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How new AGILE practices can move marketing and innovation past the old business stalemates.

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Jascha Kaykas-Wolff, CMO of BitTorrent believes in two key principles: Find opportunities where no one else is looking; And, never fail the same way twice. It’s a methodology centered around Agile marketing practices. Coupled with a B.A. in Psychology from Whittier College, it’s one that’s served him well professionally and personally.

Some of what was covered in this show with Jascha Kaykas-Wolff included:


  1. Tell us a little bit about your latest venture as CMO of BitTorrent?  You’ve been a CMO in previous positions…how is this organization and position unique?
  2. Your LinkedIn profile is says you are a “Startup Advisor.” Sounds awesome. How do you help startups? What generally are startups in need of? 
  3. What is unique for marketers in a startup environment?  Any advice you can you share to help some of our early-stage listeners?
  4. You just launched a book, “Growing Up Fast: How New Agile Practices Can Move Marketing And Innovation Past The Old Business Stalemates.” What prompted you to write this book? 
  5. Why is being agile in business so important today? How can people become more agile in their decision-making? Or in their marketing? Don’t you have to plan to be an effective marketer or business professional? Can you be agile and still plan your strategy?
  6. Leadspace offers real-time social demand generation solutions. How can marketers make the most of real-time data? In today’s world – shouldn’t all data be real-time? Does real-time equal agile?
  7. What lessons have you learned as CMO in recent organizations that you’ll never forget? What makes a great CMO? Who are some CMOs that you admire?
  8. What one piece of advice would you give to marketers looking to make an impact in their organizations?
  9. If people want to learn more about you, BitTorrent or your book- where can they find out more?

"So for me the absolute first and most important thing for a CMO to do coming in is to find kind of how the organization is currently running and that’s not just marketing but it’s actually understanding in depth the way that the product or organization is working, how the product strategy is showing up in products being developed and then ultimately being able to assess what the marketing team is doing with the product team to bring those to market."

Let’s talk about ridiculously good content you need and can write.

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Some show highlights include:
Steve: That’s really interesting. You said “content that creates an experience”. How is that different from what somebody would traditionally think about as content?

Ann: There is this notion that the content equals articles and blog posts and sometimes videos maybe, things that start and finish but I think increasingly, with all these tools that we have available, we can create content that does deliver more of an experience to the people we want to talk to. I think in marketing, that word “experience” is a little bit, I am almost allergic to it sometimes.

Steve: What is ridiculously good content?

Ann: Generally the way that I define ridiculously good content is ultimately it’s content that meets the needs of the people you are trying to attract; so your prospects and your customers. But the way I define it, more specifically is its content that has 3 elements that is useful, that is empathetic to their needs and that is inspired in some way and that can be either creatively inspired or inspired by data or ultimately both. So I think those 3 things together equals ridiculously good content. 

Now obviously, writing is a big piece of that when it comes to text content especially of course but I think more generally, whether you are talking any kind of content; whether you are talking about video or audio like this, those 3 things really do need to be in place.

Steve: Now let’s say a CMO comes to you and says, “Yes Ann, I get it I need to do content marketing, I need a customer mindset, help me get started”. What do you tell them to do next? They are all ready to go.

Ann: So the first thing I would say is make sure that you have somebody in place who truly is empowered to execute on that. I mean it’s one thing to say “yes we understand that” but it’s another thing to put somebody in a position of power and give them the necessary budget and the resources that allows them to execute on that mandate so making sure that you have the necessary processes in place that you have the infrastructure there to support that person, that they are empowered across the organization. So I think that’s a really key thing.



Find Out What Drives Oracle’s Marketing Cloud Machine

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Oracle’s Kevin Akeroyd is helping to make the Oracle marketing cloud solutions the best in the industry, bar none. Find out what drives him, the Oracle marketing machine and more.

Kevin Akeroyd, GM of Oracle Marketing Cloud,is responsible for the global P&L, running the largest technology and services providers to the lines of business in charge of marketing and customer experience. The Oracle Marketing Cloud includes Marketing Automation (Eloqua), MCCM (Responsys), Data Management Platform - DMP - (Blue Kai), Content Marketing (Compendium), Social Listening (Collective Intellect), Social Publishing and Engagement (Viture, Involver). Prior to Oracle, Akeroyd worked for Badgeville, Jigsaw and Data.com

Some show highlights include:

Steve asked Kevin, "How do you organize your marketing dept?"

@akeroyd: We keep modern goals in mind. Marketing and sales are two silos that need to come together.

"You have the VP of mobile, VP of advertising, VP of lead gen, VP of  customer loyalty, VP of this and that.
We try to strike the balance - break down the silos and processes so they can maintain specitivity; yet come together for the ultimate goal:serving and relating to the client."

Steve Gershik:
How do you break down those silos in particular as it relates to communication in large groups of people?

Kevin Akeroyd:
 We have to have these common internal goals: 
Trying to drive sales productivity, revenue, drive marketing effectiveness, conversion, ROI - this is common internally for income and employees.

Our customer  related goals are: advocacy, continuity, relationships. It gets pretty easy when we have a common language for presales, marketing and sales. With that common venacular, cause and metrics success comes pretty easy. When we don't have that common goal in mind internally or for the customer, you get back into that dangerous trap of the silos.

Steve Gershik:
Oracle has had and continues to have a number of acquisitions. How to you integrate those companies and their culture into your overall culture?

Kevin told us,  "It starts with CULTURE. When they acquire, they only acquire the best companies - not just the technologies, but the best people, the best talent and the best customers along with the best business models and best cultures. 

Best Cultures results in the rest falling into place. The key is maintaining the culture that made the company so great you wanted to acquire it in the first place. This is critical. But then merging into the broader Oracle marketing cloud culture and then into the bigger oracle culture - culture maintenance and culture assimilation This is a huge challenge. Culture point about Oracle - traditionally on premise software.  We have made a couple of runs to be more cloud based. They didn't go as well as they do now.

Steve:
What has made the difference in that current success?

Kevin admits he's not sure he knows the answer holistically. He knows it's truly successful - it has adopted that culture integration - it's there - it's why Oracle is winning overall. 

Steve Gershik acknowledges, "You know if you don't have it, and you know if you have it there. Difficult to pinpoint, but it's deeper than that."

Kevin says they continuously ask, "What are we doing from a tech and integration, best practices, expertise, standpoint?" He goes on to say, "Our customers - the guys producing revenue - sales and marketing - are under a lot of pressure. They are being held more accountable for more results with less and they are judged faster and faster.

How well are we enabling our customers to be successful in light of those increasing demands? This is how we measure our success.They need to meet their goals and exceeding their goals. It's our only measuring stick of success.Innovation, leadership and customer centricity is the center of our culture.
We closely resemble the scrappy start ups that we acquire rather than opposing them or stifling them."

Steve brought up that Kevin is internally you are very analytical.
He also talked about the gap between what people are learning in business school and what practitioners need to know.
He says, You have to learn how to first think like a marketer and then to BE a marketer.

Steve asked Kevin: What skills before they can be successful at Oracle?

Kevin tells us, "Things are so fragmented across all of the channels: mobile, social, display, commerce... fragmented customer landscape, spending more money than ever. 
We can never lose the art and creativity of being brilliant marketers, but you need the other half - the science. You have to be able to measure your genius and show it to the CEO and board.
Look at how it is performing by lifecycle stage, customer segment ...Translate the language of marketing to the language of the CFO. The art part of marketing is not dead and is mission critical, but it needs to be married tightly to the science and analytics."

Kevin adds,"First and foremost: we start everything with, 'Are we making our customers successful?'
And, are we delivering quantifiable, directly attributable, measurable successful for our customers? If not, nothing else matters.

We are continuously measuring and tracking our impact. We have 1000's of customers and there is no one solution or recipe for their success. You have to consider the differences: financial vs. travel, vs. manufacturing vs. publisher. Enterprise vs. mid-market, brick and mortar vs. online only business.

The more important thing is the discipline of knowing that the people on my side that own the customer results are tracking them and are showing up and showing quarterly business results and making sure that customer success as defined by the customer is known and quantifiable and we're directly measuring our impact on that.

That's a big big part.

Thousands of customers are quantifying what success means to them, and we're tracking on a quarterly basis for them, and we are reporting on that to them... without it, the buck stops there.

We continuously challenge and evaluate our own success. We use customer satisfaction surveys, testimonials, who is willing to promote us?
These are indicators that we are successful in what we are doing.
This is part of our own measurement for our own success.

Hardcore numbers that affect my business: churn rate, upsell, cross sell, earning bigger part of the pie or is it shrinking, are we retaining the customer?
This results in share of wallet, renewal rate, expanding or shrinking inside that company is a measure of whether the customers happy and satisfied and successful. 

Retention of customer rate is more important than new acquisition rate.
Conversion rate - how are we doing? This is from the acquisition funnel into the sold.

The entire funnel approach starts at customer and goes backward - not typical of companies.
Keep them very happy and successful, they will grow with you, you'll do more with them and the value to you will be greater."

Steve asked about Kevin's transitions from Jigsaw to where he is today.

How do you structure the acquisition and dissemination of data?
it's easy to get paralyzed. What is the most important to look at and focus for yourself. How do you rank what is the most important data.

1. Try to make sure everyone is looking at the same data - whether at the top of the funnel or bottom. If they are all doing that, that is mission critical.

2. Data is interesting. if you are a savvy company, you know how to let the data bubble up intelligence and make decisions. Tried and true, we know the questions to ask, we know how to mine the data. 

Oracle has been a long time Leadspace customer.
"LS represents a tool that is both for sales and marketing.  Whether you are doing specific things like events, upsell cross sell, private webinars - it's a tool up and down marketing. Exact same stuff that the sales team is using. It's a relatively unique compilation of stats.  Resulting accurately is head and shoulders above the competition. LS does something very unique and VERY current.

@akeroyd  kevin.akeroyd @oracle.com  Look for him on LinkedIn, too.


Advocate Marketing: What is is and how you can get it.

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Building a brand new category isn’t easy – but Influitive’s Jim Williams makes it seem easy. Eloqua’s former Director of Product Marketing helps us realize why we need Influitive’s Advocate Marketing.

Here's a nutshell of what advocacy marketing includes, and you can decide if you need it or want it:
Capture the best leads
Cultivate product reviews
Secure perfect references
Instant product feedback
Share content with conviction and build buzz

Jim Williams is the VP of Marketing for Influitive. Williams is a strategic thinker and marketer who drives tangible results/ROI for startup and early stage software companies. Prior to Influitive, Williams lead product marketing and demand generation at Eloqua.

Some of the questions host, Steve Gershik asked were:

1. Influitive and Advocate Marketing ….tell us more. Why is harnessing the power of advocates so important today?

2. What’s changed in marketing in the last few years that has made B2B a little more exciting?

3. What is a day in the life of a VP of Marketing at a hot start-up like? What are your biggest challenges?

4. How do you build an effective marketing strategy for something so new and different? Building a new market isn’t easy, is it?

5. Do you believe in taking risks as a marketer? Does the start-up mentality foster that?

6. You were an integral part of a very successful marketing team at Eloqua – what best practices did you learn while part of that team? What made the Eloqua marketing team unique?

After the break:

7. What’s the secret to building a great marketing organization? Do you hire for skills? Passion? What makes a team successful?

8. What’s the best way to become a better marketer?

9. Where does content marketing play a role in your marketing strategy?

10. Let’s talk about data. Leadspace provides social demand generation solutions –helping to provide real-time lead data for organizations. How important is accurate data for marketing?

How to drive demand generation with Maria Pergolino of Apptus

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Some what what we are covering in this show includes:
While building an organization to scale, what have you learned?
What do you look for in an intern or an early-in-career hire?
How do you measure if someone is capable of their position and when they are, ensuring they are working on the right things?
An attribute of great managers is the ability to learn from their mistakes. What is something you've learned from your mistakes?
How have you built this marketing organization within Apptus?
How did you decide which roles to bring in at what time?
How do you provide transparency among your team?
What do you do to spread knowledge of marketing?

1. What is a day in the life like as VP of Marketing at Apptus?

2. You had a great experience at Marketo – building a stellar reputation for content marketing and marketing automation. What did you learn at Marketo that helps you drive demand for Apptus?

3. In your role at Apptus – you manage corporate marketing, customer marketing and demand gen. How does corporate and customer marketing differ? What’s the most important thing to remember in customer marketing? 

4. You frequently write and speak about B2B marketing- what’s the biggest challenge for B2B marketers today? Why?

5. What is the key success factor for B2B marketers? 

6. What is your most effective strategy for driving demand generation at Apptus?

Little known fact: Maria Pergolino is also a wine expert - more on that perhaps during our next show.
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About Maria:

Maria Pergolino is the Vice President of Marketing for Apptus, a category-defining software that drives the vital business process between the buyer’s interest in a purchase and the realization of revenue. As a recognized thought-leader in demand generation, marketing automation and content marketing, Maria has been named one of the 50 Most Influential People in Sales Lead Management by SLMA for 2010-2013 and the 20 Women to Watch for 2011 and 2012. Prior to Apptus, Maria was Senior Director of Marketing for Marketo.

Do the 4 Ps of Marketing Have You Irrelevant?

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REVENUE MARKETING is where we need to be.

Chief Strategy Officer of +The Pedowitz Group , +Debbie Qaqish shows her passion for education, for revenue marketing in this fast paced, 30 minute discussion.  She is the author of, "Rise of the Revenue Marketer, " available on Amazon: http://www.amazon.com/Rise-Revenue-Marketer-Debbie-Qaqish/dp/1610054075 

A snippet from the show:
"Because the  universities have been so slow to teach these critically important skills, we are seeing companies that are developing their own revenue marketing curriculum. They cannot find the skills. Kids are not coming out of graduate and undergraduate programs with the right skills."

Some of the points covered include:

1. The rise Revenue Marketer….tell us more. What does this mean for marketers today? How did the industry react to the new term, Revenue Marketer?

2. The Pedowitz Group works with some of the biggest brands out there- how has the state of marketing changed for B2B in the last few years? Are there different challenges for SMB and Enterprise orgs?

3. What does a day in the life of the CRO of TPG look like?

4. What do marketers need to change today to think like a Revenue Marketer tomorrow?   

5. Where do most marketing organizations fall short reaching their revenue goals?
 

AFTER BREAK:
 
6. TPG has grown into a fairly large organization over the past few years. What’s the secret to building a great marketing organization? Do you hire for skills? Passion? What makes a team successful?

7. TPG clients have been recognized for excellence with both Eloqua Markie and Marketo Revvie awards. What defines excellence in marketing?

8. What’s the best way to become a better marketer today? What advice can you share?

9.  Let’s talk about data. Leadspace provides social demand generation solutions –helping to provide real-time lead data for organizations. How important is accurate data for marketing? 

10. Where does data fit in the Revenue Marketer concept?

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Debbie Qaqish is the chief strategy officer and a principal partner at The Pedowitz Group and is responsible for developing and managing client relationships.

She is a nationally recognized speaker, thoughtleader  and innovator in the demand generation field, with more than 30 years of experience applying strategy, technology and process to help B2B companies drive revenue growth. Debbie was voted #10 in #SLMA 's 50 Most Influential in Sales Lead Management in 2011. She has also been nominated in 2014.


Connect with Debbie Qaqish:
https://www.linkedin.com/in/dqaqish
https://twitter.com/DebbieQaqish

Connect with The Pedowitz Group:
https://twitter.com/revenuemarketer
https://www.linkedin.com/company/pedowitz-group

Marketing Wisdom and Demand Generation Insights

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Jason Hekl, Vice President and Group Director, Demand for SiriusDecions is a marketer. His specialties include:High tech marketing, including demand generation, messaging, marketing program management, PR, analyst relations, sales and marketing operations, content development, direct marketing, event management. Prior to SiriusDecisions, Hekl was Vice President of Marketing for Coupla.

Lead Generation for the Ever-complex Sale

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Brian Carroll is Executive Director of Applied Research at MECLABS and CEO of InTouch, part of the MECLABS Group. Author of the popular book, Lead Generation for the Complex Sale (McGraw-Hill), Carroll is a leading expert in lead generation and he's profiled and regularly quoted in numerous publications. Brian also speaks to 20,000 people a year on improving sales effectiveness and lead generation strategies. He’s been profiled and regularly quoted in numerous publications such as BtoB Magazine, Selling Power, The Wall Street Journal, Entrepreneur, Target Marketing, Inc. magazine, Marketing News, DM News, MarketingProfs, MarketingSherpa, Software CEO and CMO Magazine.

Content Marketing Tips You Need to Hear

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Jesse came to Kapost from Offerpop, where he was Director of Content Marketing. Before that, he was pumping out content and drawing up strategy at Eloqua. He got his start as a business reporter, first at the Boston Herald and then the Boston Business Journal, before jumping into marketing. Born and raised in New England, Jesse is an avid Red Sox, Celtics and Patriots fan. His favorite pastimes are dreaming up big content initiatives, chatting about marketing, and hanging out with his dog Dubus. 
You can hit him up on Twitter @noyesjesse.

Using your dominant skill to become a top seller

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If you don't know Jill Konrath yet, it's time to get caught up. Her site is a welcome basket fancier than print vendors in the 90s would bring at the holidays to thank you for the 300 page sales report job you did in full color for 10,000. She generously gives away tools to help any sales and marketing professional exceed any expectations they had of themselves and becoming a wildly valuable member of any team. Really, I'm not just getting all mushy on you here. Check this out: http://www.jillkonrath.com/sales-resources

 

So we're here to talk to her about what sets her latest book, Agile Selling, apart from any she's written in the past. We don't want to give the whole show away, but join us and take notes. This is one of those guests that will leave you gasping with inspiration and action items!

A couple of the questions she'll be answering include:
What role should technology play in today’s sales organization?
What happens when sales doesn’t trust in their data and/or marketing?