Published on February 16, 2014
Integrating Content Marketing into Key Account Sales Paul Overton Global Sales Science Institute (GSSI) Annual Conference Aalan, Germany 2013 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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) www.huntingdon.com
Traditional “interruptive” marketing www.huntingdon.com
OUR NEW APPROACH….. INTEGRATING CONTENT MARKETING INTO SALES www.huntingdon.com
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) www.huntingdon.com
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 www.huntingdon.com
Scorecard of contacts Hot 75-100 Warm 50-74 Luke warm 10-49 www.huntingdon.com
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 www.huntingdon.com
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) www.huntingdon.com
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) www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
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 www.huntingdon.com
GETTING THE CONTENT OUT… SOCIAL MEDIA www.huntingdon.com
Power of networks: www.huntingdon.com
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 www.huntingdon.com
Creating re-imaging and re-cycling content Seminars Posters Webinars Content Case Studies Articles White Papers www.huntingdon.com 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” www.huntingdon.com
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 www.huntingdon.com
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.. www.huntingdon.com
Questions, comments, thoughts, suggestions welcome Overtonp@ukorg.huntingdon.com www.huntingdon.com
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