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The 3 Jobs Content Must Perform + Your Guide to Giving Your Content A Performance Review

Posted by Doug Davidoff

Jul 15, 2019 2:00:00 PM

Rain DelayI had the entire client services team together this week for two days. (Check out the awesome picture of the rain delay/postponement we all enjoyed Tuesday night.)

As we worked through the agenda for our get-together I posed a question to each person on the team. Here’s what I asked, “The CEO of one of our clients calls you up directly and asks you, ‘How are we doing with content?’ How do you answer their question?”

We then proceeded to have a conversation that I’m certain is remarkably similar to conversations that take place weekly at growth advisories and agencies like Imagine and within marketing and demand generation teams at most companies. Each person answered the question with a noticeable connection to their area of expertise. There were a lot of “it depends” and a variety of data points like traffic, growth, conversion, bounce rates, time on page, and more.

Like I said, the same conversation that takes place everywhere. The same conversation that has led to the exponential increase in content that has caused a precipitous increase in lead and customer acquisition costs, with little to no impact on outcomes. Many advisors argue, with some legitimacy, that content marketing in general and inbound marketing specifically is no longer worth the cost and effort.

I was not satisfied with these answers. They give no one insight and they end up creating a lot of noise. I’m a big fan of finding the signal and I believe that if you measure something, you best be able to identify that signal and create some scoring mechanism to guide you to where you want to go. So we proceeded with the conversation.

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Topics: Performance, Demand Generation, Sales Enablement, Content

Creating A High-Impact Outbound Scoreboard

Posted by Doug Davidoff

May 6, 2019 6:00:00 PM

ScoreboardIf you know me at all, you know that I’m a very competitive person (some have said too competitive, and I can’t really argue with them). I love to win and I hate to lose.

One of the great lessons I’ve learned about myself, and found applies to the vast majority of people (even those not as competitive as me), is how important clarity is if you want people to be engaged and motivated. A BIG part of clarity is the ease with which an individual knows whether they’re winning or losing the “game” they’re playing. I’ve often said that a key to someone being happy and engaged in their work is the ability to go home each day knowing whether they won or lost the day, and whether they’re winning the week, the month, the year and so on.

A scoreboard is a necessary element to creating such clarity. If you doubt the importance of “knowing the score,” just watch how the intensity changes when a bunch of kids are playing a game and start keeping score.

A strong scoreboard has five required components to be truly effective: 

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Topics: Performance, Sales Enablement

The Accountability Game: Creating Clarity & Alignment In Your Business

Posted by Doug Davidoff

Feb 20, 2019 12:00:00 PM

Clarity and Alignment in BusinessI regularly write about a variety of growth-focused strategies, systems, and skills. Yet, while these areas are certainly important, the biggest determinant of success is an organization’s ability to execute. Give me average strategies, systems, and skills with dogged execution and I’ll beat anyone with average execution.

If I could use one predictor to determine how well a company executes, I would very quickly choose accountability. I’ve learned that accountability is a fascinating core component of a company’s culture. While everyone seems to like talking about accountability (and they love to hold others accountable), very few create an effective culture of accountability.

3 Reasons Accountability Efforts Fail

The definition of accountability is quite simple. It means to hold yourself out to account for something. There’s a dramatic Lake Wobegon effect with accountability. While we know accountability is a problem in most organizations, I can’t ever recall a time where someone willingly admitted, “Hey, I’m not accountable here.”

There’s a tremendous amount of effort exerted to create accountability, but few organizations seem to pull it off effectively over an extended period of time. In my experience there are three primary reasons that accountability fails to take hold:

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Topics: Performance

5 Popular Sales Metrics That Destroy Sales Performance

Posted by Doug Davidoff

Feb 8, 2019 4:00:00 PM

Sales MetricsEditor's Note: This post originally appeared on the HubSpot Sales Blog

In 1997, Billy Beane became the General Manager of the Oakland A’s. The A’s had the lowest payroll in Major League Baseball and in the four full seasons before Beane became GM, the A’s averaged less than 70 wins a season. Beane knew if he was going to build a contending team, he would not be able to do it the traditional way.Beane’s strategy -- as depicted in the 2011 film, “Moneyball” -- has traversed beyond the world of baseball to nearly all sectors of business and has become synonymous with making data-driven decisions.The tenet Beane and the A’s followed enabling them to average more than 93 wins per year for the following eight years had two components:

  • Discard highly valued “vanity” metrics that did not have a significant impact on winning baseball games.

  • Identify different metrics -- preferably those no one else was paying attention to but which had a significant impact on winning baseball games.

If Billy Beane were to take over a sales organization today, he would feel like he’d traveled back by about 20 years.Sales organizations today are dominated by metrics, but they’re rarely data-driven and even take actions counterproductive to the outcomes they desire. This results in higher costs, burnt out reps, high turnover, and frustrated customers.When noted economist Steven Levitt published the book “Freakonomics: A Rogue Economist Explores the Hidden Side of Everything,” he shared the disproportionate impact structural incentives have on the behavior of individuals and their output.Structural incentives are those created by the structure of what’s being done. They are often referred to as the law of unexpected consequences and are generally more powerful than explicitly stated incentives.Structural incentives are also one of the primary causes of difficulty in change management. In sales, the most common structural incentives are the metrics used to assess performance -- whether tied to compensation or not.

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Topics: Sales Development, Performance, Sales Cycle, Sales

The Three Horizons: An Approach for SMB's to Transform Innovation Into A Competitive Advantage

Posted by Doug Davidoff

Dec 12, 2018 3:07:10 PM

Secret-to-Strong-Revenue-Growth1

The following is an excerpt from The Secret to Strong Revenue Growth, Part 2

What grade would you give your company on your growth efforts? Think about it and give an honest answer.

Did you give yourself a B or higher? Most people I talk to do.

And in some cases, that grade is deserved--but most of the time, it’s not.

Why? Your business is probably doing pretty well right now. Most businesses are, for a number of reasons. After all:

  • We’re in an economy as strong as any in our lifetime.

  • Technology is enabling us to easily and inexpensively do things we could have only dreamed of less than a decade ago.

  • The primary theme of HubSpot’s annual gathering of the world’s best growth executives (Inbound) was #GrowBetter, which indicates most companies are booming.

But now grade yourself compared to your peer companies, which are likely also booming. You’ll find that most companies are not outperforming the average cohort. In short, it’s easy to think you’re doing better than average because you’re doing well.

So what steps can you take to make sure that you’re taking advantage of an economic boom by successfully innovating--but also minimize your risks?

There is a roadmap. Companies that successfully manifest the power of innovation tend to view the world through three time horizons--and you can do the same.

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Topics: Performance, Strategic Planning

The Critical Role of Intent in Demand Generation, Sales and Marketing

Posted by Doug Davidoff

Jul 12, 2018 1:30:00 PM

intent-video-splash-screenWe've been doing a lot of research over the last year into a critical part of the buying process that seems to get very little attention in the design and execution of demand generation: sales and marketing efforts. Anyone who has ever been involved in attracting or acquiring new customers knows that buyer intent is an important ingredient in the customer acquisition recipe.

Intent varies by person, by market and/or by what you're selling. There are any number of factors that are going to impact when and where intent occurs, but somewhere along the buyer’s journey, buyer intent hits a critical point. Intent, initially, does not necessarily relate directly to buying from any particular vendor. Buyer intent refers to the decision that some level of action needs to take place. If you think about the last major purchase or even decision that you made, you can quickly and easily identify that point that separates pre-intent actions from post-intent ones.

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Topics: Lead Generation, Inbound Marketing, Performance, Demand Generation, Marketing, Sales, Sales Enablement

What it Means to be Data-Driven, How It’s Different from Metrics & How to Apply it

Posted by Doug Davidoff

Jun 29, 2018 11:00:00 AM

Data-Imagine-ImageMy daughter is entering her senior year in high school. I have to admit that there are times where I stop and think how I wish I were in high school today. Now, I don’t have this wish for the common reasons you may be thinking.

You see, when I was in high school it wasn’t cool to obsess about things like data. But today, data is about the coolest thing in the world (well, except for maybe AI). Everyone is talking about data. Big data. Little data. Metadata.

Today, it seems, marketing and sales advisors pronounce their coolness by claiming to be data-driven. Everywhere I look, I see people claiming to be data-driven, but when I look at how they manage process and make decisions, it’s no different than how they did things a decade ago.

Sure, they may throw some numbers or vanity metrics at you, but the way they do it reminds me of how I used to describe statistics. Today, data is like a lamp post to a drunk - it’s used more for support than illumination.

Make no mistake. If you want to successfully grow a business today, you’d better be data-driven. I’m fond of Netscape founder Jim Barksdale’s philosophy: If we have data, let’s look at data. If all we have are opinions, let’s go with mine.

So, the first step to be data-driven is to understand what being data-driven means.

The first confusion is that there’s a difference between being goals- or metric-driven and being data-driven. There is probably no clearer illustration of the difference than using my favorite example: baseball.

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Topics: Lead Generation, Inbound Marketing, Sales Development, Performance, B2B Sales Strategy, Demand Generation, Data

New Research from SiriusDecisions is Bad News for Sales Teams - Here’s What to Do About it

Posted by Doug Davidoff

Jun 26, 2018 2:00:00 PM

bad-news-for-sales-teamsA new research report from SiriusDecisions presents a pretty damning view on the state of sales today. The 2018 Global Chief Sales Officer Study surveyed the heads of sales from 250 companies covering a broad array of business, from small business through large multinational businesses.

Here are some of the key findings:

  • Fewer than 50% of sales reps are hitting quota
  • At 70% of companies, fewer than 70% of sales reps are hitting quota
  • Marketing is contributing less than (a paltry) 25% to revenue
  • Sales cycles are getting longer for 64% of companies, with 27% seeing an increase of more than 30% in just the last year.
  • For the typical company, sales reps spend just 27% of their time on direct activities involved in selling to customer or prospects. Higher-growth companies reported their reps spent 53% more time selling (though I'd point out that’s still only? 41% of their time spent actually selling).

I’ve got to tell you, I had to read the report twice before I believed what I was seeing. The last five years have seen greater investments in customer acquisition and sales than ever before, yet these numbers indicate that nothing has improved.

Of course, I really shouldn’t have been surprised to see these numbers as I’ve got front row seats to this whole thing. While I caution people to be wary in reading too much in surveys, this report is another piece in a growing plethora of evidence that shows that selling organizations have still not made the necessary adjustments in their approaches to sustain and succeed.

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Topics: Lead Generation, Sales Development, Performance, B2B Sales Strategy, Demand Generation, Sales Enablement

Modern Lead Generation is Failing. 5 Critical Factors to Drive High-Velocity Customer Acquisition

Posted by Doug Davidoff

Jun 8, 2018 1:00:00 PM

Imagine_Speed-Velocity Graph with TitleA couple of weeks ago, I introduced a chronic problem plaguing the growth efforts of companies, large and small alike. Lead Activation Syndrome occurs when the successful results of lead generation efforts aren’t translating to greater velocity of quality sales, opportunity creation, or new customer acquisition.

Companies can still drive growth--often at a very high rate--but the costs of such efforts grow at a faster rate than growth. As a result, the systems and people supporting growth must run at a faster, often non-sustainable, pace.

The cause of this problem is typically weak, or nonexistent, middles. The attention paid to lead generation and inbound marketing has greatly strengthened the top of the funnel, but little to no attention is paid to constructing a strong middle.

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Topics: Lead Generation, Inbound Marketing, Performance, Technology Stack

[Video] The 7 Reasons You Need a Playbook & 5 Reasons Why they Fail

Posted by Doug Davidoff

Feb 23, 2018 3:00:00 PM

sales-playbook-webinarEarlier this week we held a webinar highlighting both the importance of playbooks in generating predictable, sustainable and scalable results and the seven components that must be present in a sales playbook if it is going to be effective.

Over the last couple of years, we’ve seen more companies paying attention to the idea of playbooks, for good reason. Companies with effective playbooks see:
(source: Sales Enablement Study Conducted by The Aberdeen Group)

  • Higher velocity and quality of lead generation
  • Greater team and rep attainment of sales quotas
  • Higher win rates
  • Shorter shorter sales cycle times

Yet, despite their importance and the time (and money) companies invest in developing playbooks, most of them never lead to stronger results. In this excerpt from the webinar, we share the problems a sales playbook solves and the five reasons they fail.

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Topics: Performance, Playbooks