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How to use contact profiles to engage with your customers on an emotional level

Categories: Best Practice

When it comes to personalising marketing messages, merging in a company name and industry sector just doesn’t cut it anymore. “Change is the only constant in [insert industry sector]!”

So how do you get enough info to deliver meaningful personalisation and capture your customer’s attention – without breaking the bank? Contact profiles are an invaluable way of gaining insight into someone’s mind-set to find the messages that will resonate most strongly with them.

Whilst working on a bid support piece for a client, we discovered that one of the key decision-makers at the target company had been very vocal about a bad experience in a previous role. It turns out that during a similar bid exercise, the staff redundancies were handled particularly badly.

Since that point she had noted in several interviews and online posts that the people aspect of bids was always at the front of her mind. We were, therefore, able to tailor a targeted message that would resonate with her directly.

There were 12 decision makers and each received a similar treatment. The bid (for the largest IT project of its kind in Europe) was a success.

Insight like that can be priceless to you and your teams. And it doesn’t just have to be as part of Bid Support. It can also be used in Account Based Marketing programs and for New Business accounts.

Before you even have a conversation with them, you may find that your audience…

  • enjoys golf – so why not invite them to your next corporate golfing event
  • or that they went to the same university as you – what a great way to start a conversation with someone
  • or even that they are particularly interested in the impact of digitisation on their business – something that you also know a lot about.

Many marketers stress the importance of finding out organisations’ business problems to equip the sales team with the knowledge to close a deal. But contact profiling can add the personal information that allows you to stand out from the crowd and engage at an emotional level.

We've put together a 1 page guide for building an effective contact profile:

Profiles 1 page image

Although the profiling exercise naturally fits within the marketing department, it is crucial that they are developed in conjunction with the sales team who will be using them. Anecdotal conversations that the sales team have had with customers can also often offer interesting insights into the internal lines of responsibility as well as further information on key priorities and interests.

Once you have finished the profiles don’t forget about them, maintain them and keep them up to date with their latest speaking engagements, blog posts and job titles – you never know when they may come in useful!


Posted by Jenny Leighton | October 2, 2014

Stuffocation and why experience is the new marketing battleground.

Categories: Best Practice

The shift from materialism to experientialism is the key cultural trend of the 21st century. So says James Wallman in his book Stuffocation. And, for what it’s worth, I tend to agree.

The basic premise of Stuffocation is that we are drowning in stuff. We have too much on our plates, too much to think about, a bewildering list of little worries in large part self-manufactured.

“Instead of thinking of more stuff in positive terms, like we used to, we now think more means more hassle, more to manage, and more to think about”, explains Wallman. “Instead of looking for status, happiness, identity, and meaning in material things in the future we’ll be finding those things in experiences instead.”

So where you used to demonstrate status by showing off physical objects in your house to dinner guests, you now do it by sharing photos on Facebook of experiences you’re having.

Profound stuff, if you’ll forgive the pun. It resonates with me personally but it also points to a couple of things I feel quite keenly about the state of B2B marketing.

It feels like most marketers I meet are running to keep up with the sheer volume of things they have to do. They are managing so many programmes and producing so much content they don’t have time to get their heads up and think. The content and marketing automation zeitgeists haven’t helped. The reaction seems to have been to run faster, produce more content, do more programmes.

Trying to do so much, inevitably, comes at the expense of quality and effectiveness. I can’t help but feel that, when we aggregate all the content programmes now running, all the SlideShares, e-books, webinars, automated email streams, all we are doing in the race to create more is to contribute to a deluge of screen-based, mediocre stuff.

The danger is we alienate our audience. Just as marketing sees its much talked-up chance to ‘get back to the top table’, we only strengthen the sense of our irrelevance. So what do we do about it?

  1. Stuffocation contrasts physical objects (which add hassle and clog up our lives) with experiences (which we now look for and share). B2B marketers should recognise and take advantage of this. While the mass of content marketing will begin to feel unwelcome, instead what the audience will increasingly respond to are experiences.

Let’s look, then, for ways to put experience at the heart of marketing plans. Don’t just say what you do; do what you say. Ask how we can create programmes like IBM’s brilliant Watson Jeopardy! or O2’s Flexiday that demonstrate your value, rather than just writing it in an e-book and Tweeting about it (disclosure: O2 is a client). It’s got a much better chance of creating some positive connection.

  1. There is a need to do less. Focus on a few big programmes that will genuinely influence the underlying factors of market performance. Be very discerning about what content you produce and make what you do produce exceptional. Do a few things wonderfully rather than many things slavishly.

For those of you with a thirst for more detail about the principles of Stuffocation, here’s a presentation from the author:

[Turns off computer and goes for a pint of real ale.]


Posted by DvanSchaick | September 29, 2014

Why I love working in  B2B marketing

Categories: At the Barn


I heard somewhere that as many graduates are now going into B2B marketing as into B2C. Probably wasn’t true when I started 10 years ago (and the fax-back form was the height of ‘best practice’).

So when I have the opportunity to bore our prospective graduate recruits about why I love B2B marketing, there are three things I say:

1. When you understand B2B, you’ll know what makes the world tick

We’re helping to shape and sell the services that make the world go round. They’re how supermarkets get the right products on shelves, the government collects taxes, mobile phone companies decide whether or not to give you a free upgrade... I don’t think you can beat it as a grounding in business and the modern world.

2. It’s the best bits of being a spy and a psychologist rolled into one

Every day, we try to change the way that some of the world’s busiest people act. Anything from clicking a link or attending an event through to signing a deal. We tend to work with very targeted audiences, so we can’t just play the numbers – it comes down to whether or not we can affect the behaviour of a specific person.

And it’s not as simple as getting someone to choose a different brand for something they were going to buy anyway. We work in a world where buyers may not know they have a specific-shaped challenge (let alone have a supplier in mind already), so we get to do the work upfront to create or shape their need.

3. You get to work with some brilliant/unusual people

B2B marketing is attracting some awesome talent – I only have to look at the graduates who have started with us in the last few years to see the proof of that. Which makes me massively optimistic about the future of our profession.

Who could ask for anything more?

If that whets your appetite for B2B marketing, or if you're a considering your graduate options, visit our careers page or get in touch with us for more information at careers@themarketingpractice.com

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Posted by Paul Everett | September 22, 2014

What do you stand for?

Categories: Best Practice

Building a strong brand is tricky, particularly in B2B marketing. But get it right and the rewards are clear, writes copywriter Damien Seaman. Here’s one very powerful way you can do it.

As the UK Design Council says, “If a brand results from a set of associations and perceptions in people’s minds, then branding is an attempt to harness, generate, influence and control these associations to help the business perform better.”

The trick is to move beyond the overly-simplistic and often futile search for the Unique Selling Proposition and look instead at what resonates with the people who pay your salary.

I’m talking, of course, about your customers.

To stand out as a brand, you need to stand for something – something your customers care about. We’ll explore how you can do that in a moment. First, here’s one company that did this brilliantly.

Back in the early 1960s, car rental firm Avis was the David to Hertz’s Goliath. With just a fraction of its bigger rival’s market share, Avis turned to advertising agency Doyle Dane Bernbach for help.

Agency copywriter Paula Green didn’t try to fake uniqueness. Instead, she made a virtue of the reality, coming up with a slogan you probably recognise:

“We try harder”

The company treated it as a manifesto and overhauled its customer service standards to match. Within four years, market share rocketed from 11% to 34%. The slogan is still being used today.

This is the first secret to making sure you stand for something. It’s more than just throwing words at a wall to see what sticks. “We try harder” is specific and makes a promise to the customer – try us out and you’ll get better service.

It’s something a company can believe in and put into action. It’s also one, simple, big idea, easily grasped.

So, how do you achieve this?

Step 1: Work out what you’d like to stand for

Try this exercise.

Gather your key stakeholders together. Show them some famous brands. Ask for their impressions of each, and then ask how they think you compare to them.

This is something I went through recently with a client. Not only did we discuss other brands in their industry, but also the likes of Starbucks, Apple, Microsoft and others.

This is a great way to work out where you’d like to position yourself in the market.

But this is just the first step.

If this is all you do, you end up with the Echo Chamber effect. You’ll only get back what you put in. And usually that’s not enough.

Thankfully, there’s one very powerful – even obvious – way out of this conundrum: to work out where you really do stand in the market.

Step 2: Ask your customers what they think

Sounds so simple. But so easy to get wrong.

What do you do for your customers that they really value? Why did they choose you? What do they think of your service? Your prices? The answers to these questions should give you the raw material you need to present your brand more powerfully.

You might be tempted to use a survey. But tread carefully, because research – and experience – shows that surveys often don’t work.

The one big pitfall of customer surveys...

If you don’t ask the right questions, you can easily end up leading your respondents to give you the answers you want – another variation on the Echo Chamber.

The only sure fire way to avoid this is to hire a good research firm, tell them what you want to know, and leave them to get on with the details.

A cheaper, more practical alternative is to listen in on customer service calls or review call notes. Review the feedback you get in emails, letters and social media. Google your company, look on industry forums and read relevant blogs to see what people are saying about you online. Phone up some clients that like you – and some who’ve made complaints. This has a double benefit. Not only can you see what you’re doing right, you’ll also see where you need to improve.

And, with a little luck, that last point will give you a clue as to how you can stand out – I mean really stand out – from your competitors. Because if you’re falling down on something then maybe they are too. Improve in this area and you’ll have yourself a genuine point of differentiation.

Step 3: Put it all together on paper

Having worked out where you’d like to be and where you actually are, draft a positioning statement.

You do this by listing out all the benefits you offer. Start with what your customers say, then throw in what the stakeholders have said and see how it matches up.

Step 4: Work out where you can really add value

The result of all this is that you have a list of both existing benefits and ones you aspire to.

Now you need to take a good, hard look at whether you can achieve your aspirational benefits. How long will it take to get there? How much will it cost? Can you get the budget?

If so, then you can use this as the basis of what you stand for. Because if you’ve done your information gathering right, your aspirational benefits will both match what your customers want and need and also be things your competitors don’t do yet. Like Avis – not only did they improve their service, by doing so they offered better service than their rivals, and customers responded by switching to them.

Step 5: Find the big idea

At this point, you’ll be able to put what your brand stands for into words. Don’t try to be all things to all men, because that just leads to weak branding. Instead, look for the big idea that underpins everything in your positioning statement and try to bring it out. Boil it down to its simplest form. That way it won’t just resonate with your audience. It will resonate with your employees too.

Step 6: Don’t just say it – live it

A big idea is a powerful thing. But it can’t just stay an idea on paper. Get the whole company’s buy in to turn this idea into reality. Customer service staff, sales reps, managers, marketing – everyone needs to get behind it.

If they don’t then all the fancy marketing in the world won’t cover up the fact that you don’t really stand for what you say you do.

The benefits of standing for something

So, in summary:

  • Work out what you’d like to stand for
  • Ask your customers what they think
  • Put it down on paper
  • Work out where you already add value – and where you could add more
  • Find the big idea the underpins what you offer
  • Turn the idea into reality

The fact is, you can’t really control how people perceive your brand or your company. But if you can work out a set of values or a big idea that everyone in your organisation can get behind – and that resonates with your customers – then at least you can be consistent and customer-focused.

And that alone will set you apart from most of your competitors.


Posted by Claire Lund | September 16, 2014

B2B branding is about emotion, says the late John Peel

Categories: Best Practice

Actually, he didn't exactly say that. But he said something that ties in nicely with a report on B2B brands that's just come my way from the CEB Marketing Leadership Council™.

The report – "From Promotion to Emotion: Connecting B2B Customers to Brands" (prepared in partnership with Google) – says that emotion plays a much greater part in the B2B sales process than some people might think.

It says that factors providing personal value to the buyer have about twice the impact on the decision making process that rational factors, that provide value to the business, might have.

And before you comment, we're not talking about brown envelopes full of cash here. It's about emotional factors like personal prestige, or fear of losing one's job.

The point is, it reminds us once again that the B2B sales and marketing process is first and foremost about people, not organisations.

The much-mourned John Peel's contribution comes from a conversation he had with someone about the value of digital media versus analogue. Specifically, why did John Peel prefer vinyl, when CDs had no surface noise?

"Life has surface noise," said John Peel.

In other words, life is analogue. We're human and we respond to human-ish things.

For John Peel, the cold layer of zeros and ones between the creation of the music and the listener leaves many people dissatisfied.

This is why vinyl has undergone something of a revival in recent years. Digital music is dead music.

Equally, your customer communications have to be human first, rational second. You have to engage the instinctive right brain before the language-heavy, filter-strewn left brain kicks in.

And, says the CEB Marketing Leadership Council, you have to keep engaging the emotional side right through to the point where your customer signs the contract.

They asked 3000 B2B buyers across 36 brands and 7 categories to find this out. If only they could have asked John Peel.


Posted by Stuart Constable | September 2, 2014

Lovely example of email marketing from Pizza Express

Categories: Best Practice

You occasionally see a campaign that just makes you appreciate the work of a marketer somewhere. My favourite examples tend not to be Meerkats or Gorillas playing drums; I prefer the ones where you can see a marketing engine working away in the background bringing a few different things together (in this case, good database marketing and email best practice).

My latest example is this birthday offer email from Pizza Express. To start with, the basic act of capturing and acknowledging my birthday is a good start (maybe we should try more of this in B2B...).

Then there's some clever use of the fact that Outlook won't automatically download the images in the email. This technique of using boxes with different background colours to create an image has been around for a while, but certainly works well here.

pizza express email without images

When you download the images, the design fits together perfectly...

pizza express email with images

And the finishing touch is the use of an animated gif to bring the flowing wine and candle to life (which starts automatically when opened on a mobile device):


Posted by Paul Everett | August 31, 2014

The Marketing Practice and our clients top the B2B Awards shortlist

Categories: At the Barn

We're delighted raving about being the most-nominated agency with 14 appearances on the 2014 B2B Awards shortlist! Congratulations to our team and our clients at AXA, Canon, Motorola, O2 and Nokia.

Putting all modesty aside, we're celebrating the sheer breadth of categories that our clients have been recognised in. From creative campaigns to lead generation programmes, across digital, direct, content, telephone and event channels. Which is what makes us unique of course – the fact that all of these different techniques and channels come together in one place and work so much more powerfully because of it.

Here's the full list of categories our clients have been shortlisted in:

  • Best use of direct mail
  • Best use of live-event marketing
  • Best use of digital techniques or technologies
  • Best use of content marketing
  • Best limited-budget campaign
  • Best integration of sales and marketing
  • Best SME-targeted campaign
  • Best corporate decision maker-targeted campaign
  • Best B2B lead generation campaign
  • B2B marketing communications agency of the year

And congratulations as well to our clients O2 Enterprise and AXA Wealth Elevate who have both been shortlisted in the marketing team of the year category.

It’s already bringing back memories of lasts year’s awards (where - to blow our own trumpet one last time - we won the most awards of any agency)...


Posted by Claire Lund | August 11, 2014

The IT Buyer's Journey: stats from IDC

Categories: Best Practice

I was looking at IDC's infographic (below) on sales enablement through the IT buyer's journey. A couple of their stats jumped out at me...

"30% or less of the decision is made before sales interaction when the investment is $1m or more."

This is great evidence to have to counter all the hype around content marketing for large enterprise deals. Not that content is irrelevant, just that the bandwagon has ignored the reality of how large deals are done. I've never believed the blanket hype like “Technology buyers are two-thirds of the way through their buying process before they engage with vendors’ sales teams”. In this type of deal, we need to think more about how marketing can enable the right kind of sales interactions at the right points in the buying process, rather than trying to replace sales with marketing.

IDC put it nicely in context to show that marketing has a much larger role to play in smaller deals: "50% or more of an organisation's decision about which vendor to use when making a purchase of £10,000 is decided via online marketing material before a sales rep is brought in."

And it's interesting to see that in 62% of cases, the deals are funded by the Line of Business rather than by IT. The largest single group of decisions (23%) are made by the Line of Business with IT being 'aware' (17% are made by the Line of Business with IT 'unaware').

A word of caution though for traditional technology firms - I often hear people talking about wanting to 'bypass IT' and reach new Line of Business contacts. This can be a dangerous game when it is often easier to sell with or through your traditional IT contacts. This still involves all the thinking about making propositions relevant to a Line of Business of course, but without the risk of alienating an area of your existing spend.

IT Buyer's Journey


Posted by Paul Everett | July 31, 2014

'We're all quite mad here, you'll fit right in'

Categories: At the Barn

Last month we held our most successful charity event to date raising £11,600 for Naomi House and Jacksplace at our summer party.

Here's a few of the highlights from the 'Alice in Wonderland' themed night...

To find out more about the great work Naomi House and Jacksplace do to support children, young adults and their families have a look at their website. If you'd like to make a donation please visit our justgiving page.



Posted by Claire Lund | July 17, 2014

Social selling and the power of the individual

Categories: Best Practice

Highlights from the recent S&M Forum

The top two influencers in the wine and beer market are individual bloggers. Not companies.

Is that surprising? I think so. I could write a separate blog here about the continuing debate on the declining power of brands. But the point for now is more about the ever-expanding reach of the individual across the whole sales process. And in B2B, that means Social Selling.

This was an interesting point made by Tim Hughes, Business Development Director at Oracle. Tim was joined by Andy Eustace from LinkedIn at our recent S&M Forum in discussing the impact of social practice within B2B sales, and the role marketing plays in supporting it.

Tim’s challenge is evidence of a couple of key points that came out of the evening:

  • The power of Social Selling in B2B is all in the individual. Your social profiles are your ‘personal brand’ – and Social Selling is the means by which an organisation leverages that personal brand to create 1-2-1 connections with customers and prospects. As Paul Everett put it during his interlude – Social Selling means your people really can now be a differentiator.
  • There’s another side to Social Selling that isn’t talked about much: data. Social media are a mine of information – from contact details to behavioural trends and network connections. And that data can be leveraged by salespeople both online and offline through Social Selling.

There were 5 insider tips that I took from Tim, Andy and Paul as being the key to doing Social Selling well:

1) Create. Content is the currency of Social Selling. Marketing can be responsible for developing the right content to support Social Selling, but the sellers themselves can also be a source of content – Tim’s blog being a great example.

2) Relax. The key to being a good social seller is to be yourself. When you get over this hurdle and become comfortable tweeting, blogging and posting, you’ll find it comes naturally. It’s no longer something tagged onto the end of every day.

3) Lead. Marketing’s role can be to act as leaders in this field. Everything from making sure their profiles are exemplary, through to using the corporate social media accounts to share what individuals are creating and posting to encourage them.

4) Incentivise. LinkedIn’s Social Selling Index allows you to rank your sales people on how good they are at it. Alongside more traditional methods of tracking such as lead and nurture targets, you can make the most of the sales team’s competitive spirit and celebrate the most successful.

5) Start. Don’t think about it too much – policies, rules and guidelines are always helpful, but there’s no reason you can’t start tomorrow by sorting out your LinkedIn profile and setting yourself some diary reminders to check for new connections and look for content to post.


For more detail about the speakers’ views, arguments and examples, have a look through the slides below:


Posted by Matt Harper | July 17, 2014

The Marketing Practice generates demand and builds customer relationship programmes for clients including Atos, AXA, Canon and Oracle.