Presentation deck from 2018 Marketo Marketing Nation Conference

2. Budgeting for Marketing
Performance: How to Save Time,
Spend Wisely & Do More with Less
Matt Heinz
Founder & President, Heinz Marketing Inc
@heinzmarketing
matt@heinzmarketing.com

3. Housekeeping
 Copy of this deck
 FREEBIES!
 Full Funnel Marketing
 The Predictable Pipeline (the new book!)
 Our B2B KPI Dashboard Architecture
 Sales Velocity Calculator
 Bacon
 Bring me a business card (or send an email to
matt@heinzmarketing.com) with what you want

4. Profit Center Marketing

5. Or keep doing the alternative:


6. What they think of you

8. What about control?

9. Sales & marketing = the same objective

10. Impact the entire customer lifecycle

11. Shared & integrated resources
 Tools
 Platforms
 Campaigns
 Content
 Insights
 Dashboards

13. >

14. >

15. A widening gap between investment &
ROI
 According to CEB:
 45% of B2B marketing budgets go to content
 84% of marketers expect to increase content spend
 Only 45% of marketers think content marketing is working
 66% of marketers can’t connect content metrics & business metrics

16. ABM yourself to get…..ABM?


17. Keys to launching ABM
 Outcomes first (and always)
 Map the internal buying committee, build consensus
 Challenge the status quo
 Securing budget
 Drive deep coordination with sales

18. Defining Outcomes
 Revenue growth
 Target account efficiency
 Opportunity cost
 Where is there quantifiable pain right now?

19. ROI CALCULATOR

20. Management & Measurement

21. Seven keys to great marketing budgets

22. Ask for organization goals up front

23. Get sales buy-in first

24. Cut unsuccessful items from last year
(and explain why)

25. Organize by business objective (instead
of marketing function)

26. A potential reporting structure
 Attract (Market Development)
 Engage (Demand Creation & Qualification)
 Grow (New Pipeline Contribution & Conversion)
 Retain (Customer Lifetime Value)

27. Atract (Market Development)
 Net-new inquiries
 Re-engaged inquiries
 Web traffic
 Social reach/engagement
 Content reach/engagement

28. Engage (Demand Creation & Qual)
 Net-new qualified sales leads
 Re-engaged existing sales leads
 Demo and guided tour engagement
 Net-new qualified opportunities created

29. Grow (Pipeline Contribution & Conversoin)
 Marketing-generated pipeline & closed deals
 Net-new leads tracked directly through the pipeline
 Marketing-influenced pipeline & closed deals
 Existing/previous leads tracked through the pipeline

30. Retain (Customer Lifetime Value)
 Customer renewals & upsells
 Customer “saves”
 Past customer win-backs

31. Project results wherever possible
(revenue, not just spend)

32. Make future expenditures contingent on
early success

33. Tie bonuses to sales performance

34. For discussion:
 Where are the weak points in your Profit Center Marketing
execution?
 Do you have a revenue-accountable culture in your marketing
organization?
 Do your peers see it the same way as you?
 Pros/cons of your relationship with:
 CFO
 CEO
 Board
 Head of Sales

35. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success

36. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success
Plan & Understand
Execute
Measure

37. Pipeline Development Framework:
Plan & Understand
Target Market
Sales Cycle
Team
Message
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter
expertise (need/outcome), trust validation

38. Pipeline Development Framework:
Execute
Reach
Enabling
Technology
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal
tracking

39. Pipeline Development Framework:
Measure
Metrics of
Success
Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

40. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter expertise
(need/outcome), trust validation
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal tracking
Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

41. Pipeline Development Maturity Model
Initial Ad-Hoc Defined Managed Optimized
Target Market
Lack of clearly defined target market
and Ideal Customer Profile (ICP), no
personas
Limited/assumption-based
approach to market/customer.
Limited to no qualification criteria
defined
Ideal Customer Profile defined,
personas defined and articulated
Known accounts, defined and
agreed to qualification criteria,
defined and confirmed personas
Iterative approach to target
account identification, dynamic
personas, qualification criteria
drives targeting
Sales Cycle
No known or defined repeatable
approach
Ad hoc approach &
understanding of how customer
buys
Understood time and decision
making process, friction remains
Known and articulated buying
journey, enablement focus
Selling process aligned with
buying process, all known friction
removed
Team
Undefined roles and responsibilities,
no skills mapping/development
Major functional roles defined,
high churn, low performance
Roles, responsibilities, and
competency profiles defined and
operational
Responsibilities and hand-offs
known and operational, team is
performing
Aligned team structure, career
path and skill milestones
Message
No unified message and/or
compelling value proposition
Confusing and disorganized
message, no consistency and
company-centric
Defined messaging and
positioning mapped to audience,
speaking to market and needs
vs. feature/benefit
Content editorial calendar in
place, major trust validation
content in production, defined
industry “point of view”
Versioned strategic messaging
framework approach, content
editorial calendar speaks to
customer need/outcome
Reach
One-off bulk emails, direct ask
outreach
“Every person for themselves”
with no coordination
Sales playbook(s) in place but
used for reference vs. execution
Coordinated efforts among email,
phone, online, offline channels
Integrated and executed
outreach “plays” across channels
Enabling Technology
Limited to no real technology in
place. Basic email, phone,
spreadsheets
Individual purchase decisions
drive technology, low utilization,
no integrated plan
Major categories purchased and
in place, some coordination
among teams
All current tools configured and
utilized to justify expenditures
Technology aligned with process,
approach in place to test new
tools
Metrics of Success
Random and inconsistent
measurement
Individual teams and contributors
track and promote their metrics
Major categories tracked but bias
towards actions vs. outcomes
Alignment around creating
opportunities and revenue
contribution across all activities
Full funnel measurement and
accountability

42. Sales + Marketing = Pipeline Development
Process
Focus Sales Marketing
Define Target Market Support Lead
Understand Sales Cycle Lead Support
Build and Train Team Lead Lead
Create Compelling Message Support Lead
Reach Prospects Support Lead
Choose Enabling Technology Lead Lead
Apply Metrics of Success Lead Lead

43. A3 PhaseApproach
REVIEW DESIGN DEPLOY

44. Conduct a Pipeline Development Review
 Ideal Customer Profile defined and approved?
 Target personas for all involved in buying process?
 Messaging by audience?
 Compelling positioning?
 Content mapped to funnel stage?
 Internal sales process defined?
 Aligned metrics and incentives?

45. The Pipeline Development Review
Review Step Details
Ideal Customer Profile defined and
approved?
Definition includes attributes of your “best”
customers – lifetime value, revenue growth,
satisfaction, etc
Target personas for all involved in
buying process?
Who can say yes? Who can say no? Who slows
things down?
Messaging by audience? Speak to their need and desired outcome
Compelling positioning? Rats vs. Dents
Content mapped to funnel stage? Not about you, about them
Internal sales process defined? What happens when? Who does what?
Aligned metrics and incentives? Are you closing to the right thing?

46. How we doin’?

47. Don’t try this all at once

48. Housekeeping
 Copy of this deck
 FREEBIES!
 Full Funnel Marketing
 The Predictable Pipeline (the new book!)
 Our B2B KPI Dashboard Architecture
 Sales Velocity Calculator
 Bacon
 Bring me a business card (or send an email to
matt@heinzmarketing.com) with what you want

49. Matt Heinz
President, Heinz Marketing
@heinzmakreting
matt@heinzmarketing.com