Content Is Dead and We Killed It

Content is the lubricant of customer engagement. Buyers are attracted to brands with content that enables them to make a more informed decision. Valuable content keeps them coming back. Or so the story goes. The reality is we are all sick of content. Brands are burned out from producing rivers and oceans of content. Customers are fatigued by the barrage of irrelevant and often low-quality content. In fact, according to the Economist Group, 71% of buyers/readers said they were turned off by content that seemed like a sales pitch. And CMI & MarketingProfs found “only 54% of B2B marketers are using content to 'delight' and build loyalty with existing clients/customers.”

3 Causes of Content Burnout

Three things contribute to the demise of content: Inside-out content strategy, a plethora of channels and content-centric lead generation. Most content is developed from the inside-out. Various internal teams each believe the customer "needs" to have this or that information. The CTO has a white paper they are passionate about, product marketing insists on a data sheet, the CEO wants a blog, and the list go on. What starts out as a genuine desire to communicate differentiated value turns into a political football — it’s easier to just create the content and get on with life. Lost along the way is meeting the buyers’ needs. Second is the overwhelming number of channels and their constantly evolving efficacy. Determining which channel and format for each asset and for which audience is enough to give you a migraine. Sure, omnichannel marketing is the remedy, yet stitching the systems together is hard and having the necessary clean, complete data is even harder. The third uses content as the tip of the spear. Buyers are looking for more in the moment, contextually relevant ways to learn about brands. According to the Content Marketing Institute, 91% of B2B marketers use content marketing to reach customers.

What Is the Buyer Trying to Accomplish?

In the thousand-plus journey interviews we’ve conducted, buyers and customers want information that helps them achieve specific tasks. They are unwilling to settle for content that misses the mark. As a result, buying teams increasingly rely on word of mouth, independent third parties/influencers, industry forums and peers to get the information they need. You can start to fix the content challenge by asking a question — what is the buyer trying to accomplish at each micro-moment? Answering that question requires outside-in insights best obtained by interviewing customers and prospects. Keep in mind it’s not about your content but everyone’s content they look for. By broadening the inquiry, you’ll quickly learn if your brand is their ‘go-to’ resource or if that honor goes to someone else. A manufacturing organization mailed out high-quality product catalogs to customers and prospects on an annual basis. We learned from journey interviews that 90% of those catalogs went directly into recycling upon receipt. Customers didn’t want anyone’s catalogs and some thought it made the manufacturer appear old school and out of touch. It’s easier to search and order online. Another client developed YouTube product videos to promote their products. We discovered companies were actually using them as employee training videos without buying the product. According to Sitecore, the true cost of content that misses the mark is poor customer experience, missed revenue opportunities, lost internal productivity and inability to scale. Ironically, companies tend to kick the can down the road. The result is a mountain of assets that aren’t inventoried, are out of date, and in channels that have been forgotten about long ago.

How to Turn Your Content Strategy Around

Here are four quick steps to turn your content back into powerful customer enablers:
  1. Conduct a content gap analysis between your outside-in journey map and current marketing/sales processes to identify what content buying teams are looking for but not finding from you.
  2. Delete content that is not sought by members of the buying team. Same thing for content channels. If buying teams do not use a channel(s), drop it. (This is a good project to outsource.) Don’t fall into the FOMO trap of being everywhere with everything.
  3. Develop persona/micro-moment level content strategy that clearly defines how each asset satisfies the buyers’ objectives, the preferred channel and how to measure success. (Detailed journey maps make this step a breeze).
  4. Repurpose existing valuable content that is in the wrong format. For example, buyers might be looking for statistics or listicles instead of long-form text. There are sophisticated tools available, like SDL’s Content Assistant that uses artificial intelligence (AI) to parse existing content into preferred formats, from tweets to blurbs.
“Where do buyers go to learn about new products and research vendors? Social media. What’s the fuel for social media? Content. So a poorly thought out or executed content strategy can turn off buyers on your products, services, and brand … at the very beginning of the customer journey,” said Carter Hostelley, CEO of Leadtail, a B2B social media agency. Once your content strategy is back on track, keep it aligned to the ever-evolving buyer needs. That means more than just updating your journey maps annually. Look to machine learning platforms for help in tagging assets with metadata to better organize content and AI to automatically assemble new content tuned for specific customers and journey steps. There will never be a world without content. It will look different from today and be delivered in new ways but the content is what informs, inspires and incentivizes. Successful brands will move away from thinking about content as individual assets to managing content as pools of multi-use information elements that buyers have identified as valuable. Those brands that use journey maps to assemble and align information elements to enable buyers to achieve micro-moment target outcomes will win customer preference. First published in CMSWIRE.

Using Customer Journeys to Supercharge RevOps

Revenue Operations or RevOps as it is more commonly referred to is, at its core, a business strategy on how to operationalize customer alignment. RevOps combines analytics, marketing and sales operations data and functions into one group (formal and not) to plan, manage and measure go-to-market activities. It’s about understanding, codifying and consistently aligning people, processes and technologies to meet customer needs and wants.  Not just net new revenue but renewals, account expansion, and up-and cross-sales as well.

What Success Looks Like?

As with anything new it helps to understand what results can be for your organization before starting down the road.  RevOps is as much about process change as it is about technology and culture. Guideposts help determine if your implementation is heading in the right direction:
  • Meet revenue growth and customer retention goals.
  • Grow faster and more profitably than your direct competitors.
  • Maintain a single, complete and accurate account view that all teams use.
  • Align Marketing, Sales, Customer Success and all Ops teams with each other and to customers.
RevOps doesn’t require a whole new set of dashboards or special metrics. It’s about bringing together the whole story being told by existing metrics - what’s working, where the gaps are and trend lines over time. From our work, our target benchmarks for clients are 20 percent increase in revenue and 40 percent increase in ROIM.  Sirius Decisions suggests targets of twelve to fifteen percent faster growth and over 30 percent increase in profitability compared to your competitors. The most often overlooked key to RevOps success is customer journeys. Learn More: RevOps Is the Life Jacket If You’re Drowning in MarTech

How Journey Maps Supercharge RevOps?

According to Forrester Research, “one of the biggest challenges for Ops teams is to identify, interpret and respond effectively to buyer signals.” Imagine if you knew ahead of time what buying teams do with your competitors? What influencers they trust? Why and when they turn to their peer networks for advice? Journey maps deliver these insights. If RevOps is the backbone enabling organizations to meet their revenue targets; journey maps are the “Google Maps” to buyer signals with turn-by-turn directions. A journey map is a way to uncover and act on how a buying team goes about addressing a business issue or opportunity – and what they expect from the brands they engage with. What touchpoints have (or not) they engaged with you on and what your next best action should be. The most accurate journey maps – and predictors of buyer behavior - are developed through qualitative interviews. It’s not just about what buying teams do but also how they feel at each step along the way. Including emotions is what turns your journey maps into the decoder ring that supercharge RevOps. By having a detailed understanding of customer journeys you gain the visibility needed to assess where each account is in their journey. The maps also provide a blueprint for your sales and marketing strategy and how to align all customer touching teams so you can deliver a consistent, seamless experience; next best actions; and accurately measure weighted attribution. Learn More: Driving Faster B2B Purchases through Sales and Customer Alignment

Four Steps to Supercharge your RevOps

There are four steps that any organization can take to supercharge their RevOps:
  1. Focus on key micro-moments and decisions
  2. Align internal workflows to journey steps
  3. Anchor campaigns, content and CTAs to journey maps
  4. Implement journey-based lead scoring and prioritization
The first step is to identify those micro-moments that matter the most to each buying team persona because ‘not every interaction in a journey is of equal importance or weight’. Google coined the phrase micro-moment and defines them as “intent-driven moments of decision-making and preference-shaping that occur throughout the entire consumer journey”. Focus on those micro-moments where emotion is high (fear, uncertainty, confusion, hesitation) and where the outcome has a significant consequence (real or perceived) to the decision success and/or persona’s reputation/career. For each micro-moment, define the pro- or re-action your brand should take that enables the buyer to achieve their desired outcome. Who (role) in your organization owns that action, how it will be delivered, measured and what is the ‘next best action’. The second step is to align internal workflows to journey steps. Begin by documenting and redefining workflows, processes, and data to mirror the journey maps (yes, it is very possible and it works).  Quarterly refine processes based on changes to journeys and identified opportunities to deliver more differentiated and value-based interactions. The process flows along with the journey maps should be part of your organization’s standard onboarding program that every employee and contractor attends. The benefit is better internal coordination between customer touching teams and external consistency in messaging and experience. The third step is to anchor campaigns and calls-to-action (CTAs) to journey milestone decision points. There are three hallmarks of journey-based campaigns: Sequence integrated campaign elements across omni-channels to mirror journey steps which increases lead velocity; Align CTAs and content to journey milestone decision points which can increase conversion by 100 percent; and Tune messaging to the target segment and buyers’ roles which increases relevance. Aligning content and CTAs to what buyers have said they specifically look for at decision points is critical because 80 percent of buyers say that word-of-mouth is the most trusted channel. After that they seek user generated content, analyst reports and 3rd party reviews. Cluttering campaigns with content that buyers don’t value or seek not only reduces conversion but also your brand’s relevance in the eyes of buyers. Learn More: Marketing Operations Has a Pivotal Role in Customer Experience The three steps to anchor campaigns to journey milestone decision points. 1. For each journey stage identify the top one or two decision points that buyers must address before they can proceed to the next journey step. Often the buying team is not the decision-maker and the decision point is a micro-moment. 2. Identify the specific high value content, irrespective of source, that buyers seek or need to successfully address/resolve the decision point.  Define their preferred channels you can use to engage buyers who are at these decision points. 3. Structure integrated campaigns to mirror specific journey steps and tie CTAs to milestone decision points.  Be sure to hyper-personalized every interaction. The fourth step is to base lead scoring, prioritization and tracking on the journey stages and milestone decision points. By attaching CTAs and metrics to milestone decision points, the RevOps team is able to more accurately measure the opportunity – how qualified it is and where is the account in the journey. Prioritize leads based on the number of journey steps completed (sequence of steps is less important here), the velocity through the journey and the engagement level between the buying team members and your brand. Automation, especially artificial intelligence (AI), CDP, RevOps and revenue cycle applications can really help with this step. Technology enables everyone to work off a common set of data and shifts the focus to effectively engaging with each sales opportunity.

The ROI of Supercharging RevOps

According to Sirius Decisions, less than 20 percent of organizations report they have a RevOps function. Organizations with RevOps grow revenue three times faster than peers that do not. The ROI we’ve helped clients realize is, on average:
  • 100 percent increase in campaign results
  • 40 percent increase in marketing ROI
  • 30 percent increase in pipeline opportunities
  • 20 increase in revenue
RevOps is a huge opportunity for you to be a superstar by building a competitive advantage for your brand. The time to act is now because in 2020 customer experience will overtake price and product as the key brand differentiator. RevOps is a linchpin to an effective customer experience strategy and the growth that results.   First published in MartechAdvisor

3 Things That Drive Efficiency in Customer Experience

Customer experience has been heralded as a new differentiator in the CGS 2019 BPO Look Ahead Report. The results of the report point out that CEOs should focus on improving the overall customer experience in order to boost brand visibility and customer efficiency in 2019. Firms that measure and improve customer experience are on the rise. While that shouldn’t be a surprise, it is for many leaders. For many, customer experience are tactics that help improve customer acquisition and encourage repeat purchases. By viewing customer experience so narrowly companies are missing the operational efficiencies that come from aligning customers’ expectations with business workflows and company culture. There are over 30 areas where efficiencies can be gained. They range from product roadmaps, field service/maintenance, employee onboarding, and channel/alliances to technology ecosystems and agile outsourcing. It’s a mindset, a business discipline and a strategy. How much you can gain is limited only by how well your organization can embrace change and by how deeply you understand customers’ expectations. The place to start is by developing that deep understanding with journey mapping.  Done correctly each “map” will clearly tell you what and how interactions should be handled: By technology such as chatbots; by an employee in-person, by phone or email; or by a third party such as a BPO partner.


Journey maps document the details of the steps, decisions, content sought, emotions and expectations that customers’ persona engage in during the relationship lifecycle. Each map includes all digital, physical and social actions taken with any brand engaged with, not just your company. To gain the level of actionable detail needed to identify cost efficiencies, the best approach is outside-in and qualitative journey mapping at the market persona level. Approach journey mapping by first identifying which target markets are strategic to your future growth. Define each market in terms of geography, demographics, and buyer personas/roles. Agree on what overall journey model methodology your company will adopt so each journey map(s) utilizes a common set of definitions, techniques and structure. The resulting maps should be fine-grained documentation of every action taken throughout the relationship lifecycle. It should take approximately 30 to 45 days to journey map each market.


Journey mapping reveals where misalignments are between customer interaction expectations – physical, digital, content, etc. – and business processes.  Some misalignments are annoyances, others are severe enough to drive churn. One of my SaaS software clients had multiple teams involved in onboarding new users with frequent interactions. Once users were trained, customer communications shifted to generic emails sent once or twice a year by a customer success representative, not always from the same person. Customers wanted the exact opposite; they wanted to interact with the same team members for the life of the contract. They also wanted quarterly phone calls on how to use the software more effectively and monthly emails that were personalized to their industry and use case. In response, the company reorganized it onboarding, implementation, customer support and renewal sales teams and streamline processes to align with the customer journey maps and expectations. The result was reduced churn, increased product usage and customer satisfaction. Identify the misalignments by conducting gap analyses of current workflows compared to the aggregated journey maps. Aggregation of journey maps identifies common experiences and actions across market segments. By conducting gap analysis at each stage of the lifecycle, efficiency opportunities become very clear.


In working with over a hundred companies in North America and Europe I’ve found that a majority of customer experience cost efficiencies fall in one of four categories:
  • Data integration and integrity - the right employees and partners have access to the data they need.
  • Streamline workflows to align with journeys- to overcome organizational silos, political ‘turfs’, inefficient technology and eliminate out-of-date, habitual tasks.
  • Employee empowerment - enable employees and BPO partners to connect the dots between each of their roles and specific customer interaction expectations.
  • Scale tasks – use smart AI technology to automate routine, repetitive and replicable activities to deliver consistent experiences.
Begin by prioritizing efficiency opportunities into short, medium and long term based on the severity of misalignment and cost benefit. One key to success is to rationalize all the efficiency opportunities within an overarching customer experience strategy and plan. This creates an end-to-end contextual customer experience map that empowers employees and partners to deliver consistent experiences. Use journey maps when making decisions regarding business processes, workflow, IT systems, SLAs, employee training, etc. It becomes the foundation for competitive advantage.   Next, conduct a cost analysis on the alternatives to meet customer expectations – new technology, outsource to a BPO provider, reorganize staff, training, etc. This enables you to track the cost savings, productivity increases and customer metrics. A successful discrete manufacturer client of mine believed their customers wanted more product collateral.  After journey mapping their markets, they were surprised to learn that over 80 percent of their existing content wasn’t used. While the company enjoyed strong brand loyalty, the gap analysis showed customers wanted a comprehensive digital experience focused on solving specific regulatory and compliance issues. Customers were looking for a personalized experience that proactively informed them of upcoming relevant OSHA, FDA, EPA, etc. regulations, product recommendations and compliance best practices. Customer co-creation sessions were used to overhaul the company’s digital experience and define the needed technology ecosystem. During one co-creation session, the company discovered that customers were willing to pay a premium for the new experience. Process efficiencies and customer experience go hand-in-hand. By simplifying workflows, creating a solid process and anchoring customers to aggregated journey maps, organizations become leaner and more agile.  Differentiate your brand based on desired customer experiences. The added benefit is that as customer expectations change, and they do every year, keeping your organization aligned becomes easy and straightforward.  Actively involve your customers and BPO partners in this transformation – you’ll see greater results, faster – with less push-back.  For more information on how companies are engaging with and evolving relationships with BPO providers, read the full report here. First published in CGS Blog -  

RevOps Is the Life Jacket If You’re Drowning in MarTech

Marketing and Sales have spent the past two decades investing in mountains of technology to drive more revenue, faster.  This has fueled the MarTech category explosion and financial bonanzas for vendor unicorns and those acquired at heady valuations. Yet Marketing and Sales remains grossly inefficient. There are several reasons for this including that technology has reinforced, not torn down, organizational and data silos.  MarTech categories overlap resulting in redundant functionality yet leave significant gaps. The result is a complex patchwork of capabilities leaving the core objective – faster, sticker, more predictable revenue – elusive. Add to that the pervasive mismatch between positioning and actual capabilities, especially in the name of ‘customer experience’. And then there is the persistent data integrity problem that plagues just about every company. Also Read: What’s Going to Keep CMOs Awake at Night in 2019 We’re in this situation because we’ve been approaching efficiency gains from the bottom-up. Things will not change until we start addressing the problem from the top-down. No amount of feature/process level fiddling and hyper-automation will yield what we seek. The missing link is the codification of context setting strategic plans that guide investment, business process design, automation, and metrics. The good news is a handful of vendors are introducing solutions that capture the bigger picture in a framework that provides context for the rest of the Martech stack. One of the most critical strategies in an organization is the annual go-to-market plan. It is the agreed upon growth plan of how, where, when and who is accountable for what.  Every organization develops one. Go-to-Market plans are defined at a high-level and supported by functional plans including sales compensation, marketing plans, etc.  The challenge is sticking to the plan and reporting against it.  Too often teams forget the details of the plan. Countless cycles are spent on figuring what was agreed to and who didn’t do what instead of evolving the plan based on insights gained from cross-functional metrics and analyses. Also Read: Make Your Marketing Great One company, LeanData, is actively addressing this need and created a new market category – RevOps.  SiriusDecisions defines Revenue Operations as an emerging go-to-market paradigm ‘bringing the operational work of sales, marketing and customer success together under one roof’. “Companies have all these tools to achieve revenue and coordinate activities but aren’t orchestrating all the touches,” said Karen Steele, CMO of LeanData. “RevOps unites finance, business operations, sales and marketing ops functions through one platform to plan, execute and measure revenue activities, specifically Go To Market.” As a serial CMO, it always made sense to combine Marketing and Sales Ops. The insights were more meaningful and I want happy to give that function to Finance. Having it report into Sales or Marketing tainted the analyses’ credibility; Finance’s neutrality and comprehensive view of the organization’s performance strengthened the Ops team’s impact.  It made my day to hear from Steele that customer RevOps teams are starting to report into COO or CROs and, in LeanData’s case, to the CFO. Revenue Ops solution sits within an organization’s CRM and fixes a key weakness preventing greater unity between sales and marketing ops – inaccurate and fragmented silos of data across the Martech stack enabling customer touch points to be rationalized, optimized and personalized. RevOps won’t magically fix poorly designed processes. It will, however, put sunshine on them so they are addressed. Efficiencies are gained from actionable insights into revenue cycles ‘line of sight’, customer journey alignment, organizational productivity, and ROI analysis based on organization-wide data. LeanData’s approach underpins and aligns the Go-To-Market strategy. The fact they already have mastered consolidating, enhancing and maintaining data from multiple disparate source makes RevOps a logical next step.  Welcome to the ‘Needle Move Club’, LeanData, and redefining Martech’s future. First published in MarTech Advisors