Marketing Strategy

Does it feel like you’re working away on marketing activity, without focusing on the overall business goals? You’re not alone.

Without clear and tangible goals, it can be difficult to measure marketing progress, and to ensure it is aligning with what you want your teams to achieve. By implementing a system to regularly check in on clearly defined objectives, you can create a culture focused on measuring results and delivering value. This is where OKRs come in.

What is an OKR?

OKRs have become pretty well adopted across most businesses now, but it’s always worth a reminder… Objectives and key results – or OKR’s – are a great way to define what your individual and teams’ goals are, and what achieving them will look like.

As the name suggests OKRs are broken down into:

Objectives: the business goal you wish to achieve. Your objective should be aspirational, memorable, and qualitative.

Key Results: results we want to achieve on the way to successfully achieving the objective. A general rule of thumb is to have no more than 2-5 key results per objective.

When used effectively, OKRs allow an organisation to:

• Focus and commit to priorities
• Align and connect teamwork
• Be accountable through tracking
• Stretch to achieve ambitious results

Using OKR’s for greater marketing agility

Having well-defined OKRs are a great way to encourage a move away from untargeted, scattered and ad-hoc marketing activity, and towards work aligned with achieving wider business goals.

OKRs can help transform your marketing activities into business value by:

Keeping teams on track – with OKRs set, teams can act more autonomously on their own initiative, with clearly-defined goals. They encourage a “what’s next” mentality which can help drive campaigns & projects forward.

Focusing on results – by adopting OKRs, you’re promoting a results-focused culture. This will have a knock-on effect in terms of your teams’ bandwidth – doing more doesn’t help if there’s no significant impact on the overall goals, meaning the sole focus is on work & tasks that contribute to the right outcomes, rather than quantity.

Prioritising goals – OKRs help with prioritising your marketing backlog, if a user story (or task) won’t assist in achieving your OKRs, it’s not a priority. They can also help you evaluate progress and against clearly defined goals.

Self-organising teams – agreeing on objectives as part of the OKR process allows teams to take initiative, and work towards confirmed goals.  This incentivises a leaner, more focused workload, with a lesser chance of teams burning out.

Agile marketing transformation – one of the main obstacles to greater marketing agility is a perceived lack of predictability. With OKRs, you can overcome the unknown, by committing to deliver business results within a set period, such as a quarter. OKRs aren’t about sending a certain number of emails per month for the sake of doing so – they are about working on what delivers the best outcomes and incremental experimenting to discover what works best. Through iteration, you can not only measure progress, but also have the scope to experiment with marketing outputs to achieve results, without using excess time or budget.

Getting started with OKRs

When introducing OKRs, you don’t have to start large – one way to do it is to identify 3-4 key objectives to be achieved across a longer period, such as an entire year. These will be larger objectives and are usually agreed upon at a senior level, such as by the board or leadership team for the business to focus on. Once identified, then marketing needs to decide how they can best contribute and demonstrate outcomes and results to support the business achieving them. The final stage is to break them down within each quarter of the year.

This mixture of a larger, yearly target, alongside smaller quarters can assist in showcasing how objectives in one particular area can contribute to the wider organisation. As well as making it easier for the marketing team to stay focused and work towards larger goals by achieving and calibrating against quarterly targets as well as breaking them down further into shorter sprints.

Setting measurable key results is essential for reaching your objectives. While having an annual measurement may be beneficial, one opportunity a year won’t provide enough insight into whether the work has been successful or not – regular data collection can ensure that goals are being met in real-time across the year!

Questions to ask when setting OKRs

When setting your OKR’s, you should ask yourself some vital questions to ensure they make sense from a business and resource perspective.

OKR setting – questions you should ask

• What does the business want to achieve?
• Who do you want to target, in a given timeframe?
• What milestones are you putting in place to track your goals against your sprint activity?
• What reporting are you using to monitor your work? Consider what is available to measure based on your current tech stack.
• What performance do you want to see across chosen channels?
• Does this data provide insight am I avoiding vanity metrics?

Getting your OKRs right at the start of the process can prove highly beneficial for a campaign, so it’s worthwhile to spend some time thinking about these questions. Well defined and realistic OKRs can have a positive impact on marketing strategy, by promoting learning and reflection.

Performance matters, OKRs give the scope to improve marketing performance

OKRs can have plentiful benefits for your business and teams. They can promote a culture focused on delivering – and measuring – value and help align activity towards achieving business goals. They also act as a safety net to enable timely course correction and demonstrate how marketing is contributing towards achieving the overall business goals. By highlighting areas of underperformance or market opportunities you can adapt and realign your strategy, campaign or project to achieve better marketing outcomes.

We work with a number of businesses that start our conversation by saying “we need support as our current team just don’t have the time.”

What they really mean is “our current team don’t have the right skills to execute what we need.”

There is nothing wrong with this at all, agile marketing brings people together to work as a cross-functional team and supports deploying the right skills at the right time.

Often, what is needed are skills that are not core to the business, so it doesn’t make sense to keep them in-house. Augmenting or fully outsourcing a team can quickly, and cost-effectively give you the skills you need when you need them. You get access to a team of specialists, who collaborate with key stakeholders in your business to deliver great campaigns and support your team.

This is not a new concept. Businesses have been outsourcing skills for centuries, it’s just that the skills needed in marketing have changed. So, if you need skills that your team doesn’t have, think about augmenting through outsourcing. It’s a great way to bring a fresh perspective, boost energy levels, foster innovation, and test new ideas. Whilst also transferring skills and embedding new ways of working with your internal team.

If all this is true and let’s assume that it is. Why do businesses engage with outsourcing and then feel that the right course of action is to stop outsourcing and try to bring the skill in-house? To save money is my first thought. I get that, not wanting to take money out of your business when you can employ someone to do it and they might be able to add some value elsewhere. Not terrible logic but does it really work like that?

In the cold light of day, no, it isn’t that simple. You’re replacing a team of people with one person, in one industry or sector. Compared to your outsourced team that works across multiple brands, has deep industry & sector experience, combined with unparalleled insight into what’s working and what’s not gleaned from across the clients they support. Your hired individual just couldn’t get that range of experience in the same time period. It’s not their fault it’s just a benefit of using skilled specialists.

Your outsourced team spends all day, every day working for other businesses to expand their experience. From this, they can spot trends in the market, and know what works for different audiences across the board and not just in your industry. Testing and learning for other people to apply those learning to improve your marketing in areas you may never have considered.

Consideration of the impact of outsourcing on your Opex is also important. With outsourcing you can negotiate and benefit from a short-term commitment in terms of termination or changing the arrangement so you can scale up as you grow or downscale at short notice.

Conversely, you can achieve greater marketing effectiveness faster by bringing in an experienced team with less ramp time than hiring and upskilling. At the end of the day, investors and your finance team may value the predictability and stability of cash flow that outsourcing some or all of your marketing brings.

The benefits to outsourcing are huge vs the downside (having to pay money out of your business). If you engage with the right team (Bright!) at the right time, you will find that they quickly become an extension of your business and care just as much about your success as you do.

If you would like to explore this option further, please get in touch

Ever wondered how to explain your complex B2B marketing role to someone outside the industry? Simple explanations often hold the most power. Here at Bright, we champion agile marketing, where clarity, data and pace are paramount. So, how can we break down B2B marketing into a concept even an eight-year-old child could grasp?

Here’s our take: We connect businesses with the people who matter – those who can buy from them, join their team, or support their purpose.

The three pillars of high-impact B2B marketing…
or we might even call them the three gears of B2B marketing with their symbiotic relationship@

Building a thriving B2B organisation requires a solid marketing foundation. This foundation rests on three crucial pillars that work in perfect harmony:

Pillar 1: Demand Generation: The art of attracting the right audience

This is the cornerstone of traditional marketing – attracting potential customers with an interest and ultimately need for your products or services. However, it’s about more than just lead generation. Effective demand generation involves nurturing a long-term pipeline of qualified prospects.

Funnel marketing is a traditional marketing approach that visualises the customer journey as a funnel, with a broad audience at the top and a smaller set of qualified leads at the bottom. The goal of funnel marketing is to move as many prospects as possible through the funnel stages until they become customers.

However, flywheel marketing is a more recent concept that emphasises the importance of customer retention and satisfaction. The flywheel model depicts the customer journey as a continuous cycle, with happy customers referring new business and propelling the flywheel forward. It is a more customer-centric approach.

When considering the entire customer lifecycle, another relatively recent concept which can help to maximise marketing effectiveness is RevOps or revenue operations. This is the practice of aligning the revenue generating teams around a common set of goals & KPI which can include sales, marketing, and customer service teams to improve the customer experience and drive revenue growth. RevOps teams take a collaborative approach using  data and insights to align, identify and remove obstacles in the customer journey.

Agile marketing allows your marketing team to adapt and respond to change, which is constant – by leveraging a test and learn approach, you can adopt new tools & tech, collaborate better and course correct to maintain alignment to company goals. By using experimentation, you avoid placing big bets and investing budget inactivity that doesn’t work. Instead you can iteratively develop and scale campaigns and activity that builds on what drives results.

By constantly adapting your approach, you can maximise marketing effectiveness and ensure a steady flow of high-quality leads.

Pillar 2: Brand building & positioning: Shaping your reputation for success

Your brand is your reputation. It defines how people perceive your company, products, and core values. Effective brand building establishes a strong market position, fostering trust and loyalty. While measuring the direct impact of brand marketing can be challenging in B2B, it’s an essential investment that fuels long-term success. In B2B you can use long term metrics such as customer lifetime value (CLV) or Lifetime Value (LTV) to demonstrate brand value & contribution. Firms targeting high value, long customer relationships  need a strong and credible brand in order to maintain that value and extend the lifecycle of customers.

A key focus for every brand is having a thorough understanding of your brand value proposition. Developing a clear position that describes what is valuable about your brand, products and/or services to your audience and why they should choose you over your competition. This is something Bright have a lot of experience in, working with tech companies, engineering and professional services firms to help build the foundation of their brand narrative, value proposition and portfolio strategy in the market. It forms an umbrella  for all your brand communications, as well as supporting and enhancing your demand and talent marketing generation activities.

Pillar 3: Talent acquisition & retention: Finding and keeping the best people

In today’s highly competitive job market, attracting and retaining top talent is a top priority. Marketing plays a vital role in your employer & employee value proposition (EVP) showcasing your company culture and attracting skilled individuals who resonate with your values. Remember, this pillar works hand-in-hand with your overall brand and demand generation – a strong employer brand attracts not only customers but also talented individuals.

Internal communication also plays an important part of retaining your employees, especially when undergoing any significant change such as implementing a new technology, striving for rapid growth, pursuing a new strategic direction or undertaking a business restructure. With 70% of change initiatives failing and reasons for employee resistance to change including mistrust in the organisation (41%) , followed by lack of awareness around the reason for change (39%) and fear of the unknown (38%)*, the value of a change communications strategy cannot be underestimated if you want to retain your most valued staff.

Taking an agile approach to talent marketing and internal comms is critical to meet the changing needs of the organisation as well as adapt to the talent market. Establishing the right ways of working and enabling opportunities to challenge how you’ve always done things, allows room to improve the effectiveness of your talent marketing and take your outcomes to the next level.

Why all three pillars of marketing matter

These three pillars are intricately linked and symbiotic. Focusing solely on demand generation might bring in new business in the short term, but neglecting brand building can hinder your long-term ability to drive sales. And, without a robust employer brand and agile internal comms, attracting and retaining talent becomes difficult affecting customer experience and potentially damaging your customer loyalty.

The Bright mantra: Demand, Brand, Talent, Growth

At Bright, we believe that all three pillars must work in unison for a marketing strategy to be truly effective. By prioritising each element and ensuring they seamlessly align, you’ll be well on your way to achieving sustainable growth.

Ready to unlock marketing effectiveness for your B2B organisation through agile strategies? Let Bright be your guide! Contact us today!

Source

When marketing in a dynamic space, such as tech products, subscription, or consulting services, you have to find ways to stand out and differentiate in order to engage your target audiences. Common sense indeed, but often hard to achieve when markets move at pace. In such dynamic environments, business leadership need to understand how marketing is; and can contribute to achieving business goals. What questions need to be asked to explore the real value of your marketing investment in order to determine if your marketing is fit for purpose? Is your marketing nimble enough to take advantage of ever-shifting markets and different audience needs? Can traditional techniques help you rapidly exploit new opportunities before your competition does? Does your marketing team measure, learn and improve in everything it does?  And can your operating methods balance these competing demands at scale?

B2B marketing now hinges on your ability to execute with agility and pace. This means you need to deep dive into the data to understand performance across a number of dimensions. What’s more, you have to be strategic enough to use that knowledge for driving improvements.

Transform marketing and drive business goals

Forward thinking organisations are looking at how they work more effectively as well as the outcomes they deliver. Agile marketing is a whole new way of working. Well-deployed agile marketing is a thing of beauty; with continually improving harmonious messaging and outreach integrated via the right tools and channels to engage your audience. It’s measurable and results focused to align and contribute to business outcomes, build pipeline and sales. It also builds reputation and strong brands that attract the right talent to your team and creates really compelling (not yawn-worthy) propositions that engage your key audiences.

The best part – it’s data-driven, not fluffy, not led by gut instinct, and not ambiguous. Agile marketing allows you to test hypothesis and is based on measurement and KPIs that inform every action taken.

Mobilising agile marketing

Let’s examine what it takes to move your marketing towards a more agile model, how to avoid some common mistakes and what it means in reality:

Measure and be smart

B2B marketing needs to be personal and relevant. It also needs to be measurable there is no room for fluffy ill-defined marketing tactics that don’t show a business outcome. Your starting point is to focus on persona development and user stories for your target audience. Combined with clearly defined and understood sales stages and understanding what a buyer needs from your organisation at each stage. You also need a good understanding of what’s trending in your markets, what’s important to your decision makers and this has to be continually updated. Bring all this together (prospect, market and sales stage data) to inform and iterate your messaging, tactics and content generation to engage your audience at pace.

You need to map your product or service lifecycle, set benchmark KPIs and establish triggers so you can quickly take actions to either replace underperforming products or services, or repurpose and reposition to maintain growth. Understanding your client satisfaction and behaviours will help you to pivot successfully and tap into new seams of opportunity. You can do this via data analysis, or qualitative research. I cannot stress enough the importance of building strong relationships with your clients; a closed feedback loop will provide you with the insight you need to flex your position, quickly (and help with retention).

Harmonious business development

To drive marketing at pace, you need a strong and symbiotic relationship between marketing and sales. You need to know what good looks like for your organisation and set targets that align sales and marketing to support the business goals. To do this you need to have a good handle on your pipeline and sales funnel. Having a clear end-to-end lead management process, with defined stages to track conversion and KPIs as prospects engage with marketing campaigns and journey through the sales funnel allows you to quickly address areas of underperformance and take action. Your team need to be agile in the way you operate and deliver marketing campaigns to focus marketing efforts where they will make most impact.

Sales and marketing need to be unified and collaborative to continually improve conversion and maximise the contribution of marketing investment. Common mistakes include not involving sales stakeholders in marketing campaign inception, lack of internal communication regarding marketing activities and poor collaboration to understand impact and steer optimisation to improve results.

Sales and customer facing feedback is a key competent when understanding how marketing messaging, tactics and outreach can be sharpened. The result – greater client and prospect engagement, to improve retention and ultimately sell more stuff.

Establishing agile marketing in your organisation

Pace comes through optimising your working practice, and agile ways of working have provided a strong catalyst for growth in the tech industry with continual deployment now the norm.

Marketing can adopt agile ways of working by redefining its marketing operating model in order to execute at pace whilst maintaining control and mitigating risk to deliver results that will drive business growth. Agile marketing gives organisations a significant edge over competitors giving you the ability to go to market quickly without the cumbersome and expensive trappings of a more traditional approach. You start with an idea, test, learn and build on success. Working iteratively and driving execution via sprints scaling as you increase momentum and build on success.

A critical success factor is being data-driven, so it’s evidentiary, which means you aren’t working on ‘gut feel’ alone, you use data at each stage test your hypothesis and prove your instincts are correct. Instead you’re putting effort into iterating and improving to increase performance whilst ensuring you align to your business goals. It’s a model that can rapidly transform your marketing performance in many areas. For example, the ability to rapidly develop and test propositions, deliver always-on agile campaigns that evolve to maintain engagement whilst building pipeline; craft content strategies that are mapped and validated against your buyer journey, and reverse-engineered to ensure the sales interface is supported at every stage to maximise conversion.

Getting started can be hard, start small test, learn and expand. Ideally work with a partner that knows what it is doing to get you up and running effectively.

Marketing as a business driver and competitive advantage

Only by working in this way will organisations be able to demonstrate the agility and pace needed to remain competitive in uncertain times. Critically everything is measured and aligned to your business goals which ensures businesses remain relevant to target audiences while maintaining growth.

Organisations of all sizes often find it difficult to get the most out of their alliance relationships. A productive relationship is one where your marketing strategy aligns well with your alliance objectives, and you can work together towards a common goal. Where you are clear on your target audience, and your marketing activities are integrated into a strategic plan that supports both your organisational objectives and those of your alliance partners.

Networks help businesses survive. Getting the clients you don’t know, that’s how businesses thrive.

From generating a pipeline of quality leads to creating a more attractive package for buyers, marketing acts as a business accelerator by bolstering sale efforts and influencing the tens of thousands beyond your personal networks. If you’re still not convinced, check for yourself why agile marketing is so important to your business’ growth:

1. Uncovers your value proposition

Choose Uber and you’ll get a ride at the touch of a button. Use Mailchimp and you’ll not only build your brand, you’ll sell more and send better emails. Head to the Colonel, and you know you’ll leave with a finger licking good meal.

Nobody wants the first thing they read about a brand to be a long-winded evaluation of something unrelated to the core offerings. People want to know how you’ll save them time or money, or where they can find some tasty chicken. And that’s why the brands mentioned above have thrived.

All of them have spent time clearly defining their product or service offering. They have developed a unique value proposition, branded it, marketed it and capitalised on it. All things that fall into a marketer’s remit.

In the words of Kevin Hochman, brand president and chief concept officer for KFC: “When Kentucky Fried Chicken was at its best and growing the fastest, the Colonel and his values were at the centre of everything we did. … Those values are critical to what makes Kentucky Fried Chicken so great”

But what happens when your business has a little more meat on the bones and can’t be served deep fried in a bucket?

It shouldn’t and doesn’t matter what your offering is. A value proposition is a promise of value and is arguably the most important part of your overall marketing messaging. It is a clear statement that tells prospects why they should invest in you.

“Marketing is invaluable in helping businesses to explain their services concisely, so that someone easily understands what you do and why they should buy from you – which is of course key to helping your business grow” – Steve Anderson, Managing Partner at Capitalise.

In short, take time defining the values that make your business such a tempting service – it’s what separates you from your competition. Once established, amplify your value proposition to targeted prospects in a way that resonates with them long after they’ve engaged. In doing so, you’ll remove unnecessary hurdles and instead, give them every reason to invest.

Hear more analysis from industry experts in our eBook: “Marketing as an Accelerator”

2. Builds a pipeline

Less is sometimes more – even in the world of business.

Forrester – a market research company – found that 99% of leads never convert to customers. So, whilst high numbers look impressive on paper, sales need revenue, not thousands of cold leads in the top of a funnel. This shift from quantity to quality in the B2B space is what prompted the evolution from lead generation to pipeline marketing and now maximisation of customer lifetime value.

Rather than focusing on generating new leads, pipeline marketing concentrates on delivering customers. It does this by aligning marketing and sales’ decision making and goals with revenue generation – not campaign diagnostics.

For Paul Beaumont, Growth Director at Equiteq, the pipeline is an extension of the value proposition; “once you’ve defined the value your business offers, you can be clear about the clients you’ll market to, and your messaging”. The pipeline approach is about specifically targeting the customers you want, and those who will benefit from your offering, rather than exhausting your efforts on everybody who owns a computer or email account.

It’s also worth noting that when it comes to lead prospecting, the more successful businesses don’t buy their fuel from the pump. They also don’t rely solely on personal networks. Instead, they build and nurture a pipeline to maintain a velocity in their sales stream. They keep their database up to date, too.

According to LeadGenius data, more than one-third of a business’s contacts become outdated each year, with data becoming dormant at a rate of more than three percent each month. Whilst GDPR gave companies a good reason to audit their database, cleaning data is a necessary evil that needs to be completed regularly. Not only does it keep marketing and sales efforts meaningful, it allows you to effectively monitor the health of your sales life cycle and tweak where necessary.

3. Establishes your brand –  inside and out

In a recent Channel 4 documentary ‘Inside Dior’, a view was expressed that you need to ‘exploit your past to cement your future’. While Dior have certainly evolved with the times, their approach to fashion has fundamentally remained the same: absolute elegance and creative audacity.

The same thinking can, and should, be applied to any brand. It’s about recognising the foundations of your business, building a brand on those values and remaining true to these as you grow.

As Mike Altendorf – advisor and investor – recognises, marketing is more than just attracting new clients, “it also helps to establish your brand, builds your reputation and, as you get bigger, ensures your brand is as strong internally as it is externally”.

Whilst consistency in external-facing work is self-explanatory, internal marketing is just as important when it comes to sales. Why?

• It establishes a powerful emotional connection between your team and your products/services
• It creates staff loyalty, as you’ll give them a reason to buy into the company vision
• Without that connection, it’s likely your employees will undermine the expectations set by your advertising

It is often easier to live and breathe certain company’s values when these have remained mostly unchanged during a company’s history. When a company experiences a fundamental change (new management, acquisition, new team structure…) however, most experience some form of internal resistance.

Nobody likes change, and during this time, employees will be seeking direction from senior employees. Seniors on the other hand will be hoping to squash unproductive rumourmongering. These turning points are ideal opportunities for an internal branding campaign to direct people’s energy in a positive direction, to harbour a consistency of thinking across the business and to vividly articulate the value proposition.

Royal London seized such an opportunity last year when they decided to evolve how feedback was captured across the business. They created a culture pod as part of a companywide internal communication campaign, canvassing the views and opinions of more than 50% of employees from every level and area of the business. The goal was to resonate with the hard to reach, establish a shared vision amongst staff and deliver a great experience supported by the core values. It worked: new business growth was up 28%, and morale was boosted, too.

4. Attracts buyers

In the words of Mike Altendorf, “buyers will often look for businesses that have an effective and proven marketing strategy and delivery model – but it’s also key to attracting the attention of the buyer in the first place.”

If your company is already making the right noise in the marketplace, it is likely buyers will come to you with interest. But this is just the first hurdle.

Buyers often make judgements based on first impressions and gut instincts. Expect this and ensure the complexities of your business’s “story” are captured in marketing materials – not just the financial statements. Without presenting a strong narative, buyers are unable to understand that last’s year numbers were down because a squirrel caused a company-wide blackout, costing the company in downtime –  it happens more than you think.

Another important factor for buyers is the longevity of the business they are about to buy. This includes having confidence in revenue streams and staff retention.

A company is far more attractive to a potential buyer when their bottom line doesn’t depend on only one or two large clients. Having a holistic marketing strategy in place shows that you have considered activities that drive growth and new business opportunities. Using an agile marketing approach shows alignment between your marketing and sales team –  a task your new investors will not have to orchestrate. A healthy pipeline is equally influential as it will demonstrate movement in the sales stream and pinpoint successful tactics to build on.

Strong internal branding and communication can also bring confidence to investors, as employees are more likely to be loyal to the brand rather than simply individuals. This is important because potential buyers need to know that key employees won’t jump ship after a sale, and that the business is capable of growing with new management or in your absence.

Fast forward with agile marketing 

Using our unique capabilities and agile marketing methodology, Bright helps build integrated campaigns and marketing transformation projects that drive success for your business in both the short and long term. We enable businesses to accelerate growth quickly and profitably — triggering a positive impact, without the disruption.

For more in depth analysis on how you can leverage marketing to enable fast growth, download our eBook: “Marketing as an Accelerator”

Guest Blog:  Jacqui Sasserath is the founder of Channeliser, a matching service for IT companies looking for IT partners. In this blog, Jacqui describes the 3 key actions to create a strong and successful marketing partnership.

We @channeliser are frequently asked what is the most effective use of marketing spend?

1. Should we focus on partner enablement and building understanding of our proposition so that they can, in turn take the message to their customers?
2. Or should we be generating demand with direct prospecting and customer marketing?
3. Or perhaps a hybrid of the two – operating a marketing campaign to customers but doing it “through” my partners?

And the answer is simple – know your partners!

Capture the “to partner” value proposition

You know the value of your product to the customer, so now is the time to re-evaluate what is the value to the partner?

It will be something quite different. Try and list the 5 things that could turn a partner’s head and capture their attention about your offering – it may be as simple as incentives, it may be the lack of complexity and ease of doing business with you and it may delve into the technical functionality.

Remember most good resellers have many other vendors vying for their attention and resources so you need to standout and really have an engaging message as to why a partnership is of benefit to all.

Profile your partners

Now turn your attention to the complex matrix that is your partner community. Individual profiling should help you see if they target a specific vertical, do they operate in a niche sector, or focus on small businesses, or only deploy in the cloud and what other vendor products make up their portfolio and proposition.

This vital exercise is something frequently forgotten but is absolutely essential to ensure you are getting the most from the market opportunity. Having partners that sell into different market segments will not only keep them happy as they will not compete too heavily with other partners but will also ensure you are spreading your marketing messages across the widest possible market opportunity.

If you discover you have gaps in your market coverage try Channeliser to find new partners.

If you are truly partner centric – ask the partners!

You are now ready to target your partners with the right questions to the right people with the right messaging.

Ask marketing if they would like to run a joint campaign with a carefully thought through messages? Ask sales and pre-sales what they need to help sell your solutions. Ask the CEO how satisfied they are with your overall performance as a vendor and what you can do to improve?

Embedded in each of these “asks” are the key messages that relate to that target audience and based on your “understanding” of the partner.

This isn’t a blanket email to your whole partner community, this is a well-thought out strategic plan with tailored individual messages and an open format for discussion with each partner.

Their level of engagement will guide you as to who is going to be “with” you over time

And their answers will guide you as to the decision and make up of your marketing budget; to customers and to partners and the mix of through partner marketing.

– Jacqui Sasserath, Founder of Channeliser