In our most recent podcast episode of Demand Gen Studio, we had the privilege of delving into the experiences and insights of Harrison Han, the Sr. Marketing Specialist at Polydeck.
Our conversation provided a glimpse into the dynamic world of B2B marketing. We discussed the differences between B2B and B2C marketing, how to effectively measure marketing ROI, and how to develop a strong connection between marketing and sales to propel both departments forward. Let's dive in!
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Differences Between B2C vs B2B Marketing Tactics
One of the topics we discussed with Harrison was the distinct approaches and challenges faced in Business-to-Consumer (B2C) and Business-to-Business (B2B) marketing landscapes.
B2C marketing thrives on agility and rapid adaptation. Campaigns are dynamic, responding to seasonal trends and consumer behaviors. Marketers have to focus predominantly on promotion, with less influence over product development or pricing strategies, which are typically managed by specialized departments within larger organizations. The scale of audience engagement necessitates constant adjustment and quick decision-making to capitalize on opportunities.
In contrast, B2B marketing operates at a more deliberate pace. Sales cycles are longer, spanning six to twelve months or more. This affords marketers the opportunity for more planning and cross-departmental collaboration.
Introducing Digital Marketing Tactics in B2B
As highlighted in our discussion, the transition between different industries within B2B—from fast-paced tech sectors to more traditional fields like industrial mining—reflects varying approaches to adopting digital marketing tactics.
While technology industries demand constant vigilance to stay ahead, sectors like mining afford a slower, more deliberate approach to business operations. This difference in pace directly influences marketing strategies, allowing for more extensive experimentation and strategic planning in slower-moving industries.
One of the primary challenges in introducing digital marketing in traditionally slower industries is overcoming resistance to change. As discussed, industries like manufacturing and mining often rely on established distribution channels and traditional go-to-market strategies, with a perception that digital marketing may not yield immediate benefits in environments where sales cycles are longer, and decisions involve multiple layers of stakeholders.
Harrison recommends bridging the gap between marketing and sales teams. Marketers can garner leadership buy-in by presenting digital marketing as a strategic partner to sales—facilitating smoother business development and enhancing customer engagement. This approach transforms marketing from a cost center to a revenue driver, emphasizing its role in reducing sales obstacles and optimizing customer interactions.
Ways to Communicate Marketing ROI
Harrison also discussed the challenge of demonstrating the tangible impact of marketing efforts, particularly in B2B contexts where ROI is scrutinized for its clarity and relevance.
Aligning engagement metrics with broader business objectives is important to convey marketing's impact. This involves analyzing how content strategy or messaging changes affect engagement metrics such as website interactions and lead conversions. By correlating these improvements with sales outcomes, marketers can build a compelling case for the effectiveness of their strategies.
Focus on the distinction between superficial metrics (vanity metrics) and actionable insights that drive revenue and customer retention. For instance, focusing on the intent behind customer actions rather than just the volume of interactions ensures that marketing efforts align closely with sales expectations.
By aligning marketing efforts closely with sales objectives and demonstrating tangible improvements in engagement and lead quality, marketers can enhance their credibility and influence within their organizations.
Forging Stronger Sales-Marketing Alignment
A recurring theme throughout the conversation was the pivotal role of sales-marketing alignment in driving organizational success. From a financial perspective, both marketing and sales contribute to the same goal: revenue generation. While sales can be seen as a power source that directly engages with customers, marketing serves as an amplifier that enhances sales efforts and reduces friction in customer interactions.
Reflecting on past experiences, Harrison noted challenges when marketing and sales operated independently. This siloed approach limits visibility into customer demand and pain points, which are critical insights for both departments.
“I’ve had experiences where marketing and sales have been completely separate, and that's really tough because then, as a marketer, I don't have insight into what products or services are in demand from the customers. I also think it reduces visibility into customer pain points, which typically we talk about pain points as a sales tactic, but those are the same pain points that you need to be speaking to in your marketing content as well.”
At Polydeck, the alignment between sales and marketing has resulted in joint efforts, such as developing tailored presentations and coordinating comprehensive campaigns. This integrated approach not only improves sales team effectiveness but also guides marketing strategies toward more targeted and impactful outreach efforts, such as ABM initiatives.
Conclusion
In closing, we asked Harrison if he could wave a magic wand and change one thing about his current company, and he shared—their tech stacks. "Typically, as time progresses, it's one band-aid solution after another to make things work and your processes work.
Over time, you have a bloated, convoluted system that's inefficient, and you're doing more work to make the technology work than to have the technology work for you."
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