Whether you attended this year or not, enjoy the following morsels courtesy of Marilyn Cox, Director of Industry Marketing for the Oracle Marketing Cloud .

# 1: Target external factors like trends, category spend, product use and importance, competitive presence.

# 2:  Also target internal factors like solution delta, domain knowledge, messaging, sales readiness, database.

# 3: Marketing, sales, and product must agree on type of demand; new concept, new paradigm, established market

# 4: Evaluate spending patterns by demand type. Education vs sales enablement vs awareness vs demand

# 5: Consult lead taxonomy for prospect level of readiness. Focus sales on revenue opps not lead qualification

# 6: Build campaign based on buyer need, not product being pushed and allow 12 months for campaign to be run.

# 7: Ensure your campaigns support reputation, demand creation, sales enablement, and market intelligence

# 8: Align campaigns to program jobs; Seed create, engage, nurture, enable and accelerate

# 9: Commit to your campaigns for the long-term. Constant message changes only confuses the audience.

#10: Campaign implementation is a process. Consider goal setting, needs assessment, definition, and targeting.

#11: Program planning and execution fall at the end of the campaign implementation process.

#12: Sales enablement must extend beyond message training through pipeline acceleration & customer communities.

#13: Just because demand gen campaign is complete doesn’t mean job is done. Pull through entire sales cycle.

#14: Align measurement to connection; actions taken, results of actions, effect against business goals.

#15: Align measurement to Prospective. Needs of sales, marketing, and product vary. Define for each.

#16: Align measurement to hierarchy; executive, functional leadership, team leadership, execution.

#17: When measuring sales evaluate pipeline, productivity, performance.

#18: Marketer = 4 KPIs; sourced pipeline, influence pipeline, investment to pipeline, investment to revenue

#19: When analyzing output metrics evaluate for volume, conversion, and velocity.

#20: Sales Reps are more likely to google something than search your internal resources. You must modernize.

#21: Approach your sales org like a customer. Deliver them the right content at right time on right channel.

#22: Covidien educated reps without clinical background on selling to clinicians by introducing Project Bionic

#23: Covidien’s Project Bionic flowed enablement content into iPad app for rep access. Searchable and secure

#24: Inbound phone activity and conversion increasing dramatically in #FinServ and #Insurance

#25: Brady Corp invested in tech to measure inbound marketing like PPC impact on call center conversion.

#26: Brady Corp identifies online most complex order opps and then drives to call center for close.

#27: Take a lesson from Magic Johnson and give the audience what they want, engagement.

#28: Allow your competitors to bring out the best in you. What would Magic Johnson be without Larry Bird?!

#29: Know your customer. Magic Johnson recognized wants of urban community & guided corporations to deliver.

#30: Develop a team that brings out the best in everyone. “Jordan brought out the best in Scottie Pippen”.

#31: Your actions aren’t meant to make execs feel better about themselves, they should impact business for good

#32: to build internal model start with engagement scoring, then propensity to buy models based on purchase history

#33: Scorong engines should include likelihood to buy, purchase cycle phase, and product interest

#34: Customer expectation, government policy, and infrastructure are constantly changing. You must be agile.

#35: Realigning people, process & technology is commitment & takes time. @fireeye is in year 3 of their journey

#36: Pipeline reviews are good, but implement future pipeline reviews. Become less dependent on the BIG deals.

#37: Alignment Quotient = Interlocking process+measurement system+SLAs+Waterfall Performance+Pipeline Impact.

#38: Alignment journey ventures through foundation, scale, comprehensive, and efficient. Most are in Phase 1.

#39: If you’re going to indulge in alcohol the night before booth duty, for the love of God don’t close talk!

#40: You can’t go it alone. Hyland engaged external agencies and internal champions to achieve success.

#41: Rebranding isn’t always about a makeover, often it’s a consolidation and alignment to one single brand.

#42: During strategy phase you must focus, connect, and translate external factors to business needs.

#43: During building phase you must assess capabilities, align, and plan accordingly.

#44: during execute phase you must enable against assessment, communicate effectively, and activate across org

#45: During measurement phase identify improvements, report against benchmarks, and govern appropriately.

#46: “Brand” is no longer what you tell a consumer it is, it’s what consumers tell each other it is.

#47: Fixed incentives are table stakes. Function-specific, action-oriented. Think salary

#48: Variable incentives are long-term focused typically tied to revenue and pipeline. Think bonus structures.

#49: Shadow incentives are most common and typically not tied to money. Think feeder system to sales.

#50: You can change behavior with pay, but it will be for the worst of expectations are not properly set.

#51: As planning occurs you must consider impact on incentive programs.

#52: On average companies only spend $1000/yr upskilling a marketer. #Fail

#53: Setting initial reward structure is not set-it-and-forget-it. Key constituents must review quarterly.

#54: Channel partners want more guidance and fewer tactics. They want help differentiating. #NoCookieCutter

#55: sell through? Develop loyalty by setting them up for success. Up-level ability to execute.

#56: proactively support channel using digital scorecard to assess digital presence and provide recommendations

#57: Be easier to do business with. Develop Channel Demand Center. Central repository for web, campaign& social

#58: Channel sales, marketing & opperations must align to plan, recruit, enable, demand, report stages.

#59: No one buyer journey; committee(exec leadership), consensus (cross-functional), independent (individual)

#60: No one buyer interaction pattern, there are dozens effected by price point; social, events, demos, F2F.

#61: Content assets should not be confused with interactions. Content assets are receptacles for information.

#62: Top most impactful assets for B2B = presentations, analyst reports, case studies, articles/publications

#63: Not digital versus sales interaction. It’s about how the 2 work together in concert. Integration is a must

#64: growth objectives not always reached by hiring increase. Efficiency through conversion can achieve results

#65: Sales prospecting process; find, research, CONNECT, nurture, convert. Process can be years in the making.

#66: Sales enabl.=research skills, referral training, value connections, industry acumen, social selling

#67: Sales Ops=SLAs, lead process, systems integrity and integration, social tools, analytics.

#68: Mktg=persona data, decision catalyst, social analytics, research firms, scoring, propensity models.

#69: You must earn the right to educate the buyer through connections and relationships.

#70: You must introduce social etiquette and writing skills to sales. I have lots of examples to support this!

#71: CX stages=initiate, participate, actualize, advocate. Companies can’t onboard and jump right to advocate.

#72: marketers have developed buyer personas but not customer profiles. Evaluate user, manager, stakeholder

#73: my final takeaway is this; do what you love and the rest will always fall into place. Reinforced this week

If you were there– anything to add?

If you were not there– which takeaways will be your takeaways?