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How To Scale Content Production By Focusing on Operations



How To Scale Content Production By Focusing on Operations

The content team should deliver more for the business.

Almost every marketer has heard a version of that directive at some time or another. But cranking up your brand’s content machine to deliver bigger and better results isn’t easy.

To help you figure out how to scale your content operations, we asked the experts presenting at Content Marketing World for their advice. Their ideas tackle everything from the big, strategic picture to the newly realized value of AI to tackling your existing operations – including processes, tools, and people.

Adopt a holistic view to scale content operations

Many components go into content operations. To scale your content marketing, consider each element and work to fit them together.

Prioritize and practice patience

  • Start with your strategy. Stay focused on your strategic goals and know how those are prioritized for your business. Maintain focus on your target audience. Ensure that all your content creators, editors, and strategists understand who you’re talking to and what actions you’re trying to get them to take.
  • Look at your team and tools. Make sure you have the right resources to create an efficient and effective content solution that can ideate, create, optimize, and distribute your messages on the right channels for your audience. Don’t forget to include resources to measure, optimize, and test content performance; otherwise, you won’t be able to constantly improve and show the impact of your content.
  • Document your processes. This is the first step to identifying what AI tools may be helpful or where you might find efficiencies in your workflow. It also ensures an easier transition of personnel when you’re onboarding new employees.
  • Be patient. Content marketing is not a campaign. It’s not a single project. It’s a strategy. It takes time to build trust and relationships with an audience. It takes time to measure changes and to assess the impact. Give your content time to work, and trust the process. – Brian Piper, director of content strategy and assessment, University of Rochester

Standardize the framework

Creators need the freedom to create based on content requirements. The role of the operations team is to build the foundational layer of the process on which good content creation can exist. They should focus on strategy, identification of roles and responsibilities, agreement on quality levels, standardized processes, and documented guidelines/templates. Then, let content creators create. – Colleen Smith, senior vice president global marketing, Avid Technology Inc.

See the bigger content production picture

Many people associate content operations solely with content creation. They think about what assets to create next and how to fill an editorial calendar. However, content operations involve a broader scope. It’s about connecting that content with the rest of the organization, making sure that sales reps, success reps, and even other members of the marketing team, such as account-based marketers, can easily find the right content to share at any given moment.

Sometimes, instead of focusing solely on creating more content, we need to take a step back and consider how to effectively activate and make our content readily available to stakeholders who engage with our buyers. Ultimately, it’s about bridging the gap between content creation and content utilization to maximize its impact. – Randy Frisch, co-founder and chief brand officer, Uberflip

Instead of creating more, consider how to activate #Content and bridge the gap between creation and utilization, says @RandyFrisch via @CMIContent. #CMWorld Click To Tweet

Establish governance

Marketers overlook content governance. Content governance involves implementing systems, guidelines, and standards to manage, create, distribute, and maintain content across various platforms. Doing this ensures consistency, accuracy, and compliance.

Content governance includes not only brand and content guidelines but also SEO strategies, inclusive language, and policies on approval, archiving, retention, and deletion. How do you ensure you are following your policies? Conduct regular content audits, track content effectiveness, and establish clear metrics for success. You can’t improve what you can’t measure. – Karen McFarlane, chief marketing officer, LetterShop x KMC

Think distribution

Distribution often challenges the ability to scale. For example, a group will have an incredible video production team but no budget or plan to distribute beyond organic channels. As soon as a video gets the green light to produce, there should be a distribution plan with dollars attached. Otherwise, decide if you’re OK making art for art’s sake. – Adam Pierno, managing director of brand strategy, Arizona State University

Follow these steps

When organizations struggle to scale their content operations, they often overlook starting with a solid content strategy. Setting clear goals, defining target audience personas, and establishing content guidelines for consistency should come first.

Step two is planning, organization, and governance. Having a documented process for content creation and distribution, along with an editorial calendar, keeps things on track. And content governance is often neglected. It’s important to have clear roles, responsibilities, and workflows to ensure collaboration and accountability. Get the right people in the right places and define their roles clearly.

The very last thing should be investing in the right technology and tools. It can make a huge difference, but only once your people and processes are in place. – Ahava Leibtag, president, Aha Media Group

Assemble the puzzle

Most content teams understand the parts needed for success: a calendar, a decent SEO strategy, a manager focusing on content, etc. But, having all the right parts is only the first step in building an efficient content engine. They must be assembled, tested, and calibrated piece by piece. This means analyzing each step in the content workflow (e.g., planning, creation, distribution, conversion) and finding out what is working well. Teams that rush to scale will be frustrated by the performance and unable to deconstruct what is going wrong. – Jesse Harris, digital marketing coordinator, ACD/Labs

See content through to the end

Content operations (like governance) as a practice is often overlooked. People/teams think about individual processes and tasks to be done but rarely consider the complete ideation-to-archive of the content. That’s what a true content operations practice entails.

Organizations need to step back, look at everything being done in terms of content, map it out as it is currently being done, look at the technology they have access to, and then align the process to maximize the capabilities of the technology, adapting processes, not customizing technology, to create efficiencies and improve content performance. – Cathy McKnight, chief problem solver, TCA

AI can help grow your options

Artificial intelligence presents many practical implications for content marketers and may help scale content operations.

Add AI tools to expand content

Use AI to open up new channels. If you create podcasts or videos, use GlossAI to turn those files into social posts or video snippets.

If you create white papers or e-books, use ChatPDF to create blog posts or landing page content. If you write product descriptions, use Writer or Google Sheet Automation to create them at scale.

If you invest in PPC ad campaigns, plug those terms into DemandJump or Jasper to create web content at scale to improve organic search. If you create technical support documents, use Synthesia to build talking-head videos. If you create webinars, use Happy Scribe to create transcripts to clip into blog posts. – Morgan Norris, senior brand and content manager, TREW Marketing

Analyze AI potential for specific uses

Document every step in every process and review them all, asking if AI can help with that specific use case. Even finding a few can make certain team members more efficient. This can gradually reduce the total workload over time.

I know (and share) the concerns about AI’s impact on the labor market. I am answering this question as if I was asked by a close friend in need of help. Productivity tools make teams more efficient. This has always been true. – Andy Crestodina, co-founder and CMO, Orbit Media Studios

Productivity tools (including #AI) have always made teams more efficient, says @Crestodina via @CMIContent. #CMWorld Click To Tweet

Think about your existing content and operations

Your content marketing already happens, so scaling doesn’t require starting from scratch. And when you analyze existing operations, don’t forget content isn’t created only by the content marketing team.

Focus on the basics

Traditional editorial processes. Learn them and optimize them. Don’t cut corners. – Jeff Coyle, co-founder and chief strategy officer, MarketMuse, Inc.

Stick with what you know and already do

  • Stop trying to do everything for everyone. Before you consider starting a podcast, launching a blog, producing more videos, or launching a new-for-your-brand social media platform, optimize what you already have. So many organizations underestimate the value of existing content. It’s so informative for figuring out what’s working and what’s not. Plus, a lot of your content can be tweaked to be current way more quickly and easily than making brand-new content.
  • Don’t jump from hot potato to hot potato. When everything is a priority, nothing is a priority. Embrace performance audits, ongoing optimizations, and re-leveraging existing content. Get your house in order before you expand and venture into the next shiny new thing.
  • Never underestimate the value of supplemental talent. Have already established go-to freelancers, contractors, and consultants at the ready to help with bandwidth during busy seasons. Investing in content creator partners helps in a pinch and avoids the need for over-hiring (and then laying off) team members who aren’t truly needed year-round. – Jennifer Harmon, content strategist and creator, Convince & Convert

Use the tried-and-true methods

This may seem boring, but it’s the truth: Process, rules, governing strategy, change management, and communication. Scale gets lost in the bottlenecks. Organizations without clear roles and responsibilities tend to fail the most in these areas.

Having a clear process around how strategy is decided, how work is divided, and how content is produced is critical. Rule books that dictate style, messaging, and tone of voice are critical to minimizing back-and-forth when producing content.

Introduce these things in a way that is easy to accept. People don’t like it when their way of working gets questioned. You need to bring them along for the ride. – Inbar Yagur, co-founder and CEO, Radical – B2B Tech Marketing 

Sync existing and innovative approaches

Scaling content means being able to perfectly match digital and emerging capabilities, such as AI, with the empathetic and differentiating content marketer. It’s the melding of strategy and insight to build core content that AI and robotics can quickly scale for other uses. This requires agility and the ability to think beyond. – Tiffany Grinstead, vice president, Nationwide

Look inside

Some organizations can be more efficient by looking within rather than looking to new content to scale their operations. Many companies have multiple marketing groups operating in silos that may be creating complementary content that could be easily adapted for different audiences and purposes. Organizations can often find value in creating an editorial board made up of representatives from different divisions who can discuss critical topics, especially those that may have an impact on other groups. – Matt Harrington, creative director, Pace Communications

Don’t gloss over the details

Scale implies a large team working toward a shared goal with specialists or specialized teams focused on a narrow part of a larger picture. The difference between successful scaling and chaotic activity is synchronization. Teams agree on the challenge and the process to address that challenge and know their role in achieving team success.

The part many visionary leaders skip is the details. They often assume that a clear goal will unify the team into a synchronized machine, but taking the time to agree on a single path forward, assign roles, define success metrics, and listen to feedback and refinements is essential to scaling content operations in a way that can deliver sustained results. – Jenny Magic, founder, Better Way to Say It

The difference between successful #Content scaling and chaotic activity is synchronization of strategy, process, and teams, says @JennyLMagic via @CMIContent. #CMWorld Click To Tweet

Find efficiencies in existing processes

Scaling up is all about understanding how your content operation gets things done and then pinpointing the efficiencies that save time and money. For example, can you bring localizing content in-house and freelance the initial longer piece? If you create multiple case studies a quarter, can there be a repeatable workflow to get the most out of that content? Take a hard look at how you’ve traditionally gotten things done and understand what takes the most time and where you need your in-house vs. external people to focus. (Talk to your team.) – Chloe Thompson, head of global content strategy and thought leadership, Reward Gateway

Move to the center

Organizations struggle to scale their content operations because they work in silos. People think that with a narrow focus, things can get done quicker. Wrong. When you centralize content operations, you build a strong content foundation to scale from – creating reuse and repurposing of content.

And don’t overlook the benefits of a content marketing platform. The investment is worth it to help deprecate redundant tools and streamline the content lifecycle across teams and contributors. – Jill Roberson, vice president, digital marketing, Velir

Organize (and consider hiring) people to scale

Even with an AI assist, people remain the core drivers of content operations. By reassessing who’s doing what and why and identifying gaps, you’re more likely to successfully scale your content operations.

Think microscopes, not paintbrushes

Specialization. Marketing has become more science than art. The specialized skills needed run the gamut from creative to data science. Additionally, in some cases, leadership oversimplifies what it takes to achieve desired results, placing unrealistic expectations on understaffed teams. – Bernie Borges, vice president, content marketing, iQor

Hire strategists and analysts

The biggest gaps I have seen in content teams are strategists and analytics specialists. Organizations create churn-and-burn functions to create more and more content without having people in place to guide why they’re creating all that content and if they are successful.

They also often lack a strategic overall content plan. Companies will get more bang for their dollars spent creating content if they have a company-wide plan for content and people in place who can be thoughtful about why content is being created, who it’s being created for, and how to measure the success of the content. Even if your organization is small, you need someone who can see across all the elements of your marketing efforts and connect the dots. – Andi Robinson, content consultant, Hijinx Marketing

Designate a content owner

Most don’t hire in-house content producers. This, still, is the biggest problem. Unless someone truly owns content and is fully dedicated to it, it doesn’t get done.

The other big reason for failure is companies, especially those of enterprise size, aren’t gutsy with their content, rarely push the envelope, and have way too much red tape to do original things. – Marcus Sheridan, vice president, Marcus Sheridan

Hire a program manager

Many organizations struggle with scale because they lack proper content operations and enablement. Businesses focus too deeply on the what and not the how. Having a program manager and program management tool will make or break how you produce your content. Many fail to do it because of the time and budget it takes to set up a PM function. However, once content operations are running smoothly, they can help proactively scale your content by reducing production headaches. After content is produced, it can help enable other teams to use and even reuse the content. It can also help your sales team self-serve to find useful assets to help with the sales cycle. – Amy Higgins, director, content strategy, Lyra Health

Invest in content chefs before equipment

The challenges surrounding the scalability of content operations stem from underlying issues with people and processes within organizations. Many marketing operations or content operations managers tend to adopt a common strategy, continuously seeking out new shiny objects or fancy tools and software in hopes of improving their work. However, no amount of kitchen appliances can transform a bad cook into a skilled one, nor can they magically enhance the quality of poorly crafted recipes.

If you truly aspire to scale your operations effectively, prioritize and heavily invest in your people and processes. Remember, regardless of the tools you acquire or currently possess, the synergy between your team and well-defined processes will ultimately drive successful scalability in your operations. – Christopher Penn, chief data scientist,

Develop a system operated by great people

Keep in mind that content operations are just that: operations. Having good tools for tracking and planning content, digital asset management, governance, and quality assurance is just as important in content operations as in other parts of the business. Content teams need great leaders who are good people managers, but those managers need embedded team members who are excellent operations managers to help scale their efforts. – Zontee Hou, director of strategy, Convince & Convert

#Content teams need good people managers, but those managers need excellent operations managers to help scale their efforts, says @ZonteeHou via @CMIContent. #CMWorld Click To Tweet

Establish inclusive routes

Team success is defined by what your team accepts.

People and governance are at the heart of successful content operations. Taking time to understand who can improve outcomes of the what and the how to reduce obstacles around alignment and delivery.

One way for content leaders to address this challenge is to create a clear path for team and individual success. Defining workflow and processes, writing down and clarifying roles and responsibilities, and offering training and support to help team members thrive are the building blocks for success.

Being inclusive, clarifying definitions for metrics and quality, and creating a safe place to experiment (and learn) are critical for psychological safety to drive team performance. This can help to ensure that everyone on your team feels comfortable taking risks and trying new things. These small things can make a big difference to the folks on the team and the outcomes you create. – Melissa Breker, change facilitation and support, Breker Group

Make modifications as your team grows

Adjustments to ways of working, especially among team members. You start with a team of one, then two, then five, then 20. At each step, you need to adjust how the team coordinates and communicates. Lots of teams hire and add team members without making the necessary adjustments. – Dennis Shiao, founder, Attention Retention

Get outside help

It’s not necessary for everything to be in-house. Establish partnerships with people who can mutually benefit from collaboration. Building a department that can compete with an established agency can take years. Instead, build external expert teams who can succeed at scale. – Kristyn Wilson, executive vice president of digital PR and communication, Adept

Keep calm and scale on

No matter which scaling advice you implement, heed these words from Wendy Covey, co-founder and CEO of TREW Marketing: “Chaos doesn’t scale. As organizations grow, they need a framework for planning and prioritization that helps them work more strategically, be more efficient with resources, and tackle the most important content projects rather than succumb to the most persistent requestors.

“Within your framework, build in some flexibility for urgent, important projects because a business is dynamic (the 80/20 works well), and use trade-offs to keep the organization accountable for prioritizing, not overloading.”

Please note: All tools mentioned in this article were suggested by a contributor. If you’d like to suggest a tool, share the article on social media with a comment.

 Register to attend Content Marketing World in Washington, D.C. Use the code BLOG100 to save $100. 


Cover image by Joseph Kalinowski/Content Marketing Institute

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Why We Are Always ‘Clicking to Buy’, According to Psychologists



Why We Are Always 'Clicking to Buy', According to Psychologists

Amazon pillows.


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A deeper dive into data, personalization and Copilots



A deeper dive into data, personalization and Copilots

Salesforce launched a collection of new, generative AI-related products at Connections in Chicago this week. They included new Einstein Copilots for marketers and merchants and Einstein Personalization.

To better understand, not only the potential impact of the new products, but the evolving Salesforce architecture, we sat down with Bobby Jania, CMO, Marketing Cloud.

Dig deeper: Salesforce piles on the Einstein Copilots

Salesforce’s evolving architecture

It’s hard to deny that Salesforce likes coming up with new names for platforms and products (what happened to Customer 360?) and this can sometimes make the observer wonder if something is brand new, or old but with a brand new name. In particular, what exactly is Einstein 1 and how is it related to Salesforce Data Cloud?

“Data Cloud is built on the Einstein 1 platform,” Jania explained. “The Einstein 1 platform is our entire Salesforce platform and that includes products like Sales Cloud, Service Cloud — that it includes the original idea of Salesforce not just being in the cloud, but being multi-tenancy.”

Data Cloud — not an acquisition, of course — was built natively on that platform. It was the first product built on Hyperforce, Salesforce’s new cloud infrastructure architecture. “Since Data Cloud was on what we now call the Einstein 1 platform from Day One, it has always natively connected to, and been able to read anything in Sales Cloud, Service Cloud [and so on]. On top of that, we can now bring in, not only structured but unstructured data.”

That’s a significant progression from the position, several years ago, when Salesforce had stitched together a platform around various acquisitions (ExactTarget, for example) that didn’t necessarily talk to each other.

“At times, what we would do is have a kind of behind-the-scenes flow where data from one product could be moved into another product,” said Jania, “but in many of those cases the data would then be in both, whereas now the data is in Data Cloud. Tableau will run natively off Data Cloud; Commerce Cloud, Service Cloud, Marketing Cloud — they’re all going to the same operational customer profile.” They’re not copying the data from Data Cloud, Jania confirmed.

Another thing to know is tit’s possible for Salesforce customers to import their own datasets into Data Cloud. “We wanted to create a federated data model,” said Jania. “If you’re using Snowflake, for example, we more or less virtually sit on your data lake. The value we add is that we will look at all your data and help you form these operational customer profiles.”

Let’s learn more about Einstein Copilot

“Copilot means that I have an assistant with me in the tool where I need to be working that contextually knows what I am trying to do and helps me at every step of the process,” Jania said.

For marketers, this might begin with a campaign brief developed with Copilot’s assistance, the identification of an audience based on the brief, and then the development of email or other content. “What’s really cool is the idea of Einstein Studio where our customers will create actions [for Copilot] that we hadn’t even thought about.”

Here’s a key insight (back to nomenclature). We reported on Copilot for markets, Copilot for merchants, Copilot for shoppers. It turns out, however, that there is just one Copilot, Einstein Copilot, and these are use cases. “There’s just one Copilot, we just add these for a little clarity; we’re going to talk about marketing use cases, about shoppers’ use cases. These are actions for the marketing use cases we built out of the box; you can build your own.”

It’s surely going to take a little time for marketers to learn to work easily with Copilot. “There’s always time for adoption,” Jania agreed. “What is directly connected with this is, this is my ninth Connections and this one has the most hands-on training that I’ve seen since 2014 — and a lot of that is getting people using Data Cloud, using these tools rather than just being given a demo.”

What’s new about Einstein Personalization

Salesforce Einstein has been around since 2016 and many of the use cases seem to have involved personalization in various forms. What’s new?

“Einstein Personalization is a real-time decision engine and it’s going to choose next-best-action, next-best-offer. What is new is that it’s a service now that runs natively on top of Data Cloud.” A lot of real-time decision engines need their own set of data that might actually be a subset of data. “Einstein Personalization is going to look holistically at a customer and recommend a next-best-action that could be natively surfaced in Service Cloud, Sales Cloud or Marketing Cloud.”

Finally, trust

One feature of the presentations at Connections was the reassurance that, although public LLMs like ChatGPT could be selected for application to customer data, none of that data would be retained by the LLMs. Is this just a matter of written agreements? No, not just that, said Jania.

“In the Einstein Trust Layer, all of the data, when it connects to an LLM, runs through our gateway. If there was a prompt that had personally identifiable information — a credit card number, an email address — at a mimum, all that is stripped out. The LLMs do not store the output; we store the output for auditing back in Salesforce. Any output that comes back through our gateway is logged in our system; it runs through a toxicity model; and only at the end do we put PII data back into the answer. There are real pieces beyond a handshake that this data is safe.”

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Why The Sales Team Hates Your Leads (And How To Fix It)



Why The Sales Team Hates Your Leads (And How To Fix It)

Why The Sales Team Hates Your Leads And How To

You ask the head of marketing how the team is doing and get a giant thumbs up. 👍

“Our MQLs are up!”

“Website conversion rates are at an all-time high!”

“Email click rates have never been this good!”

But when you ask the head of sales the same question, you get the response that echoes across sales desks worldwide — the leads from marketing suck. 

If you’re in this boat, you’re not alone. The issue of “leads from marketing suck” is a common situation in most organizations. In a HubSpot survey, only 9.1% of salespeople said leads they received from marketing were of very high quality.

Why do sales teams hate marketing-generated leads? And how can marketers help their sales peers fall in love with their leads? 

Let’s dive into the answers to these questions. Then, I’ll give you my secret lead gen kung-fu to ensure your sales team loves their marketing leads. 

Marketers Must Take Ownership

“I’ve hit the lead goal. If sales can’t close them, it’s their problem.”

How many times have you heard one of your marketers say something like this? When your teams are heavily siloed, it’s not hard to see how they get to this mindset — after all, if your marketing metrics look strong, they’ve done their part, right?

Not necessarily. 

The job of a marketer is not to drive traffic or even leads. The job of the marketer is to create messaging and offers that lead to revenue. Marketing is not a 100-meter sprint — it’s a relay race. The marketing team runs the first leg and hands the baton to sales to sprint to the finish.



To make leads valuable beyond the vanity metric of watching your MQLs tick up, you need to segment and nurture them. Screen the leads to see if they meet the parameters of your ideal customer profile. If yes, nurture them to find out how close their intent is to a sale. Only then should you pass the leads to sales. 

Lead Quality Control is a Bitter Pill that Works

Tighter quality control might reduce your overall MQLs. Still, it will ensure only the relevant leads go to sales, which is a win for your team and your organization.

This shift will require a mindset shift for your marketing team: instead of living and dying by the sheer number of MQLs, you need to create a collaborative culture between sales and marketing. Reinforce that “strong” marketing metrics that result in poor leads going to sales aren’t really strong at all.  

When you foster this culture of collaboration and accountability, it will be easier for the marketing team to receive feedback from sales about lead quality without getting defensive. 

Remember, the sales team is only holding marketing accountable so the entire organization can achieve the right results. It’s not sales vs marketing — it’s sales and marketing working together to get a great result. Nothing more, nothing less. 

We’ve identified the problem and where we need to go. So, how you do you get there?

Fix #1: Focus On High ROI Marketing Activities First

What is more valuable to you:

  • One more blog post for a few more views? 
  • One great review that prospective buyers strongly relate to?

Hopefully, you’ll choose the latter. After all, talking to customers and getting a solid testimonial can help your sales team close leads today.  Current customers talking about their previous issues, the other solutions they tried, why they chose you, and the results you helped them achieve is marketing gold.

On the other hand, even the best blog content will take months to gain enough traction to impact your revenue.

Still, many marketers who say they want to prioritize customer reviews focus all their efforts on blog content and other “top of the funnel” (Awareness, Acquisition, and Activation) efforts. 

The bottom half of the growth marketing funnel (Retention, Reputation, and Revenue) often gets ignored, even though it’s where you’ll find some of the highest ROI activities.

1716755163 123 Why The Sales Team Hates Your Leads And How To1716755163 123 Why The Sales Team Hates Your Leads And How To

Most marketers know retaining a customer is easier than acquiring a new one. But knowing this and working with sales on retention and account expansion are two different things. 

When you start focusing on retention, upselling, and expansion, your entire organization will feel it, from sales to customer success. These happier customers will increase your average account value and drive awareness through strong word of mouth, giving you one heck of a win/win.

Winning the Retention, Reputation, and Referral game also helps feed your Awareness, Acquisition, and Activation activities:

  • Increasing customer retention means more dollars stay within your organization to help achieve revenue goals and fund lead gen initiatives.
  • A fully functioning referral system lowers your customer acquisition cost (CAC) because these leads are already warm coming in the door.
  • Case studies and reviews are powerful marketing assets for lead gen and nurture activities as they demonstrate how you’ve solved identical issues for other companies.

Remember that the bottom half of your marketing and sales funnel is just as important as the top half. After all, there’s no point pouring leads into a leaky funnel. Instead, you want to build a frictionless, powerful growth engine that brings in the right leads, nurtures them into customers, and then delights those customers to the point that they can’t help but rave about you.

So, build a strong foundation and start from the bottom up. You’ll find a better return on your investment. 

Fix #2: Join Sales Calls to Better Understand Your Target Audience

You can’t market well what you don’t know how to sell.

Your sales team speaks directly to customers, understands their pain points, and knows the language they use to talk about those pains. Your marketing team needs this information to craft the perfect marketing messaging your target audience will identify with.

When marketers join sales calls or speak to existing customers, they get firsthand introductions to these pain points. Often, marketers realize that customers’ pain points and reservations are very different from those they address in their messaging. 

Once you understand your ideal customers’ objections, anxieties, and pressing questions, you can create content and messaging to remove some of these reservations before the sales call. This effort removes a barrier for your sales team, resulting in more SQLs.

Fix #3: Create Collateral That Closes Deals

One-pagers, landing pages, PDFs, decks — sales collateral could be anything that helps increase the chance of closing a deal. Let me share an example from Lean Labs. 

Our webinar page has a CTA form that allows visitors to talk to our team. Instead of a simple “get in touch” form, we created a drop-down segmentation based on the user’s challenge and need. This step helps the reader feel seen, gives them hope that they’ll receive real value from the interaction, and provides unique content to users based on their selection.

1716755163 298 Why The Sales Team Hates Your Leads And How To1716755163 298 Why The Sales Team Hates Your Leads And How To

So, if they select I need help with crushing it on HubSpot, they’ll get a landing page with HubSpot-specific content (including a video) and a meeting scheduler. 

Speaking directly to your audience’s needs and pain points through these steps dramatically increases the chances of them booking a call. Why? Because instead of trusting that a generic “expert” will be able to help them with their highly specific problem, they can see through our content and our form design that Lean Labs can solve their most pressing pain point. 

Fix #4: Focus On Reviews and Create an Impact Loop

A lot of people think good marketing is expensive. You know what’s even more expensive? Bad marketing

To get the best ROI on your marketing efforts, you need to create a marketing machine that pays for itself. When you create this machine, you need to think about two loops: the growth loop and the impact loop.

1716755163 789 Why The Sales Team Hates Your Leads And How To1716755163 789 Why The Sales Team Hates Your Leads And How To
  • Growth loop — Awareness ➡ Acquisition ➡ Activation ➡ Revenue ➡ Awareness: This is where most marketers start. 
  • Impact loop — Results ➡ Reviews ➡ Retention ➡ Referrals ➡ Results: This is where great marketers start. 

Most marketers start with their growth loop and then hope that traction feeds into their impact loop. However, the reality is that starting with your impact loop is going to be far more likely to set your marketing engine up for success

Let me share a client story to show you what this looks like in real life.

Client Story: 4X Website Leads In A Single Quarter

We partnered with a health tech startup looking to grow their website leads. One way to grow website leads is to boost organic traffic, of course, but any organic play is going to take time. If you’re playing the SEO game alone, quadrupling conversions can take up to a year or longer.

But we did it in a single quarter. Here’s how.

We realized that the startup’s demos were converting lower than industry standards. A little more digging showed us why: our client was new enough to the market that the average person didn’t trust them enough yet to want to invest in checking out a demo. So, what did we do?

We prioritized the last part of the funnel: reputation.

We ran a 5-star reputation campaign to collect reviews. Once we had the reviews we needed, we showcased them at critical parts of the website and then made sure those same reviews were posted and shown on other third-party review platforms. 

Remember that reputation plays are vital, and they’re one of the plays startups often neglect at best and ignore at worst. What others say about your business is ten times more important than what you say about yourself

By providing customer validation at critical points in the buyer journey, we were able to 4X the website leads in a single quarter!

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So, when you talk to customers, always look for opportunities to drive review/referral conversations and use them in marketing collateral throughout the buyer journey. 

Fix #5: Launch Phantom Offers for Higher Quality Leads 

You may be reading this post thinking, okay, my lead magnets and offers might be way off the mark, but how will I get the budget to create a new one that might not even work?

It’s an age-old issue: marketing teams invest way too much time and resources into creating lead magnets that fail to generate quality leads

One way to improve your chances of success, remain nimble, and stay aligned with your audience without breaking the bank is to create phantom offers, i.e., gauge the audience interest in your lead magnet before you create them.

For example, if you want to create a “World Security Report” for Chief Security Officers, don’t do all the research and complete the report as Step One. Instead, tease the offer to your audience before you spend time making it. Put an offer on your site asking visitors to join the waitlist for this report. Then wait and see how that phantom offer converts. 

This is precisely what we did for a report by Allied Universal that ended up generating 80 conversions before its release.

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The best thing about a phantom offer is that it’s a win/win scenario: 

  • Best case: You get conversions even before you create your lead magnet.
  • Worst case: You save resources by not creating a lead magnet no one wants.  

Remember, You’re On The Same Team 

We’ve talked a lot about the reasons your marketing leads might suck. However, remember that it’s not all on marketers, either. At the end of the day, marketing and sales professionals are on the same team. They are not in competition with each other. They are allies working together toward a common goal. 

Smaller companies — or anyone under $10M in net new revenue — shouldn’t even separate sales and marketing into different departments. These teams need to be so in sync with one another that your best bet is to align them into a single growth team, one cohesive front with a single goal: profitable customer acquisition.

Interested in learning more about the growth marketing mindset? Check out the Lean Labs Growth Playbook that’s helped 25+ B2B SaaS marketing teams plan, budget, and accelerate growth.

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