Articles
Marketers have an opportunity to help board of directors understand marketing and the right questions to ask — but most are missing out.
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Delivering credible forward-looking marketing-generated pipeline forecasts helps marketer's secure more funding and level the power equation in organizations
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The question isn't how to fix marketing or how to optimize its ROI: the real question is how to deliver credible marketing-generated pipeline forecasts.
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How to fix the growing data integrity problem.
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It matters less what you say than what others say about your company or product.
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Customer co-creation is a powerful technique through which customers and vendors can jointly work together to create value.
I define this as “the purposeful action of partnering with strategic customers and employees to ideate, problem solve, improve performance and/or create a new product, service or business.
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Combine velocity and volatility with the 24/7 global business cycles and it becomes virtually impossible for any leader to stay on top of his or her game. For Chief Marketing Officers (CMOs), staying on top can spell the difference between success and failure, for them as well as their companies.
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It's been interesting to watch customer experience mature. The customer experience concept was born out of work consultants did across disciplines, including marketing, operations and customer service/support. They recognized that by understanding the lifecycle expectations customers had around value, trust, engagement and products, businesses could improve their performance.
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“‘We’re going to solve the customer experience problem’ is a hard sell to the C-suite,” said Miguel Quiroga, executive director of customer experience at Verizon. He went on to advise the audience at the Clarabridge C3 Conference on how to overcome that resistance.
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In this era of economic growth, the Sales Enablement Trends 2015 Report (registration required) by Qvidian was sobering. While B2B companies continue to grow at any cost, sales teams still struggle with quota attainment and can’t ramp up fast enough.
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“If you don't know where you're going, you'll end up someplace else.” -- Yogi Berra This pretty much sums up the customer-alignment journey of most companies. Companies know their survival depends on aligning strategy, culture, partners and processes to their customers’ lifecycle expectations, but the end state is often fuzzy.
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While some small business purchase behavior is similar to their larger brethren, most B2B sales people don’t recognize they differentiations between how the “S” of SMBs purchase.
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Earlier this year I was at an annual two-day sales training event for a global software company. The venue, meals and entertainment had been painstakingly planned to ensure everyone had a memorable time. Unfortunately the actual training portion of the event was not so memorable.
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Companies aspiring to be customer-aligned add a few more dials to the conversation -- what should the chief customer officer be measured on, beef up the customer success team, invest in employee engagement / culture initiatives, innovate their customer engagement strategy, and/or shift from a product-feature-pushing sales model to a
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