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B2B

Blog_06-13-13I recently had the opportunity to chat with Rajat Paharia, founder and chief product officer at Bunchball, about his new book, Loyalty 3.0, pivoting startups, and the differences between the business of games and the gamification of business.

Lilia: You were one of the first to see the potential for gaming methodology in marketing.   What sparked this idea?

Rajat: The company I founded in 2005 was the right idea, but it was 2 to 3 years early to market.  It was a social gaming platform, and in the process of building it, we examined what made gaming sticky. Pogo was one of the best, most used sites at the time, and they had all these statistics that they were able to stitch together into a really engaging experience.  So we started building that idea into our gaming platform – for game results, but also to get people to do other things, like invite friends.  We saw that it worked for motivating more than just behavior within the game itself – and that was the spark.

We realized that combining data with “gaming” concepts can be used in other interactions.  We were still a small company, so we had to make a very tough decision – continue in the social gaming market, or shift to gamification for businesses.  We chose the latter, but we were early to market – again.  Ultimately, though, that turned out to be a good thing – because we had time to develop a strong skill set and effective motivation techniques.

***

Lilia: Bunchball has helped well over 300 companies, including dozens of global brands, leverage big data to drive gaming-inspired loyalty programs. What surprised you most about how those companies have put this technology to use?

Rajat: We started with B2C applications of gamification, but the surprise has been how rapidly the business has transitioned to B2B uses. Companies are using (our solution) to motivate and train employees in sales and service, and to influence partners.  B2B has taken off and is growing incredibly fast. That’s something we didn’t foresee.

It makes sense, of course.  Consider that Facebook, Amazon, etc. know more about your employees than you do.  Yet companies ignore tons of data about employees who spend 8 to 10 hours a day working for them and delivering enormous value. That data lives in Salesforce, Jive, Cornerstone, Successfactors and all manner of enterprise apps and systems.

***

Lilia: Loyalty 3.0 requires Big Data. Does that mean only big companies can really use it for employee and partner loyalty?

Rajat: Our customers range from small companies, as small as 10 to 100 people, to the bigger ones.

What you need is to understand customers’ or employees’ motivation. Then you need data.  And today we are walking data generators – constantly throwing off information that can be used to create loyalty 3.0 programs. Now, when I say Big Data, I’m referring to the large volume of data being generated by each of us as individuals – a lot of it unstructured.   Those individual data streams are available to any business, not just large ones.  Finally, you need Gamification – that is, you need to create data-driven motivational techniques.

***

Lilia: In your book you discuss the entry of Gen Y into the worksforce.  Is it that younger generation that’s really the audience for gamification?

Rajat: No. It’s based on fundamental human motivators, so it works for anyone. The demographic of our customers’ customers and employees is across the board.  The thing about Gen Y is that this is the air they breathe. So to motivate them, these methods are indispensable.  Gamification works for everyone, but it’s absolutely critical for the Gen Y.

***

Lilia: What do you find is the most common misconception people have about gamification?

Rajat: The word is a double-edged sword.  People think it’s games and entertainment.  And they don’t want their employees playing games. They want them working.  The reason these techniques came out of the gaming industry is because game designers have been living in  data-rich environments for the last 40 years, and have had a chance to learn and develop all these techniques for motivating and driving behavior.  Now the rest of the world has caught up. So gamification is really not about games at all. It’s about business results.

***

Lilia: Certainly wearable computing will create a huge opportunity for gamification through increasing the volume of data even more and through the “everywhere with me” aspect of those devices. What are some other emerging trends that you see either enabling or driving the demand for gamification?

Rajat: The notion of sensors everywhere. There’s a company across the street from ours that’s making ingestable sensors, powered by stomach acids.  So you can tell exactly when the medicine was taken, and how the body responds.  That means we can use gamification to motivate healthy behavior like taking your medication on time. More broadly, technology is mediating a lot of what we do – and all those systems are throwing off data that can be used to motivate behavior and inspire loyalty.

***

Lilia: Where should a company start when considering gamification?

Rajat:  Always start by determining what you are trying to accomplish. What’s your goal?  For example, “We want our channel partner sales team to contribute 10% more to the pipeline.” Gamification starts with a business mission statement.    Then you decide how you will measure that.  Then, understand what are the behaviors that I need to affect.   Next look at users and understand what motivates them.

***

Lilia: That sounds straightforward, but how would a company actually know what motivates customers or employees?

Rajat: The best way to do that is by talking to a few of them.  Ask them lots of open-ended questions.  You only need to talk to a few to get really smart. We break it down in the book – how to craft an experience that fits, and create automated, scalable, repeatable motivation and intervention that you can use to motivate employees or kids.

***

Rajat’s book, Loyalty 3.0, launches June 18th through all the usual channels.  In the meantime, you can pre-order at http://loyalty30.com/  and get extra gifts with your pre-order.

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I just hosted a webinar introducing the second edition of my book, 42 Rules for Growing Enterprise Revenue: Practical Strategies for Increasing B2B Customer Relevance.

Watch the webinar to get a quick overview of 7 strategies for becoming more relevant to customers:

  • Selecting markets where you matter
  • Focusing on customer interactions rather than your org chart
  • Using context to define and articulate value
  • Collaborating with customers
  • Moving from products to solutions
  • Exploring vertical market alignment
  • Empowering your sales channels

Enjoy, and let me know what you think!

Ways to Matter More to Customers, Lilia Shirman from Laura on Vimeo.

 

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In a recent study of B2B demand generation practices conducted by Software Advice, social media was among the most popular marketing channels, and a top spending priority for next year, despite receiving low marks for both quality and volume of leads it generates. Social media was the 3rd worse in terms of quantity of leads it produced, and in the bottom half in terms of lead quality.

Maybe the reason that almost 90% of the survey’s 155 respondents use social media is the low cost. Non-ad social media was voted the cheapest of 14 marketing channels by study respondents. It’s easy to increase spend on something that is perceived as nearly free. Over half of companies plan to increase budget for social media marketing next year.

Of course, social media isn’t about leads at all.  It’s about creating conversations, engagement, and buzz rather than immediate sales.  But be cautious about whom you target.  1World Online recently reported that 70% of Fortune 500 CEOs have no social media presence

What channels generate good leads?

According to the Software Advice study, in-house email marketing was among the top 5 channels for lead quantity and quality. The only other channel to be voted among the top 5 in both categories was trade shows and events, though it was also the most expensive.

Other channels that generated high lead quantity were 3rd party lead originators, search engine ads, and SEO. For Lead Quality, SEO was second after email. Also good for lead quality were telemarketing and 3rd party webinars.

The best offers and content

The study reports that live demos with reps provided the best combination of high lead quantity (ranked 2nd) and quality (ranked 1st). Free trials, according to Software Advice, generated the highest lead quantity, and were 3rd in terms of lead quality. Despite the high rankings, free trials were among the three least-used offers.

Complete study results are available here.

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The New Challenges of Selling as “1 of 3”

by Charles Born on September 5, 2012

in Marketing,Sales Tips

This article is by Guest Blogger Charlie Born, the newest member of the Shirman Group extended team.

Over the last five years, B2B selling has evolved from general concepts of solution selling to the ‘Buyer’s Journey’ – a journey driven by the large amount of information available online.  A new sales and marketing reality is rapidly emerging as the internet plays an increasing role in buyer research.  I’ve seen the impact of this in my own marketing work, and I strongly believe we are on the cusp of some important changes to the conventional marketing and sales wisdom of the past

Studies are consistently showing that B2B buying habits are shifting.  Buyers are now 60-70% of the way through the buyer’s cycle before they reach out to your sales representative.   By that time, there is less need for traditional solution selling techniques.  In the new buyer’s journey, the buyers believe that, based on their own research, they have figured out what they need.   When they decide to contact your sales team, they have most likely decided you are one of their top three choices – you are 1 of 3.

Maybe this sounds like good news.  It’s not.  Most often the buyer views all three choices as equally acceptable, and the final decision comes down to features, functions, support—and price, price, price.  Exceptional sales representatives might be able to overcome this ‘1 of 3’ syndrome, but this is the antithesis of where you want to be with solution selling.

In this new selling environment your biggest hurdles are no longer your competitors or features and functions; they are:

  • The ability of buyers to learn on their own
  • How your company participates in that learning process

As the CMO of SAP, Jonathan Becher, said at a recent Churchill Club CMO Panel, “Being marketed TO is a mindset we need to end.  It’s helping (the buyer) discover what they want to learn about.”

Are you experiencing this phenomenon?  Has it changed your marketing strategy?

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If individual employees have more power to select products and technologies, then should we market to them the same way we market to consumers?

Consumerization of corporate buying decisions is leaving B2B marketers asking if and how to use B2C techniques in B2B sales.    I like to break the question up into pieces, starting with messaging, then sales strategy, and finally marketing tactics.

What’s really different between messaging in B2B vs. B2C environments?

First, consider the similarities:

Everyone develops initial preference based on emotional response, whether they are making personal or business purchases.   So you must appeal to the individual and their personal priorities in both settings.

In B2B, recognize that business people often have unstated personal interests and decide how your sales strategy is going to address these.  To make this a repeatable sales practice, include an assessment of personal objectives for key stakeholders in your account planning process.  (Assumes you have one, but that’s a whole other topic.)

Now the big difference:

While the consumer might or might not bother to rationalize their decision, the business buyer almost always MUST demonstrate tangible (not just perceived) value to the company.  While you can rely exclusively on brand image and emotional response with consumers, you have to message to BOTH the emotional and rational considerations for business buyers.

If you’ve used B2C-style messaging for a B2B product, tell us how that worked.
More on this topic in our next post.

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Earlier this week I had the pleasure of presenting, together with my friend and colleague Ken Goldberg, to a group of technology entrepreneurs brought together by CRDF and TEC.  We talked about establishing alliances with much larger companies – a topic that’s often daunting for new ventures. Its a subject that’s near and dear to our hearts because we’ve spent lots of time on both sides of those relationships.  Some do’s and dont’s that Ken and I discussed:

Do

  1. Have a Plan – Develop an approach, time line and road-map. It will focus your efforts and help you assess progress.
  2. Be Relevant – Understand what’s in it for the partner and the partner’s customers
  3. Be Aggressive – Attack top down and bottom up, be creative, be persistent.
  4. Behave Like a Mature Company – Have policies, approval processes, multi-level teams.  Don’t send in your CEO until you have a meeting with a key decision maker.
  5. Be Unique – Articulate what you can offer that others in your category can’t.
  6. Think Big Dollars – Demonstrate that you can have a big impact on revenue and help the partner win big deals.
  7. Prove It – Be ready to show integration, value add, or joint customers.
  8. Find a Sponsor – Use your network to find an internal cheerleader (or 2)
  9. Negotiate Smart – Share the risk and get mutual commitments
Don’t
  1. Bet on one partner -We’ve seen multi-million dollar companies disappear because the one big partner changed course.
  2. Be vague – Vague, unsupportable claims about your products or capabilities create doubt, not progress.
  3. Lie – Exaggerating the number of people on your team? Claiming a few extra deployments?   Savvy bus dev professionals will notice, and likely drop you from consideration.
  4. Over-promise – Either you’ll fail and lose the one opportunity at a critical alliance, or you’ll be forced to commit too many resources, distracting from your company’s other important priorities, and risking too much on a single relationship.  (see #1)
  5. Expect or make 1-sided investments – Expect some skin in the game from the partner.  It shows you have confidence in the value of your own investment.
  6. Forget it’s a relationship – Focusing too much on the deal and ignoring that you’re building a long-term relationship is a mistake.  Signing the agreement is when the real work starts.  Even if you never sign an agreement, the people you worked with may change their minds next year, or next month when they switch jobs.
  7. Give up – If not today, tomorrow. If not this decision maker, call another one. If not this company, talk to all their competitors.
Have a few of your own? Please share.
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When President Kennedy announced the goal of putting Americans on the moon, no one had any idea how to do it. Not even the Russians, who had inspired the race with their ventures into orbit, understood how to get to the moon. Yet Kennedy got us there. He used the sheer confidence of his belief to convince Americans that the moon was an attainable objective. He then dedicated extensive resources to enable the scientists and engineers in the effort to achieve it.

There is a lesson here for sales organizations. Setting big goals at a sales kickoff and barraging reps with information about the newest products just isn’t enough. The top reps will deliver the numbers in any case. The rest will struggle without extensive resources and support.

Sales reps report that the following are especially effective in helping them achieve their targets:

  1. Case studies, case studies, case studies. Repeatedly and consistently rated as the most useful sales tool. (Post on making case studies more useful)
  2. In-account deal support from subject-matter, industry, or technology specialists.  This is especially critical in larger companies, where account managers must be relationship experts, but cannot possibly know the details of every product, business process, or industry (unless they are vertically-aligned).  The very fact of bringing in an expert who is perceived as more senior by the customer is often enough to move a deal forward.
  3. Business-level messaging and sales tools targeted at the high-level decision makers and budget holders.  These should complement detailed product-focused content, which is necessary but insufficient bu itself.  Business messaging targets the audience evaluating the investment rather than the people evaluating your product.
  4. Training & tools that enable sales reps to ask great questions and have intelligent conversations with customers at multiple organizational levels and functional roles. Asking great questions accomplishes three critical things: Positions the sales person as an ally and advisor, demonstrates that they can listen, and provides valuable information about the customers that can guide the rep in structuring the deal.
  5. Quantitative results achieved for other customers. While compliments (customer testimonials that discuss how easy you are to work with) are good, hard numbers about specific improvements they achieved are always more powerful.  Numbers in the elevator pitch get attention and meetings, and numbers in the business case  help close the deal.

Share what do your B2B sales reps value most!

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We just sent out a summary to the participants of this year’s Industry Specialization by B2B Vendors Benchmark Study.   We had a record 120 B2B companies take part in this year’s study.

Companies see that greater customer focus, in the form of industry-specialized sales, marketing, services, and products will enable them to access more senior decision makers and increase deal sizes.  Many are also responding to competitive pressures. The good news is that the investment is paying off.

The full report is due out next month, but meanwhile, a sneak peak at a few tidbits:

  • 67% of B2B companies that already have some amount of industry specialization said they plan to further increase their focus on key vertical markets.
  • It takes two to three years to begin to realize the full benefits of specialization.
  • After 2 years, 70% of companies reported notable or significant impact on revenue from their investments in industry-specialized activity
  • Industry alliances have a big impact on brand awareness
  • Industry-specific case studies and quantitative ROI analysis were reported to be the most valuable industry-specific marketing tactics.  Sales and marketing brochures were least effective.
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More ideas on cultivating customer contribution and creating opportunities for interaction by turning traditional marketing into Marketing 2.0

6. In-person events – These are expensive to put on, so why spend the entire time lecturing on information that’s already in your collateral? Third party presenters can be more interesting, but any lecture can get dreary fast. Give attendees lots of time to interact with you and with each other, while you listens and takes notes. Consider a workshop rather than presentation format so that the entire event is interactive.

7.   Trade Shows – This seems like a highly interactive event, but most booth staffers are so focused on doing the demos and spewing the spiel, that the opportunity to listen is lost.  (I adore alliteration.)   To change the mindset, make it clear you’re at the show to interact with and listen to customers, not just to be seen and heard.  Set objectives of specific information you want to gather from booth visitors or people attending your sessions.  Ask a few questions or give a short (5 questions max) survey before handing out the tchachkis, or organize mixers and events that have information gathering as an explicit objective.

If a widely open a conversation seems too much of leap, try these by first letting a small group of customers you know well contribute and participate, then open further when you’re comfortable managing a broader conversation.

Have you tried these or other ways to engage customers in conversations?  Share them in your comment!

Read More
Turning Marketing into Conversations – Part 2
Turning Marketing into Conversations – Part 1

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In a tough economy, impact revenue or go home

by Lilia Shirman on March 3, 2009

in Economy

It was great to be speaking to a room full of entrepreneurs last Thursday at the TechCoire panel, Strategies to Drive Revenue in a Recession.   Gopan Madathil masterfully organized the event.  The big takeaways form our panelists (Igor Shoifot of Fotki, Rajat Paharia of Bunchball, and Vadim Rosenberg of CA) for generating revenue in this economy:

  • Listen more carefully than ever to customer requests and use them to create new revenue-generation initiatives
  • Look at the ideas you’ve accumulated but never executed. This might be the time to finally try a few.
  • Don’t walk away from customers who like what you’re offering but don’t have the budget.  Instead get creative about restructuring the deal – change payment terms, deliver in phases, start with smaller volumes, etc.
  • Always be on the lookout to great sales people – those who know how to connect and build rapport with customers.
  • MOST IMPORTANTLY: Revenue generation is the top priority for just about any company right now.  Resuscitate stalled deals and accelerate the close by showing how you can help customer sell more.

Got more ideas for driving revenue while everyone clutches their wallet ?  Comment!

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