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Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation

Mathew Sweezey
Mathew Sweezey
Mathew SweezeyAuthor, Keynote Speaker, and Marketing Insights at Salesforce um Forbes

Understand customers wants, needs, and desires is a tricky business but it can be made much easier if you understand three key ideas: stage based marketing, system of relevance, and the fundamentals of modern consumer desires. This presentation was created for the Data Marketing conference in Toronto 2015, and outlines new research into modern buyers, and how to understand their needs, derive intelligence from their actions, and provide the best experience possible in the modern era.

Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation

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Deriving
Intelligence

From buyers actions	
  
A presentation for Data Marketing 2015	
  
•  Safe	
  harbor	
  statement	
  under	
  the	
  Private	
  Securi4es	
  Li4ga4on	
  Reform	
  Act	
  of	
  1995:	
  
•  This	
  presenta4on	
  may	
  contain	
  forward-­‐looking	
  statements	
  that	
  involve	
  risks,	
  uncertain4es,	
  and	
  assump4ons.	
  If	
  any	
  such	
  uncertain4es	
  materialize	
  
or	
  if	
  any	
  of	
  the	
  assump4ons	
  proves	
  incorrect,	
  the	
  results	
  of	
  salesforce.com,	
  inc.	
  could	
  differ	
  materially	
  from	
  the	
  results	
  expressed	
  or	
  implied	
  by	
  
the	
  forward-­‐looking	
  statements	
  we	
  make.	
  All	
  statements	
  other	
  than	
  statements	
  of	
  historical	
  fact	
  could	
  be	
  deemed	
  forward-­‐looking,	
  including	
  any	
  
projec4ons	
  of	
  product	
  or	
  service	
  availability,	
  subscriber	
  growth,	
  earnings,	
  revenues,	
  or	
  other	
  financial	
  items	
  and	
  any	
  statements	
  regarding	
  
strategies	
  or	
  plans	
  of	
  management	
  for	
  future	
  opera4ons,	
  statements	
  of	
  belief,	
  any	
  statements	
  concerning	
  new,	
  planned,	
  or	
  upgraded	
  services	
  or	
  
technology	
  developments	
  and	
  customer	
  contracts	
  or	
  use	
  of	
  our	
  services.	
  
•  The	
  risks	
  and	
  uncertain4es	
  referred	
  to	
  above	
  include	
  –	
  but	
  are	
  not	
  limited	
  to	
  –	
  risks	
  associated	
  with	
  developing	
  and	
  delivering	
  new	
  func4onality	
  
for	
  our	
  service,	
  new	
  products	
  and	
  services,	
  our	
  new	
  business	
  model,	
  our	
  past	
  opera4ng	
  losses,	
  possible	
  fluctua4ons	
  in	
  our	
  opera4ng	
  results	
  and	
  
rate	
  of	
  growth,	
  interrup4ons	
  or	
  delays	
  in	
  our	
  Web	
  hos4ng,	
  breach	
  of	
  our	
  security	
  measures,	
  the	
  outcome	
  of	
  any	
  li4ga4on,	
  risks	
  associated	
  with	
  
completed	
  and	
  any	
  possible	
  mergers	
  and	
  acquisi4ons,	
  the	
  immature	
  market	
  in	
  which	
  we	
  operate,	
  our	
  rela4vely	
  limited	
  opera4ng	
  history,	
  our	
  
ability	
  to	
  expand,	
  retain,	
  and	
  mo4vate	
  our	
  employees	
  and	
  manage	
  our	
  growth,	
  new	
  releases	
  of	
  our	
  service	
  and	
  successful	
  customer	
  deployment,	
  
our	
  limited	
  history	
  reselling	
  non-­‐salesforce.com	
  products,	
  and	
  u4liza4on	
  and	
  selling	
  to	
  larger	
  enterprise	
  customers.	
  Further	
  informa4on	
  on	
  
poten4al	
  factors	
  that	
  could	
  affect	
  the	
  financial	
  results	
  of	
  salesforce.com,	
  inc.	
  is	
  included	
  in	
  our	
  annual	
  report	
  on	
  Form	
  10-­‐K	
  for	
  the	
  most	
  recent	
  
fiscal	
  year	
  and	
  in	
  our	
  quarterly	
  report	
  on	
  Form	
  10-­‐Q	
  for	
  the	
  most	
  recent	
  fiscal	
  quarter.	
  These	
  documents	
  and	
  others	
  containing	
  important	
  
disclosures	
  are	
  available	
  on	
  the	
  SEC	
  Filings	
  sec4on	
  of	
  the	
  Investor	
  Informa4on	
  sec4on	
  of	
  our	
  Web	
  site.	
  
•  Any	
  unreleased	
  services	
  or	
  features	
  referenced	
  in	
  this	
  or	
  other	
  presenta4ons,	
  press	
  releases	
  or	
  public	
  statements	
  are	
  not	
  currently	
  available	
  and	
  
may	
  not	
  be	
  delivered	
  on	
  4me	
  or	
  at	
  all.	
  Customers	
  who	
  purchase	
  our	
  services	
  should	
  make	
  the	
  purchase	
  decisions	
  based	
  upon	
  features	
  that	
  are	
  
currently	
  available.	
  Salesforce.com,	
  inc.	
  assumes	
  no	
  obliga4on	
  and	
  does	
  not	
  intend	
  to	
  update	
  these	
  forward-­‐looking	
  statements.	
  
Safe	
  Harbor	
  
@msweezey

This presentation will be covering a lot of slides in a very
short amount of time. If you would like to follow along on
your device please find my slides posted to twitter under
@msweezey.
•  Mathew Sweezey (only one “T”)
•  Principal of Marketing Insights for Salesforce
•  Author of “Marketing Automation for
Dummies”
•  Writer for Clickz.com
What is the biggest problem
marketers face?
#1 New Business Development
We asked 5000 B2B and B2C marketers this question: 	
  
They said: (http://www.salesforce.com/research) 	
  
Q
A #2 Quality of leads
#3 Keeping up with trends
What is the biggest problem
marketers face?
We asked 5000 B2B and B2C marketers this question: 	
  
Q
A
How do we drive business amidst
an entirely new consumer
landscape?
A Dynamic and predicative
engagements across all channels. 
This answer presents a major set of problems for
you. Predictive and dynamic content is only as
good as your content, and what you are able to
derive from engagement with it. If you can not
decipher what a consumer desires you can’t fulfill
their desire no matter what buzz word you use! 	
  
P
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Deriving Intelligence from Customer Actions: Data Marketing 2015 presentation

  • 1. Deriving Intelligence From buyers actions   A presentation for Data Marketing 2015  
  • 2. •  Safe  harbor  statement  under  the  Private  Securi4es  Li4ga4on  Reform  Act  of  1995:   •  This  presenta4on  may  contain  forward-­‐looking  statements  that  involve  risks,  uncertain4es,  and  assump4ons.  If  any  such  uncertain4es  materialize   or  if  any  of  the  assump4ons  proves  incorrect,  the  results  of  salesforce.com,  inc.  could  differ  materially  from  the  results  expressed  or  implied  by   the  forward-­‐looking  statements  we  make.  All  statements  other  than  statements  of  historical  fact  could  be  deemed  forward-­‐looking,  including  any   projec4ons  of  product  or  service  availability,  subscriber  growth,  earnings,  revenues,  or  other  financial  items  and  any  statements  regarding   strategies  or  plans  of  management  for  future  opera4ons,  statements  of  belief,  any  statements  concerning  new,  planned,  or  upgraded  services  or   technology  developments  and  customer  contracts  or  use  of  our  services.   •  The  risks  and  uncertain4es  referred  to  above  include  –  but  are  not  limited  to  –  risks  associated  with  developing  and  delivering  new  func4onality   for  our  service,  new  products  and  services,  our  new  business  model,  our  past  opera4ng  losses,  possible  fluctua4ons  in  our  opera4ng  results  and   rate  of  growth,  interrup4ons  or  delays  in  our  Web  hos4ng,  breach  of  our  security  measures,  the  outcome  of  any  li4ga4on,  risks  associated  with   completed  and  any  possible  mergers  and  acquisi4ons,  the  immature  market  in  which  we  operate,  our  rela4vely  limited  opera4ng  history,  our   ability  to  expand,  retain,  and  mo4vate  our  employees  and  manage  our  growth,  new  releases  of  our  service  and  successful  customer  deployment,   our  limited  history  reselling  non-­‐salesforce.com  products,  and  u4liza4on  and  selling  to  larger  enterprise  customers.  Further  informa4on  on   poten4al  factors  that  could  affect  the  financial  results  of  salesforce.com,  inc.  is  included  in  our  annual  report  on  Form  10-­‐K  for  the  most  recent   fiscal  year  and  in  our  quarterly  report  on  Form  10-­‐Q  for  the  most  recent  fiscal  quarter.  These  documents  and  others  containing  important   disclosures  are  available  on  the  SEC  Filings  sec4on  of  the  Investor  Informa4on  sec4on  of  our  Web  site.   •  Any  unreleased  services  or  features  referenced  in  this  or  other  presenta4ons,  press  releases  or  public  statements  are  not  currently  available  and   may  not  be  delivered  on  4me  or  at  all.  Customers  who  purchase  our  services  should  make  the  purchase  decisions  based  upon  features  that  are   currently  available.  Salesforce.com,  inc.  assumes  no  obliga4on  and  does  not  intend  to  update  these  forward-­‐looking  statements.   Safe  Harbor  
  • 3. @msweezey This presentation will be covering a lot of slides in a very short amount of time. If you would like to follow along on your device please find my slides posted to twitter under @msweezey. •  Mathew Sweezey (only one “T”) •  Principal of Marketing Insights for Salesforce •  Author of “Marketing Automation for Dummies” •  Writer for Clickz.com
  • 4. What is the biggest problem marketers face? #1 New Business Development We asked 5000 B2B and B2C marketers this question:   They said: (http://www.salesforce.com/research)   Q A #2 Quality of leads #3 Keeping up with trends
  • 5. What is the biggest problem marketers face? We asked 5000 B2B and B2C marketers this question:   Q A How do we drive business amidst an entirely new consumer landscape?
  • 6. A Dynamic and predicative engagements across all channels. This answer presents a major set of problems for you. Predictive and dynamic content is only as good as your content, and what you are able to derive from engagement with it. If you can not decipher what a consumer desires you can’t fulfill their desire no matter what buzz word you use!   P
  • 7. Empower Buyers They have the power And they know How to use it.   There is more computing power used in a single Google search than all of NASA had in 1969 to land a man on the moon. -Google research team  
  • 8. Needs Change With Mobility More people in the world have access to a mobile phone than have access to clean drinking water or electricity. They use it to fulfill human needs.   Instant access to consumer generated content fulfills a human desire of belonging. The Noise you create does not have any place in Maslow’s hierarchy of needs. Yet, consumer generated content does.  
  • 9. Limitless Media 
 Is very different This is over 12 hours per day, across multiple screens. Tangling up work life, personal life, and everything else together.  
  • 10. “A” or “B” How do you manage your email in box?
  • 11. “We now disqualify before we qualify” We are faced with so much content we now disqualify content before we even begin to qualify it. This is a technique we learned on our own (heuristic) and use it as the standard way we now filter large sets of data.
  • 12. Our systems Don’t work For every 100 leads an aveerage company generates they close .7 of them into actual business. 1.5 Forester estimates for every 100 leads a B2B company generates, best in class only converts 1.5 into revenue.
  • 13. Content product is the largest single item in a marketing budget at 16% of the total budget. This is a result of the modern buyer and the marketer owing 80% of the sales cycle by 2020.   Massive Inefficiencies Of content a business creates never gets utilized.70% - Sirius Decisions
  • 14. In their 1993 books “The One to One Future”, Peppers and Rogers state outline the fundamentals of the future of marketing in a personalized way. This book is a must read! PHOTO: Their acceptance into the DMA hall of fame   One to One
 Marketing “We must operate in realities not abstractions of reality” –Peppers & Rogers
  • 15. To derive intelligence we must understand new techniques. Now it’s time to go over the ways in which you can deduce what the customers are actually thinking and use this to provide a true one to one experience across any channel, or device.
  • 16. Stage Based Theory 01 Content must be made relevant to the buyer at the stage of the lifecycle they are in. This is extremely important for both you and them.
  • 17. Have you ever been disappointed by content you’ve engaged with from a brand? 71% of them said, “YES”. We asked 400 B2B buyers the following questions:   Survey says: Q A hWp://www.clickz.com/clickz/column/2349580/71-­‐percent-­‐of-­‐buyers-­‐have-­‐been-­‐ disappointed-­‐by-­‐content#  
  • 18. How did the negative experience affect your relationship? 25% said they never would engage with the brand again. We asked those buyers a follow up question:   Survey says: Q A hWp://www.clickz.com/clickz/column/2349580/71-­‐percent-­‐of-­‐buyers-­‐have-­‐been-­‐ disappointed-­‐by-­‐content#  
  • 19. My First White Paper I wrote my first White Paper in 2007. spent 3 weeks writing a white paper. I tried to answer all buyer questions at once. Create the pain, make you want to solve the pain, and why you should buy from us.
  • 20. “A” or “B” How do you down load data?
  • 22. Daily content consumption. Usually is Learn, and Escape. Happens across all media channels. How we engage with Research content. Batch Research Defined Read  this:  hWp://www.clickz.com/clickz/column/2285540/new-­‐research-­‐defines-­‐buyers-­‐journey-­‐ to-­‐3-­‐steps  
  • 23. Break it into buyer stages If you break your white papers up into buyers stages then your white paper is more likely to appeal to a person in a specific stage, it will also then tell you which stage the buyer is in via “Self Selection”.
  • 24. How to map Your stages This data is based on aggregate consumer research. The only way to determine what your buyers need and want is to ask them.
  • 25. Desirable Content 02 The human desire has shifted over time, yet our marketing practices are still based on the idea of mass publication is valuable to consumers. We must re learn what consumers desire, and what creates a valuable relationship for them.
  • 26. Nobody Ever Said “I want content”They decide engage with content to solve goals, they engage with it because it aligns with their purpose The worlds best media brands are failing. BBC laid of 500 reporters last year. Gigaom the $22 million dollar backed media brand, who pioneered blogging closed it’s doors after 8 years in 2015. We need to be relationship brands.   Media Brands?
  • 27. Building relationships with consumers inner desires is what we should be focused on Edward Bernay’s created Public Relations after learning from his uncle Sigmund Freud the power of the unconscious mind. He create a new form of strategic marketing which built relationships between products and consumers inner desires. Relationships focus on Human Desire  
  • 28. Experiences Are Made of “Content” Wrote  “Permission  Based  Marke4ng”  in  1999.  The  forward  to  this   book  was  Don  Peppers  who  co-­‐authored  “The  One  to  One  Future”   wriWen  in  1993.  Yet,  most  of  us  just  see  “Content”  as  something   we  create  and  mass  distribute.       “Our job is to connect with people, and leave them better off than when we found them” - Seth Godin
  • 29. More is not influential There is no correlation between publishing more often and influence the content has with in a persons life, or with the relationship you have with the consumer. The idea of more content is better is a total red herring.  
  • 30. “Consumers want honest and authentic experiences” -Joseph Pine II Author of the Experience Economy, Authenticity, & Infinite Possibilities
  • 31. “Consumers want honest and authentic experiences” -Joseph Pine II Author of the Experience Economy, Authenticity, & Infinite Possibilities
  • 32. Path to Purpose Google research done in 2013 proves it is no longer a linear journey to purchase, but rather helping consumers meet their purpose. When you do you increase purchases by 42%.   Honest  experiences  help   them  fulfill  their  inner   desires,  and  discover  their   purpose.    
  • 33. Content is contextual to the moment………
  • 34. Fight Boredom PEW research found that 51% of the time a CEO picks up their mobile device because they are BORED. We use the internet to fight boredom. This is the purpose at that time. It can lead to other things via passive discovery.  
  • 35. Escape !People wanting to escape will lean on self discover and social channels. They are looking to escape their work, life, job, and take a short break. No barring on sales readiness. However the escape must be an honest, escape. It can not be contrived by a business, but must be found by the person.
  • 37. Read this article for more on creating humor in your content: http:// www.clickz.com/clickz/column/2389218/create-better-content-via-humor Kronos Case Study Kronos, a workforce management software company, uses a weekly comic to engage with their audience. Their comics are consistently shared on LinkedIn two to 10x more than their corporate blog posts.
  • 38. Discover Things The top 5 websites in the world are all “Search Engines”. We use search engines to discover things, but actively and passively.
  • 39. Discover!Discovery is one of the greatest gifts of the internet. We have both passive and active discovery modes. Active Discovery: Direct searches on the internet Passive Discovery: When you scroll down in Facebook
  • 40. Self 
 Discovery The highest form of value the internet provides to a human is self discovery. The instant nature to find what ever, and fulfill any purpose or desire instantly.   “Mass  Publishing  is  the  lowest  form   of  value  the  internet  provides”     -­‐David  Weinberger  (  Co-­‐author  of  Cluetrain   Manifesto)  
  • 41. Active
 Discovery Anytime you do a search you are engaging in “Active Discovery” This is when you are looking, seeking, or wanting to find a specific item. “Amazon.com strives to be the e-commerce destination where consumers can find and discover anything they want to buy online.” – Jeff Bezos
  • 42. Passive
 Discovery There is value in helping people discover things. Amazon hires 473 “Data Scientists” to study their conversions, and it’s effect on the customer relationship. If they do something look at why.
  • 43. Presence!Is the content which consumers create about themselves to validate the mediated self they are projecting. Simply engaging with this is fulfilling their purpose, and is helpful, and does not require you to create more content.
  • 44. Mediated Self On average we have 7.4 social channels and project a different self on each one. The value to us is in expressing our being, and having that desire validate by others. The Power of a Like!  
  • 45. “When you see people voting up your answer or adding their own replies in real time it makes you realize there’s a good group of people reading your stuff. I don’t get that immediate rush on my blog” -Robert Scoble, Futurist and Social Media icon “ “
  • 46. Modern Media Releases Dopamine Causing positive relationships, and a Pavlovian response to engagement.   The  New  York  Times,  called  Dopamine  “The  Molecule  for   Mo;va;on”  in  their  2009  ar4cle  on  neuroscience.  hWp:// www.ny4mes.com/2009/10/27/science/27angier.html?_r=0  
  • 47. System of Relevance 03 Building a system of relevance is the only way to scale personal relationships and create desirable experiences at scale required across infinite channels.
  • 48. Single View Of Customer Buyers become highly fragmented beings across multiple channels. They are always connected, and always on. The only way to reach them is to know more about them, and understand what it takes to really be relevant to the modern buyer.   You  no  longer  compete  with  those  in  your  own   industry,  but  rather  the  best  of  those  fields.   Consumer  are  now  comparing  all  experiences   against  each  other  rather  than  against  their   ver4cal.       Behavioral Data You  no  longer  compete  with  those  in  your   own  industry,  but  rather  the  best  of  those   fields.  Consumer  are  now  comparing  all   experiences  against  each  other  rather  than   against  their  ver4cal.       Psychographic Data Also  combine  with  all  other  internal  data,   created  in  a  CRM.       Internal CRM Data
  • 49. Bi-Directional Value The value you create with dynamic systems provides heightened value to the buyer but also allows you use this data for dynamic and predictive personalization. Facilitating both passive, and active discovery creating value for both consumer and producer.  
  • 50. This Is the old way of thinking about conversion. How do we make content, and drive people to it. Now we take a new approach with dynamic journeys.   Static Experiences Follow Historical 
 Logic. Stop it!
  • 51. Companies using predicative content on average are seeing an increase in revenue by 15% because it help facilitate discovery, and fulfills modern desire. Predictive Content Dynamic content suggests the best next piece of content given set algorithms of most likely engagement. Owned Experiences Creating customized experiences also needs to happen both on your website and via the email content. +15% Revenue  
  • 52. Modern buyers will not respond to forced campaigns, and value self discover above all things. Creating a relationship able to support self discovery through out the buying cycle is the only way to drive demand in the future. Customer intelligence is a combination of both observed, asked, and inferred things dynamically put together providing the best experience possible. Conclusion:   1)  Experiences must be relevant to the moment. 2)  Moments reveal themselves though both action and data. 3)  You must have a system in place to execute in the moment. 4)  You will not know if you do not ask.
  • 53. Thank you Mathew  Sweezey   Principal  of  Marke4ng  Insights,  Salesforce       msweezey@salesforce.com   @msweezey