What I Think - Drift’s ABM Release

After a few weeks of suspense with their teaser campaign, Drift announced the release of their latest addition to their conversational marketing product this morning, with Drift ABM.

Here’s what I think:

#1 - Thank you Drift, ABM should be embedded into all marketing software

The beauty of account-based marketing is, it’s just common sense.  It’s so obvious good marketers sometimes make fun of it, asking, “Is it really something new?”

I liked ABM better when it used to be called marketing.

— Tom Wentworth (@twentworth12) March 13, 2017

That said, one of the opportunity drivers for ABM software is the fact that the preeminent sales & marketing software, Salesforce.com (what are they up to this week?), did a really bad job of enabling account-based marketing. Two huge flaws included:

• No automated way to connect a “lead” to an existing account for its sales users

• No automated way to track (like a lead is tracked with statuses & therefore built-in reporting) an incremental “lead” on an account - thus discouraging use of the account objects for managing prospect accounts

So it’s refreshing to have a company like Drift build account-based marketing right into their conversational marketing software. It’s logical. It’s useful. It helps their customers - which Drift is all about.

So I think instead of focusing on the competition, focus on the customer.

Scott Cook

— David Cancel (@dcancel) September 20, 2017

#2 - Sometimes the simplest use cases are the most powerful

You work hard to target your target accounts, through both inbound & outbound channels. When they get to your website, you want alarm bells going off for your sales team to capitalize on this, especially if the account is engaging in product specific or “higher intent” content.

I’ve previously made the point that this type of interaction is one of the intersection points between Inbound Marketing & Account Based Marketing, and Drift is taking that to another level by not only providing sales reps with the insight, but the ability to take immediate action and engage in conversation with that target account.   

Target account on our website. Alarm bells should be going off!!!!!

...and give the account a personalized greeting

It’s so simple. That’s the beauty of it though. How many businesses are actually doing this? Very few.

Which makes it a massive opportunity. Win for Marketing. Win for Sales. Win for Drift.

#3 - “Shipping” has massive value to company momentum

Drift ABM represents Drift’s second major product release in the past month, on the heels of the announcement of Drift email at the Hypergrowth show.

These releases are not just about the added product capabilities, it’s about setting the tone for the business. It’s a major statement from Craig Daniel’s product team and Elias Torres’ engineering team, which in turn builds more confidence for the sales & marketing teams to have the confidence to execute and deliver.

#4 - Put Drift on your shopping list

If you haven’t already done so from reading my “Five Ways Drift Helped Us Engage with More Web Visitors - in the First Week” blog or amazing recent articles from Jera Brown or Andy Raskin, put Drift on your company to watch list.

They have up-leveled the website chat product game to conversational marketing, and it’s an immediate way to 1) generate more leads from your website, 2) accelerate the velocity of those leads engaging with your sales team and 3) give sales & marketing teams a win-win that just makes sense, not to mention 4) be part of the rise of a company that is firing on all cylinders.

#5 - Drift’s big strategic question going forward

Drift has reinvented the live chat category. Cancel talks about his company's growth strategy is about finding a commodity category, and then winning in that category by building a better brand.

I expect Drift to be able to dominate customer acquisition in stealing share from other chat products, and winning over customers who are adding chat to their website for the first time. At a price point comparable to other chat vendors, the decision to add Drift should be a no-brainer at $250 per month or thereabout.

Here’s the big question though: will that be enough for Drift? Or are they going to take aim at eating the lunch of the marketing automation vendors?  They’ve gone out and said marketing automation is broken, after all.

That’s going to be closely related to the price point Drift wants to aim for to drive the greatest return for its investors such as Sequoia & General Catalyst. If it pushes up into the thousands of $ per month, marketers will be forced to think about Drift vs. Marketing Automation, and that will add a lot more friction to the sales process (short term) but present massive upside to the company (long term).

What’s for sure -  Drift could build a better marketing automation product. This is the team that rebuilt HubSpot and provided the product foundation for the multi-billion company HubSpot has turned into today.  I’m sure the team could build a better marketing platform.

As a marketing technologist, I’m rooting for it.

How to Get Profitable Return on your Paid Search Program - A Four-Step Framework

Paid Search is a necessary component to a growth mix for B2B marketers. It should prove to be a source of solid cost/MQL and cost/opportunity leads, and one that helps reach Google search audiences in an important way to compliment organic/inbound efforts.

Let’s be very clear on one thing though - paid search is tough.

Unlike a well-executed organic search program, which over time can drive exponential growth and significantly reduced cost per lead metrics, the ‘natural course’ of a paid search program is increasing cost per lead.

Why?  Two reasons:

First off, Google is always looking to make more money. Google is always going to be acting in Google’s best interest, which means looking for ways to siphon off more dollars from advertisers. This past year it’s been hiking up branded search rates.

And secondly, successful terms are likely to get more and more spend from competitors. Meaning what’s working for you today, is likely to cost more money to work for you tomorrow.

So how do you get this Paid Search beast to work for you?  Here’s a four-step plan to get payoff:

#1 - Ensure you have the right measurement in place (HINT: Google AdWords is not enough).

Optimizing a paid search program for form-fills alone is a surefire way to drive a high number of ‘conversions’ (leads) that  have a high noise level for sales, and low pipeline return.

A proper measurement framework is critical to success. Specifically here's what to do:

• Setup SalesForce campaigns for each AdWords campaign to enable tracking opportunity and pipeline return
• Pass a Google click ID (GCLID) into marketing automation/CRM systems and pass opportunity values back to AdWords. This will allow for cost/opportunity and pipeline $/investment to be calculated at the keyword level – crucial for the optimization needed to drive success
• Setup ‘stacked cookies’ so that latent conversions can also be measured and attributed back to the paid search investment – to give you a full picture of the impact of your investments

#2 – Target long tail, use case driven keywords

Driving profitable pipeline from PPC investment is a numbers game – and as I mentioned above it gets harder and harder. So eeking out every efficiency is vital.

Long tail, use case driven keywords are vital to this.  Rather than investing in broad category based searches which will be expensive, and tend to be more ‘top of funnel’ research terms – the searches that will drive returns are going to be more long tail (both longer search phrases, and lower volume) which are more likely to signify "intent." and lead to action -- both conversion and follow-on engagement with sales rep. This will be lower cost, lost volume and higher converting terms.

Your job as a paid search marketer looking to optimize pipeline return is to identify more and more of these terms, and invest in those.

#3 - Tailor landing pages for these use cases

Back to the point of eeking out every efficiency, as you identify these terms, build landing pages tailored for these terms. Landing page conversion rates will go up based on having more relevant, tailored content which align ads to the specific search phrase and landing pages. 

This payoff of this work will be higher conversion rates, which therefore lead to a lower cost per lead and cost per opportunity. There will also be a double positive hit as more relevance will increase your Google quality scores and help to further reduce cost per lead.

#4 - Optimize, optimize, optimize

The above framework will give you a framework for success. Then the key is optimize, optimize, optimize.

Watch the results every single day, and align with sales on what’s working and what’s not working.

Optimize for pipeline $ and opportunities created, leveraging the reporting capabilities on #1. Constantly work #2 and #3 above to identify the right terms and take all the steps possible to minimize costs per opportunity while driving quality. 

As you identify low performers, either get rid of them or work to improve them.

As you identify high performers, invest fully in those, and look to spin off other ideas from those performers that could lead to new potential winners.

The “Google PPC pill” is a tough one to swallow – when you realize the size of the check you’re writing to Google each month – but it’s much easier to do so when you know you are running the program in a way that is driving profitable return.  Because then at least, it’s a win for Google and a win for the Marketer.

Choose the marketing and sales performance levers to fuel your growth (and here are 20 to choose from…)

In 2014 SiriusDecisions introduced their Intelligent Growth Model which detailed five pillars of growth that companies could choose from or combine as part of their business growth strategy. The five are:

1. Expand into new markets – geographical expansion, vertical market expansion
2. Introduce new offerings – add additional product offers with new revenue streams
3. Sell to new buyers – sell existing products to those you haven’t reached before
4. Increase productivity – improve effectiveness in marketing & sales
5. Acquisitions – acquire businesses as a source of expanded revenue

Taking a closer look at these, I’d segment them into these two categories:

• Growth via Business Expansion: includes #1 (expanding into new geographies or verticals), #2 (expanding with additional products) and #5 (expanding by acquiring other businesses).
• Growth via Business Improvement / Optimization: These apply to growing an existing product in an existing market, and in this case the two options are #3 (new buyers) or #4 (productivity).

The second category is more universally relevant, as every line of business can relate to it as management teams plan growth for existing products in existing markets typically as part of an annual business planning cycle.  When planning business growth in these scenarios, teams can categorize growth drivers into two high level buckets:

#1 - Growth in marketing qualified leads and opportunities

And/or

#2 - Improvement in sales performance metrics (e.g. win rate, average order value) – I use the term ‘sales’ to describe the business process, not the department, as sales performance metrics are influenced by sales, marketing and product management – as you’ll see below.

When planning for growth within a product line, management teams should agree on to which degree these two areas will contribute to that growth – as that decision will foster alignment, and may impact other investment decisions including resources and budget.

As part of that decision, there are many potential levers to consider within each of the two buckets – let’s take a closer look.

To grow marketing qualified leads (and resultant opportunities) here are 10 levers to consider:

1. Grow web traffic (via SEO, SEM, Social Media, Influencer Marketing, PR programs)
2. Grow website conversion rates (make website more effective in converting visitors from #1 to MQIs or MQLs)
3. Improve web conversion rates through post-visit tactics such as abandonment techniques or retargeting
4. Grow MQIs through expansion of or improvement in MQI generation programs (“Growing the top of the funnel” – e.g. content, webinars)
5. Improve MQI to MQL conversion rates and velocity via optimization of lead nurturing programs and/or expansion or sales development / teleprospecting resources (more MQLs via "optimizing middle of funnel")
6. Grow incremental MQI/MQLs via highly targeted account-based sales and marketing programs (“small net fishing”)
7. Improve the effectiveness of sales development / teleprospecting resources through tools including lead prioritization engines, predictive lead scoring or training
8. Generate more upsell MQLs from customer base via educational programs or specific upsell paths
9. Generate more MQIs/MQLs through harnessing customer base via community, advocacy or referral programs (typically a longer term strategy)
10. Grow partner generated leads by expanding number of ‘push’ partners actively marketing your offerings and/or adding additional marketing programs implemented via partners

And to improve sales performance metrics, here are 10 levers to consider:

1. Grow MQL-to-opportunity rate via improved lead response times
2. Grow MQL-to-opportunity rate via developing, improving or optimizing MQL follow up programs (conversation guides, email messaging & sequences)
3. Grow MQL-to-opportunity rate via follow up techniques or data (e.g. leveraging of multiple contacts at an account)
4. Grow win rate through applying sales process around ensuring the right criteria is applied to choose which deals are qualified
5. Grow win rate through more effective enablement of a champion buyer (enabling that buyer to more effectively sell up/across their organization) – this could be via conversations, content and/or technologies
6. Grow win rate through focus on urgency drivers (including content to position the buying decision vs. the downside, risk or pain attached to the status quo)
7. Grow win rate through the development of specific competitive content or positioning vs. key competitors
8. Grow win rate through development of new product functionality to address top loss or no decision reasons (a process for win/loss analysis will help uncover and prioritize these)
9. Grow average order value through product packaging or bundling  
10. Grow average order value through price increases (hey, you gotta consider it right!)

Aligning around the how of growth, first at the high level and then into the specific growth drivers, is a key step to achieving the growth that every business wants.

Seven-Step Plan to a Demand Generation Turnaround

As boards, shareholders and executive teams seek predictable revenue, they apply pressure on sales and marketing leaders to drive sustainable growth. Today with buyers  in control and sales organizations increasingly blind to the first two-thirds of the buying process, demand generation teams have moved front and center as the key driver of this growth. And most have a ways to go in putting a demand generation machine in place to predictably drive growth requirements.

This is a seven-step revenue growth marketing approach to provide a measured, well-paced and action-oriented blueprint for the demand gen turnaround that so many businesses are demanding today.

1.       Agree to Lead Definitions

Maribeth Ross covers the key revenue stages in this article; the Marketing Qualified Lead definition is absolutely vital. By establishing a joint MQL definition with Sales, marketers create a quality metric for leads and establish a clear handoff point to the sales team, which in turns helps sales perform better with the MQLs that marketing generates.

I find that most struggling demand gen teams have a lack of clarity around this definition which therefore means there are wild fluctuations historically in lead quality that make results difficult to measure, and also make sales’ job more difficult in following up the leads they receive.  The MQL definition  provides a building block foundation from which to grow.

The second crucial definition that is a consistent Opportunity definition, which will enable you to use the MQL-to-Opportunity conversion rate to identify top quality lead sources. 

2.       Get Quick Wins On Board – Here’s Five to Get You Started

While most of these steps work sequentially, this one should occur in parallel to the rest. As a Demand Generation leader, you want to make short term impact to support the sales organization and demonstrate that you are able to simultaneously consider short term lead and revenue objectives while building long-term marketing strength.

These are five “quick-wins” that can bridge the gap while demand generation fundamentals are being developed

Quick Win #1 – Late Stage Content

In a Demand Gen turnaround you can’t do everything all at once. So I first prioritize late stage content to help identify and move prospects entering a buying process closer to sales. Look to reface or repackage late stage content, feature it on your website as a means to capture MQLs and drive these assets through syndication programs to bring in later stage prospects. Late stage content include vendor comparisons, evaluation guides and product webinars both live and on-demand.

Quick Win #2 – Website Conversions

Your website is your last step in converting leads for sales, so any improvements you can drive there will have immediate impact. Look at forms and user paths to eliminate friction and improve conversion rates. Ensure forms driving MQLs to sales don’t have any extraneous fields or unnecessary distractions.

 Quick Win #3 – Invest in a Paid Search Agency

If you have been running your paid search account in-house, chances are you would benefit from bringing in an agency expert to help you improve performance. I find some marketers are reluctant to pay the 13-15% management fee, however with the ever growing complexity of paid search and varied opportunities within it, don’t be short sighted and rather challenge an agency to double your paid search performance for the 15% investment you make with them.

Quick Win #4 – Align Webinar and Content Topics to the Problems You Solve

Lead Gen webinar topics need to walk a fine line. It’s well understood today that lead gen (earlier stage) webinars can’t be about you and your products… they need to center around compelling topics of interest to your prospects. However I find some marketers swing the pendulum too far in the other direction, whereby the webinar topic will fail to connect it to the problems their company/product solves so therefore it’s ineffective in driving leads for sales. Adjusting webinar topics (as well as other content including PR) to speak to broad topics and connect these topics to the problems you solve should increase yield from these programs by a multiple.

Quick Win #5 – Nurture New MQIs

If you don’t have a lead nurturing program in place to nurture new MQIs, put one in place. Start simple – it can be a series of emails driving to a single landing page or microsite, as having that initial nurture program in place is essential to establish a baseline from which you can grow. You will need lead nurturing in place to extract full value out of your lead gen programs.

3.       Benchmark Performance by Channel

Benchmark your historical performance to create the picture of how demand is being generated today and what metrics need to move and by how much to drive the required business growth. Benchmarks should include:

• MQL to opportunity conversion rate
• Opportunity to win rate
• Website traffic by channel (organic, referral, direct) and conversion rate
• Size of active marketing database and conversion rate
• Paid Search account performance, split out by branded & non-branded search, retargeting and display network ads

4.       Build a Revenue Growth Calculator

Using the benchmarks you’ve established, build a revenue growth calculator which shows how these numbers need to move in order to meet the revenue growth plan for the business.  To do this you will also need to know the required future bookings (based on average sales cycle), the average order value and the % of business you are looking to drive from net new vs. existing customer.

Take the current baseline, and create an outward plan showing to where the metrics need to move. Ideally you can do this such that you set metrics that exceed your MQL requirements by 10-20%. This becomes a plan which sales and marketing can partner on with clear ownership and accountability.

5.       Closed Loop Tracking of Lead Stages & Programs

To manage the metrics you set out in #4, you will need a closed loop marketing system to track the effectiveness of programs and lead progression in general. I discussed the ‘how’ around this in a previous article Six essentials to setting up a closed loop marketing system.

6.       Help the Sales Team “Beyond Just Leads”

This is a parallel set of activities which will help in establishing demand generation as “more than just leads” and driving impact on demand at all stages of the buying process. The types of programs are crucial as they can help the sales organization overcome a near term lead shortfall, and as leads grow ensure that are best converting leads into opportunities and wins. 

Areas to consider helping sales include:

• LinkedIn Coaching – Encourage sales to connect with all customers on LinkedIn so as customers switch jobs the reps are the first to know; this also grows their network so they can best leverage LinkedIn as a prospecting tool; encourage the rep to set up their profile from a consultative, customer-centric standpoint so when prospects view their profile, the rep leaves a strong impression.
• Personalized Landing Pages for the rep to use with prospects and customers – Build a personalized landing page such as this one which puts the Rep front and center and wraps useful content around the rep. This is a page a rep can use and apply at various stages of the buying process including their own prospecting activities.
• Coaching on Asking for Referrals – Remind the Reps that they, via the products and services the company provides, add immense value to customers, so asking for a referral is helping and not selling, and part of the sales process should include a follow up process to ask for referrals.
• Help Sales Improve MQL to Opportunity Rate – Ensure system handoff on MQLs is clean, ensure reps are armed with questions to ask to establish pain and value, and consider automated nurturing programs for free trial evaluations.
• Help Sales Improve Win Rate – Inventory and improve the content sales uses during the opportunity phase; look at interactive content such as assessment tools to take this to the next level, and also consider web-based tools that sales can use to share content and best support their buyer champion during the opportunity phase.

7.       Drive Towards the Revenue Growth Plan

With the plan via the Growth Calculator established in #4, the tracking of programs in #5 and the holistic view of helping the reps in #6, now monitor and measure performance towards these goals. Identify high and low performing activities through your closed loop tracking – slice and dice including program types, lead sources, calls to action, and segments by vertical, size, geography, job function or buyer characteristics.

As you identify top performers, assess the possibility of shifting investments in time or resources into these top performers. And as you identify low performers, make decisions to either invest in improving these low performers, or drop them.

The metrics based approach and visibility should ensure you get buy-in and support for the steps needed along the way and keep you well aligned with sales as you build the demand generation required to best drive the business.

Seven Reasons I Love Moneyball Marketing

In the first two posts in this space, I introduced and then defined the term Moneyball Marketing.

You know what the best thing about it is? – it’s a ton of fun. And I love it.

It really makes a difference to do something you love.  In fact, whenever I interview a prospective team member or get introduced to a new team member, one of the questions I ask is “Why do you love marketing?”.

So what’s my answer?  There are many, but here’s Seven Reasons that I Love Moneyball Marketing:

(1) It works “all sides of the brain”

In school I always  had varied interests, and initially I had a hard time choosing “what I wanted to do in life.” Moneyball Marketing requires equal parts analytics, process, people management, information architecture, persuasion and creativity.

(2) You’re truly building something

I’ve heard the term Revenue Architect, and I like it. Software developers are often fulfilled by the act of coding something elegant and effective. Similarly systematic, marketing driven revenue growth requires the build-out of integrated teams, systems and processes. Processes that need to be created and refined include mapping the buyer journey and connecting nurturing programs to it; process for content production at scale; process for program development, integrated across marketing channels and regions; process for tracking the impact of marketing investments across all forms of media; and many more.

I find something fulfilling about the 'architecture' element of revenue architecture, designing something and then seeing how it works out in practice, and then evolving it further.

(3) It requires true teamwork

Revenue growth is a team sport. Four examples of the teamwork required on a daily basis for revenue growth to be operating effectively:

• Product Marketing and Marketing Programs - to maximize effectiveness of programs leveraging the right strategy and the right content
• Marketing Programs, Digital Marketing and PR/Social - creating integrated, cross-channel programs
• Marketing and Sales - ensuring alignment through the generation and leads and creation of opportunities
• Marketing and IT - ensuring the systems are in place to support closed loop marketing

(4) It’s okay to fail

This may be my favorite. Baseball hitters have a job where if they fail (make an out) 7 times out of 10, that is considered excellent performance as it translates to a .300 batting average.

In Revenue Growth Marketing, a significant part of programs analysis is to identify what isn’t working… and either drop it or fix it. Especially in the first year or working in a new marketing organization, finding out what doesn’t work is just as valuable as finding out what does work.

And we can extend the baseball adage to marketing and saying if you’re not failing at least half the time, then you’re not doing your job. Why? A/B testing is a required component to revenue growth marketing, to ensure you are evolving your understanding of what works best and have empirical data to back it up. If you are A/B testing, then half of what you do is going to ‘fail’, and that’s okay.

On that note, it’s vital to foster a culture amongst the revenue growth marketing team which says that it’s okay to fail, and in fact failure is needed. Encourage teams to fail fast, and to share the failures, and the resulting learnings, with their colleagues.

(5) It’s constantly evolving

There are new companies and technologies emerging every day. There are new techniques and best practices. Of last for me SEO has been a fun area to learn about the various perspectives and point of view, and then formulate a SEO plan that involves the creation of effective web content, the management of effective website hygiene, the development of influencer relationships to drive the seeding of content and the management of best practices around inbound links. There's always something new to learn, someone new to learn form and something to do better. 

(6) It involves helping people - meeting the needs of customers 

Around 2003 I was traveling back to New York from a Procter & Gamble pitch at Targetbase in Dallas with Matt Seiler, then an EVP at Omnciom Group and now Global CEO of IPG Mediabrands. I remember Matt, who had at that point recently had his third child, talking to me about how he explains to his kids what he does, as an advertising executive. I remember only partially understanding what he was talking about, or why he even cared to answer that question. And it was a hard question to answer, especially at that point when looking at it from the lens of an Advertiser, how do you explain to children the benefit of Advertising?

So flash forward 11 years and now I’m the father of three and I find the B2B marketer has a much clearer path to explaining the value they deliver – our job is to help people. Through the content we create, through the programs we develop, we are there to help people do their jobs better and more easily. And that to me adds an element to the job that I couldn’t have made as clear a case for in a 2003 ad pitch.  (PS - Matt is and was brilliant, and he could make the case however!)

(7) You can celebrate along the way

The beauty of measurement is we can monitor the moving of the needle along the way.  Whether it’s something we learn from an A/B test, or an improved conversion rate from a specific web channel or marketing program, or the roll out of a new activity under development… there is a lot to celebrate along the way. Lots of little victories that can boost the team and personal morale, and lead to much bigger victories down the road.

Defining Moneyball Marketing

In this blog's inaugural post, I introduced the term Moneyball Marketing. I now want to take a few minutes to define it.

The definition will relate closely to the Demand Generation function within marketing so I will start there. I was recently asked by a colleague, "What's the difference between  Demand Generation and Lead Generation?" The difference is stark. To answer I explained that lead generation implies a myopic, top-of-the-funnel activity, while demand generation goes both much broader and deeper – if you think of business as having Supply and Demand, then the Demand side of the business encompasses all possible avenues for the creation of new revenue and a “lead” is just one piece of the process for one of these avenues.

Demand Generation also includes the programs to nurture those leads; the systems that define the qualification of the lead as marketing qualified, the programs that enable sales to be most effective with turning that lead to an opportunity, and that opportunity to a win; the customer marketing programs to nurture and expand that customer relationship over time; as well as other avenues to generate incremental business including additional channels, referral sources or influencers.

So putting pen to paper (or cursor to rich text editor, as the case may be), my definition of Moneyball Marketing is partnering with sales to build measurable and predictable MQL flow through all available sources of new business, measured by MQL and Opportunity attainment, pipeline impact and business growth.

Yes that works as a definition.

Marketing and sales partnership – check.

Measurement and moving to predictive – check. 

Moving beyond leads or even MQL stats to driving pipeline impact and business growth – check.

So that can work as our “dictionary definition”, and beyond that let me share three key behaviors of a Moneyball Marketer:

(1) You run marketing like a business

I find this to be the most fundamental concept. Simply put, when making decisions, you are looking at it to answer the question “What’s best for the business?”. Not what’s best for marketing, not what’s best for you as an individual, or your boss, or your direct reports. Moneyball Marketing is about making well thought out, data driven business decisions every single day.

(2) You consider all opportunities for revenue growth

Moneyball Marketing and Demand Generation are liberating as they consist of all possible avenues to increase revenue, so a partial list:

• Programs to acquire new leads and nurture them

• Maximizing conversion rates through buying process including MQI-to-MQL, MQL-to-Opportunity (e.g. an Evaluation Process) and Win Rate

• Efficient and effective systems to support marketing and sales during the revenue process

• Digital Marketing programs to maximize impact of website as a demand generation tool

• Outbound sales prospecting programs

• Programs via channel - driving demand gen programs through channel partners

• Customer marketing to drive additional customer business through customer education and communications

(3) You are an advocate for Sales within Marketing

Sales management and  reps are incredibly busy, so the Moneyball Marketer has the opportunity to take the overall objectives of sales, which is to maximize revenue short term and long term, and add strategic value and be the advocate for sales within marketing, allowing sales management to focus on driving results for the month & quarter while getting their interests represented within the Sales & Marketing organization.

Next time I'll share the Seven Reasons I love Moneyball Marketing.