Which Content's King among Executives?

Which B2B content rules among corporate leaders?

Content agency Grist asked 200 of them.

The answer: leaders want to read 800-word articles about customers' experiences.

The executives' detailed responses about the content they value are eye-opening:

Whose viewpoints do you want to hear?

• 57% said clients'
• 53% said industry experts'
• 44% said consultants'
• 42% said the public's
• 36% said peers'
• 36% said motivational speakers'
• 32% said government officials'

Which formats do you prefer?

• 63% said 800-word articles
• 57% said 500-word blog posts
• 45% said 1,200-word articles
• 31% said slides shows
• 28% said white papers
• 28% said e-books
• 26% said videos
• 25% said podcasts
• 20% said infographics

Why Event Organizers May Lose Their Shirts

An old joke goes:

Two partners are arguing over their shirt-retailing business.

"Sol, how can we go on buying shirts for $4 and selling them for $2?" one asks.

"Mort, don't worry!" the other answers. "We make it up in volume."

B2B marketing has long resembled Mort's approach.

But a trendy new form of B2B marketing, account-based marketing (ABM), throws out the "volume-based" approach to lead-gen, concentrating the marketing spend instead on a finite set of prospects.

And—unless they begin to help ABM practitioners—event organizers will soon find themselves losing out to digital channels.

Why so?

Because, for decades, events have always been, more or less, about volume.

Set up an exhibit. Wait for a ton of traffic. Meet and mingle. Rinse and repeat.

But ABM represents different thinking.

ABM means a "shift from volume to engagement," says Cindy Zhou, an analyst with Constellation Research and author of the white paper Why B2B Sales Success Requires a Holistic Account-Based Strategy.

By "engagement," Zhou means targeting "ideal buyers" with "personalized content."

At events, she says, ABM practitioners need to attract specifically targeted accounts to their booths, and present them content designed to convert them—quickly—into customers.

Tirekickers need not apply.

"Organizations adopting an ABM approach see higher conversion rates and deal sizes and an increase in cross-sell and upsell opportunities," Zhou says.

Zhou also say that 9 out of 10 B2B marketers she's in touch with have adopted ABM.

Yet event organizers remain clueless, refusing to provide the data exhibitors need to zero in on ideal buyers.

Case in point.

I recently asked the organizer of a large manufacturing show to allow my client to target accounts on his registration list with pre-show phone calls designed to attract them to the client's booth. Not his whole list (that would have been foolish); merely a select group of attendees.

His answer was a resounding, "No!"

"If I did it for them, I'd have to do it for every exhibitor."

Duh. What's wrong with this picture?

Event organizers are sitting on a mountain of data. Exhibit marketers—9 out of 10, if Zhou's followers are representative—need a bit of it. Why not help them?

If you won't, they may abandon events in favor of digital channels, which provide more data than they need.

What, you expect to make it up in volume?

HAT TIP: Thanks to Cindy Zhou for inspiring this post and providing a free copy of her white paper.

What's the Right Content Mix for B2B?

Apps. Blogs. Case studies. Digital tools. E-books. Events. Games. Graphs. Infographics. Newsletters. Photos. Podcasts. Presentations. Reports. Quizzes. Videos. Webinars. White papers.

What's the right content marketing mix?

Begin with the essentials:

Blogs. The Number 1 source of leads, says Search Engine Journal. Without a blog, your strategy's spineless.

Events and webinars. What's better than blogs? Three of four B2B marketers say events. Webinars are a close second. A single event can pack more punch than 100 blog posts.

Newsletters. Newsletters help you keep customers, and keep prospects interested. Weekly is the best frequency, if you can manage it.

Videos. Six in 10 decision-makers visit a brand’s website after watching a video, according to Inc. And four in 10 contact the company.

White papers. White papers trumpeter your authority, essential to persuading customers to buy from you. 

Case studies. Case studies provide social proof, equally essential to persuading customers.

E-books. E-books can gather repurposed blog posts. They offer an outlet for dazzling design work, inviting to readers turned off by other formats.

Other content. Apps, digital tools, games, graphs, infographics, photos, podcasts, presentations, reports and quizzes are all just icing on the cake.

Our Customers? Who Cares?

On CEIR's blog, adman Gary Slack laments the tradeshow industry's thundering indifference to customers—an indifference, alas, I can vouch for.

"More than any other B2B medium or sales channel, the exhibition industry—meaning trade show producers, contractors, CVBs—is remarkably unconnected with senior B2B marketing leadership, the people who set marketing budgets and make the ultimate decisions on how much gets invested in face-to-face marketing," Slack says.

No matter where or when B2B marketers gather, you can count on the show industry to be a no-show, Slack says.

"Go to any B2B marketing conference and rarely if ever do you hear exhibition industry execs attending, much less speaking or even exhibiting. Yet practically every other recipient of B2B marketing dollars is represented, either in the audience or on the dais or in the exhibit hall, or all three."

This week is bittersweet for me.

It would have seen the inauguration of DARE, a marketing conference I planned with two partners to help bridge the gap between B2B CMOs and the exhibition industry.

We had to cancel the event 120 days out, for lack of sponsors and endorsements by show organizers.

Despite 12 months' effort to reach hundreds of tradeshow industry players, both large and small, only three suppliers—Freeman, Kubik and SpotMe—bought sponsorships before we cancelled DARE; and only one show organizer—NAB Show—endorsed the conference.

DARE sank in the vast sea of indifference to customers.

I'd chalk it up to a severe case of "fat, dumb and happy."

"As long as exhibitions themselves remain so essential to B2B sales success, maybe you don’t have to work as hard trying to grow your slice of the big B2B budget pie," Slack says.

"But by not engaging directly with senior B2B marketers at the events they attend to learn the latest, you are jeopardizing mindshare that some day may be critical to your survival."

There's a melancholic jazz song entitled, "Due to Lack of Interest, Tomorrow Has Been Canceled."

It might be DARE's theme song—or, if things don't change, the tradeshow industry's.

DISCLOSURE: I am the managing editor of CEIR's blog. Please contact me, if you'd like to contribute content.

5 Keys to Content Marketing Success

Sadly, 6 in 10 content marketers can't measure success.

Measuring success requires that you establish goals and KPIs, says DMG's Gordon Plutsky:

Reach. How many people does our content touch? Measures include page views, social impressions, newsletter opens, etc.

Engagement. How many people read our content? Measures include clicks, PDF downloads, video views, etc.

Sharing. Do people share our content? Measures include shares on social networks, forwarding of links, forwarding of newsletters, etc.

Conversion. Do people raise a hand? Measures include list sign-ups, form completions, webinar sign-ups, sales inquiries, etc.

Revenue. Do people buy anything? To measure sales, you must code your inbound tactics and import the attributions to your CRM system—a process that defies even the most practiced marketers.

Feel daunted? View success as a "comprehensive strategic plan rather than a ream of numbers," Plutsky says.

Which B2B Marketing Skills are Most in Demand in 2017?

SiriusDecisions asked 270 B2B CMOs to list the skills their departments lacked. Their top five responses were:

Strategy. CMOs need marketers who can translate corporate objectives into integrated, scalable marketing strategies.

Analytics. CMOs need marketers who can direct data scientists and socialize their findings internally.

Channel partner management and sales enablement. CMOs need marketers who can generate demand.

Social media. CMOs need marketers who can leverage social throughout the company.

Measurement. CMOs need marketers who can demonstrate ROI.

Where will CMOs find marketers with these skills?

• 81% will turn to outside suppliers
• 77% will hire and train staff members
• 96% will do both

Content Precedes Connection

Before the web, organizing a successful B2B event was child's play, as easy as saying, "Hey, kids, let's put on a show!"

But content shock has made event organizing hard. 

Really hard.

If you want to attract a content-shocked audience today, you'd better get your own content right, says Ricardo Molina, cofounder of Bright Bull. 

"Marketing B2B brand events is basically impossible to do successfully unless you have this step done right," Molina says.

Your ability to identify content that connects can only come from one place, as Warwick Davies, owner of The Event Mechanic!, says: "Knowing what’s going on in your market from a DNA level."

"Imported" knowledge of your market won't cut it.

Scratch any failed B2B event and, under the skin, you'll likely find the organizer got the content wrong.

"Get your event content straight," Molina says. "Make sure it's the kind of stuff people want to hear about. Make sure you're offering something that's definitely going to drag them away from their desks and into a room with you."

Both Sides Now

CMOs who hope to keep their jobs must use both the left and right sides of their brains, according to Forrester's 2017 Predictions.

Those who can't—the "analytics-only" and the "brand-only" CMOs—will be pink-slipped.

A CMO's right hemisphere "designs experiences to engage customers." Her left "masters technology and analytics to deliver personalized, contextually rich experiences."

“'Whole-brained' CMOs are in the minority—but they will soon be the competency standard for both B2C and B2B companies," the report says.

Events are for the Rest of Us

Most companies aren't great; indeed, they struggle to stay "good."

And that average ordinariness is what events are for.

Gartner Group upset the apple cart in 2011 when it predicted that by 2020, thanks to martech, B2B customers would manage 85% of their relationships with suppliers without ever interacting with a human being.

But in the years since, the event spend has grown by double digits. Last year alone, it grew by 6% (today, events are used by 73% of B2B marketers.)

So did Gartner get it terribly wrong?

Advocates of events say, yes: Gartner's prediction will never come true because we crave contact.

Advocates of martech say, no: martech adoption is merely lagging Gartner's prediction.

I think there's another reason for B2B events' enduring popularity.

The reason's economic, and lies in average ordinariness.

While the owners of the overwhelming majority of companies would love to lay off everyone, they can't afford best-in-class martech. They're good, but not great.

But the overwhelming majority can afford events... and that's okay.

Call Me

Nearly all B2B marketers (94%) plan to use content in 2017, according to a new survey by SnapChat.

But 40% lack the resources to create enough content to make any difference to their success.

B2B marketers have flocked to content because it works.

In 2016, as a result of using content, 50% of B2B marketers saw open rates increase by at least 20%; and 65% saw click-through rates increase by more than 5%. Substantial improvements!

B2B marketers' failure to produce more content puzzles me.

Time and again, I see them waste good content—or, more accurately, ignore opportunities to extend or repurpose that content, and profit from what they already have on hand.

The remedy's pretty simple.

Pick up the phone and just call me. You don't have to go without.

Happy New Year!

The Magnificient Seven

On her blog, B2B marketing maven Ruth Stevens ranks seven channels by their power to acquire customers. In order, the channels are:

SEM. "The hottest of the hot," because buyers head to Google first to solve problems. "Marketers can hardly find more targeted media," Stevens says. The key to success, of course, is to pick keywords buyers use.

Telemarketing. The "workhorse medium of B-to-B direct marketing" and "the closest thing to a face-to-face selling environment." Beside selling, telemarketing is ideal for lead discovery, qualification and nurturing.

Letters and postcards. "The ol’ reliable," direct mail delivers. Buyers want information to help them do their jobs, so postal pieces are likely to be read.

Dimensional mailers. "Lumpy” mailers gets past gatekeepers, so are even more likely to be read.

Trade shows. Face-to-face performs spectacularly—when the audience is qualified. Big "horizontal" shows can be wasteful.

PR. "Simply the best bang for the buck," PR delivers awareness with high credibility. Contributed articles and news “manufactured” by original research work well.

Your website. "Your own website is the tool that can provide the cheapest, and the most qualified, sales leads," Stevens says. To work for you, your site must feature an offer and a call to action. That offer can be as simple as a white paper or e-newsletter.

What channels aren't gang members?

Print advertising. "Solid direct response ads can work brilliantly for lead generation," Stevens says. "The problem is that most ad budgets are controlled by marketing communicators who are unschooled in direct marketing."

Broadcast advertising. With the sole exception of some radio buys, ads run on broadcast and cable outlets are expensive and wasteful.

Email. "Despite its promise, email has failed business marketers as a prospecting medium, due entirely to the scourge of spam," Stevens says. "We are seeing better cost-per-lead results using direct mail."

PS: Ruth Stevens is a featured speaker at DARE, next June in Baltimore. Don't miss her!

To B or Not 2B

Gary Slack provided today's post. He is chief experience officer of Slack and Company, LLC, a leading global b2b marketing strategy and services provider based in Chicago.

That’s the question for a lot of b2b…er, btob…er, b-to-b marketers.

What’s the right or at least the most accepted way these days to abbreviate the somewhat unwieldy phrase “business-to-business”?

Maybe the Business Marketing Association (BMA) has it right in just saying “business marketing.”

For many years, the accepted abbreviation was “b-to-b” marketing. When I started my career 30 years, that’s how we did it.

Then in the late 1990s, with the growth of the Internet and the rise of all kinds of now largely defunct online vertical industry exchanges, the alternative abbreviation “b2b” suddenly came into being. In fact, well into the 2000s, Silicon Valley thought it owned b2b.

One school of thought has it that b2b is easier to text and takes a lot (to the time challenged) less time to type than b-to-b, what with those two pesky hyphens.

Whatever the case, though, the “b2b” moniker gradually came to replace “b-to-b” for all kinds of business marketing, and today you rarely see “b-to-b” used any more.

Do a search, and you’ll see what I mean. On the websites, and in the blogs, of almost all b2b marketers, they use “b2b.”

There are a few exceptions (not that there is anything wrong with that). One is the Association of National Advertisers (now the parent of BMA), which is fixated on “B-to-B” (yes, with capitals) due to some ancient style guide.

One other exception is or was Crain Communications and its BtoB magazine, but the magazine is now defunct, and no one else uses btob.

You might consider us one, too, as our agency’s tagline is “The shortest distance from b to b.” In this case, though, we felt we had to mirror the classic line we’ve mimicked: “The shortest distance from a to b.” We use b2b everywhere and everywhen else.

So that’s the quick, 30-year tale of the rise of b2b. Question answered!

B2B Buyers Rational? It Ain't Necessarily So.

The B2B Kool-Aid claims buyers don't behave like consumers.

But two new studies show it ain't necessarily so.

State of the Connected Customer, from Salesforce.com, reveals how consumer-like many B2B buyers have become:

• 83% say technology informs them about product choices
• 80% say they expect companies to respond to them in real time
• 79% say it's vital to have a sales rep who's a trusted advisor
• 75% say they expect companies to anticipate their needs
• 70% say technology makes it easy to take their business elsewhere
• 66% say they'll switch brands if they're treated like a number
• 65% say they'll switch brands if a company's communications aren't personalized

Turned Off, from Sprout Social, reveals why buyers "unfollow" companies on social media:

• 46% say the companies annoy them by over-posting self-promotions
• 42% say the companies post irrelevant content
• 35% say the companies use too much jargon
• 18% say the companies are don't post frequently enough
• 15% say the companies fail to respond to comments

You say, so what, who cares?

Well, Turned Off also reveals 75% of buyers have purchased a product after seeing it on social media.

My Marketing Prediction for 2017

Marketers—including B2B ones—will turn to stunts to grab attention.

No Wine before Its TIme

According to a study by Regalix, The State of B2B Content Marketing 2016, 73% of CMOs are dissatisfied with content marketing.

Crap content, of course, explains much of the dissatisfaction. Crap content won't give a brand a welcome seat at customers' tables.

CMOs' impatience explains the rest. They've spent all this dough. Where are the results?

Maybe they expect too much, too soon.

Content marketing isn't branding; but it sure as hell isn't selling, either.

To work, it takes time and amplification. Before results arrive, you have to cultivate an audience and win its trust.

Look at the number of readers you're getting. How large is your readership? How many readers are clicking from your blog to other value-added content? How many are sharing and recommending your content? If the numbers are low, you can't expect stellar results. Those take time.

So exercise some patience. Be like Orson Welles, who earned his "grocery money" in the 1970s by shooting TV commercials, the most famous of which has aged pretty well.  

Help

Prerequisite to any purchase is trust.

B2B marketers who want to build trust among customers should try theme-based marketing, says Corey Olfert, head of content marketing strategy at GE Digital.

Most marketing focuses on the brand; theme-based marketing focuses on help.

It lionizes customers, by helping them navigate change.

"Theme-based marketing forces your business to put your audience’s needs and their challenges at the center of your marketing," Olfert says.

Done right, theme-based marketing:

• Builds trust in your company by showing you have perspective on today's issues and can provide concrete guidance;


• Lets customers learn about you while they self-educate; and


• Gives you a "True North guide" for all your marketing content.

So how do you identify a theme? It's easy:

• Interview a cross-section of customers, your company's top executives and salespeople, and your biggest channel partners, Olfert says. Be sure to segment your interviews by region. "What’s important in the United States may not be important in France, South Africa or China," he says.


• Read industry analysts’ forecasts and trend reports in your space and look for potential themes. You can also ask the analysts to identify the hot-button issues their clients obsess over.


• Monitor media coverage and social media conversations about issues.


• Study competitors' theme-based marketing—and go in a different direction. Choose an issue that will still be relevant in two years, vet it with a few customers, and "make sure your perspective on the issue, and the guidance and recommendations you’re providing, are differentiated and true to your business," Olfert says.

Art & Science

Art is I; science is we.

                       — Claude Bernard

At INBOUND last week, Gary Vaynerchuck told 20,000 B2B marketers to respect art and science equally, if they hope to succeed in the next 10 years.

Most are good at only one.

The problem persists, Vaynerchuck says, because, "We have people who lack self-awareness to know what they're good at and what they're not good at."

Focus on that at which you suck, he insists.

I agree.

I've encountered few marketing leaders who are dexterous at both art and science.

Many master and respect only one (they're true specialists); and many others, neither (they're simply shrewd self-promoters).

Marketing leaders should be Renaissance (Wo)men.

It's no surprise 1 in 3 will be fired next year.

The 5-Finger Guide to B2B Marketing

B2B marketer, where should you focus?Mark Schmukler of Marketing Insider Group says you should master these five areas:

Your website. All roads (whether email, SEO or SEM) lead to your website. It'd better be responsive. If it's not mobile friendly, you're toast right off the bat. Fifty-seven percent of visitors won't like you.

Your brand. Develop a brand guide and harmonize everything customers encounter, from business cards to brochures, email signatures to trade show exhibits. Your credibility is at stake, especially if you operate in a niche industry.

Search Engine Optimization. The key to SEO is content. Lots of it. Content is the way to gain authority with Google. And it needs to be placed all over the web, not just on your own site, so learn how to do PR.

Search Engine Marketing. SEM comes into play where SEO leaves off. Google Adwords puts you among the top four slots in Google searches. Why Google Adwords? Simple. Google owns owns 71% of the search market.

LinkedIn. Forget the other social media platforms until you leverage LinkedIn. Ninety-four percent of B2B marketers use it to distribute content, especially those who need to reach senior managers (half the world's highest earners are members). And sponsored content is awesome. You can target members based on 15 categories, including location, industry, job title, seniority, gender, age, and years of experience.

Events: Working in a Coal Mine

This week I asked a savvy agency head, Cary Hatch, if B2B marketers were really as deep down into F2F as many event-industry people claim.

Her response: "Yes, they're into events, for the sales. Events are the currency of business today."

B2B agency head Gary Slack has told me that, with the exception of digital, his own clients devote more dollars to events than any other channel.

That exuberance is confirmed by Outsells' research analyst Michael Balsam: “Digital is still king, but events play a large role when you need to touch and feel things as part of the sales process."

And according to content agency Brafton's Molly Buccini, three of four B2B marketers boosted their event spend this year.

"When it comes to bridging the gap between digital and traditional marketing activities, events are an easy way to combine forces," she says.

Something's amiss, however—despite the spend-fest. As B2B marketers continue to sink more into events, they plan and execute them without objectives, strategy, or cognizance of corporate goals.

They've done so forever, as B2B marketing research analyst Julian Archer notes: "We at SiriusDecisions currently see a familiar pattern of too much emphasis being placed upon the activity of an event and not enough on outcome."

I ask, as the lyric to "Working in a Coal Mine" does, how long can this go on?

Do Your Customers Feel the Love?

Do your customers feel the love?

Not the majority, finds a new study by Gallup.

Gallup finds that only 3 in 10 B2B customers are emotionally and psychologically attached to their suppliers.

The rest—70%—could care less, and are ready to take their business elsewhere, according to analysts Craig Kamins and Anson Vuong.

But wait! Is it your fault customers don't feel the love?

"A big part of the problem is that when customers make their purchasing decisions, they really care more about the product or service they're buying than the company that provides that service," Kamins and Vuong write. 

"Put another way, they're buying the function, not the brand. This makes them a flight risk."

Company leaders are often the last to know customers feels unloved, Gallup finds. Leaders don't:

• Hold meaningful conversations with customers
• Try to empathize with customers
• Pay attention to burning issues brought to their attention by account reps

Not only is lost business at stake.

Account growth is, too.

Gallup's analysis of more than 200,000 relationships shows that indifferent customers are less likely to want to increase their business with current suppliers, or be an early adopter of new products those companies might offer.

To fix the problem, Kamins and Vuong recommend B2B companies work hard to engage customers with their brands.

"If the brand promise is distinct enough, if the company effectively communicates its promise to the customer and if the company consistently delivers on its promise, then it can fully engage more of its indifferent customers," they write.

To engage customers, a B2B company's brand must promise "impact," according to the two analysts.

"Impact can be the catalyst that transforms indifferent customers into fully engaged ones," they write.

To create impact, a company must:

• Understand customers' businesses
• Bring them a steady stream of relevant new ideas
• Put those ideas to work by tailoring them to specific markets and workplaces

"B2B companies must convince customers that they are buying the brand—not just the function. Each customer will define impact differently, but every B2B company can find a way to improve its customers' business."