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Welcome to the Art of Marketing Operations
a tailor podcast. Here you can grow
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your knowledge about marketing operations, listen
to ideas and strategies to help you scale,
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grow and optimize your efficiency, drive
your speed to market, and enrich
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your work life. Let's get to
it. Welcome to the Art of Marketing
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Operations a tailor Podcast. I'm Glenn
Bottomly and today my guest is Lauren tex
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Era, senior manager of demand Generation
at high Spot, the world's number one
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sales enablement platform with more than eight
million users connected. Thanks for joining me
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today, Lauren, Thank you for
having me well. Lauren, that you
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have been in the marketing discipline for
more than ten years now, and I
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know that you've specifically focused on,
you know, lead generation marketing operations in
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your background, count based marketing,
et cetera, particularly in the last seven
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years. So what would you describe
as the common thread that you've seen that
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ties through legion marketing operations and a
b M all of those. Yeah,
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definitely, I would say that,
you know, data is definitely the key
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to a lot of that in different
ways, but key in measurement of what's
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working what's not across those and I
think you know with Legion you have more
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of like data with your segmentation across
different channels. What will help drive quality
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leaves, deliver your sales team and
pride them the right messaging and content and
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that segmentation depending on what stage they're
at. I think for marketing OPS,
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you know you want to make sure
you have clean data, attribution tracking,
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is accurate reporting the streamline across the
funnel and across each marketing function. You
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know, the biggest thing is like
marketing OPS supports every function across marketing,
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demand generation, partner marketing, customer
marketing, UM product marketing, and so
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they want to sure that everyone is
looking at the data the same way,
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whether it's like m q LS,
s QLs, pipeline source pipeline influence that
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kind of UM beton metrics. And
then lastly it is like FO A b
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M. I would say, like
once again, you know your segmentation your
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account list is really key of aligning
with like sales on that account list by
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using your frmographic data, your engagement
data such as you know, marketing engagement
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and intent and on any other like
relevant data that will help you prioritize and
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focus your marketing sales efforts on those
high value accounts that are ultimately your a
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deal customer profile and hopefully in market
to buy M. Nice. That's a
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that's a great way to kick off. Now let's flip that question around though
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and conversely, now, so what
have you found to be sort of the
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most important or prominent differences between you
know, Legion Marketing Operations and a b
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M. So obviously have data is
the thread that ties it all together.
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UM, what are some of the
key differences in terms of how you look
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at those three different functions? Yeah, definitely, I think UM for marketing
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operations, you know you are definitely
more process focused. You know, you
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more of like streamlining things across the
board with lee generation UM, I would
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say, And even a b M
is like, you know, getting a
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little bit more creative out of the
box, UM, a little bit more
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closer to UM your content team and
your calms team, so you're making sure
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you know your messaging is up,
is streamlined across the different stages of the
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funnel. UM. You know,
you're working closely with design with Legion aspect
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and making sure you know your ads
are appealing, you know, different things
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like that. And then with a
b M, UM would be like kind
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of a good good mix in the
sense of like process and creativity, UM
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A b M. You layer in
more of like the field event aspect,
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and you're working very close with you
know, your field team and your events
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team to create more one to one
experiences to those accounts you're trying to target
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great great distinctions there. Thank you. Now, when you and I chatted
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before, one of the things that
I know that you had mentioned that you
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recently had really enhanced the overall marketing
operations UH, particularly over the last several
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years, has really been the introduction
of lead scoring and UH. And I
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know that that was sort of in
response to some challenges that you were having
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in the in the marketing operations team
where you were sending some unqualified leads over
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to sales. But then after you
had uh, you know, implemented lead
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scoring, then you were able to
deliver much higher quality leads to sales.
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So, in other words, quality
over quantity. So can you first start
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with a description from your perspective,
Okay, what is lead scoring, but
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then spend some time like how you've
actually implemented it, like the pitfalls that
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you you ran into, Like how
do you know what's actually generating value,
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et cetera. Let's dig in on
lead scoring definitely. So UM lead scoring
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for me is like a way to
qualify leads based on who they are and
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how they're engaging with our company and
brand. So this will allow us to
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kind of automatically rank and prioritize leads
that we deliver. Sales are like our
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sales team. That gets us kind
of aligned and it gets us to um
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deliver these leads for them to easier
UM communicate with them and drive ultimately drive
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business. So UM really for when
we run into the lead scoring issue that
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I found here was that you know, I came on in our lead score
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um M quell. The essay l
conversionary was at like fift, which is
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to me very low industry standard from
what I've experienced in the past. So
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UM, what I did was first
is like how to drive awareness internally of
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this issue and how then we can
kind of go into um categorize seen these
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different leads and we started focusing on, Okay, here's the conversion rates across
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the funnel, and like, here's
our goal with the new conversion rates and
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what we want to get to.
So you know, with updating our lead
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scoring by focusing on the firmographic data
that we want of our like I c
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P and the different engagement levels with
like you know, downloaded piece of content,
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attendive event, those things. In
breaking those two then deliver these high
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quality leads. We've increased that to
upwards of like eight. So with that,
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the main pitfalls that I've I've readne
lead scaring probably three or four times.
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Um. The main pitfoles that I've
come across is really how, um,
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you know, who should be involved
in that initial process. And I
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think if you don't have that sales
alignment and like how they're actually you know,
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outbounding sales to leads then like who
they're targeting and then aligning with how
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you're writing those leads, then it
won't work out. So getting them on
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board and getting them to understand what
is lead scoring, what's the importance of
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it, and why these leads are
important, and like having them trust you
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on that and actually seeing that value
of the conversion all the way through is
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key. Mm hmm. Yeah.
So that alignment to sales and common definitions,
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I think is that I very much
would agree with you there. I
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think that's key. Um, and
I know that I know that you have
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had really good success working closely with
sales br teams and things you know,
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customer cadences and you know journeys,
pitch templates, messaging, etcetera. So
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what have been some of the key
ways that you found to effectively build out
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things like customer cadences and journeys.
Yes, definitely, um I think in
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those aspects, you know, the
content team and enablement team have been the
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key players with this. Um I
start off working with our head of content
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by like outlining what content to put
in these cadence is and really aligning with
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our quarterly themes. So each each
year for planning, we have quarterly themes
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that we have for marketing. And
you know, how do we get sales
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on board with these quarterly themes by
providing you know, cadences that show by
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persona the pain points at each stage
of the journey. So after we create
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these cadences per persona and all these
different eight to tend touch points, we
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um I work with our enablement team, who is kind of like Earlson between
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sales and marketing to ensure you know, my content email templates that we've created
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not aren't any like marketing. UM, and we've turned them into more of
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like sales focus language because obviously,
you know, they're more of the experts
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of like how we should be talking
to say, how we should be talking
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to buyers, and so, um, you know they're helping with how to
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kind of make this more into how
a d r S would actually use them
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with across two different personas. And
then and then how do you or is
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there any either a specific software or
tools that you've used over the years,
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uh, that can can help create
those Yeah. So as of right now,
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we do do that in high Spot
and we use sales plays, but
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we are eventually looking into a sales
game engagement platform currently like a grow of
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a sales loft or outreach which we're
in the process of purchasing, and then
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we'll be moving those over into there
that will help us better you know,
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analyze how successful these cancers are.
Game. Gotcha? Excellent. UM.
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Now here's something that's interesting. When
we chatted earlier, UM, you had
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mentioned that in the past, Um, you know, some coworkers would describe
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what you and in a marketing operations
team would do was quote paid media top
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of funnel. But then I loved
something that you shared with me and you
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said, but you would always correct
them by saying that you and your team
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were actually paid media full funnel,
and so that's it's a it's an import
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distinction. So can you just unpack
that a little bit more? Definitely?
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I think that traditionally, I feel
like demand gen has been more focused on
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like lead generation and acquisition, and
like, you know, our job is
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to provide leads to sales and then
their jobs to push them to get deals.
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But I think we moved into more
of a role of how we support
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sales across the whole funnel, through
paid and through other channels. But you
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know, paid is just an aspect
of it, and you know, really
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focusing on targeting different personas at these
different stages and of the buier's journey across
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these page channels. So I think
the ultimate goal is really to provide the
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right messages at the right time that
will really help us increase these conversion rates.
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And you know, if that's accelering
pipeline, if that's accelerating um that
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new pipeline, acce accelerting deals.
Like, no matter what it is,
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our goal is to align or messaging
with what sales are saying, and then
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to try to target them across different
platforms. And then I would imagine that
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by shifting this perception and broadening it, not only I would imagine is good
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for for the marketing team obviously,
Uh, it certainly helps the relationship with
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sales, but have you found that
it has also helped you, uh,
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you know, in other functional areas
organizationally or culturally within the organization. Yes,
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definitely, I think we've gotten closer
to product marketing even within marketing.
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I mean, you know, there's
so many marketing functions, um product marketing
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in the sense of aligning you know, our scenes that are top of funnel
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themes all the way through to how
it relates to actually more of like the
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bottom of the funnel when you get
into like consideration decision and making sure that
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you know, our content kind of
has the same consistent messaging, consistent branding
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all the way through, and so
we want to just make sure we're providing
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those you know, consistent personalized brand
experiences from top to bottom and even when
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they become customers. And does that
does the with the broadening view of full
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funnel clearly, I would think correct
me if I'm wrong here, but clearly
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I would think that this would impact
your creative it would impact your messaging,
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content strategies, etcetera. It's but
by shifting it where it's like we're not
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just top of funnel, it's the
entire funnel, I would think every aspect
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of marketing operations and the deployment of
it gets impacted. Yeah, oh yes,
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definitely. I think I think the
heaviest one is obviously design is the
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biggest resource, like the most spread
thin resource for us specifically because of that
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and because you know, testing and
optimizing and like always wanting to try different
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design and stand out from the rest, because that's really what we're trying to
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do across the pay channels. So
I think definitely design wise, and then
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content team learnings from not sharing those
learnings and making sure that everyone knows what
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what worked what hasn't is also something
that we've been trying more and more to
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do so that even sharing them to
our enablement team to say, hey,
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this worked, well, I'm paid. You know, we should update some
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of the message, and we have
in our pitch timeblooks for emails to align
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with that because you know it's targeting
this stage of the funnel. Mm hmm,
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yeah, excellent. Are you struggling
to find ways to pay for new
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digital marketing initiatives? We get it. Marketing budgets have been consistently slashed over
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the last two years, and yet
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know will produce significant revenue for your
business. What if the funds you need
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are right under your nose, You
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Taylor can show you how. Learn
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com. Okay, now let's shift
gears here. So um, when we
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chatted before, one of the things
that I asked you was like, what
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absolutely is a passion of yours related
to marketing operations? And I loved how
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you phrased it. You said that
a passion of yours is the importance of
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delivering customized customer experiences and using the
full life cycle of data to do that.
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I love that sentence. There is
so much to unpack in that,
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so I want to break it down. So let's first start with defining what
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we mean by a customer experience.
So first define for us, in your
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mind, what is the customer experience
and the customer journey, um, you
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know, in sort of the differences
with them that you've seen throughout your various
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jobs. Yeah, definitely, so, Um, I think customer experience starts
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from when a prospective comes first,
becomes aware, engages with your company or
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brand rather it be you know,
a website on your website at an event,
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sees a paydadum, and then it
continues honestly all the way until they
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become a customer. And I even
think the customer experience doesn't end because even
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when they become a customer, you
know, there's so much opportunity with adoption,
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expansion and making sure your customer is
happy and like, customers really fuel
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your business and will always fill your
business. So I think, you know,
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just starting from beginning all the way
through, and then as they continue
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to be a customer, it really
never ends. There's always some sort of
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personalized experience you want to give your
customers. Well and that's a that's a
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good segua. So from the customer
experience, then now let's talk about the
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customized customer experience. So, so
can you explain, um, what the
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customized customer experience is? How do
you maybe uh, you know, not
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get you know, spooky or creepy
with that, you know, for for
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for the customer, right, Uh, you know, in the various ways
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that you have found that has been
successful you know in your career of how
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you appropriately customize that customer experience for
you know, for the customers. Yeah,
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I definitely think obviously getting too spooky
is something you want to avoid.
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But I think delivering these like more
personalized messaging and offerings to customer across the
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buying cycle, UM obviously depends on
you know, what's your company strategic goals,
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so really aligning with the overall strategic
goals and UM. For example,
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my previous company, we focused on
you top four verticals. You know,
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we had retail, e commerce,
media and entertainment, travel, and financial
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services. And within those we identify
you know, what accounts were that we
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want to target with these these verticals, and then we really created more of
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like a strategy across all these integrated
strategy across all these channels and across the
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funnel that focused on these verticals.
This is just simple changes of like changing
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messaging and changing you know, updating
your current content with new titles and new
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you know, new intros. Just
small changes that will really hit those counts,
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pain points and use cases so that
you know you're aligning this across the
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board. Um. Within this,
you know, I think definitely different channels.
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You do this with explored website personalization
a lot in the last few years
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in the sense of targeting these verticals
and having when they come to your website
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and testing is not making a bigger
impact and so forth. Um and so
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you know, depending on the vertical
and and each company have been at it
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has changed. It's never like this
is what you have like you should be
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doing to financial services, it's always
an ever evolving how do we make this
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customer experience better and more personalized across
all of these channels. It reminds me
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of a data set that I remembered
from years ago. Uh. This is
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maybe about four or three or four
years ago, and it was in the
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context of email, not web personalization. Uh you know, from an experience
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online, but it was related to
reach from sales. And the research showed
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that if a message is personalized,
from zero percent of the message personalized two
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up to thirty percent of the message
is personalized, each percentage point you actually
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gain lift in the mind of the
customer or the buyer. So from zero
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to thirty so that's good. If
you customize a little bit of the message
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from thirty percent to eight percent,
you really get no more lift from that
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thirty eight percent. And again this
isn't an email context from sales. Uh.
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And then once you go eighty percent
customize the messages percent customize or greater,
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you actually get a diminishing return.
It actually you know, border it
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moves into that area of spooky or
or creepy. Because and I actually had
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this happened to me with an email
that I received. This was from a
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a a sales representative of a company, and uh, they had researched me
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on LinkedIn. They like called the
company that I worked for. They I
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mean, it just was crazy and
they included so much information about me that
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it was like so far beyond And
of course they were probably thinking they were
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being super clever and you know,
trying to really engage with me as you
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know, as a buyer and so
forth, but it just it went so
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far. So So now if we
transfer that to a web context, uh,
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how much personalization like does that is
it your experience that that percentage holds
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that you know, you want enough
personalization but you know, not too much.
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What's what's been your experience? Yeah, I think I think that like
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there's more of enough personalization in the
sense of delivering what the are looking trying
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to deliver what they're trying to sign
on your site quicker. So like the
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whole point is obviously to get them
to a demo, right, Like when
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they come to your side, we
want to get them to a demo,
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and when when there past that fades, we want to show them product information
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and get them to be a customer
and so forth. So I think it's
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figuring out, you know, how
to not be explicitly like hey, I
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know you do this X, y
Z, and like would you wouldn't know
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in the beginning of Yeah, you
wanted on the beginning, but you could,
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I mean, technically with the information
out there, you could probably get
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I think there is a good happy
medium with personalization and not being too creepy.
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And because you may you may know
domain, or you may know you
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know some information or if they of
course, if they've left an email address
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or something, you know, you
may have some indication you know, in
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terms of returning visits and so forth. So yeah, it's it's it's a.
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It's a it's a good insight,
and it's just a good reminder about
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that you know you want to off
but not too much. It's sort of
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the Goldilocks think. It's the same
with brands, right Like when when when
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brands give me really good experiences across
the web and across mobile, I enjoy
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it. So I don't mind getting
ads from brands that I like and that
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I'm like, oh, this is
really geared towards me. But some people
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don't. So I also think there's
more of like a personal preference aspect in
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the sense of like what people like
or don't like. Yeah, yeah,
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there's uh. The The Age of
Surveillance Capitalism by Dr Shoshana Zuboff from Harvard
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University. It's an incredible book,
but it gets into exactly what you're talking
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about, which is, you know
a lot of people just don't want to
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be followed on the web. They
don't want, you know, they're data
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to be sold, they don't want
et cetera. Um. And so to
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your perspective, that's that's going so
far in one direction where like that,
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And yet I have there's a friend
of mine that I that I that I
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know who is exactly as you just
did. They're like, I want to
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receive personalized dads, you know,
retarget me all the time, you know
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all you want. I want a
better experience, And so for them it's
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just absolutely no no issue whatsoever.
So it's fascinating. Um. Okay,
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so we've talked about then customer experience. We've talked about customizing the customer experience.
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Now let's talk about when you mentioned
the full life cycle of data and
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being able to do that. So
can you expand on some of the best
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ways that you've used data in your
career, um across the full life cycle
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of the buyer's journey to sort of
maximize the ability of the of that customer
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experience. Yeah, definitely. I
think data is that is key for that
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personalization experience because if you have bad
data and then you're targeting, you're personalizing
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something someone who's in retail in financial
services, they're automatically and be like what
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so. So I think clean data
account and personal level data, your seria
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um like which is huge obviously for
operations, and then making sure you know
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you have um the different fields within
your database that are across the buyer's journey
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that they've engaged with, so like
what stage they're at in those things and
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for previous experiences. Um, you
know I mentioned the vertical stuff. You
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know we've done that across the funnel. I think customers is also very interesting.
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Once they become a customer, you
get a lot of data in the
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sense of product usage and those things, what products are using the products and
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not what opportunity there is there.
And so you know, at high Spot,
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we launched our sales training product probably
over a year and a half ago,
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and you know, we're working to
drive new product adoption with that,
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and you know, that's a whole
new go to market plan. And as
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mentioned before, it's kind of like
these customers have to start from the beginning
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of the buyer's journey. You know, they knew us for like our core
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product content and guidance and now you
know, we've expanded to have this sales
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training one and so they know who
high Spot is, but like they don't
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know the value of having the sales
training enablement all on one system and what
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that can provide and how that can
actually help improving their sales performance. And
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so I think using the data to
help build out these programs to like target
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the specific accounts that we fit for
the product, and the messaging is very
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critical and like the content once again
is contented. Messaging is very key to
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this UM. But starting over sorry
from awareness again and going all the way
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through based off of this. So
I think there's a lot of opportunity with
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customer marketing and like the life cycle
there and it really just starts all over
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again, and it could depending on
you know, the different account from a
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graphics and what product they're using,
you could go in different directions. Yeah,
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that's actually a really really interesting point
there you talk about in terms of
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the full life cycle because the product
level information how they're utilizing a product or
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what products or services are they buying
from you know, from your company that
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you're working at UM and then feeding
that into your marketing initiatives. Not only
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will that help to refine to find
future customers because now you know your understanding
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how the product is being used,
UM, you can start to know market
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that you know in in other ways
to find new customers. But to your
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point, it also helps you to
penetrate with existing customers a cross sell,
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upsell, UH in those opportunities.
But also I think it it also like
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you say, full circle comes back
around. Now, are there referral opportunities?
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Are there other things that you can
cycle back with your existing customers that
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you can learn to to to draw
in, you know, more like customers.
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So I love how you describe that, you know, customized customer experiences
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using that full life cycle of data. That's it's a really great description.
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Um. I guess the last part
there in terms of the delivery of it,
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any advice in terms of what has
been some of the best learnings you've
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gained about how you actually deliver data
driven customer experiences to the buyer. Yeah.
335
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I think obviously there's many different formats, many different channels, you know,
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email, website, gifting, direct
mailers, wonder on outrage. But
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I think the important part is really
making sure you know your programs integrated and
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that you're testing all of this.
You're you're seeing what channels working, what
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messaging is working, with contents working, and I think it's definitely different at
340
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every company. Um, different channels
work better depending on different personas you're targeting
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in different industries. So UM,
to me, testing is key and really
342
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part of the process of figuring you
know what's working and what's not always great
343
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advice. A number of our guests
talk about the value of that, whether
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it's an A B test or testing
something. What is the result? Modify
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you know, feedback loop, you
know, check that work, you know,
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revise, keep moving forward. So
that's great. UM. Last comment
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here then would be is there anything
else that we haven't talked about related to
348
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the customized customer experiences? UM?
Any last minute tips? Uh? You
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know that that you can share?
Yeah, I mean I think in the
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sense of you know, related customer
I think the biggest thing is more of
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like the brand experience B two B
B two see whatever, You're having a
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consistent, cohesive brand experience across along
you channels and having you know, messaging
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content consistent is really key. And
then I think secondly is go to market
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alignment, you know, understanding the
different pain points of your departments and really
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making sure that, um you are
aligning across sales, across every marketing function
356
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and everyone is kind of aligning to
those company strategic goals. Excellent advice.
357
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Well, before we wrap up today's
episode, Laura, what is the main
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takeaway that you want to leave our
audience with in understanding the challenges facing marketing
359
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operations executives today definitely. Um I
think that, as I mentioned, go
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to market alignment, understanding pain points
and helping to like extreamline and create better
361
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processes across all of those departments.
Um I do think you know, leaning
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on your enablement team to help you
drive this alignment so you focus really on
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what matters most operations, which is
like data process and reporting m HM,
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excellent data process and reporting. There
it is well that wraps up this episode
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of the Art of Marketing Operations.
Thank you so much for joining us today,
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Lauren, Yes, thank you for
having me. Well until next time,
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stay safe, take care, and
thank you for listening. Thank you
368
00:28:44.759 --> 00:28:48.680
for listening to the Art of Marketing
Operations brought to you by Taylor Don't forget
369
00:28:48.680 --> 00:28:52.720
to hit subscribe in your favorite podcast
player. If you enjoyed this episode,
370
00:28:52.720 --> 00:28:56.880
please rate, review, and share. Until next time.
1
00:00:00.920 --> 00:00:05.879
Welcome to the Art of Marketing Operations
a tailor podcast. Here you can grow
2
00:00:05.919 --> 00:00:11.240
your knowledge about marketing operations, listen
to ideas and strategies to help you scale,
3
00:00:11.519 --> 00:00:16.640
grow and optimize your efficiency, drive
your speed to market, and enrich
4
00:00:16.760 --> 00:00:25.440
your work life. Let's get to
it. Welcome to the Art of Marketing
5
00:00:25.440 --> 00:00:31.120
Operations a tailor Podcast. I'm Glenn
Bottomly and today my guest is Lauren tex
6
00:00:31.239 --> 00:00:36.960
Era, senior manager of demand Generation
at high Spot, the world's number one
7
00:00:37.119 --> 00:00:42.880
sales enablement platform with more than eight
million users connected. Thanks for joining me
8
00:00:42.920 --> 00:00:46.520
today, Lauren, Thank you for
having me well. Lauren, that you
9
00:00:46.600 --> 00:00:53.359
have been in the marketing discipline for
more than ten years now, and I
10
00:00:53.439 --> 00:00:59.119
know that you've specifically focused on,
you know, lead generation marketing operations in
11
00:00:59.159 --> 00:01:02.880
your background, count based marketing,
et cetera, particularly in the last seven
12
00:01:02.960 --> 00:01:08.959
years. So what would you describe
as the common thread that you've seen that
13
00:01:10.120 --> 00:01:15.920
ties through legion marketing operations and a
b M all of those. Yeah,
14
00:01:15.040 --> 00:01:19.239
definitely, I would say that,
you know, data is definitely the key
15
00:01:19.319 --> 00:01:23.599
to a lot of that in different
ways, but key in measurement of what's
16
00:01:23.640 --> 00:01:27.200
working what's not across those and I
think you know with Legion you have more
17
00:01:27.239 --> 00:01:33.359
of like data with your segmentation across
different channels. What will help drive quality
18
00:01:33.439 --> 00:01:37.480
leaves, deliver your sales team and
pride them the right messaging and content and
19
00:01:37.519 --> 00:01:41.359
that segmentation depending on what stage they're
at. I think for marketing OPS,
20
00:01:41.359 --> 00:01:44.920
you know you want to make sure
you have clean data, attribution tracking,
21
00:01:45.000 --> 00:01:49.799
is accurate reporting the streamline across the
funnel and across each marketing function. You
22
00:01:49.840 --> 00:01:53.439
know, the biggest thing is like
marketing OPS supports every function across marketing,
23
00:01:53.439 --> 00:01:59.359
demand generation, partner marketing, customer
marketing, UM product marketing, and so
24
00:01:59.560 --> 00:02:01.000
they want to sure that everyone is
looking at the data the same way,
25
00:02:01.400 --> 00:02:07.400
whether it's like m q LS,
s QLs, pipeline source pipeline influence that
26
00:02:07.480 --> 00:02:12.039
kind of UM beton metrics. And
then lastly it is like FO A b
27
00:02:12.199 --> 00:02:15.439
M. I would say, like
once again, you know your segmentation your
28
00:02:15.479 --> 00:02:19.280
account list is really key of aligning
with like sales on that account list by
29
00:02:19.360 --> 00:02:23.199
using your frmographic data, your engagement
data such as you know, marketing engagement
30
00:02:23.319 --> 00:02:28.520
and intent and on any other like
relevant data that will help you prioritize and
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00:02:28.560 --> 00:02:32.400
focus your marketing sales efforts on those
high value accounts that are ultimately your a
32
00:02:32.400 --> 00:02:38.280
deal customer profile and hopefully in market
to buy M. Nice. That's a
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00:02:38.439 --> 00:02:42.919
that's a great way to kick off. Now let's flip that question around though
34
00:02:43.479 --> 00:02:46.759
and conversely, now, so what
have you found to be sort of the
35
00:02:46.800 --> 00:02:53.599
most important or prominent differences between you
know, Legion Marketing Operations and a b
36
00:02:53.759 --> 00:02:59.159
M. So obviously have data is
the thread that ties it all together.
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00:02:59.680 --> 00:03:01.599
UM, what are some of the
key differences in terms of how you look
38
00:03:01.639 --> 00:03:07.759
at those three different functions? Yeah, definitely, I think UM for marketing
39
00:03:07.840 --> 00:03:13.120
operations, you know you are definitely
more process focused. You know, you
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more of like streamlining things across the
board with lee generation UM, I would
41
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say, And even a b M
is like, you know, getting a
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little bit more creative out of the
box, UM, a little bit more
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00:03:23.080 --> 00:03:28.719
closer to UM your content team and
your calms team, so you're making sure
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you know your messaging is up,
is streamlined across the different stages of the
45
00:03:32.520 --> 00:03:38.520
funnel. UM. You know,
you're working closely with design with Legion aspect
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and making sure you know your ads
are appealing, you know, different things
47
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like that. And then with a
b M, UM would be like kind
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of a good good mix in the
sense of like process and creativity, UM
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A b M. You layer in
more of like the field event aspect,
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00:03:53.960 --> 00:03:58.120
and you're working very close with you
know, your field team and your events
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team to create more one to one
experiences to those accounts you're trying to target
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great great distinctions there. Thank you. Now, when you and I chatted
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before, one of the things that
I know that you had mentioned that you
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recently had really enhanced the overall marketing
operations UH, particularly over the last several
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years, has really been the introduction
of lead scoring and UH. And I
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know that that was sort of in
response to some challenges that you were having
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in the in the marketing operations team
where you were sending some unqualified leads over
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to sales. But then after you
had uh, you know, implemented lead
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scoring, then you were able to
deliver much higher quality leads to sales.
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So, in other words, quality
over quantity. So can you first start
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with a description from your perspective,
Okay, what is lead scoring, but
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then spend some time like how you've
actually implemented it, like the pitfalls that
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you you ran into, Like how
do you know what's actually generating value,
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et cetera. Let's dig in on
lead scoring definitely. So UM lead scoring
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for me is like a way to
qualify leads based on who they are and
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how they're engaging with our company and
brand. So this will allow us to
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kind of automatically rank and prioritize leads
that we deliver. Sales are like our
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sales team. That gets us kind
of aligned and it gets us to um
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deliver these leads for them to easier
UM communicate with them and drive ultimately drive
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business. So UM really for when
we run into the lead scoring issue that
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I found here was that you know, I came on in our lead score
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um M quell. The essay l
conversionary was at like fift, which is
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to me very low industry standard from
what I've experienced in the past. So
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UM, what I did was first
is like how to drive awareness internally of
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this issue and how then we can
kind of go into um categorize seen these
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different leads and we started focusing on, Okay, here's the conversion rates across
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the funnel, and like, here's
our goal with the new conversion rates and
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what we want to get to.
So you know, with updating our lead
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scoring by focusing on the firmographic data
that we want of our like I c
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P and the different engagement levels with
like you know, downloaded piece of content,
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attendive event, those things. In
breaking those two then deliver these high
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quality leads. We've increased that to
upwards of like eight. So with that,
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the main pitfalls that I've I've readne
lead scaring probably three or four times.
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Um. The main pitfoles that I've
come across is really how, um,
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you know, who should be involved
in that initial process. And I
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think if you don't have that sales
alignment and like how they're actually you know,
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outbounding sales to leads then like who
they're targeting and then aligning with how
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you're writing those leads, then it
won't work out. So getting them on
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board and getting them to understand what
is lead scoring, what's the importance of
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it, and why these leads are
important, and like having them trust you
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on that and actually seeing that value
of the conversion all the way through is
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key. Mm hmm. Yeah.
So that alignment to sales and common definitions,
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I think is that I very much
would agree with you there. I
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think that's key. Um, and
I know that I know that you have
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had really good success working closely with
sales br teams and things you know,
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customer cadences and you know journeys,
pitch templates, messaging, etcetera. So
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what have been some of the key
ways that you found to effectively build out
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things like customer cadences and journeys.
Yes, definitely, um I think in
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those aspects, you know, the
content team and enablement team have been the
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key players with this. Um I
start off working with our head of content
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by like outlining what content to put
in these cadence is and really aligning with
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our quarterly themes. So each each
year for planning, we have quarterly themes
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that we have for marketing. And
you know, how do we get sales
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on board with these quarterly themes by
providing you know, cadences that show by
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persona the pain points at each stage
of the journey. So after we create
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these cadences per persona and all these
different eight to tend touch points, we
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um I work with our enablement team, who is kind of like Earlson between
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sales and marketing to ensure you know, my content email templates that we've created
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not aren't any like marketing. UM, and we've turned them into more of
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like sales focus language because obviously,
you know, they're more of the experts
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of like how we should be talking
to say, how we should be talking
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to buyers, and so, um, you know they're helping with how to
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kind of make this more into how
a d r S would actually use them
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with across two different personas. And
then and then how do you or is
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there any either a specific software or
tools that you've used over the years,
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uh, that can can help create
those Yeah. So as of right now,
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we do do that in high Spot
and we use sales plays, but
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we are eventually looking into a sales
game engagement platform currently like a grow of
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a sales loft or outreach which we're
in the process of purchasing, and then
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we'll be moving those over into there
that will help us better you know,
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analyze how successful these cancers are.
Game. Gotcha? Excellent. UM.
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Now here's something that's interesting. When
we chatted earlier, UM, you had
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mentioned that in the past, Um, you know, some coworkers would describe
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what you and in a marketing operations
team would do was quote paid media top
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of funnel. But then I loved
something that you shared with me and you
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said, but you would always correct
them by saying that you and your team
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were actually paid media full funnel,
and so that's it's a it's an import
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distinction. So can you just unpack
that a little bit more? Definitely?
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I think that traditionally, I feel
like demand gen has been more focused on
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like lead generation and acquisition, and
like, you know, our job is
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to provide leads to sales and then
their jobs to push them to get deals.
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But I think we moved into more
of a role of how we support
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sales across the whole funnel, through
paid and through other channels. But you
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know, paid is just an aspect
of it, and you know, really
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focusing on targeting different personas at these
different stages and of the buier's journey across
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these page channels. So I think
the ultimate goal is really to provide the
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right messages at the right time that
will really help us increase these conversion rates.
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And you know, if that's accelering
pipeline, if that's accelerating um that
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new pipeline, acce accelerting deals.
Like, no matter what it is,
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our goal is to align or messaging
with what sales are saying, and then
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to try to target them across different
platforms. And then I would imagine that
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by shifting this perception and broadening it, not only I would imagine is good
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for for the marketing team obviously,
Uh, it certainly helps the relationship with
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sales, but have you found that
it has also helped you, uh,
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you know, in other functional areas
organizationally or culturally within the organization. Yes,
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definitely, I think we've gotten closer
to product marketing even within marketing.
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I mean, you know, there's
so many marketing functions, um product marketing
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in the sense of aligning you know, our scenes that are top of funnel
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themes all the way through to how
it relates to actually more of like the
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bottom of the funnel when you get
into like consideration decision and making sure that
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you know, our content kind of
has the same consistent messaging, consistent branding
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all the way through, and so
we want to just make sure we're providing
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those you know, consistent personalized brand
experiences from top to bottom and even when
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they become customers. And does that
does the with the broadening view of full
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funnel clearly, I would think correct
me if I'm wrong here, but clearly
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I would think that this would impact
your creative it would impact your messaging,
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content strategies, etcetera. It's but
by shifting it where it's like we're not
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just top of funnel, it's the
entire funnel, I would think every aspect
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of marketing operations and the deployment of
it gets impacted. Yeah, oh yes,
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definitely. I think I think the
heaviest one is obviously design is the
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biggest resource, like the most spread
thin resource for us specifically because of that
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and because you know, testing and
optimizing and like always wanting to try different
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design and stand out from the rest, because that's really what we're trying to
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do across the pay channels. So
I think definitely design wise, and then
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content team learnings from not sharing those
learnings and making sure that everyone knows what
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what worked what hasn't is also something
that we've been trying more and more to
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do so that even sharing them to
our enablement team to say, hey,
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this worked, well, I'm paid. You know, we should update some
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of the message, and we have
in our pitch timeblooks for emails to align
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with that because you know it's targeting
this stage of the funnel. Mm hmm,
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00:13:15.120 --> 00:13:20.480
yeah, excellent. Are you struggling
to find ways to pay for new
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00:13:20.519 --> 00:13:26.759
digital marketing initiatives? We get it. Marketing budgets have been consistently slashed over
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00:13:26.799 --> 00:13:31.080
the last two years, and yet
you need more dollars for digital campaigns you
174
00:13:31.120 --> 00:13:35.080
know will produce significant revenue for your
business. What if the funds you need
175
00:13:35.440 --> 00:13:39.519
are right under your nose, You
just need to know where to look.
176
00:13:39.960 --> 00:13:43.720
Taylor can show you how. Learn
more about Prince dex savings at Taylor dot
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00:13:43.759 --> 00:13:52.200
com. Okay, now let's shift
gears here. So um, when we
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chatted before, one of the things
that I asked you was like, what
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absolutely is a passion of yours related
to marketing operations? And I loved how
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you phrased it. You said that
a passion of yours is the importance of
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delivering customized customer experiences and using the
full life cycle of data to do that.
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I love that sentence. There is
so much to unpack in that,
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so I want to break it down. So let's first start with defining what
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we mean by a customer experience.
So first define for us, in your
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mind, what is the customer experience
and the customer journey, um, you
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know, in sort of the differences
with them that you've seen throughout your various
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jobs. Yeah, definitely, so, Um, I think customer experience starts
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from when a prospective comes first,
becomes aware, engages with your company or
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brand rather it be you know,
a website on your website at an event,
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sees a paydadum, and then it
continues honestly all the way until they
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become a customer. And I even
think the customer experience doesn't end because even
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when they become a customer, you
know, there's so much opportunity with adoption,
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expansion and making sure your customer is
happy and like, customers really fuel
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your business and will always fill your
business. So I think, you know,
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just starting from beginning all the way
through, and then as they continue
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to be a customer, it really
never ends. There's always some sort of
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personalized experience you want to give your
customers. Well and that's a that's a
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00:15:28.320 --> 00:15:33.480
good segua. So from the customer
experience, then now let's talk about the
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customized customer experience. So, so
can you explain, um, what the
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customized customer experience is? How do
you maybe uh, you know, not
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get you know, spooky or creepy
with that, you know, for for
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for the customer, right, Uh, you know, in the various ways
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that you have found that has been
successful you know in your career of how
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you appropriately customize that customer experience for
you know, for the customers. Yeah,
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I definitely think obviously getting too spooky
is something you want to avoid.
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But I think delivering these like more
personalized messaging and offerings to customer across the
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buying cycle, UM obviously depends on
you know, what's your company strategic goals,
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so really aligning with the overall strategic
goals and UM. For example,
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my previous company, we focused on
you top four verticals. You know,
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we had retail, e commerce,
media and entertainment, travel, and financial
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services. And within those we identify
you know, what accounts were that we
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want to target with these these verticals, and then we really created more of
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like a strategy across all these integrated
strategy across all these channels and across the
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funnel that focused on these verticals.
This is just simple changes of like changing
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messaging and changing you know, updating
your current content with new titles and new
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you know, new intros. Just
small changes that will really hit those counts,
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pain points and use cases so that
you know you're aligning this across the
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board. Um. Within this,
you know, I think definitely different channels.
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You do this with explored website personalization
a lot in the last few years
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in the sense of targeting these verticals
and having when they come to your website
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and testing is not making a bigger
impact and so forth. Um and so
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you know, depending on the vertical
and and each company have been at it
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has changed. It's never like this
is what you have like you should be
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doing to financial services, it's always
an ever evolving how do we make this
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customer experience better and more personalized across
all of these channels. It reminds me
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of a data set that I remembered
from years ago. Uh. This is
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maybe about four or three or four
years ago, and it was in the
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context of email, not web personalization. Uh you know, from an experience
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online, but it was related to
reach from sales. And the research showed
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that if a message is personalized,
from zero percent of the message personalized two
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up to thirty percent of the message
is personalized, each percentage point you actually
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gain lift in the mind of the
customer or the buyer. So from zero
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to thirty so that's good. If
you customize a little bit of the message
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from thirty percent to eight percent,
you really get no more lift from that
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thirty eight percent. And again this
isn't an email context from sales. Uh.
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And then once you go eighty percent
customize the messages percent customize or greater,
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you actually get a diminishing return.
It actually you know, border it
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moves into that area of spooky or
or creepy. Because and I actually had
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this happened to me with an email
that I received. This was from a
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a a sales representative of a company, and uh, they had researched me
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on LinkedIn. They like called the
company that I worked for. They I
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mean, it just was crazy and
they included so much information about me that
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it was like so far beyond And
of course they were probably thinking they were
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being super clever and you know,
trying to really engage with me as you
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know, as a buyer and so
forth, but it just it went so
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far. So So now if we
transfer that to a web context, uh,
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how much personalization like does that is
it your experience that that percentage holds
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that you know, you want enough
personalization but you know, not too much.
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What's what's been your experience? Yeah, I think I think that like
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there's more of enough personalization in the
sense of delivering what the are looking trying
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to deliver what they're trying to sign
on your site quicker. So like the
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whole point is obviously to get them
to a demo, right, Like when
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they come to your side, we
want to get them to a demo,
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and when when there past that fades, we want to show them product information
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and get them to be a customer
and so forth. So I think it's
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figuring out, you know, how
to not be explicitly like hey, I
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know you do this X, y
Z, and like would you wouldn't know
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in the beginning of Yeah, you
wanted on the beginning, but you could,
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I mean, technically with the information
out there, you could probably get
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I think there is a good happy
medium with personalization and not being too creepy.
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And because you may you may know
domain, or you may know you
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know some information or if they of
course, if they've left an email address
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or something, you know, you
may have some indication you know, in
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terms of returning visits and so forth. So yeah, it's it's it's a.
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It's a it's a good insight,
and it's just a good reminder about
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that you know you want to off
but not too much. It's sort of
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the Goldilocks think. It's the same
with brands, right Like when when when
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brands give me really good experiences across
the web and across mobile, I enjoy
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it. So I don't mind getting
ads from brands that I like and that
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I'm like, oh, this is
really geared towards me. But some people
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don't. So I also think there's
more of like a personal preference aspect in
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the sense of like what people like
or don't like. Yeah, yeah,
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there's uh. The The Age of
Surveillance Capitalism by Dr Shoshana Zuboff from Harvard
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University. It's an incredible book,
but it gets into exactly what you're talking
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about, which is, you know
a lot of people just don't want to
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be followed on the web. They
don't want, you know, they're data
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to be sold, they don't want
et cetera. Um. And so to
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your perspective, that's that's going so
far in one direction where like that,
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And yet I have there's a friend
of mine that I that I that I
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know who is exactly as you just
did. They're like, I want to
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receive personalized dads, you know,
retarget me all the time, you know
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all you want. I want a
better experience, And so for them it's
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just absolutely no no issue whatsoever.
So it's fascinating. Um. Okay,
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so we've talked about then customer experience. We've talked about customizing the customer experience.
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Now let's talk about when you mentioned
the full life cycle of data and
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being able to do that. So
can you expand on some of the best
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ways that you've used data in your
career, um across the full life cycle
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of the buyer's journey to sort of
maximize the ability of the of that customer
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experience. Yeah, definitely. I
think data is that is key for that
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personalization experience because if you have bad
data and then you're targeting, you're personalizing
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something someone who's in retail in financial
services, they're automatically and be like what
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so. So I think clean data
account and personal level data, your seria
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um like which is huge obviously for
operations, and then making sure you know
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you have um the different fields within
your database that are across the buyer's journey
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that they've engaged with, so like
what stage they're at in those things and
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for previous experiences. Um, you
know I mentioned the vertical stuff. You
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know we've done that across the funnel. I think customers is also very interesting.
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Once they become a customer, you
get a lot of data in the
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sense of product usage and those things, what products are using the products and
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not what opportunity there is there.
And so you know, at high Spot,
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we launched our sales training product probably
over a year and a half ago,
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and you know, we're working to
drive new product adoption with that,
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and you know, that's a whole
new go to market plan. And as
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mentioned before, it's kind of like
these customers have to start from the beginning
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of the buyer's journey. You know, they knew us for like our core
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product content and guidance and now you
know, we've expanded to have this sales
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training one and so they know who
high Spot is, but like they don't
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know the value of having the sales
training enablement all on one system and what
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that can provide and how that can
actually help improving their sales performance. And
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so I think using the data to
help build out these programs to like target
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the specific accounts that we fit for
the product, and the messaging is very
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critical and like the content once again
is contented. Messaging is very key to
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this UM. But starting over sorry
from awareness again and going all the way
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through based off of this. So
I think there's a lot of opportunity with
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customer marketing and like the life cycle
there and it really just starts all over
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again, and it could depending on
you know, the different account from a
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graphics and what product they're using,
you could go in different directions. Yeah,
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that's actually a really really interesting point
there you talk about in terms of
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the full life cycle because the product
level information how they're utilizing a product or
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what products or services are they buying
from you know, from your company that
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you're working at UM and then feeding
that into your marketing initiatives. Not only
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will that help to refine to find
future customers because now you know your understanding
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how the product is being used,
UM, you can start to know market
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that you know in in other ways
to find new customers. But to your
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point, it also helps you to
penetrate with existing customers a cross sell,
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upsell, UH in those opportunities.
But also I think it it also like
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you say, full circle comes back
around. Now, are there referral opportunities?
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Are there other things that you can
cycle back with your existing customers that
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you can learn to to to draw
in, you know, more like customers.
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So I love how you describe that, you know, customized customer experiences
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using that full life cycle of data. That's it's a really great description.
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Um. I guess the last part
there in terms of the delivery of it,
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any advice in terms of what has
been some of the best learnings you've
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gained about how you actually deliver data
driven customer experiences to the buyer. Yeah.
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I think obviously there's many different formats, many different channels, you know,
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email, website, gifting, direct
mailers, wonder on outrage. But
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I think the important part is really
making sure you know your programs integrated and
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that you're testing all of this.
You're you're seeing what channels working, what
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messaging is working, with contents working, and I think it's definitely different at
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every company. Um, different channels
work better depending on different personas you're targeting
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in different industries. So UM,
to me, testing is key and really
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part of the process of figuring you
know what's working and what's not always great
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advice. A number of our guests
talk about the value of that, whether
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it's an A B test or testing
something. What is the result? Modify
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you know, feedback loop, you
know, check that work, you know,
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revise, keep moving forward. So
that's great. UM. Last comment
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here then would be is there anything
else that we haven't talked about related to
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the customized customer experiences? UM?
Any last minute tips? Uh? You
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know that that you can share?
Yeah, I mean I think in the
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sense of you know, related customer
I think the biggest thing is more of
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like the brand experience B two B
B two see whatever, You're having a
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consistent, cohesive brand experience across along
you channels and having you know, messaging
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content consistent is really key. And
then I think secondly is go to market
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alignment, you know, understanding the
different pain points of your departments and really
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making sure that, um you are
aligning across sales, across every marketing function
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and everyone is kind of aligning to
those company strategic goals. Excellent advice.
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Well, before we wrap up today's
episode, Laura, what is the main
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takeaway that you want to leave our
audience with in understanding the challenges facing marketing
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operations executives today definitely. Um I
think that, as I mentioned, go
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to market alignment, understanding pain points
and helping to like extreamline and create better
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processes across all of those departments.
Um I do think you know, leaning
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on your enablement team to help you
drive this alignment so you focus really on
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what matters most operations, which is
like data process and reporting m HM,
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excellent data process and reporting. There
it is well that wraps up this episode
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of the Art of Marketing Operations.
Thank you so much for joining us today,
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Lauren, Yes, thank you for
having me. Well until next time,
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stay safe, take care, and
thank you for listening. Thank you
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00:28:44.759 --> 00:28:48.680
for listening to the Art of Marketing
Operations brought to you by Taylor Don't forget
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00:28:48.680 --> 00:28:52.720
to hit subscribe in your favorite podcast
player. If you enjoyed this episode,
370
00:28:52.720 --> 00:28:56.880
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