MARKETING AND SALES EXECUTIVE THINK TANK

This ITAC Marketing and Sales Executive Think Tank was held on February 28, 2008 at Cisco Systems Canada.

Mandate of ITAC Think Tank:

To discuss and establish thought leadership positions on critically important issues, which will be communicated to the high tech marketing and sales community at large.

Attendees:

  • Jennifer Bentley, VP, Marketing, Longview Solutions
  • Barbara Betts, Associate Director, Enterprise Marketing Broadcast Services, Bell Canada
  • Steven Fair, VP, Sales, Strategic Accounts, Avaya Canada Corp.
  • Denise Fawcitt , Consultant, Corporate Marketing, MediSolution Limited
  • Jason Fiorotto, Director, Marketing, BEA Systems
  • Linda Fitzgerald, District Sales Manager, Sun Microsystems Canada, Inc.
  • Alan Lefort, Director, Security Portfolio, Telus Security Solutions
  • Walter Lowes, Manager, Market Development, Siemens Business Services Canada, Siemens Canada Limited
  • David Martinek, Director, Communications, BlueCat Networks
  • Darren McKinney, Director, Amdocs Marketing Group, Amdocs Canada Inc.
  • Ron Mitchell, EVP, North America, Marketing Communications, Fujitsu Consulting Canada
  • Steven Munden, Director, Marketing, Metafore IT Solutions
  • Josey Panetta, Associate Director, Business Communications, Bell Canada
  • Maria Raposo, Senior Marketing Manager, Algorithmics Inc.
  • Mike Sharun, Area Sales Manager, EMC Corporation of Canada
  • Lynne Tait, Director, Marketing, Algorithmics Inc.

Host: Willa Black, Director, Corporate Marketing, Cisco Systems Canada

The discussion was moderated by Bob Becker, Principal, SMA.

Issues Covered:

1. Effective messaging and targeted communications
2. Managing priorities with fewer marketing & sales resources

Synthesis of Group Discussion

Marketing is effective if it is relevant, influences perceptions and induces action.

Some strategies for customizing the message for relevance include:

  • narrowly defining target market (even to the major account level)
  • creating personas for each customer group, including interests and perceptions
  • partnering with related organizations
  • drawing in SMBs, using 2.0 sites to deliver content relevant to their interests

Executives cited several challenges in delivering relevant messaging. For example, in Canada, marketing departments may have 1/10 the (U.S.) budget but need to address the same number of verticals. Data must be continually scrubbed to target campaigns effectively. And differentiating one’s message can be difficult in a commodity-driven market.

To develop relevant messaging, executives suggested:

  • bringing Sales into the process; using your front line and building messaging from their experience
  • surveying people who bought and present the voice of “industry colleagues “
  • using Customer Advisory boards (at a high, strategic level)

Executives shared mixed opinions on research. Although valued, major research studies are often not possible with limited budgets.

Delivery methods for relevant messaging are varied. Some executives reported moving more resources to online marketing (over print advertising or events); however, others reported good success with in-person events, especially smaller, more intimate gatherings.

Marketing and sales executives must carefully set priorities given limited resources.

Spending is moving away from big events to online marketing and targeted tactics aimed at key accounts, specific sectors and smaller executive round table groups. Companies are mining existing customers for revenue growth and sharing resources by partnering with other organizations.

In this environment, companies must keep good talent motivated and source (what are sometimes) scarce resources. Some best practices are:

  • giving people interesting work and showing the importance of their contribution
  • identifying and supporting mentorship
  • career pathing, developing and following through on personal development plans
  • embracing a mobile workforce
  • modeling work-life balance, especially at the leadership level
  • using formal and informal rewards and recognition
  • supporting camaraderie of the team (and removing poor performers)
  • tapping schools for smart, high-energy students, grads, interns
  • celebrating wins as a company
  • surveying employees and acting on their feedback


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