Bio

Sales VPs tell me they want greater sales support to improve close rates while leadership wants Marketing to increase their influence over revenue. However, I learned that traditional campaigns & ''lead and account hand-offs'' make it challenging for marketing to be held accountable for more than driving leads. “One-to-many” marketing drives awareness but it’s too impersonal to move hearts and minds. As a result, sales is limited to the 10% of the market that is already open to buying – the same 10% that your competitors chase. Because there is a lack of personal relevance and unique value, sales are unable to advance conversations and RFP price battles are created. However, when a “personal” marketing layer was added at a WI-based US logistics firm, sales cycles were created with enterprises within the 60% of the market that was stuck in status quo. In position 1 below, you’ll see how “Sales” profiles, content and messaging that led with proof of prospect-specific tech/process gaps, employee/customer impacts and KPI results created a win with Sygma, a division of Sysco that has been unresponsive for 5 years. In position 2, you’ll learn how this approach drove revenue in new markets for a SaaS firm. In working with JDA partner firms and regional service providers, I learned that there’s also an opportunity for marketing to influence revenue with existing accounts. While Accounts look to add top-to-bottom stickiness, their connections remain at the Manager & Director levels. The accounts team at a regional distribution service provider and WMS/TMS firm failed to engage with VPs because they spoke to the activities they engaged in rather than how the revenue that was at risk (40%) was protected due to new efficiencies. In position 3, you’ll learn how another WMS firm expanded their contract with P&G. This is why I work with supply chain & tech marketers to add a personal account layer that enables them to influence revenue with new business & account expansion.