The 51 Day Challenge: How to Regain Your CEO’s Trust through Demand Generation

5/16/2013 by Erin Payer
Erin Payer

Marketers, we have an image issue. It’s not new, but we’re not doing enough to make it better. The fact that 70% of CEO’s have lost their trust in marketers and see no value from their marketing departments above “branding, look/feel good ads and promotions” should make us worried. We’re better than this! We have the ability to attribute measureable business outcomes to our efforts. So what’s holding us back?

Part of the reason is resistance to, and complications associated with organizational change. Adopting a marketing model that directly supports business results (demand generation) truly affects every department. From HR sourcing the new type of talent needed to sustain revenue generating business initiatives; to the expanded roles and responsibilities of IT to support technology integration (ex. marketing automation with existing CMS and CRM systems); to bridging the gap between marketing and sales; to executive buy-in; this new marketing model requires a refinement of processes and aligning the right strategies with the right people and technologies.

It’s this change, however, that will save our reputations, save our jobs and save marketing as a viable business discipline.

Enter Demand Generation

Demand generation is defined as the combined set of activities across both sales and marketing that 1) puts high quality leads into the top of the sales funnel, and 2) accelerates opportunities through the pipeline [Pedowitz Group]. Essentially what demand generation does is make marketing accountable for much more of the purchase loop. It does so by associating specific KPIs (key performance indicators) to each buying stage and measures each tactic (direct mail, pay-per-click, email marketing, content marketing – the list goes on) performance against stage progression. marketing spectrum

It’s a model that forgoes presenting traditional methods of justifying marketing costs to the c-suite:

Examples of what not to report on:

  • Number of ads placed
  • Impressions
  • Advertising value equivalence

And focuses solely on detailing the contributions marketing makes to the bottom line.

Examples of what to report on:

  • % of customers originated by marketing
  • Marketing ROI (gross profit – marketing investment / investment) per channel

(Note: metrics like email delivery, CTR, cost-per-impression, cost-per-click, etc. are still important for marketers to monitor in order to adjust strategies and tactics accordingly)

How to Get Started

AlbertTransitioning to this model does not happen overnight. It’s a change in theory and practice that must stem from the top down in order to be implemented effectively. But if you’re ready to stop the madness and start positively influencing your CEO’s perception of marketing, it’s time to break some bad habits.

Like any bad habit, expect no less than 21 days to quit your old ways and another 30 to retrain yourself (and others) to do marketing differently. Here are 5 realistic steps that can be started within the next 51 days to kick start your journey from traditional to demand generation marketing.

1. Reevaluate goals. Are you using SMART goal setting? Demand generation is based on being Specific, Measurable, Attainable, Realistic and Timely. Use this framework to build a yearly, quarterly, monthly or even daily plan to achieve marketing results that influence your company’s bottom line.

2. Assess current marketing activities as they relate to your SMART goals. What is helping you to acquire new names? What is helping to push existing names through the purchase loop? If you’re not sure, take a look at how you’re measuring your marketing and develop a plan to attribute individual channels and tactics to pipeline fulfillment.

3. Gather intelligence about your customer personas. Forget job titles and focus on pain points. Validate those pain points through customer surveys.

4. Take inventory of all existing marketing content. Match your content to customer pain points and buying stages. Identify gaps and create a content development plan that fills in voids.

5. Identify and lose the dead weight. What marketing tactics can your company live without? What media channels should you stop wasting your money on? If you’re measuring your marketing, stop ignoring what the data is telling you. Adjust your ad spends. Make a plan to modify processes so that administrative marketing outputs (such as company collateral) do not override strategy. De-fund activities that didn’t work previously or are no longer in line with your company’s goals.

What are your thoughts on demand generation vs. or complementary to traditional marketing? What is working for your company and your marketing department and what isn’t?


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PG Featured in TEQ

5/09/2013 by PG News Team in
PG News Team

TEQDemand More from Your Marketing

As marketing subject matter experts, staff of Pipitone Group are often asked to provide their insights on industry trends by members of the media. Recently, the editorial staff of TEQ, a news magazine published by the Pittsburgh Technology Council that serves the business-to-business information needs of area technology companies, asked Scott Pipitone if he would put pen to paper—okay, fingers to keyboard—to share with readers his thoughts on a growing trend in marketing today: Demand Generation through Marketing Automation. It’s one that Pipitone Group has been on the leading edge of for some time now—from sales and marketing alignment, to personas and buy cycles; from creation of content to measuring results and everything in between—so, of course, he said, yes.

Read the article for yourself on page 28, then visit DemandToClose.com for some insights and informative resources on Demand Generation marketing from some other Pipitone Group experts.


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Annual Reports: Going the Way of the Dinosaur?

4/18/2013 by PG News Team
PG News Team

The annual report to shareholders historically has been the single most important document companies have used to communicate with their constituents. You’ve seen them—with lots of elegant, glossy photos, striking designs, and filled with stories about a company’s achievements in the board room and in the community and, of course, financial results.

In the “olden days” (before the Internet), most publicly traded companies printed and actually mailed these fancy reports to hundreds of thousands of people, along with their Forms 10-K. And while some people devoured this information, others filed it in their recycling bin—and many trees were killed in vain.

Trends in Annual Reports

Recognizing their value as historical background on some of the country’s most well-known corporations, many of the top business schools, including Harvard and Stanford, assembled large collections of old corporate annual reports in their libraries. What they could not have realized at the time was that, in archiving these corporate annual reports for posterity, they were creating museums to preserve a communication form that some marketing pundits have predicted is on the verge of going the way of the dinosaur and the rotary phone.

Rumors of their demise started about 10 years ago, as many large corporations began cutting back on their annual report quantities. Reasons included a shift away from individual to institutional investors, along with changes in SEC regulations that made it possible to download versus mail reports. These changes led to smaller, less heavily designed reports that were less expensive to produce. In the last several years, in fact, many companies have cut printed reports out of their budgets altogether—spurred on by customers who want to be able to look at things on their smartphones and corporate “green” initiatives.

With the scaling back of the traditional annual reports, some companies simply fancied up their 10-Ks by combining a bit of designed information as a wrapper for their financials. Others cut back on the marketing-oriented annual report, ran smaller print runs, or left most of the financials to the Qs and Ks.

But, just as technology has moved the annual report away from large print runs, it has really opened up the online and interactive possibilities. These next-generation reports combine the best features of the printed versions—the photography and “storytelling” components—with the ability to use video, audio and interactive components to provide a unique, one-of-kind user experience.

One such company that’s embraced this approach is Pittsburgh-based Innovation Works. We designed their annual report and produced a print version for distribution at their annual shareholder meeting. But what we also did was create a flipping book, embedded with audio clips and videos that told their story in more detail. Instead of just static pictures and words, readers could hear and see firsthand from the people changing Southwestern Pennsylvania through new technologies. The addition of the interactive report has expanded the usage and viewership of the annual report, without increasing print costs.

A Dying Breed?

Although printed corporate annual reports may not be what they once were, the news of their demise seems to be greatly exaggerated—at least for the time being. According to a 2012 survey done by the National Investor Relations Institute, 88 percent of respondents still produced an annual report in some form and, after four years of declining budgets, those who did reported they had increased their budgets by 2 percent in 2012.

New and Improved Uses for Annual Reports

A number of our Pittsburgh-area clients continue to use the printed annual report as their annual communication outreach to donors, regional business leaders, governmental officials, board members and potential recruits. They still feel that having a printed record of the previous year’s activities is important.

In particular, one field that continues to value printed annual reports is the medical field. Although hospital systems are not required to report financial data the way a publicly traded company is, we have produced annual reports for a number of UPMC clients as a highly effective vehicle for communicating with their constituents, providing a snapshot of their accomplishments, and showcasing their reputation, national rankings and research prowess.

The Department of Medicine in the University of Pittsburgh School of Medicine has combined its printed report with other components to launch an annual national awareness campaign. Although printed every other year, the paper report provides an executive summary of the department’s activities, while an annual unabridged version is revised and reskinned on a complementary microsite. Direct mail is used to reach physicians in each of eight different specialties and influence the rankings in the U.S. News & World Report’s annual review of hospitals nationwide, combined with an e-blast campaign to drive viewers to the microsite.

UPMC CancerCenter 2012 Annual ReportWe’ve also found that annual reports can be used as a strategic component of a larger marketing campaign, like the UPMC CancerCenter and University of Pittsburgh Cancer Institute did with its 2011 annual report. Together the reports helped launch a new name and branding campaign for UPMC’s cancer services. The same is true for the UPMC Heart and Vascular Institute (HVI)’s annual report, which marked the beginning of a new collaborative entity for the delivery of cardiology, cardiac surgery and vascular surgery. Both reports go to leaders in the medical field, as well as other stakeholders, such as community leaders and donors –serving as just one more way to showcase UPMC as a thought leader.

What’s Next?

There are still companies that value an annual opportunity to market their companies beyond SEC regulations. It can be a way to communicate with and encourage additional investment in start-ups, or can serve to inform people about the wonderful things a foundation is doing for the community. Corporate sustainability reports are also an emerging trend, due to increasing expectations from a wide range of stakeholders for organizations to act in a transparent manner.

At the end of the day, the core need for companies to find effective ways to communicate with their important audiences will never go away, so annual reports—whether printed, electronic, or a combination of both—will not go away entirely anytime soon.

To see some of the ways Pipitone Group is rethinking annual reports, visit our website.


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Hitting the Lanes

4/12/2013 by PG News Team in
PG News Team

The Pipitone Group team took a mid-week respite on Thursday partake in a Pittsburgher’s favorite pastime, bowling. Sporting our new InteGREATOR t-shirts, the PG team headed down to Elks Lodge 339 for an afternoon of bowling, beer and friendly competition.

The most challenging part of the day was trying to figure out bowling scores (most of us are spoiled by automatic scoring systems). But, we’re a smart bunch and we figured it out. Even though there are some sore forearms today, a GREAT time was had by all.

 

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Evolution of an Integrated Marketing Agency

3/21/2013 by Scott Pipitone
Scott Pipitone

Charles Darwin wrote that “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” His theory posited that individual species would have to adapt in order to survive, and that natural selection—the so-called “survival of the fittest”—would weed out the species that failed to adapt to the changing environment.

Changes and trends in the small advertising/marketing agency business can be likened to Darwin’s theory of evolution in that smaller agencies are forced, by their very size and nature, to adapt—to evolve with the times—or become extinct.

At Pipitone Group, we have a mission statement—a mantra, if you will—that embraces change as a positive and necessary thing. “Always evolving, ever learning, constantly growing, by doing great work with great people.” Evolving, learning and growing are the traits of our company’s culture that have enabled us to reach our 20-year milestone. Over those years, we’ve grown a small design firm that started in an attic into a 32-person, fully integrated marketing agency.

Quick to adopt, quick to adapt

Long ago, we made the conscious decision to evolve our company as new things came along. We either hired talent or evolved our skills to match the needs of customers and the marketplace. You don’t have to be bleeding edge just leading edge to introduce these offerings to your clients. Such is the case with marketing automation, a process that is changing the way sales and marketing work together to nurture prospects through the buy cycle. In fact, that may be one of the most valuable attributes of a smaller agency—our ability to be more nimble, more adaptable than the bigger shops. Perhaps it’s been our best survival mechanism in the wild.Evolution

An article in Ad Age by Marc Brownstein, president of a small agency in Philadelphia, a few years ago described the notion of each of the different departments in a typical ad agency—design, content, account management, PR, production, interactive—as being individual silos in which talent was locked away, isolated from each other and inaccessible from the outside. He said that, if small agencies are going to thrive—in fact, survive—they had to break their talent out from their silos and integrate them with one another. In short, he believed that everyone in an integrated agency should have to learn each other’s crafts and work closely with one another—enough so that they could provide value to clients with a single message, executed across all disciplines.

We’ve blown up those silos, setting free our talent, and forming integrated teams that collaborate with one another to execute a wide range of offerings seamlessly for our clients. Besides yielding a better, more creative environment, integration has also established better working relationships and a higher degree of ownership and accountability for the quality of the end-product. Who benefits from that? We all do: the firm, our people, our clients.

In fact, we’ve taken integration so seriously that we’ve coined a new phrase for what we do at Pipitone. We InteGREAT! Integration at Pipitone Group means creativity, smarts and a sum that’s greater than its parts.

But is integration the best approach for all marketing firms in an age when everyone is trying to differentiate themselves? Is it better to be strong in each of the various offerings, or is it better to become known as “the” agency in town for web or for print ads, for example?

One of our long-time clients mentioned to me that she believes the future of B2B communications belongs to integrated shops. In her line of thinking, the tools might change but the agencies that take the broader view are best positioned to lead for their clients. We’ve taken that thinking to heart.

We’re always trying to be the eyes and ears of our clients — listening to what our clients need, proactively searching for what’s new out there and finding ways we can bring on board the right people or partner with other companies to be able to offer it. Adopting new technology, adapting our teams, changing based on our clients’ needs to deliver new ideas and new approaches for them—the very definition of evolution.

Evolution is working for us as a species — and it’s working for our clients. To learn more about our evolutionary philosophy and the way we inteGREAT, visit our website: www.pipitonegroup.com/approach

About the Author: President and CEO

Scott is highly regarded both locally and nationally for his creative ingenuity and entrepreneurial spirit. His eye for the smart implementation of creative design in collaboration with other marketing and communications strategies has helped Pipitone Group grow from a one-person shop located in the attic of his home to the worldwide corporate headquarters where 32 people do great work every day.


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