Integrating Content Marketing into Key Account Sales, Presented at GSSI 2013

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Information about Integrating Content Marketing into Key Account Sales, Presented at GSSI...

Published on February 16, 2014

Author: POverton1965



2013 GSSI (Global Sales Science Institute) annual meeting, in Aalen Presentation on content marketing and key accounts. Presentation focusses on the practical role out of content marketing into a key account sales strategy.

Integrating Content Marketing into Key Account Sales Paul Overton Global Sales Science Institute (GSSI) Annual Conference Aalan, Germany 2013

Overview     Background and scene setting Key accounts Drivers for change Implementing content marketing …     Key account personae, themes, media, type of content Getting the content out….social media Case study Biggest challenges and conclusions

Background & scene setting  We are a B2B Contract Research Organisation (CRO) Located in US, Europe and Japan  1500 staff    Providing diverse range of specialist services to the Pharmaceutical, Biotechnology, Agrochemical and Chemicals industries Contracts range from a single studies to complex multi-million £ sourcing deals with key accounts  Classical consultative sell

Background & scene setting  Global sales team aligned to business sectors Regional Sales (Biotech sector)  Account Sales (Mid-cap & Large Pharma)  Product line sales (Specialist service specialists)   Supported by Business services group  Marketing group   Core sales training is built around Miller Heiman  Blue Sheets, Green Sheets, Gold Sheets

Key Accounts  Key Accounts and Global Strategic Accounts Key Account Selection Matrix (KASM)  Accounts developed or maintained according to segmentation  New potential customer chosen for selective investment  3 year business plans aligned to business strategy  Approach similar to those described by Malcolm McDonald, Beth Rogers, Neil Rackham   It’s a business relationship not a sales relationship

Key Accounts  We talk about creating customer value “Educating our customers”  “Thought leadership”  “Being a trusted partner”  “Joint value creation”   Our strategy focused around Cross category, multi-level engagement  Understand business goals and business alignment  Creating novel solutions between organisations 

Drivers for change  However…….  Account sales team increasing finding it difficult to engage beyond the usual relationships  Meetings were harder to set-up with new B-units Mature accounts felt they “knew us and our of services”  New potential customers…harder to penetrate  The rise of gate-keepers to limit account mapping and penetration 

Drivers for change  Traditional marketing approaches were becoming increasingly costly and ROI difficult to measure Materials sent to our CRM database names  3-5% opening of marketing emails  Our marketing was in some cases creating customer frustration or annoyance…“clutter”  Some key accounts didn’t want marketing literature  Limited high content utilised heavily…   We were marketing to our known customer world

Market survey of our customers  Average number of CRO related emails received per week  158  Average number of phone calls a week from CROs  26  (range 15 – 40) Number of mailings/literature/brochures received 8  (range 100 – 390) (5 – 14) Number of CROs meetings per week 4 (range 2 – 8)

Traditional “interruptive” marketing


Implementing content marketing  Content marketing is permission based and inbound ….. Awareness, familiarity and trust  Searchable, sociable, sharable  The person selects to read your content   Four dimensions The job function (persona)  The buyer cycle (funnel)  The media (LinkedIn, Web page etc.)  Vertical market (board level, operational) 

Tracking the content  Driving new customers to content on your webpage Landing pages created in  Interested party gives their permission….basic details obtained   Intelligent questions…repeat visitors more information, different question  Score card on downloads relative to funnel, role and volume..  SEO optimisation to support content

Scorecard of contacts Hot 75-100 Warm 50-74 Luke warm 10-49

Implementing content marketing  Implementation team was created to educate and roll out through our company Sales, Marketing and Operational thought leaders  Ensuring that the sales and marketing language were aligned and consistent  Explain the need for content from all roles within the company…   First stages  Identification of persona and themes aligned to business goals

Key Account Personae Economic decision maker ( Peter Procurement)  Technical decision maker (Henry Head)  Operational user buyer (Tony the Tech)  Corporate management (Vanessa VP)  Challengers/disruptors (Strategic Steve) 

Peter Procurement “Mapped out” procurement experts within our current database  Focus on understanding their key interests and buzz words…”what made them tick”  Identified organisations they utilised for education, networking, communication and content  Social networks (LinkedIn, Google+, Twitter) 

Peter Procurement Member of CIPS  Interest in category management & supply chains  Supplier relationship management  Customer segmentation  Efficiency, risk, sustainable profit, “value innovation”  Doesn’t want technical information/brochures 

Vanessa VP Member of Industry working parties, Executive Committee's etc….uses LinkedIn  Likes articles and review papers around industry perspectives, market trends, review papers, executive summaries   Info-graphics  Doesn’t like traditional marketing…….PA filter

Developing themes  Workshops were held to identify key themes Content linked to divisional objectives  aligned to our sales account strategy  allow differentiation and would engage the customer’s interest   The initial themes were then broken down to working parties mandate of developing content for the different personas  Content creation developed against buyer cycle 

Developing our themes  Two core themes initially  Therapeutically driven development  Oncology,  Integrated development…  Value  Respiratory and Inflammation enriched development Utilising internal material, external content and meetings


Power of networks:

Case study  Two of our Key Accounts have a development portfolio around Respiratory and Inflammatory drugs   Content created, re-cycled, re-imaged   Different personae Content placed     5 other potential companies identified Social media groups and profiles by staff Web-pages (our and industry reviews) Outbound emails to CRM list Tracked by

Creating re-imaging and re-cycling content Seminars Posters Webinars Content Case Studies Articles White Papers Reviews and opinion pieces

Biggest on-going challenges  Educating the company to the nature of content “Not selling but educating”  Getting away from the white paper content only approach     Team approach to sharing content Creating content to meet the differing personae Creating content with an “opinion”

Tracking, measurement and follow up      42,000 interactions with potential leads Nearly 6000 respiratory and inflammation landing page views in past 90 days On average 1000 form submissions per month (content downloads) 49% conversion on viewing page to content downloads Over 1400 new contacts in past 90 days

Conclusions  Early days….Rome wasn’t built in a day      Feeding the content monster HUBSPOT is already giving us….names, interests and patterns on Key accounts and new prospective customers Loads of positive customer feedback… Sales team…have already received numerous leads and are better prepared for customer engagement Mapping of accounts greatly improved..

Questions, comments, thoughts, suggestions welcome

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