Driving Demand: Transforming B2B Marketing to Meet the Needs of the Modern Buyer

200 Pages·2015·1.41 MB·English

by  Carlos Hidalgo (auth.)

Driving Demand
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Driving Demand
Transforming B2B Marketing to Meet
the Needs of the Modern Buyer
Carlos Hidalgo
Palgrave
macmillan
DRIVING DEMAND
Copyright © Carlos Hidalgo, 2015.
Softcover reprint of the hardcover 1st edition 2015 978-1-137-52678-6
All rights reserved.
First published in 2015 by
PALGRAVE MACMILLAN®
in the United States— a division of St. Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Where this book is distributed in the UK, Europe and the rest of the world,
this is by Palgrave Macmillan, a division of Macmillan Publishers Limited,
registered in England, company number 785998, of Houndmills,
Basingstoke, Hampshire RG21 6XS.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries.
ISBN 978-1-349-55906-0 ISBN 978-1-137-52680-9 (eBook)
DOI 10.1057/9781137526809
Library of Congress Cataloging-in-Publication Data
Hidalgo, Carlos (Economist)
Driving demand : transforming B2B marketing to meet the needs of
the modern buyer / Carlos Hidalgo.
pages cm
Includes index.
1. Industrial marketing. 2. Marketing—Technological innovations.
3. Organizational change. I. Title.
HF5415.1263.H53 2015
658.8904—dc23 2015015620
A catalogue record of the book is available from the British Library.
Design by Newgen Knowledge Works (P) Ltd., Chennai, India.
First edition: October 2015
10 9 8 7 6 5 4 3 2 1
Contents
List of Figures vii
Foreword ix
Acknowledgments xi
Introduction xiii
Chapter 1 The Issues with Modern Demand Generation 1
Chapter 2 Leading Demand Process Transformation 17
Chapter 3 Why Transformation Fails 33
Chapter 4 Action Does Not Equal Change 47
Chapter 5 Changing the Marketing and Sales Mind-set 61
Chapter 6 Aligning Content to Your Buyer 75
Chapter 7 Adapting the Lead Management Process 91
Chapter 8 Measuring for Success 105
Chapter 9 Optimizing Data and Technology 121
Chapter 10 Creating an Outcome: Accountable Culture 133
Chapter 11 Managing People through Change 147
Chapter 12 The Need for Change 161
vi ● Contents
Chapter 13 Change Ahead 171
Chapter 14 Demand Process Glossary 183
Notes 191
Bibliography 197
Index 201
Figures
1.1 Mid-Funnel Gap Caused by a Campaign-Driven Approach 5
2.1 Engage, Nurture, Convert Approach to Demand Generation 2 1
2.2 ANNUITAS Demand Process Architecture 22
4.1 ANNUITAS Demand Process Framework 52
6.1 Buying Path Analysis 81
6.2 ANNUITAS Content Architecture Model 85
13.1 ANNUITAS Demand Process Maturity Model 175
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Foreword
“Culture eats strategy for breakfast.”
Peter Drucker is often given credit for this insight, which could not be
truer when it comes to marketing and B2B organizations. Today, we are
seeing vast disruption in a number of business categories, from technology
to manufacturing to human resources, but the biggest transformation of
all is happening in marketing.
And the pain is visible.
One could argue that the 4 “P’s” of place, price, product, and promo-
tion, made popular during the days of Don Draper, are officially dead.
Why? Well, there are many reasons, but the biggest is that B2B marketers
have no control over the buying process.
Before 1990, there were only eight channels available where a B2B con-
sumer could gather information from a company: an event, a fax, direct
mail, telephone, television, radio, billboards, print magazines, and news-
letters. Vendors controlled the flow of information, which meant we could
predict and staff our teams appropriately to move buyers from awareness
to conversion to loyalty.
I n 2015, there are literally hundreds of channels where consumers can
access content. We’ve lost control. Some B2B companies have adapted—
but most have not.
According to various studies, whether from Forrester or Gartner, any-
where from 60 to 80 percent of the buying process is over before a buyer
ever contacts a sales representative. While almost all companies believe
this to be true, the basic setup of our sales and marketing organization has