyer behaviour means a new relationship between Sales and Marketing.

We need to work harder at mapping sales targets back to marketing objectives. Some of these will directly relate to sourcing new revenue (see point 3). But others can be equally valid if we make sure they will support the right outcomes. For example increasing referencability to support bids, or strengthening relationships with some core audience groups.

And we need to get better at working together throughout the buying cycle. Most of the time there’s no single magical ‘handover’ when Marketing can forget about an opportunity and Sales will pick it up through the rest of the process.

The ideal answer is much more joint working. Marketing may reach a point where the right next action for a contact is a meeting or call with Sales. But after that, Marketing may pick the prospect back up and continue nurturing them for several months before the final handover to Sales.

Agreeing joint priorities, mapping targets and developing new working processes – these were the foundations of our programme with O2 Enterprise which won last year’s B2B Marketing Award for Best Integration of Sales and Marketing. See the case study here.

Tune in next time for the final three priorities…

And building on the foundation of aligned Sales and Marketing objectives, I’ll pick up on the final three priorities in a future post (sales enablement, social selling, and brand reputation).

No comments | Posted by Paul Everett

Press release: The Marketing Practice appoints new Managing Director

February 3, 2014 Categories: At the Barn

Director of Client Services, Anna Hutton, promoted to ensure that award-winning marketing, service delivery and deep client understanding remain at the heart of The Marketing Practice 

anna-hutton-md-marketing-practiceThe Marketing Practice (TMP), an award-winning B2B marketing services company, has appointed Anna Hutton to lead its 98-strong team.

In this newly created role, Anna, who previously headed up Client Services at TMP, will work across all areas of the business to scale operations in line with planned business growth. Based at its picturesque two-barn estate in Oxfordshire, she will take overall responsibility for Sales Management, Client Services, Marketing Innovation and Planning, Inside Sales, Data and Creative Services.

“We have a small but exceptional client base”, says Anna. “As we continue to grow, it’s more important than ever to maintain our relentless focus on designing, planning and executing integrated marketing programmes that deliver results for our clients. I’m thrilled to be given this opportunity at such an exciting time for our business.”

CEO and founder, Clive McNamara, said: “Anna is a great people manager and always focuses on what’s best for our clients and TMP. I know she will work with utter dedication to make the Marketing Practice an even greater company to work with and for. I will stay involved in the business as ever, but with more focus on our strategic direction and key client relationships.”

Before joining TMP in 2009, Anna was general manager at LEWIS PR London and worked in Analyst Relations at IBM and Meta Group formerly.

Notes for editors

The Marketing Practice (TMP) is one of the UK’s top ten business-to-business marketing agencies. Established in 2003, it currently employs  98 people. TMP offers a complete marketing service from a single site in rural Oxfordshire. Services include callers specialising in lead generation; planning and marketing intelligence; in-house creative services; data management and marketing consultancy. The agency provides global sales and marketing services for clients in the technology and business services sectors, including Oracle, O2, Canon, Atos, HP, BBC Worldwide and Cognizant.

Further information:

Anna Hutton

01235 833233

ahutton@themarketingpractice.com

www.themarketingpractice.com

No comments | Posted by Claire Lund