Episode Transcript
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You're listening to BB revenue acceleration,
a podcast dedicated to helping software executives stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Welcome to the BTB
Revenue Acceleration podcast. My name is Dan
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Seebrook and I'm here today with Emma
Aptin, Vice President of global field marketing
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at TIPICO. How are you today, Emma? Hi, Dan, I'm
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very well. Thank you. How
are you? Yeah, I'm very good.
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Thank you. As as of as
of the recording, as we're just
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discussing taking necessary precautions around coronavirus,
but all good mine. Thank you very
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much. So, Emma. So, as as we've been discussing today,
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we'll be talking about shifting from account
based marketing to an account based everything model.
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But before we get into the conversation, it would be great if you
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could please introduce yourself to our audience
and also tell us more about your company,
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tipcot. Yeah, absolutely, I'd
love to. Well, first off,
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thank you for having made inviting me
to this. As you mentioned,
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I'm Emma and I'm responsible for the
global field marketing here at tipcoat. Tipcos
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an organization. We are a global
software company and we really help our customers
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to unlock the potential of the data
within their organization. We talk about data
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being the new oil. Nowadays it's
really about data being the energy and it
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just enables our customers to make faster
decisions. And I think it probably falls
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under three areas here. It's organizations
who are looking to transform their customer relations
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and increase customer intimacy. So we
help organizations there make sure that their customers
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are really at the center of the
sort of business strategy. It could be
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that they are looking to achieve operational
excellence or improve their operations and really to
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optimize execution where they can within their
business, and they could be looking really
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or be in the thrillers of business
reinvention and need to sort of realize the
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value potential of the data and intelligence
that they've got within their organization. So
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that's what TIPCO helps our customers do
and we do that through our tip co
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connected intelligence cloud platform. Okay,
excellent, sounds interesting and a lot of
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different, I guess, value point
or use cases for your customers. So
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it's from a marketing perspective it I
assume that that creates quite a broad number
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of tactics you've got to apply in
order to actually sort of get across the
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different value point of your solution.
Yeah, absolutely. Yeah, we have
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to think about this from a use
case perspective. If you've mentioned how would
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an organization use the the TIP CO
products? What are the things they're looking
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to do? What are the challenges
they're looking to overcome? It could be
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related to an industry, it could
be related to a very specific use point
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or use case. So yes,
as a marketing team we need to think
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about all of those. We need
to think about the different people within those
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customers and prospects that we need to
talk to and we need to make sure
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that our messaging and and how we're
marketing really resonates with them so that we're
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driving as much demand and pipeline for
the business to follow up on. Absolutely
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makes sense. So recently, am
as you well know, a count based
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marketing has been a strong topic in
in the last few years and from the
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conversation we've previously been having, you
mentioned that Tipica has been trying to shift
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from an account based marketing methodology to
an account base everything methodology. We're marketing
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taking the lead, but but you're
trying to get involvement and interaction from other
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parts of the business. Could you
give us a fiel for what that concept
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looks like and what that that shift
looks like at tipcode today? Sure,
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absolutely so. One of the things
we've seen in recent years is really the
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prevalence of account based marketing and you
you're seeing it as a buzz word everywhere.
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You know, all of the emails
or webinars or promotions that we see
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every day are, you know,
at account based marketing, this, account
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based marketing, that, and I
think first off it's really understanding what does
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that mean. You know, in
the past we probably done a little bit
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of account based targeting and we've looked
at the named account list with our sales
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counterparts and we've said, yes,
we want to be going after these people
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and inviting them to this or input
having them participate in that activity. But
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I think it goes beyond that now
and I think we have to think about
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not just what marketing is doing and
and how we market at an account based
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level and really what we want to
achieve from that, but how do we
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work with the rest of the organization? And I'll talk about some of the
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teams that we work with here at
tip cod that are involved in our account
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based everything or our abx strategy.
But it's really about ensuring that everyone that
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is working with our customers and our
prospects is really driving to deliver value to
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them along that customer journey and that
we aren't operating in silos and something probab
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the organizations, and you know tipco
has probably been a little guilty of in
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the past, is operating as a
silo, with marketing doing their thing and
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sales doing their thing and presales or
customer success doing their thing. And really
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the the abx, the AB everything
approached that tip coo is lifting to expand
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upon is really about all of the
customer facing organizations having a set of roles
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and responsibilities that are often interconnected,
that are ultimately driving to deliver a great
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journey and deliver great customer excellence to
our customers and prospects. So, from
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a marketing perspective, will be looking
to market in a certain way to a
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set of accounts. For sales,
it's really about them understanding what are those
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activities from marketing, how can we
deliver the intelligence that we're seeing in those
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accounts? Back to sales, to
action. It could be around our value
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engineering team, who are working with
customers to really realize the value that they
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need to within and release that value
within the organization. It could be that
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the pre sales team. It could
be our partners and working with our partner
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team, both internally and then our
external partners that we work with. But
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it's making sure that all of the
different interaction points that we all have with
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the customer flow and almost seamless for
that customer, so that we aren't operating
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in those silos. And it involves
a number of teams in Tipca, as
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I've said, sales, pre sales, professional services, the partner team,
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our Customer Success Team, marketing,
obviously, and we're really trying to drive
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that from a marketing perspective and make
sure all those teams are talking, working
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together and, you know, realizing
the potential of a sort of create it
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once and then be able to use
it across all of those teams so that
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it is seamless for that customer.
That made sense and naturally that must be
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pretty complex, depending on the size
of your organization, of course, but
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in order to really get everybody putting
in the right direction and sing off the
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same hymn sheet, so to speak. It must be complex in order to
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actually put that together. From your
perspective, be interested to understand if you
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think that ABM, or now abx, is we're talking about is a campaign
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or a program or actually much broader
strategy across the across a business, because
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from my perspective, as as you're
talking there, it sounds like that has
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to be a real business strategy rather
than an individual campaign or program. How
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do you look at it at TIPCO? It is a strategy. Yeah,
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you hit the nail on the head
there. It really is about, you
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know, understanding the different pieces that
come under an abx. So what is
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the account based and marketing? What
is the account based sales approach? What
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is the account based value approach?
What is the account based partner approach?
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What does the account based custom excess
and all those teams really what are the
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pieces that and the touch points that
they have with customers? And this can
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be down to, you know,
a process, it could be down to
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a piece of content that's delivered,
it could be a workshop and those fit
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into all of those different teams.
But it's really about creating this strategy and
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framework so that we're all clear on
our roles and responsibilities, that we are
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maximizing our input really into the customers
that they're getting the most out of TIPCO.
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So it isn't just a single campaign
that is sits within the ABM,
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the the account based marketing side of
things, but the actual abx is a
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whole strategy that we're looking to adopt
across the business. Okay, interesting and
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in terms of you just touched on
their ABM being it could be an individual
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campaign. If you look at ABM
as as an individual campaign or program or
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even its own strategy. What are
some of the elements? So that's we
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make up. And a DM approach
it at sure. So we if you
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look at a lot of these models
that there. They look like a triangle.
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So at the top we've got what
we call our one to one approach
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and this is really where we are
marketing to a number of identified account and
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we are doing a very personalized approach. It could be things like a personalized
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landing page. It could be specific
content that we provide to that customers part
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of the sales cycle. It could
be an innovation day that we do at
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the actual customer it could be some
very dedicated digital campaigns and activities. So
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there's a whole raft of different tactics
that we would create and flow through as
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part of that one to one piece
and typically know it's it's a higher cost
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to do that and it's more effort
from the team, but ultimately it does
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pay back in terms of the sort
of pipeline in those accounts. The Middle
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Part of the triangle is our one
to few, and this is where we
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may identify a set of accounts in
a given industry or for a given use
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case. It could be something that
that relates to customer intimacy and could relate
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in the travel and transportation industry,
for example, or in financial services.
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So we may identify a set of
twenty accounts in a given region and do
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some specific tactics. Again, we
could host them physical events. We may
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might have a Eban are we might
produce some content that is specific to that
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use case or to that industry.
It could be that we go to an
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industry event or thought leadership conference and
have a speaking slot and maybe work with
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an existing customer who has that use
case or is an advocate for the TIPCO
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or in that that particular industry,
and then the final piece and the sort
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of fatter piece at the bottom.
There is our one too many, and
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that's much more what I think of. There's the traditional account based marketing or
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the programmatic piece. That is really
realized through technology, a lot of digital
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channels, a lot more digital advertising. We can still target a set of
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accounts, but it's a much broader
set. So we'll be using a leveraging
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technology to reach a hundred or a
thousand different accounts, for example, with
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some programmatic advertising, some reef targeting
and other digital channels. And it's less
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about the physical or you know,
that one to one or that one too
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few interaction. It's more about sort
of the digital always on piece. Yeah,
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interesting. So when we look at
those different segments that you're marketing to
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and the different level of intimacy,
if you like, that you have with
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each of the different customers in those
different segments, naturally different tactics are deployed
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and and naturally, of course,
beyond that, there will be different ways
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of understanding the value that you're getting
out of your of your marks and efforts
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and then being able to translate that
back to your to your management and the
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superiors, and then anyone else within
the business. From a marking inspective,
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what are some of the key metrics
or or success criteria that you look at
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in order to justify the spend on
ABM as an approach and and and then
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actually translate that back to your team
in turn? Sure, and I think
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we can look at that from a
number of ways and it's the way it
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flows through the funnel. So we
will decide along with what we call the
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virtual team. So the virtual team
is typically the account executive that's looking after
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that. It could be a subject
matter expert on one of our, you
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know, industries or a particularly used
case, we're involving, you know,
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field marketing. We're involving our digital
marketing team. So we'll work with that
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virtual team to decide what are the
tactics, either at a one to one
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or one too few or even the
only the one too many, that make
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the most sense for a given account
or set of accounts, and then,
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based on Kpis that we've used in
the past for those tactics, we can
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take those and say right, we
would be looking to achieve this and it
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could be conversion ratios, for example, from the very top of the funnel
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where we have engaged leads through to
where we have opportunities in the account based
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marketing campaigns that we're doing. It
could be things like web visits, it
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could be the number of ads that
are seen by a particular account and the
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number of impressions that have been dished
up to an account through an online or
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digital campaign. So there's a number
of different tactic and then the KPIS associated
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with them and we're very lucky at
TIPCO and we drink our own champagne.
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We are able to track all of
that data in those inputs so that we
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can report out on it and we
use our own analytics tool. So I
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have these brilliant dashboards and I can
pull up at any given day. You
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know, the different results that we're
seeing from those different tactics and I can
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say right we've managed to increase with
these campaigns, our conversion ratio from top
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of Funal to opportunity. By this
we have managed to add x hundreds of
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thousands of dollars in pipeline and then, you know, hopefully into closed one
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revenue in these accounts. So a
lot of it ties back to the pre
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agreed kpis that marketing has with the
rest of the TIPCO business, but we
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might put on a couple of extra
pieces where it comes to account penetration or
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specific to a one hut one or
one too few account. What we've actually
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seen from that perspective is that account
based marketing does deliver higher pipeline and revenue
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and typically higher conversions than we see
in our standard campaigns. And that's not
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to say standard campaigns of forming a
performing poorly. It's just that we're seeing
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better rates and better conversions from the
really dedicated account based activity that we're doing.
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Okay, and being, as you
just mentioned everything the nature of Your
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Business being a day to business and
that and analytical type of business that,
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in terms of the proposition you're you're
selling, naturally assume that that also comes
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back to how you actually work as
a business. I believe you'd probably be
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a very data driven business. In
your opinion. With that in mind,
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should every part of ABM or abx
campaigns and strategy, should every part be
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measurable, or do you think there's
also an element within a marketing mix that
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you're utilizing that actually is doesn't always
have to be measurable and it may just
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be for the for brand awareness.
For example, it could be that you've
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got some sort of advert at heat
or apport or something like that right,
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but I'm from your perspective. is
every part of a BM and abx measurable
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or is there a room for sort
of experimentation as well within that program and
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it's a good question and I think
it's it's down to the individual organization and
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it's down to how marketing is typically
measured. I think if there is a
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level of flexibility that you know certain
amount don't need to necessarily have a specific
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number or percentage or KPI applied to
them, then then you can have a
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bit more a balance model. I
think there is definitely a case where you
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are spending dollars that you need to
be able to show a return, you
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know, to the executive team,
to the board, to whoever your stakeholders
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are, for the activities that you're
doing. But there is an element,
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and with other pieces of marketing,
where you can't necessarily say well, it's
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increased exper cent or we've gone from
here to to here and two hundred percent
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increase or we've added four hundred,
you know, hundred thousand dollars to that.
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The pipeline within this particular campaign there
are other metrics that are not necessarily
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really drilling into the data or the
details. So I think it's about a
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balance, but it's about agreeing those
up front, because if you sudden least
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of everything goes sort of slightly more
fluffy and we say oh, well,
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we you know, we did this, we did that, people who are
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actually well, what did it deliver? So I think it agreeing that a
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certain amount of it doesn't necessarily need
to be measured is important. You've got
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to agree that with a stakeholders up
front. We also have to take into
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account, particular from a global perspective, that certain regions operate slightly differently and
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therefore, certainly certain regions here in
Europe, the way we do some tactics
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has much more success than in other
regions. In France, for example,
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facetoface events still have a huge Roi
for us. It's just certain nature and
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culture of certain regions. So again, when we're rolling out our campaigns and
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I'm the different tactics under a BM, we do take that into account.
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In the wider model, absolutely,
and in terms of that involvement that we
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spoke about earlier on in the conversation
from different parts of Your Business and you
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mentioned about when it comes to ABM
activities, new sitting down with virtual team
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to decide what's really needed for that
particular account. When you come to those
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specific geographies or countries within within different
regions, is that something that's driven by
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the virtual team or is that something
that actually you just have a general sort
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of acceptance that in France, facetoface
in person events are more successful than other
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tactics. So we will work.
We have a core account based marketing team
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and they work across the different regions
and they will work with the sales leader
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and the marketing leader in that region
to say this is what we've put together,
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this is what's available, these are
the different use cases, these are
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the different materials, is a different
tactics and then, based on it being
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a one to one or one two
few, we would then decide as a
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team and at that point the leader, the sales leader or that the marketing
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leader, becomes part of that virtual
team for a campaign in Italy and Iberia,
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for example, or in our duck
region or in Latin America or in
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Australia New Zealand, they become part
of that and then they'll say, yes,
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we're going to roll in because we're
already doing this activity. It's at
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an account based level and we're targeting
our top twenty account we will roll this
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into your key activity, into this
particular industry, for example. So it
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isn't a one size fits all.
There is a little bit of flexibility as
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to what different regions need. So
we it's good that we've got that autonomy
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across and are able to do that. Absolutely, and I think that's probably
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a lot of it done to you
know, obviously a startup or a small
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company, but you're also not one
of the largest companies in the world.
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So there's a degree of agility within
your within your business. Now. Absolutely.
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We spoke a few minutes go about
you now understanding and having the data
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to suggest that your ABM campaigns or
programs are generating a higher return investment than
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typical marketing programs. One of the
one of the interesting things to always look
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at from ADM perspective as well.
What's making that more successful? Is it
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a number of accounts, or is
it certain other things that you look at
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in order to drive that success?
From from an accouunt point of view?
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Are you seeing a sweet spot or
any other metric that you look at that
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actually says, well, that's likely
to speak to be a successful abend campaign
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because we have x amount of accounts, or is that or do you look
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at things slightly differently than that?
I think we'll look at things and and
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look at what we deemed to be
successful. We do a lot of promptend
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research. We really understand what our
customers are using Tibecode for. What,
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what is the value that they are
releasing within their organization, and I think
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the fact that we've been doing that
as part of our kind of vertical use
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case and use case campaigns has really
helped to fuel the account based marketing activities.
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So it's about understanding the which campaigns
are going to work for which industries
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and really trying to speak that,
that customer language, and and that in
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turn helps us to decide on the
account based activities. There is a natural
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synergy between our traditional campaigns and are
our industry or vertical or even, you
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know, the horizontal piece, and
account based marketing and I think the success
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is that when we are doing it
at a very targeted level into specific accounts,
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you are not going to say you, you see the lightbulb go on,
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but you do see the engagement with
those accounts. They got are yes,
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we've got that challenge, we've got
that problem. Oh Gosh, wow,
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okay, tipicos, talking my language. We see that in our response
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rates to some of our use case
and account based marketing messages and that that
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in turn is driving that that conversion
and those higher response rates. And ultimately,
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because we're having this value conversation with
these accounts, be att a one,
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two, one or Oneto few level, that in turn is helping the
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account executive and his team to have
a really strong value conversation. One of
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the things that we're seeing is the
average deal size is increasing through our account
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base marketing activity. Interesting and with
regards to that piece with the average deal
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size, do you see a TIPICO
ABM being more of a new business acquisition
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type approach, or do you see, or do you see in in more
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general terms, that ABM can also
be utilized as a as an approach to
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existing customers to go deeper and wider
and build those relationships in other part of
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the business? And it is the
latter we are typically working on. That
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one to one and the one too
few with the majority of existing customers,
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and that's because there is still a
lot of opportunity. Our customers are typically
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enterprise customers. They have multiple business
units and multiple divisions and lots and lots
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of different parts of their organization.
So last we may have one part of
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our portfolio in one part of the
business as a great opportunity for us to
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expand out and you know, have
this cross multiplyer, multiply product effect and
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be able to sell more products into
different parts are and expand off footprint.
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And you know the old rule is
that it's easier to sell into your existing
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insisting customers. So it we certainly
most of the tactics are in there.
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I think the more one, too
many piece is very good for identifying and
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bringing to the the for some net
new names. And then what might happen
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is they may move into our one
to few and are one to one account
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activity. So you know we monitor
that very closely to see the responses and
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to see the kind of accounts that
are coming through and leads that are coming
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through from that, and they may
well work their way into the other parts
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of the the ABM triangle. Interesting
and when we look as we started the
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conversation talking more about abx and we've
we've dived into ABM more so throughout.
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But when you look at the success
that you're having with with ABM versus some
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of the more traditional marketing programs that
you operate, what is the goal of
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AVX ACTIVE COO? Is it to
increase your average deal size? Is it
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to shorten the cell cycle? Is
it just to build more larger and more
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trusted relationships with your customers? Is
the ABM sounds as if it's working very
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well. forew abx is definitely a
one of those buzz words as coming more
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so into the industry. But you
for yourselves at Tippo. What's the ultimate
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goal of doing more and more abx
and STANDALONE ABM m? I think it's
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really you spoke about building deeper and
longer and more trusted relationships with our customers.
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We all know, and we see
this with the customers that work we're
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working with, that customers need to
be at the center of, you know,
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an organization's business, and so the
customers that we're working with that's a
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key thing for them and it is
exactly the same for tape coo. We
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want to have stronger, deeper,
more trusted relationships with our customers and we
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want to do that, as I
mentioned before, with all of the organizations,
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the different teams that have a touch
point or have a relationship with the
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customer, and through this abx approach, that is what we are looking to
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achieve and ultimately have that longevity of
relationship and trusted partnership with those customers and
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help them to realize the value within
their business and ultimately, you know that
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that in turn to livers value and
revenue back for tip cooe as well.
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Excellent, by Suns if you've that
you've you've gone on quite a journey from
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a from a marketing perspective in terms
of going, I suppose, years ago,
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operating the traditional marketing programs, shifting
successfully to an ABM model and then
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shifting again over a period of time, through to an abx model. It
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sounds as if the successes you're seeing
a paying off through the the work that
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you put in place. We're coming
to the end of our conversation now,
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actually, ever, so and it
and it has been really interesting to appreciate
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your all your insights. Ultimately,
if anyone wanted to continue the conversation,
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with you, take it offline,
ask you a few questions or learn more
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about your company and the products that
you offer. What is the best way
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00:26:19.890 --> 00:26:22.250
for them to get in touch with
you personally, and then what would be
339
00:26:22.250 --> 00:26:25.769
the best best way for them to
get in touch with your company too?
340
00:26:26.250 --> 00:26:30.049
Don't know them at all. I'm
already available on Linkedin and my contact details
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00:26:30.049 --> 00:26:33.519
are on there. So more than
happy to have people contact me or my
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email addresses. Emma doct acting at
tipcodecom. And then for TIPCO it's the
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00:26:38.680 --> 00:26:42.880
the website tip COCOM. We've got
a lot of great content. There are
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00:26:44.400 --> 00:26:47.990
chat windows and other things that people
can contact tip code room and get an
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00:26:47.990 --> 00:26:51.309
immediate response. So we'd have to
hear from anyone that wants to have a
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00:26:51.390 --> 00:26:53.789
conversation and I'm I'd love to hear
from anyone that like to talk abm maybe
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00:26:53.829 --> 00:26:57.990
x a bit more fantastic. Well, once again, thank you for joining
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00:26:59.029 --> 00:27:03.339
us today and look forward to speaking
to again. So except thanks very much
349
00:27:03.339 --> 00:27:08.380
for having me. Take Kna operatics
has redefined the meaning of revenue generation for
350
00:27:08.539 --> 00:27:15.849
technology companies worldwide. While the traditional
concepts of building and managing inside sales teams
351
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inhouse has existed, for many years. Companies are struggling with a lack of
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focus, agility and scale required in
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353
00:27:26.089 --> 00:27:33.559
sales. See How operatics can help
your company accelerate pipeline at operatics dotnet.
354
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You've been listening to BEDB revenue acceleration. To ensure that you never miss an
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episode, subscribe to the show in
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356
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much for listening. Until next time,
