Don’t call me, I’ll call you
Don’t call me, I’ll call you My impression, or perhaps my hope, was that the digital age would eventually bring us closer […]
Better prospect intelligence: What B2B Marketers Can Learn from Blind Men
In My Face A colleague recently asked, “With all the data available to us now, what role, if any, does qualitative research […]
Listen – Here are 6 Ways to Gain a B2B Prospecting Edge
While conducting Net Promoter Score (NPS) research for a b2b technology client we asked the president of an operating division of a large multinational the following, “you gave our client the highest NPS score, what is the greatest benefit you get from them?” The answer, “our salesman”.
Creative Questions Energize a Quiet Commodity Industry
Instigation: This long-established supplier of office products to small businesses had just been acquired. The newly merged company was anxious to explore options to increase growth within the current customer base, particularly in its top vertical segments, but years of prior attempts by Deluxe to increase volume through new products and services or new marketing methods had borne no results. The client was looking to us to tap undiscovered or overlooked opportunities, but their small business clients (wearing many hats) spent very little time thinking about this low-involvement category.
The Power of Product, Process, and … People
Instigation: Once a dominant manufacturer of those ubiquitous hospital IV pumps, Baxter was steadily losing market share to competitors with more advanced products. To reverse their fortunes, they developed a competitive new line but, being late with the new technology, they knew they had to get the marketing exactly right or their opportunity to reestablish leadership would be lost. In addition, the marketing team needed compelling prospect insights to help align other internal groups around a cohesive go-to-market plan.
Tradeshift
Instigation: Tradeshift is a B2B start-up offering a free invoicing platform and a growing web-based business network. Like many start-ups, its vision was grander than its reality. It quickly found itself in a sea of small companies offering commoditized e-invoicing services. Frustrating to employee and founder alike was the challenge of navigating between here and where they want to be. Their marketing had become muddled. As the new CMO John Eng observed, “Our vision was so big it was hard to communicate. Our messaging had to speak to a range of small to large companies. The challenge was that we’d never really codified a company-wide story or the messaging that conveyed that story.”