Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated to helping software executives
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stay on the cutting edge of sales
and marketing in their industry. Let's get
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into the show. Hi, welcome
to be. To be a reven new
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acceleration. My name is already end
with you and I'm here today with Faye
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all kinds from first base. Are
you doing faith? Yeah, good,
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thanks, very nice to see you. Thanks for having me on. No
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problem at all. So today we
will be talking about some top tips for
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first growth marketers. But before we
get to start, he can you bleef,
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tell us a little bit more about
yourself, as well as your company,
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First Base? Yeah, sure,
so, so fast grade marketing is
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what we're all about. So perfectly
aligned to our specialist topic here. We
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work with technology, B spee companies
and we're an agency that helps them put
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all the right pieces in place,
so taking them to market, helping their
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buyers to actually understand what it is
that they sell, what the value would
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be, getting them in front of
the right target audiences, making sure that
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we get those buyers to know what
it is that we're trying to sell.
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We generate the leads. That's always
the number one requirement for all of our
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clients. So demand generation is very
much then the kind of tactic, and
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then really just helping the clients to
understand how the buyers are behaving. So
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there's a huge component of digital marketing
where we're looking for, you know,
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every touch point, every action,
where our buyers are really getting in touch
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with us on various channels and I'm
really just helping kind of push them toward
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the sales conversation. In a nutshell, that's what we do. Excellent,
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that sounds that sounds very interesting and
very close to what we do. In
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a sense, we probably are the
next step after that. So that's we've
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got a good Ondo something of the
value you can bring, and so we
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both work with BTB software organization and
multi. Our clients, as probably your
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clients, are growing at a very
first first space, with new technology consistently,
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or constantly, shall I say,
coming to market. Then there guessing
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neurons of Investment Company leading needding to
scale their business because they're under pressure from
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investors and needing, needing to do
it in a very short time phrase in
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the first phase environment within market that
can quickly adapt their approach to their clients
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into that company that companies needs.
Your perspective, what are the skills and
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talents that you believe marketers in the
first changing market need to add? Yeah,
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Oud question. I mean there's definitely
a skills and expertise component to any
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any successful marketing program yeah, you
picked up just there that you know,
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we work in the kind of industry
where it's hugely competitive and you know,
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whether you're a startup or an enterprise, business is still have quite a lot
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of ground to cover from a marketing
point of view. The skills that you
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need the number one thing as much
as you need the kind of hands on
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expertise. Just need to be all
over it. We need to have,
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you know, the attitude where you're
really looking for every single opportunity and learning
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really quickly. There's all sorts of
tools out there these days, so the
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Martek Revolution is absolutely upon us.
So every marketer is having to learn new
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things every day and we're learning know
what kind of new techniques we can put
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in place. We're having to get
scripps with all the new kind of marketing
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automation platforms, different types of tracking
software. So technology is really having a
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huge impact on how we actually do
marketing for software and beat be tech companies.
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So it's definitely a component of just
need to be quite resourceful. There's
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an answer for something everywhere, like
how do we do this? What's the
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best practice way of doing it?
So it's definitely a kind of high paced
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environment and you need people that really
kind of have that go getting drive to
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like get stuff done and learn new
things and just make stuff happen, because
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in the end that's the thing that
makes the difference. You know, we
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set out our strategy for all the
clients we work with and you know,
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we have to adapt really quickly.
That's the other thing that we don't know
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very often when we start with companies. I mean you'll have the same thing
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yourself you start with a startup company, because they may not have done marketing
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before. We can set out a
paper based plan that makes really good sense,
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but we don't know until we actually
get a market and how the buyers
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are going to behave, what sort
of engagement we're going to get, what
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sort of response rates we should be
looking for. So there's a lot of
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optimization and and, you know,
kind of looking at what's in front of
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you and picking the best path and
that's a real skill. So good decision
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making short term and along the term, vision of all the things that are
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kind of needed to be successful.
It's quite a long answer that. There's
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quite a lot to it. I
guess. Yeah, like it's but it
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doesn't make perfect sense because I think
you also tell you right. I think
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if you look at your organization,
if you look at an organization like like
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operatics, we are tensions of our
clients, cells and marketing to respectively.
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Right. So ultimately we would have
people coming to us because they want to
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accelerate reasult they want to accelerate their
route to market, they want to accelerate
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pipe and generation Lee generation before that, but ultimately they want to accelerate their
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growth. And we see it very, very often, and it's not just
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with small startup company that you would
expect. You know, I've not really
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finalized the strategy. Also see it
with larger organizations, some very large public
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companies that we work with, when
sometimes we've tart with a strategy, but
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to along the way, through analysis
of results, through voice of the customers,
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through the feeling, through our experience
of working with other vendors, we
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also need to find you our protray
at least. Yeah, we need to
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and share, but practice is to
try to influence clients. But you find
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it, you thinkled some things between
fence clients. From the writing. That's
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a bit of a tricky question.
Yeah, I know exactly what you mean
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and you know putting, when I
put myself in the client shoes, what
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they're looking for from us is a
degree of certainty. They want to know
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and ultimately it always comes down to
our way. It's if I make this
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investment in marketing or demand generation,
what will I get out? And it's
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sometimes very, very difficult for the
agency or for any marketer to to give
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a concrete answer to that. And
I think you know a little bit of
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marketing does sometimes suffer from from that
kind of attitude of it's all very kind
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of fluffy and you know, we
we're not really kind of nailing our colors
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to the post on what we can
achieve, but as an agency we try
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to get that predictability in place for
clients where we can forecast and we can
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build a model, but the model
requires data. We need to we need
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to do some marketing before we can
tune it up, and that's where the
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responsiveness and the optimization comes in.
You know, we have to know how
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many, what the download rate is, for instance, and how we're converting
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landing page visits to downloads to actually
put a ratio in a percentage that says,
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okay, if we now increase the
traffic by this much, we'll get
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this many more downloads. Otherwise,
you know, we're going to say,
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okay, let's do some marketing,
we'll just hope for the rest. So
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it's sure that it's quite I mean, I do you understand? You know,
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absolutely. We have to understand it
from the clients point of view as
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well, and it would help,
though. I think, you know,
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they're looking for certainty. We can
we can give them a plan that has
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all the kind of you know,
worked out strategy and loads of experience and
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best practice in there. We can
give them a target and say this is
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what we think we can achieve if
we go ahead and do this, but
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we're going to have to actually,
you know, adapt as we go and
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learn as we go, and that's
something that often yeah, I do think
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clients, you know, they don't
like to have that conversation necessarily because it
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almost feels like, you know,
we're not sure that it will work either,
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which there is a degree of because
you know, we don't know for
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sure if it will work unless we
do it. Absolutely now. Completely agree
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with you on the point you mentioned
a war. That is we spoke consture,
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remember exactly in which podcast. But
you mentioned flirty as an efective going
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after marketing and and I controquel exactly
and I think of that conversation actually came
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up a few times. But there
is almost called a fluffy marketing. Is
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More like the long term marketing,
which is actually very important. Know the
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long term. What I would you
build job bread, the after the short
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term, which is of the other
thing that you mentioned, such as,
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okay, let's generately now. Let's
get people coming onto the website less of
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to maize, that's have some compings, let's let's make it very simple for
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people to contact us and get in
touch with us when the vain process.
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So I guess, man. Ex
question to you is any marketer needs to
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find a balance between show of winds
and long down Brend building. I'll do
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that. Yeah, that is the
ultimate question from marketing. I'm so glad
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you're asked. And so it comes
down to it comes down to a couple
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of things and it also comes down
to being prepared to stick at it.
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Is kind of the number one thing
that, you know, we've learned in
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our years of working with no tons
of different technology clients and the short term
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requirement is often the justification for continuing
to invest in marketing. So, for
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instance, you know we'll have a
client to say we've got a fixed budget
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and we want you to go ahead
and put the marketing plan together. We'll
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do what we do and we'll come
back with here are the leads that we've
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generated for you. Off You go
and you know, as you say,
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there might well be some kind of
operatics involvement or some kind of lead development
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just to get them into them selves
pipeline. But ultimately it's about it's about
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bombs on seats at that level and
that is the number one thing when lots
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of clients are looking to us as
an agency. We have to deliver that.
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But the other thing that goes hand
in hand with it is what is
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the cost of that lead? So
the cost per lead is more important,
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arguably, than how many leads have
can we generate, because you know,
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you can buy as much traffic as
you want. It's a question of how
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expensive should the traffic be for you
to actually get the wheels to turn?
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From the marketing point of view,
and this is where the longer term approach
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really can't starts to come into its
own, because even if you invest in
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the short term in brand, you
have this kind of juxtaposition where the better
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known the brand is, and particularly
for kind of start up businesses, they
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have this equation that they have to
find a balance for where you know they're
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not necessarily very well known as a
brand. They might have an amazing product.
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They know exactly who they're going to
go and target. But if we
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go and knock on those doors,
from a marketing perspective, maybe we use
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in mail, we might use sponsored
content, might use Google ads. We
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can get in front of those people, but their next question is, who
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are these guys and when will you
know? Will they be around in two
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years time? If I buy their
software now, what sort of service contract
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can I really expect? And that
comes down to brand and you know,
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ultimately, you know we we have
a lot of discussions with kind of senior
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leaders and the people who sign checks
for marketing where you know we're looking at
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investing in the brand. They don't
see that as a helpful thing from a
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balance sheet point of view, but
it does mean that overall you'll get much
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better performance out of your marketing and
you will grow faster. It's just less
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tangible in the metrics. So that's
the tricky thing. The other thing,
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though, we kind of proven with
a couple of plants where we work with
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them, one kind of longer term
relationships. The Ideal Marketing Program is twenty
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four months in a plan. It's
not six months, it's not three months,
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not even twelve. And you know, over over twenty four months,
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you can put both a short term
and a long term plan together and you
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can look to bring down the cost
per lead because investing in the brand means
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that you will generate more leads that
are organic or are cheaper to buy.
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So overall the Roy if you look
at it over a longer term period,
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that's a far better way of doing
it rather than how many leads can I
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get over a short term period starting
from zero? And that's always the complicated
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bit when we're they're trying to talk
to clients, because it does take a
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leak of faith if you're just trying
to get started in a market, particularly
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if you're a kind of fast,
great business and it yeah, it's a
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difficult, difficult conversation to having a
tough challenge. Absolutely, but I guess
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you saw some. My next question. Do you have what would be our
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top tips for the startups organization or
those technology companies to develop a successful marketing
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strategy? And so you found us
on the way with what you're saying.
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Is that really realize that on't need
to long term plan, but really get
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the best of a marketing strategy which
you should have is a twenty four months
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plan in which you have tactical shot
up impact on pipeline as. Yeah,
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long of them, longer term strategy
that will help you to put your brains
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forward, reasonates to your customers and
you timately accelerate the rhythm on your technical
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compings and to that extense, redio, shocker, spalt, that isn't the
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right summ things. That's exactly what
I'm saying. Brilliant. Thank you.
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Right, all, write that down. I'm listening. And but that leads
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me to it was our question around
around the lead, for we we think
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about the leads and and we we
always have different definition of fleets. Yeah,
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and I appreciate you know, I
think you and I had conversation in
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the patterns what led to the podcast
to day and in you know, knowing
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each other, which is how do
we bridge the gap between the work that
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you guys do and actually sells?
Okay, yeah, because and I feel
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I feel for for individual like yourself, a feel for marketers, because we
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work very closely to sell team.
We work with fantastic cells. Team also
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work we sells individuals that are probably
a little bit more picky come of what
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they want. We also sometimes work
with teams that are a bit more tactical.
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So it could be a reseller,
it could be a partner or it
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could be an insight cell steam who
have sometimes they expect the leads to be
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you know, if there is not
a project in three months or if there
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is at a project in six months, this is not a good lead.
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Okay, which is great if you
are in the commodity business, which is
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great if you like the very low
value, I. Volume, and you
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want to share and you don't have
the time to have the time to what.
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Basically, you don't have space for
any additional custo cells to be put
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in because the average deal values to
look but how do you get that and
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shake done from a transfer of fleets
perspective, to make sure that you know,
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first of all, people are actually
walking the lise that you are providing
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them? Yeah, and not just
from walking the lands. Doesn't mean,
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okay, I'm gonna give them a
call or send them any man if they
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don't respond to such a good lead. It must be done properly. But
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I'm interesting to Amos on know you
do that, because obviously I know that
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we are doing you and we're working
togethering doing that for the same clients.
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But when we are not involve,
what are the challenges that you see and
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what are the solution that you are
bringing them? Of End of our process,
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to make sure that you know,
most of the art work that you
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do is actually not only the perceived
as good, but also, yeah,
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done it into good. Because,
yeah, okay, when you're marketer,
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the job of marketing is that to
probate qualified opportunities for me or lead.
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That is the CO unity string on
six months time, easy qualified opportunity.
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So someone and should do that.
Your job is to find that first touch,
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that first interest. So yeah,
that's that's kind of my long wound.
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Yeah, question to you no,
and again it's another really big topic
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and there's no one size fits all
approached here. There's all sorts of different
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factors to consider. But I absolutely
agree with you that the the role of
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marketing is to is to generate interest
from buyers. We are not selling to
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people, we are helping the salespeople
understand who they should be talking to to
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then go ahead and sell to them. So I completely agree with you and
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I think there's a there's a lot
of, I guess, kind of industry
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confused usion, frustration maybe about some
of the terminology that's really been adopted in
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B Tob. So the MQL's are
mark putting qualified lead had such a massive
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range of different interpretations and definitions across
our client base, and with good reason
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in part. Sometimes it reflects the
sales organization that exists inside the clients.
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So, for instance, you know
if you've got tons of BIZ DAD or
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lead development telemarketing inside sales team,
for instance, you need more volume,
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you need less qualified leads, you
just need a lot of them. And
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so the definition of mql at that
point could literally just be a download.
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It's not very well qualified. But
there's an expectation that's kind of set there
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between marketing and sales that quits.
A high volume of them will be returned
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to marketing for nurture, and that's
fine as long as it's understood. But
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we also have the opposite end of
the spectrum sometimes where, you know,
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we're marketing is expected to qualify the
leads, but we want them now,
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and you know that it takes time
to qualify leads that come through in the
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same way because they will have,
you know, come through from whatever the
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the kind of engagement is, but
that doesn't mean that they want to buy.
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So we we can we can look
at intent, we can understand,
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no, which channels and what sort
of funnelvelocity in all these, you know,
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kind of ways of figuring out who
look like the highest priority that would
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convert to sale. But at the
same time it's still it's still requires a
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sales discussion, it still requires an
appointment, it still requires the sales assessed
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and it's sometimes that line is quite
blurred about, you know, how far
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along the whole of the buyer journey
in marketing should actually continue to engage.
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It's always a good one for discussion. I mean what we do for quite
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a lot of clients is is trying
to nail that down from the start,
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because it's super important for marketing and
sales to get off on the right foot.
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You know, we need to all
understand exactly what we mean by lead,
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to your first point, and we
try to define what are the lead
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stages. Very, very often,
you know, there's some kind of existing
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crm, so sales force or whatever
it might be, that the sales folks
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are all used to using, and
we can work with that. We just
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need to understand what that intersection point
is between whenever we create a marketing lead,
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how does it actually populate? Who
Does it go to? How do
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we actually put that kind of automation
bit in place and complete the return path?
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So if it's not a lead,
give it back, we'll have it
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back, thank you, or do
some lead nature. We'll see if we
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can qualify them again and if not, then you know, what do you
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what we need to do on the
marketing side. So there's definitely there's good
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kind of structure that can we can
put in place to kind of set up,
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you know, what should that hand
over look like between marketing and sales?
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But again, you know, it
needs to fine tuning. We need
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to work out. You know what
can marketing practically do and you know how
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to sales need to come to the
party to do the next bit if we're
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not able to qualify. It so
hard from the marketing point of view,
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I think you know, as we
discussed only on because at the end of
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the COOPIG is fast growth marketers.
I think, coming back to a point
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that you mentioned, what we see
with most of our clients is that we
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have to adapt. We have to
change this qualification. We've got to change
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the way we pass some too sleaves, we've got to change the way we
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communicate or we need to change the
reporting. So you may start with a
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company and they say, you know
what, we want absolutely everything because we
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need to stick to people with to
get out there, and then they get
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to a position where they actually have
a amount of pipeline and then they can
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want of pressure to close the business. So yeah, probably let's interested by
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the lower level or less qualified leads
and then you may have an internal team
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coming in and then that internal team
will just do the qualification and you know
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all it could be. Don't do
puts to the channel. But the strategy
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always tend to change every six months
from what we see. So I think.
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I think, coming back to the
point that you mentioned earlier, that
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leading over process and that return.
Look, I agree needs to be defend
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at the beginning and everybody needs to
end shake sales, marketing and US professional
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services to players. But I think
it's also very important to discuss about it
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on the quarterly Bas and just to
make sure that it's still fitting the needs
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and fitting the requalt from the management
of the clients. And to the point
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you mentioned earlier, it's about adapting, it's about adding people. It can
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do the analysis, listening to the
signals from the clients, understanding all the
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structure for clients and dose fast growing
company are developing and, based on the
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way they develop, provide suggestion on
hey, this is all we search and
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search when they were exactly understand same
stage of growth as you, we would
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suggest, but entually putting that processing
place, and we actually end up doing
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a lot of that, helping also
to get to the next stage. You
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know, do so almost like a
staircase. You get to a certain level
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of provenue and then you need to
get better and better and better and to
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go up you need to change and
change. It is difficult and I guess
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the good news for organization like yours
and ours is that we've been doing it
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with many clients, so we can
come up with a we can come up
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with that's wonderfully well, thanks for
that pain, I'm sure. I'm sorry.
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It was very useful for all audience
to listen to the tips and the
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information you shall and all the intelligence
around the way you perceive things. And
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now, if anyone wants to connect
with you or to learn more about your
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00:20:52.519 --> 00:20:56.279
company, first base, what's the
best way to get in touch with you?
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Well, we always opened some conversations
with technology companies that be looking to
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grow. So you know whether there's
they were already doing marketing or you know
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right at the beginning and if that
journey best way to get in touch is
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probably take a look at our website
and have a look at some of the
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case studies that we've got on their
various different types of client at different types
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of marketing. The website address is
www dot it's hit first Basecom, hyt
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00:21:22.619 --> 00:21:26.859
first and then be a ssaycom.
You'll find quite a few different examples of
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kind of services that we offer.
We do all sorts of different things for
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00:21:30.779 --> 00:21:34.049
some clients, some clients. It's
full service marketing where literally outsource all of
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it and we'll take care of hitting
the number. And for others, you
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know, we fill in around existing
in house expertise. So you know,
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we can add, you know,
certain bits of components of the whole marketing
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programs, whatever's needed really. So, yeah, I shall look forward to
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where, yeah, continuing conversations and
some of our share clients hopefully will have
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found a little collaboration here interesting to
absolutely what. That's great. Many things
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again, Fada was wonderfully too.
Was wonderfully twelve younger. Thank you right,
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00:22:00.670 --> 00:22:03.470
it's great, really good fun.
Thanks for having me on. Thank
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00:22:03.509 --> 00:22:11.029
you. operatics has redefined the meaning
of revenue generation for technology companies worldwide.
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00:22:11.069 --> 00:22:17.859
While the traditional concepts of building and
managing inside sales teams inhouse has existed for
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00:22:18.019 --> 00:22:22.779
many years, companies are struggling with
a lack of focus, agility and scale
333
00:22:22.180 --> 00:22:29.700
required in today's fast and complex world
of enterprise technology sales. See How operatics
334
00:22:29.819 --> 00:22:36.210
can help your company accelerate pipeline at
operatics dotnet. You've been listening to BEDB
335
00:22:36.329 --> 00:22:40.849
revenue acceleration. To ensure that you
never miss an episode, subscribe to the
336
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show in your favorite podcast player.
Thank you so much for listening. Until
337
00:22:45.000 --> 00:22:45.400
next time,
