How to be a CMO & Create the Marketing Function of an Organization

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image via http://www.ey.com/gl/en/services/advisory/ey-dna-of-sales-and-marketing-leaders-reinvention-of-the-cmo#.WCsll-YrLIU

The role of CMO needs to focus on more than just marketing to increase sales as seen in this chart.

Image via http://blog.marketo.com/2007/04/are_you_a_cmo_o.html

To have success in the CMO role, you need to: get executive buy in on authority and the ability to make changes, otherwise you are doomed to fail.

Brand Message and Content Marketing

From a brand stand point, the brand messaging need to be in alignment. It should not take a genius to understand what your product does and how it will help the customer. To achieve this goal, you need to do the following: Audit, understand and improve Brand message, voice, sales, marketing collateral, print and digital properties.

Do the above before starting a content marketing program if the organization sells products because you will need to build and create a content tilt to be found by customers in search.

Developing Sales Processes and Shortening the Sales Cycle

Sales Managers hired; should train sales staff properly and hold Reps accountable to hit Revenue Goals. If you are tasked with creating/building out the marketing function of the organization, make sure that support staff are trained by the Sales Manager to handle inbound leads. Sales staff should be trained on objection handling, prospecting, product knowledge, making Sales, post Sales follow up and obtaining repeat business.

SMarketing

Have marketing partner with Sales. Go on Sales calls to understand customer objections /pain points to improve messaging and product. The goal of any Sales and Marketing program is to shorten sales cycles and increase Revenue.

Defining Your Target Market and Sales Channels

Audit, understand, and improve the sales structure of the organization, sales operations and sales processes. Define Sales Rep territories, compensations and commission structure using analysis that includes data from customer acquisition costs and ROI.

Decide if you will sell your product directly to customers or through re-sellers. Some companies do both.

Sales Management/Sales Reps

Hopefully if there is Sales Leadership at the company when you arrive, this will be handled. If no Sales people are present, start this process yourself and hire a seasoned rep or Manager from a larger competitor. If Sales leadership is there but has not done the above, give them a Sales Leadership improvement plan, look for a seasoned replacement and fire them. This applies to Sales Reps as well.

Market Research

Understand customers and buyer behaviors.

Share buyer personas and research with the sales staff.

image via smartdraw.com

Have sales staff complete a competitive analysis on how your company stacks up against your competition in the marketplace.

Product Development

Use Market Research to collaborate with product to come up with ideas for new products, features, promotions and pricing strategy.

Crossing the Chasm and Selling into New Markets

image via http://4.bp.blogspot.com/

Identify new markets to sell into. If Sales are stagnant, find a way to get in front of your customers before they become customers by using pricing in a crossing the chasm style analysis.

Proving you’re a CMO

Position marketing a source of revenue rather than a cost by putting marketing at the center of the organization. Showing how marketing can make an impact on the income statement beyond increasing sales. Show how marketing makes the organization run better.

Talent Branding

Improve the talent brand by creating a job site with employee stories. This job site will increase the amount of applicants and reduce recruitment advertising costs. Write more appealing job descriptions.

Attempt to make the organization the company of tomorrow by making it cross functional.

Company Revenue and Financials

Ask about the financial health of the company i.e. Churn rate, burn rate, Profitably, funding etc…

image via pinterest.com/explore/churn-rate

Ask the CEO about cash flow and if they can commit large amounts of cash to developing/executing marketing programs.

image via http://www.accountingcoach.com/financial-ratios/explanation/4

Data Driven Decisions

Above all, CMO’s need to use Data from Financials, Sales, Revenue and Analytics to make marketing decisions. The Data needs to be used continuously to justify marketing decisions and to pivot when marketing programs are not working.

The duties of the CMO will vary by industry and company size but these are the basics that a CMO must do to be successful.

What do you think makes a successful CMO? Comment and Share.

About the Author

Dan is passionate about using Marketing to help businesses drive sales. HubSpot Certified in Inbound Marketing, Dan has worked on various marketing assignments including Start Ups, a Political Campaign & a Digital Marketing Conference.

Prior to teaching, Dan served customers as an Outside Sales & Marketing Rep in NYC. In this role, he taught & trained Dentists on the company’s products & services using a consultative selling approach combined with direct marketing. He also supported the company’s marketing efforts at industry trade shows.

He writes & publishes a business blog on the topics of Sales, Marketing & Social Media entitled Sales, Marketing & Social Media Today; which has grown to over 16,000 followers on LinkedIn & over 11,000 on WordPress.

Dan is seeking a full-time marketing role in Direct, Inbound, Digital, Content & Social Media Marketing. He is willing to be a CMO to create and build out the Marketing function of your organization if it does not exist. If your company is hiring for roles in these areas, contact him directly via a free LinkedIn Message or email him at Dan@DanGalante.com to set up interviews.

Will EdTech/E-Learning CEO’s/CMO’s Improve Learning for Teachers & Students?

p1000303-1.jpgEdTech & E-Learning companies are doing great work. However, I have identified a gap in their marketing strategy that could leave them company vulnerable to competitors. None and in some cases very few of the people in the Marketing function of the organization were former Teachers. You can do a search on LinkedIn to verify this.

I acknowledge that EdTech & E-Learning has former Teachers in the Sales and PD functions.

Why it is not Good enough to just place Teachers in Sales

Sales teams have to use consistent company messaging when presenting products to prospects and customers. Also, PD teams are not skilled at Sales and objection handling.

Market Research /SWOT

One Company, a major competitor of all of the others in the space, has Teachers working in every Marketing function which is an edge they can use against the company in a “we were Teachers once” Marketing campaign.

Teachers need to be in the Marketing function of the organization because they are the practitioners who can make the product messaging more credible and compelling. This new improved messaging will help build connection with the buyer because the buyer sees a Teacher-to-Teacher connection.

Our Teacher’s, Students & School administrators deserve better resources that are constructed by former Teachers at every level.

Why Hire Teacher practice experts in Marketing?

  • They are the customers and understand the pain points better than any market research -should be in leadership roles
  • Healthcare does this with Doctors, Dentists
  • Tech does this with programmers and engineers.

Why not EdTech!

Additional Teacher Skill sets that will be useful in Marketing

  • Can increase Sales because they are the customer and understand the pain points because they have experienced them in the job
  • understands how people learn
  • skilled at tailoring content for understanding based on learning needs
  • Today’s marketing is about educating customer and earning the right to market to them as teachers can educate customers
  • This is the best market research/ buyer persona there is!

My Qualifications

I would be an excellent fit for a Marketing role due to the following:

  • Teacher Practice expert with 6+ years of experience (SPED & GEN ED, part time, Adult ED and full-time experience)
  • Former Outside Sales Rep which allows me to create messaging to preemptively stop most sales objections
  • Can help with Sales Enablement/coaching/go on selected sales calls to improve the sales process
  • Experienced EdTech Marketer
  • Can build a better talent brand by building out your career site with employee stories
  • Create and establish new markets along with helping to create new product offerings that complement existing ones
  • Experienced online audience builder
  • I have built up a large audience with 11, 000+ followers on WordPress
  • Over 16,000+ followers on LinkedIn along with a following of 1,900+ on an EdTech Twitter handle @NYEDTechTeacher
  • Understand the customer behavior and pain points of Teachers and Principals

Support I need from EdTech & E-Learning Companies

I am asking EdTech and E-Learning companies for the opportunity to come on-site to speak about my qualifications. This will help me demonstrate how I can help them improve the learning experience of our students.

Support I need from Teachers, Principals, and Superintendents

Teachers, Principals, and Superintendents, comment below about the improvements you would like to see from EdTech & E-Learning companies. Please share this article and ask for change. I can’t do it alone. If I can join the Marketing function, I will help to improve EdTech and E-Learning to help the learner of tomorrow.

It is all about making our students lives better.

Thank you in advance for your help.

Here are the slides.

How Businesses will Increase Sales by Improving How they Hire Marketing Staff

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image via http://www.slideshare.net/NashvilleTechCouncil/the-power-of-smarketing-40266445

Sales reps can only be as good as the product and message they represent. Before companies can hire Sales reps, they need a great product with messaging that conveys the benefits to customers. Sales Reps need support from marketing in the cross functional organization of tomorrow. The messaging should be able to prevent customer objections. Unfortunately, this is where many Marketing departments fall short.

image via Salesforce.com

Many people that get hired in marketing, lack a sales background and have no idea on how to handle customer objections.

In addition, many people in Marketing lack the background and understanding of how people learn. Teachers and psychologists have this training. Understanding how people learn can make product messaging more effective because it can be presented in multiple formats. Many people in marketing lack practitioner experience and as a result marketing is not as effective as it could be. Practitioners are especially underrepresented in the Marketing function of many EdTech companies and this needs to change. Now I will make a case for hiring Sales Reps, Teachers and Industry practitioners in the marketing.

Case for hiring ex Sales Reps

  • Knows how to handle objections which can be applied to message
  • Experience dealing with customers, knows customer pain points
  • Sees how end-user uses the product
  • Can increase sales using Sales expertise to make messaging customer centric
  • Can assist with Sales and Marketing Alignment as companies need to work cross functionally
  • Understands the issues Sales Reps face and has the credibility of being a Rep when collaborating with Sales Teams

Experienced obtaining , qualifying and converting leads to Sales ie Lead Gen/Demand Gen

Hiring Industry practice experts

  • They are the customers and understand the pain points better than any market research should be in leadership roles
  • Healthcare does this with Doctors, Dentists
  • Tech does this with programmers and engineers.

Why not EdTech!

  • Can increase Sales because they are the customer and understand the pain points because they have experienced them in the job

This is the best market research/ buyer persona there is!

Case For hiring ex Teachers

  • understands how people learned
  • skilled at tailoring content for understanding based on learning needs
  • Today’s marketing is about educating customer and earning the right to market to them they educate their customers

Why it is not Good enough to just place them in Sales

People in Sales are not involved in the creative process and cannot change their cards and company messaging.

They cannot address weaknesses in messaging and product.

The Marketer of Tomorrow

Has all of the above in their background or at least a Sales background at a minimum.

My background

I have Marketing experience along with all of the above in my background.

In the EdTech Industry, I hit all of the above and I am qualified for a job in marketing especially being the industry practice expert. In healthcare I have two out of three. For all other verticals, I have two out of three because I was in Sales, I taught and understand how people learn.

Are you ready to increase Sales by improving Marketing? Your sales teams deserve better!

Change today!

How have you increase Sales by improving messaging? Comment and share below.

About the Author

Dan is passionate about using Marketing to help businesses drive sales. HubSpot Certified in Inbound Marketing, Dan has worked on various marketing assignments including Start Ups, a Political Campaign & a Digital Marketing Conference.

Prior to teaching, Dan served customers as an Outside Sales & Marketing Rep in NYC. In this role, he taught & trained Dentists on the company’s products & services using a consultative selling approach combined with direct marketing. He also supported the company’s marketing efforts at industry trade shows.

He writes & publishes a business blog on the topics of Sales, Marketing & Social Media entitled Sales, Marketing & Social Media Today; which has grown to over 16,000 followers on LinkedIn & over 11,000 on WordPress.

Dan is seeking a full-time marketing role in Direct, Inbound, Digital, Content & Social Media Marketing. He is willing to create and build out the Marketing function of your organization if it does not exist. If your company is hiring for roles in these areas, contact him directly via a free LinkedIn Message or email him at Dan@DanGalante.com to set up interviews.

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10 Things a Sales Leader Needs to Do or Have to Be Successful

Deciding to go into sales management is a very big step for a sales person. Recently, I received an offer to serve as a sales trainer or de-facto sales manager; based on my time in field sales and my blog.

What are a VP of Sales, Sales Director and Sales Manager?

Well they are leaders.

The first thing that a sales manager needs to do to be successful is to lead people and serve as an example. During my time in sales, especially during training, I went to these sales leaders when I had questions and needed help. (Before taking the position, you should make sure that you can believe in the product and that you can sell it yourself because when the sales team cannot do it they will look to you for help!)

The second thing that a sales leader needs to have to be successful is a successful track record as a sales person. Did you notice that I said successful and not a rock star? This will take us to the next thing a sales manager needs to have to be successful.

The third thing that a sales manager needs to have is empathy and patience. This comes into play when training new sales people. They may go into the field and get shot down or they might be developing slower than you would like. The easy thing to do would be to say deal with it. Another easy thing to do would be to fire them. This is the wrong thing to do. (At least the in the beginning.) The sales manager needs to support their sales people by debriefing with them and communicating with them. (Think, Babe Ruth was never a manager in baseball even though he was a star; he lacked the patience to do the job.)

The fourth thing that a sales manager needs to do is to go around with their sales people to meet customers. The sales manager needs to do this directly when possible. Delegating this task sends the wrong message to the new person. It says that the sales person is not important. If you must delegate this task, make sure the sales rep goes out with a seasoned sales rep that is successful so they can pick up their positive habits.

The fifth thing a sales manager needs to do is to teach sales people the following: sales planning, how to make a cold call and how to handle sales objections.

The sixth thing that a sales manager needs to do is to make sure that their sales people have knowledge of: the company’s products, how to provide customer service, how to keep customers paying on time, develop relationships with customers, how to up-sell and cross-sell, how to demonstrate value, not selling on price and how to handle difficult customers.

The seventh thing the sales manager needs to do is to make sure that the team knows how to develop and deliver a sales presentation that answers customer’s questions and objections.

The eighth thing that the sales manager needs to do is to let the sales people to know its ok to ask for the order after they make their presentation. The sales manager also needs to teach the sales people the following: to generate leads, to convert these leads into sales, to follow-up on sales, earn referrals and testimonials and to make the quota. Only if the sales team makes their quota will the sales manager make theirs. The sales manager can motivate their team to sell with sales contests. This a great way to promote healthy competition among the sales team. (A side note, touch base with your team on a weekly basis. However, reduce the amount of sales meetings that you have. Especially if your team has to travel long distances to attend. The last thing that you want to do is take money away from yourself and your team by keeping them out of their territories. I would recommend one to two meetings team meetings a month. The rest of the meetings can be handled via conference call, email and co-traveling. Sites such as GoToMeeting can facilitate meetings.

The ninth thing to do is to assess your team’s strengths’ and weaknesses’;  working with the team to correct them.

The tenth and last thing that a sales manager needs to be successful is be able to repeat steps one to nine multiple times as sales people are promoted, fired and leave to go work for another company. When firing someone make sure to meet with them face to face and explain the situation. No one likes to hear this news over the phone or via email. You will need to learn how to interview and recruit people as well.

These are the 10 things that a sales leader needs to do or have to be successful.