76. Marketing in an Era of Constant Change

May 07, 2020 00:25:30
76. Marketing in an Era of Constant Change
B2B Revenue Acceleration
76. Marketing in an Era of Constant Change

May 07 2020 | 00:25:30

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Show Notes

We’re perpetually marketing in an era of constant change.

Nothing in marketing ever stays the same because nothing in life ever stays the same, does it?

(All of us are thinking about ramifications of the COVID-19 pandemic right now.)

On a recent episode of the B2B Revenue Acceleration podcast, I talked with Mark Johnston, VP of Product Marketing at Domo, about how to hit a marketing target that’s always moving.

Check out these resources we mentioned during the podcast: Domo’s Coronavirus Tracker Daily Pulse, Measure What Matters by John Doerr

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast

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Episode Transcript

WEBVTT 1 00:00:02.560 --> 00:00:07.549 You were listening to be tob revenue acceleration, a podcast dedicated to helping software 2 00:00:07.549 --> 00:00:11.789 executives stay on the cutting edge of sales and marketing in their industry. Let's 3 00:00:11.789 --> 00:00:17.070 get into the show. Hi, welcome to the B Tob Revenue Acceleration podcast. 4 00:00:17.269 --> 00:00:21.109 My name is Dan Seebrook and I'm here today with Mark Johnston, VP 5 00:00:21.429 --> 00:00:26.100 of product marketing at Domo. Mark, how you doing today? I'm doing 6 00:00:26.140 --> 00:00:29.780 very well. Thank you. Thanks for having me. Good stuff. Thanks 7 00:00:29.859 --> 00:00:33.619 for thank for joining us today. Interesting Times, as we're talking about before 8 00:00:33.659 --> 00:00:38.689 the start of the PODCAST, but we'll be we're able to still communicate from 9 00:00:38.689 --> 00:00:42.049 other sides of the pund so thanks for joining us. So, mark, 10 00:00:42.090 --> 00:00:45.929 today we'll be talking about marketing in an era of constant change, which is 11 00:00:46.409 --> 00:00:49.530 more relevant now than ever, I would have thought. But before we get 12 00:00:49.570 --> 00:00:54.200 into the conversation today, you please just introduce yourself to our audience and also 13 00:00:55.119 --> 00:00:58.520 give us a bit of background on your company. Don't pleasure? So, 14 00:00:58.600 --> 00:01:02.079 yeah, I'm amented. I'm and the vice president of product marketing at Dermo 15 00:01:02.600 --> 00:01:04.109 here in the US. So, but I'm not. I'm not from the 16 00:01:04.150 --> 00:01:10.030 US. I'm originally from the UK but moved here to park city are by 17 00:01:10.430 --> 00:01:14.189 three months ago and my role just to kind of give you know, what 18 00:01:14.310 --> 00:01:15.909 would what I do in that kind of hope frames in the the Seri of 19 00:01:15.989 --> 00:01:19.659 constant Chine. So my job is to help kind of position who we are 20 00:01:19.739 --> 00:01:25.739 and what we do and I understand where we're Domo can help customers and it's 21 00:01:25.780 --> 00:01:27.140 maybe just to look about. You know what Dom I way is done. 22 00:01:27.219 --> 00:01:30.939 Was a cloud based bi platform and in our missions, really simple. We 23 00:01:32.099 --> 00:01:36.730 believe the organizations can do more with data. Three, getting bid leverage and 24 00:01:36.930 --> 00:01:40.489 kind be, I levery things interesting. What does that really mean? Will 25 00:01:40.530 --> 00:01:42.010 we see it? As we see a lot of data on this, as 26 00:01:42.010 --> 00:01:47.959 you might expect for a database became a data company, is that the organizations 27 00:01:48.000 --> 00:01:51.640 really aren't getting the full value from the data that's in their organizations, you 28 00:01:51.719 --> 00:01:55.439 know, and you know bring it back down marketing our sales context that you 29 00:01:55.480 --> 00:01:59.120 know people, people see that traditional, the traditional normal data, whether it's 30 00:01:59.120 --> 00:02:04.310 advertising data, but there's so much data that is dark and organizations, you 31 00:02:04.390 --> 00:02:07.110 know, whether that's tribal knowledge sitting in the head of a marketer or whether 32 00:02:07.189 --> 00:02:12.110 that's that's data to sort of passed around on spreadsheets or sitting another systems that 33 00:02:12.150 --> 00:02:15.300 are not accessible to the marketing department. We see that our role is to 34 00:02:15.419 --> 00:02:20.699 help unlock that and put that into the hands of all employees, and not 35 00:02:20.819 --> 00:02:23.099 just put that into the hands of employees with with charts and graphs, but 36 00:02:23.300 --> 00:02:28.219 to put it into their hands with intelligent applications to help them do their jobs. 37 00:02:28.340 --> 00:02:30.770 And I think we're going to we're going to chat a lot about the 38 00:02:30.090 --> 00:02:34.169 world that we know I sit in. But if you think about the issue 39 00:02:34.250 --> 00:02:38.250 of dark data, that that just became thighs and x more important as we 40 00:02:38.370 --> 00:02:42.650 went remote. So tribal knowledge becomes much harder. The data that the data 41 00:02:42.689 --> 00:02:46.560 to make decisions just changed completely because of all of the different dynamics that are 42 00:02:46.599 --> 00:02:50.159 going on in the world. And and I think, but I think is 43 00:02:50.159 --> 00:02:53.439 a really interesting kind of rule up marketing can play and doing that, I'm 44 00:02:53.439 --> 00:02:54.800 really looking forward to kind of chatting about it. Just to give you an 45 00:02:54.800 --> 00:02:57.560 example, I like who we are and what we do. I think probably 46 00:02:57.599 --> 00:02:59.509 the best thing is the kind of talk about what our customers do. So 47 00:02:59.590 --> 00:03:02.669 we know about customers at bit it all over the world. Got Big ones 48 00:03:02.750 --> 00:03:07.669 like Loreal who pull in billions of rules of marketing the other. And they 49 00:03:07.710 --> 00:03:13.900 optimize all of their all of their marketing activities through that inside and that intelligence. 50 00:03:14.020 --> 00:03:16.699 And and and we have really small startups and the BB space who are 51 00:03:16.740 --> 00:03:21.099 using us to run their whole business right there. They're building a very bitther 52 00:03:21.099 --> 00:03:23.939 drifting business from the grind up. And so, like, I'm really fortunately, 53 00:03:23.939 --> 00:03:25.780 I'm lucky. I'm kind of the guy that gets to learn from those 54 00:03:25.819 --> 00:03:30.009 customers and help bring products and services to market that that help get. That 55 00:03:30.169 --> 00:03:38.210 be our leverage for any organization. Absolutely, and and and to your point, 56 00:03:38.530 --> 00:03:42.199 data becoming, well, especially the dark data, coming a thousand x 57 00:03:42.280 --> 00:03:47.840 more important now than the perhaps what three, four five weeks ago when we 58 00:03:47.960 --> 00:03:53.000 really started to see the full impact of the current pandemic. In terms of 59 00:03:53.080 --> 00:03:55.229 who you need to get that data into the hands of. Where are you 60 00:03:55.389 --> 00:03:58.949 as a company, where you seeing the most demand from? Is it? 61 00:03:59.110 --> 00:04:03.909 Is it really the large businesses that need to make the big strategic decision because 62 00:04:03.949 --> 00:04:08.430 their business is being significantly impact by Covid or is it in the more kind 63 00:04:08.469 --> 00:04:13.060 of nimble business that wants to get ahead of the with with real time kind 64 00:04:13.060 --> 00:04:15.899 of insights as as to how that business is performing? More the marks I 65 00:04:16.060 --> 00:04:19.939 think. I think it's both right. You know from from the conversations that 66 00:04:20.300 --> 00:04:25.889 I've been been part of or heard about secondhand. You know I think. 67 00:04:25.930 --> 00:04:29.329 I think there's different dynamics that are going on. I think the it's I 68 00:04:29.370 --> 00:04:33.050 would say it might be harder for larger organizations than navigate this change. You 69 00:04:33.129 --> 00:04:36.449 know, if you're old, if you're a if you're a big enterprise organization 70 00:04:36.490 --> 00:04:42.000 right now and in the BB or the B Toca space, you know the 71 00:04:42.120 --> 00:04:45.560 whole idea of like the decisions that you're making. Kind of want to talk 72 00:04:45.560 --> 00:04:47.560 a lot about decision because I think that's the really interesting thing for marketers, 73 00:04:47.600 --> 00:04:54.149 is that it's a decisions and change that this environment creates. But if you're 74 00:04:54.149 --> 00:04:58.990 a larger organization, you've got a very predictable process and planning whethm you you 75 00:04:59.110 --> 00:05:01.949 know that you can go to that, that that that forecasting report that you 76 00:05:02.069 --> 00:05:06.420 get from your your it team, your your business intelligence seem or you're analyst 77 00:05:06.939 --> 00:05:10.899 and you know that that forecast is pretty predictable. You look at it in 78 00:05:10.980 --> 00:05:13.819 that monthly rhyther than you're doing it, doing it and that kind of that 79 00:05:13.899 --> 00:05:16.019 kind of pattern for for as long as you know. You probably can remember. 80 00:05:16.339 --> 00:05:18.500 You know what? All that stuff got thrown out the window. The 81 00:05:18.540 --> 00:05:24.009 baseline got reset like because you know what people are driving, the aren't going 82 00:05:24.089 --> 00:05:26.529 to shops, they aren't going to restaurants, they are going on holiday, 83 00:05:26.610 --> 00:05:30.370 and so kind of resetting big, big organizations is difficult. But the benefit 84 00:05:30.410 --> 00:05:33.290 that they have is they've got lots of they've got lots of the Goss of 85 00:05:33.329 --> 00:05:36.879 intelligence, they got lots of insight. So they're able to understand the marketplace 86 00:05:38.360 --> 00:05:42.160 that they serve and I'll it and, you know, more effectively. On 87 00:05:42.199 --> 00:05:46.399 the flip side, like the smaller or more nimble, more agile organizations, 88 00:05:46.240 --> 00:05:50.629 that they don't have any of those preconceived processes around how they run their business, 89 00:05:50.629 --> 00:05:54.269 that they're able to adapt and I can set about you. You know, 90 00:05:54.350 --> 00:05:59.310 we're a medium size organization in terms of employees and but but we ad 91 00:05:59.350 --> 00:06:01.709 a very, very nimble, agile marketing team and we made some pretty pretty 92 00:06:01.709 --> 00:06:05.500 big decisions and how we change. So our plans are execution so we're able 93 00:06:05.540 --> 00:06:09.860 to move quicker. But you know, but the smaller organizations maybe don't have 94 00:06:09.980 --> 00:06:13.980 the same insight to know what decisions to make or how to adapt. And 95 00:06:14.420 --> 00:06:16.980 you know, I don't really have a really good example of a gym franchise 96 00:06:17.180 --> 00:06:20.370 in North America. And they were like, well, how do we how 97 00:06:20.410 --> 00:06:24.569 do we understand that the early days the pandemic? How are we going to 98 00:06:24.569 --> 00:06:28.769 understand, you know, which Jim's are going to be impacted? And they're 99 00:06:28.810 --> 00:06:32.000 like, I could we pull in coople in some data that shows the change 100 00:06:32.120 --> 00:06:35.120 in in sort of normal life. So they're like, can we pull in 101 00:06:35.279 --> 00:06:39.600 school data? And they say they pulled in school data to see a schools 102 00:06:39.639 --> 00:06:43.079 were open or closed and use that as a proxy for like daytime and traffic 103 00:06:43.199 --> 00:06:46.040 of people going to the gym. And then all schools got closed so that 104 00:06:46.079 --> 00:06:49.029 they became irrelevant. So then they just pivot and they started looking at the 105 00:06:49.110 --> 00:06:53.389 next thing. They looked at they looked at kind of online data, they 106 00:06:53.430 --> 00:06:55.949 looked at different signals to understand what to do next. And I think, 107 00:06:56.029 --> 00:07:00.629 I think that's that's the challenge that the organizations are facing is, can I 108 00:07:00.750 --> 00:07:02.660 kind of get the intelligence and the insight to be able to make the decisions 109 00:07:02.660 --> 00:07:06.939 that I need to make, or can I move fast enough to adapt to 110 00:07:08.019 --> 00:07:11.899 the to the seensing situation that's happening in the world? And I think you 111 00:07:11.980 --> 00:07:15.250 know, people are people are doing those things of varying levels and and speed. 112 00:07:15.490 --> 00:07:20.610 Interesting and you mentioned there around companies looking at what consumers are doing. 113 00:07:20.850 --> 00:07:25.930 So not able to drive cars because there are no homes, not able to 114 00:07:25.970 --> 00:07:29.810 go to restaurants, are able to go to gym, school's being shut. 115 00:07:29.970 --> 00:07:34.279 Naturally that's completely changing the dynamic of how businesses interact, interact, I should 116 00:07:34.279 --> 00:07:39.399 say, with the with their customers, and obviously that's a shift of businesses 117 00:07:39.480 --> 00:07:42.240 to make. And then, likewise, if we look at someone in your 118 00:07:42.279 --> 00:07:45.389 position, it's a it's a shift for well, how do you actually market 119 00:07:45.509 --> 00:07:48.430 to those companies? We look at sort of more broadly speaking, is very 120 00:07:48.550 --> 00:07:54.310 likely that this as a year or as a period, marketing teams or businesses 121 00:07:54.389 --> 00:07:58.620 and in individuals in general will look back on it and and pinpoint that as 122 00:07:58.660 --> 00:08:03.579 a or now as a moment that really going to drive change in strategies and 123 00:08:03.740 --> 00:08:07.100 tactics and how we go think, how we do think moving forward. Of 124 00:08:07.220 --> 00:08:11.259 course, in marketing, the concept of innovation and change it's not something new. 125 00:08:11.540 --> 00:08:16.009 We've heard over the years how things have shifted from different buzzwords to, 126 00:08:16.490 --> 00:08:20.930 you know, ABM, to ave too. In personal events through to virtual 127 00:08:22.009 --> 00:08:24.569 events and all everything in between, and some marketings always had to be nimble 128 00:08:24.649 --> 00:08:28.000 and think on their feet. You give us a feel. You spoke about 129 00:08:28.040 --> 00:08:31.360 their at Domo. You make a pretty big shift in space for a few 130 00:08:31.399 --> 00:08:35.240 weeks. You please give us a fail for what you think some of the 131 00:08:35.559 --> 00:08:39.080 biggest changes. You've gone through it Domo and have touch on what you think 132 00:08:39.159 --> 00:08:43.509 as well in the BEATB tech marketing space is as a whole, as a 133 00:08:43.590 --> 00:08:48.669 consequence of this current situation we're facing. It's a great question, I think. 134 00:08:48.190 --> 00:08:54.309 I think the concept of innovation and change from from marketing has been been 135 00:08:54.350 --> 00:08:58.620 true forever. I whether it's creative or channels or tactics or strategies like you 136 00:08:58.700 --> 00:09:05.139 know, maybe, maybe, etc. I think the interesting thing is going 137 00:09:05.220 --> 00:09:09.620 to be high focused are in the customer and high fast. The customers changing, 138 00:09:09.659 --> 00:09:13.730 as we just just chatted the bout. But then I know that the 139 00:09:13.090 --> 00:09:16.610 back end of marketing. Has It really changed, you know, in terms 140 00:09:16.649 --> 00:09:22.490 of like how operationally and organizationally high high teams are function they you know, 141 00:09:22.450 --> 00:09:26.120 I can of Ruan digital events at Microsoft when I was there for a long 142 00:09:26.200 --> 00:09:31.879 time, and you know we were constantly innovating with different tactics and techniques. 143 00:09:31.399 --> 00:09:35.480 But you know what I know? I would say that the rhythm of high 144 00:09:35.519 --> 00:09:39.830 we worked didn't really change. We just swapped components for different things that were, 145 00:09:41.309 --> 00:09:45.629 you know, either contemporary or high. Customers were changing their interactions, 146 00:09:46.110 --> 00:09:48.350 you know, it through a channel or through a medium, or even the 147 00:09:48.389 --> 00:09:50.389 kind of the creative or the way we would engage. Well, I think 148 00:09:50.429 --> 00:09:52.580 so. The saying I'm about to bring into life with, and I'm sure 149 00:09:52.620 --> 00:09:56.460 many be to be marketers are going through this, which is we went through 150 00:09:56.460 --> 00:10:00.580 this pretty early, is hey. You know, a large part of your 151 00:10:00.580 --> 00:10:03.500 marketing mixes events, you know, face to face interaction with customers, trade 152 00:10:03.539 --> 00:10:09.970 shows, conferences, customer conferences who, fortunately your unfortunately hey, are large 153 00:10:09.009 --> 00:10:13.610 customer conference. Domo Paloser, it's called, is running solicity every year and 154 00:10:15.129 --> 00:10:18.850 you know it's a real gathering of our best customers. Just to give you 155 00:10:18.889 --> 00:10:22.600 a bit of an inside the Domo and the pulloos of the Sassapalooza style is 156 00:10:22.720 --> 00:10:26.480 that is the this the is the community and the engagements. We have a 157 00:10:26.519 --> 00:10:28.000 ski day and we took a Goway, so people always look forward to I'm 158 00:10:28.039 --> 00:10:31.039 trying to bring a massive people from around the world to Salt Lake. So 159 00:10:31.679 --> 00:10:35.590 so we were unfortunately on the round. The twenty of the march was around 160 00:10:35.750 --> 00:10:39.629 the time of that event was planned. So so we were we were fortunate 161 00:10:39.669 --> 00:10:43.389 enough to kind of get ahead of it. We you know, we looked 162 00:10:43.429 --> 00:10:46.149 at the data and we decided that we couldn't run it. There was too 163 00:10:46.149 --> 00:10:48.309 much rest. So we looked at really the geographical data, where elections where. 164 00:10:48.549 --> 00:10:52.779 We looked at the financial risk benefit. So we kind of we made 165 00:10:52.820 --> 00:10:56.700 the choice to a smart leadersh of choice that to not do that event into 166 00:10:56.820 --> 00:11:00.740 to turn to digital. And what that what that forced us to do was 167 00:11:00.860 --> 00:11:03.299 to ask ourselves. So that was like that. The Dad of bit was 168 00:11:03.340 --> 00:11:05.570 easy, right. I was lucky at them making the right call, which 169 00:11:05.649 --> 00:11:09.610 which ultimately everyone is done. But the the harder of it it was kind 170 00:11:09.610 --> 00:11:13.929 of asking yourself what was what was supposed to purpose at this event? Right, 171 00:11:13.129 --> 00:11:16.210 what are we trying to achieve? And whether it's the commercial it comes 172 00:11:16.330 --> 00:11:20.799 is kind of one thing, but but what does the customer experience need to 173 00:11:20.919 --> 00:11:24.399 look like so that we can replace it with something? So we went with 174 00:11:24.519 --> 00:11:28.320 the idea that we could create a digital event and I'm sure that you've seen 175 00:11:28.360 --> 00:11:31.840 a sure many of people listening. I've been on them, which is the 176 00:11:31.919 --> 00:11:35.389 zoom conference or the webers. That kind of the kind of replace the physical 177 00:11:35.429 --> 00:11:37.750 events. But we went. We went. Know, we want to create 178 00:11:37.789 --> 00:11:41.590 it, we want to quit an experience that is a digital equivalent. So 179 00:11:41.669 --> 00:11:46.299 we decried, we decided to send our CEO to around you tid the film, 180 00:11:46.340 --> 00:11:50.940 all of these video segments. So he was on the salt flats and 181 00:11:50.019 --> 00:11:54.659 he was in the back country at above twelve thousand feet, skiing telling the 182 00:11:54.740 --> 00:11:58.860 story of what we wanted to tell in person digitally. And I think what 183 00:12:00.059 --> 00:12:01.529 the how that pound I for us is a found that really well in terms 184 00:12:01.570 --> 00:12:05.529 of the feedback that we got from customers. But it also meant that we 185 00:12:05.610 --> 00:12:09.169 could have a very different, very different type of event because of that limitless 186 00:12:09.169 --> 00:12:11.690 scale of digital. It's not I guess the thing that I kind of go 187 00:12:11.769 --> 00:12:16.360 back to is that we have to change with a change the way we worked 188 00:12:16.399 --> 00:12:18.559 to deliver that. Like there was no there was no team structure that was 189 00:12:18.639 --> 00:12:24.480 set up to deliver that experience so very quickly, from having an event manager 190 00:12:24.559 --> 00:12:28.480 who is used to producing a conference, we had an event leader that was 191 00:12:28.960 --> 00:12:31.830 more like a film director. So we had to bring new skills and new 192 00:12:31.909 --> 00:12:35.549 experiences into the team and learn on the fly. And the funny thing wasn't, 193 00:12:35.590 --> 00:12:39.110 just to give you a bit of the the kind of the humor of 194 00:12:39.149 --> 00:12:41.710 the whole experience, we thought the pandemic was but on the morning of the 195 00:12:41.789 --> 00:12:46.539 digital event we had a we had an earthquake of five point seven on the 196 00:12:46.580 --> 00:12:52.100 Richter scale with several aftershocks that we're going on as we were filming the light 197 00:12:52.220 --> 00:12:54.539 delivering the live of them. So I think, you know, resilience is 198 00:12:54.620 --> 00:12:58.649 definitely a soft skill, but a lot of marketers are learning right now. 199 00:12:58.210 --> 00:13:01.769 But to go back to the question right innovation and Change, I think, 200 00:13:01.090 --> 00:13:05.570 I think that the keeping bay take away is the things that are being thrown 201 00:13:05.610 --> 00:13:11.169 up marketers that you know, that are that are changes to customer behavior, 202 00:13:11.450 --> 00:13:16.799 business dynamics, commercial like coomes. That went from you know, especially be 203 00:13:16.879 --> 00:13:20.759 to be arrived at pretty predictable piece and understanding of what's happening to a world 204 00:13:20.799 --> 00:13:26.039 where you're you're changing your marketing makes from the physical to digital, you're dealing 205 00:13:26.080 --> 00:13:28.309 with earth quakes and and then you're trying to figure out whether your customer good 206 00:13:28.350 --> 00:13:31.629 bye and how you serve them. So so I think. I think being 207 00:13:31.669 --> 00:13:35.830 able, I guess at a human level, being able to have that resilience 208 00:13:35.909 --> 00:13:37.470 is one thing, but at an operational level, making sure that you're set 209 00:13:37.509 --> 00:13:43.179 up to be able to make those decisions and to have an intelligence to guide 210 00:13:43.220 --> 00:13:46.259 guide the organization through this period. Yeah, it's interesting. Is Funny as 211 00:13:46.259 --> 00:13:50.340 well. You mentioned about having not funny. It was. It would have 212 00:13:50.379 --> 00:13:54.299 been a nightmare few uspose at the time, but the the earthquake potentially impacting 213 00:13:54.419 --> 00:14:00.129 the event on the morning of its funny. And side note. We have 214 00:14:00.210 --> 00:14:03.490 a client that was running a Webinar and part of their marketing, branding of 215 00:14:03.570 --> 00:14:07.649 the Webinar, if you like, was the recording it, the invisible Webinar, 216 00:14:07.250 --> 00:14:11.360 and when they went to launch Webinar they had I think it was something 217 00:14:11.399 --> 00:14:15.559 like a thousand people. It was it was a large number, but they're 218 00:14:15.919 --> 00:14:18.279 looking to join. The women are and quite literally, the software crashed and 219 00:14:18.360 --> 00:14:22.360 it was an invisible webinars, just a it was just a plan, knows 220 00:14:22.399 --> 00:14:24.909 nothing on it and they could not present any of what they wanted to. 221 00:14:26.470 --> 00:14:31.549 So fortunately, fortunately, it was recorded so the the the audio content could 222 00:14:31.549 --> 00:14:35.909 be distributed and actually the person presented the Webin I could see the content in 223 00:14:35.029 --> 00:14:39.899 front of them, but all the guests and all the all the people the 224 00:14:39.980 --> 00:14:43.059 audience could not see any of it, and they called it this invisible Webinar, 225 00:14:43.139 --> 00:14:46.740 and it was indeed invisible anyway. So one of the things you touched 226 00:14:46.779 --> 00:14:52.929 on there was was actually really that the process and the rhythm of and the 227 00:14:54.370 --> 00:14:58.009 kind of daytoday workings and structure of how you how you go about marketing, 228 00:14:58.090 --> 00:15:01.610 maybe isn't changing or hasn't changed. But even talking back to your data, 229 00:15:01.730 --> 00:15:07.200 Microsoft, but perhaps just a tactics and the mediums and the techniques and channels 230 00:15:07.240 --> 00:15:11.320 in use to engage with prospects will, of course adapt and evolves as the 231 00:15:11.399 --> 00:15:16.279 market doesn't demands do now. Naturally, what that means is in when, 232 00:15:16.360 --> 00:15:20.960 from a marketing perspective, you need to have your customers needs at the center 233 00:15:20.080 --> 00:15:24.470 of your strategies, even more so so. Mean if you, if you 234 00:15:24.549 --> 00:15:28.269 look at that as an idea or as a topic, would you agree that 235 00:15:28.710 --> 00:15:31.149 right now, in this current period, is more important than ever to have 236 00:15:31.350 --> 00:15:35.659 your customers needs at the center of your strategies? Were sent to your marketing 237 00:15:35.779 --> 00:15:39.740 plans in alignment with your companies, Okayos, and can you just touch about 238 00:15:39.740 --> 00:15:43.700 that? Touch on that, that kind of theory of low Kos and how 239 00:15:43.779 --> 00:15:46.860 that links to your customers needs a little bit. Yeah, sure, and 240 00:15:48.059 --> 00:15:50.690 I guess if people have an UN come across the KRS. Okay, are 241 00:15:50.769 --> 00:15:56.250 so stands for objectives and key results. Right. It's really a it's a 242 00:15:56.570 --> 00:16:02.090 great book that you should called measure what matters on a sense by John Dore. 243 00:16:02.529 --> 00:16:06.799 So, yes, there and and I think they the principles are really, 244 00:16:07.080 --> 00:16:11.879 really, really kind of like logical and but the executions really smart, 245 00:16:12.000 --> 00:16:17.960 which is creating topped on and bottoms up objective objectives and then creating a credibility 246 00:16:18.039 --> 00:16:21.789 within different roles and teams and groups that for these key results that build up 247 00:16:21.830 --> 00:16:25.629 to those objectives, that build up the higher key results objectives and and I 248 00:16:25.789 --> 00:16:33.539 think what's really interesting. A hundred percent agree that having the customers needs and 249 00:16:33.980 --> 00:16:37.980 what they're trying to achieve match with your company's objectives, which will largely be 250 00:16:37.259 --> 00:16:41.100 commercial objectives, right for a lot of organizations, especially in kind of times 251 00:16:41.139 --> 00:16:47.570 like this where it's uncertain what what commercial success look like for for lots of 252 00:16:47.610 --> 00:16:52.169 businesses, and how you how the BDB business serves another consumer and how you 253 00:16:52.250 --> 00:16:56.570 figure out that whole dynamic of what's going on in the marketplace and I think 254 00:16:56.850 --> 00:17:00.330 the benefit of having a customer at the center is the the choices that can 255 00:17:00.409 --> 00:17:04.960 be made and the investments in the activities. It's really about understanding what the 256 00:17:06.000 --> 00:17:10.359 customers going through and matching it to that, and so adapting and being agile 257 00:17:11.119 --> 00:17:15.519 is a critical thing to be successful. Like we were just chatting before before 258 00:17:15.519 --> 00:17:21.710 we started the call, about the understanding the calendar and you know how how 259 00:17:22.029 --> 00:17:23.789 be the be buying is going to happen right in your q ones. Okay, 260 00:17:25.069 --> 00:17:27.069 is is q to going to be tougher as we kind of go back 261 00:17:27.109 --> 00:17:30.940 into this idea of and you normal what this q three look like, what 262 00:17:30.059 --> 00:17:33.779 this beyond look like, I think. I think being able to understand where 263 00:17:33.819 --> 00:17:37.140 your customer is and if your customers in a position where they can buy right, 264 00:17:37.140 --> 00:17:40.740 if you're in the hospitality industry or the travel industry, you're in Gating, 265 00:17:41.019 --> 00:17:44.259 your in the business of selling or serving them, your strategy is going 266 00:17:44.289 --> 00:17:47.650 to be completely different than to what it was six months or three months or 267 00:17:47.690 --> 00:17:51.529 three weeks ago. So I think, I think understanding that customer behavior is 268 00:17:51.609 --> 00:17:55.410 really a customer need is really clear and matching the context of what they're going 269 00:17:55.490 --> 00:17:59.440 through and again, you know, having intelligence and insight to enable that. 270 00:18:00.680 --> 00:18:03.960 We see. We see lots of really interesting customers. Look at you're looking 271 00:18:03.960 --> 00:18:10.279 at coronavirus data to understand what their customers are doing. And, you know, 272 00:18:10.519 --> 00:18:12.990 little plug for if you go to demodocom last coronavirus, you'll be can 273 00:18:14.029 --> 00:18:17.789 see a trucker of all of this global data from the likes of John Hopkins 274 00:18:17.869 --> 00:18:22.309 and different organizations. People are actually using that to then inform their studgy that 275 00:18:22.309 --> 00:18:26.549 they are overlaying on top of their what their business is. It's saying, 276 00:18:26.460 --> 00:18:29.460 what does this tell us? Like what you know? What should we do? 277 00:18:29.619 --> 00:18:33.339 Like I go back to that, that fitness franchise there there. You 278 00:18:33.380 --> 00:18:34.740 know, once you know, the reverse of what they were looking at with 279 00:18:36.299 --> 00:18:40.299 school data to see if regions were sort of functioning as normal as life opens 280 00:18:40.339 --> 00:18:41.809 up, they need to figure out how they bring people back to work. 281 00:18:42.250 --> 00:18:45.210 If they're bringing people back to work, you know what's the marketing with was 282 00:18:45.289 --> 00:18:48.450 going to it's going to be required for it. Maybe another good example is 283 00:18:48.730 --> 00:18:52.490 what happens when the bounce back happens. If you're if you're in, if 284 00:18:52.490 --> 00:18:56.680 you're in a an organizere, an organizer. So if you're in Paris thing 285 00:18:56.720 --> 00:18:59.440 and you're in a car, you're a car dealership. There's going to be 286 00:18:59.480 --> 00:19:04.359 a war between car dealers fighting for customers, coming back into their their their 287 00:19:04.759 --> 00:19:08.440 their their locations and trying to win back business as being pent up. Like 288 00:19:08.960 --> 00:19:12.670 as a marketer, you need to be thinking, you know, tea to 289 00:19:12.789 --> 00:19:15.509 when that might happen, but you don't know when that is going to happen. 290 00:19:15.549 --> 00:19:18.230 So you've got to tiggle that signal bring it together. So yeah, 291 00:19:18.230 --> 00:19:21.309 I bring back to the cars like you need it. You need a North 292 00:19:21.349 --> 00:19:22.589 Star, you need to know what you're trying to do and if the customer 293 00:19:22.990 --> 00:19:26.180 and the customer context is what drives that, match the commercial like comes, 294 00:19:26.259 --> 00:19:30.339 then you're never going to go far wrong. Absolutely and I guess in the 295 00:19:32.700 --> 00:19:36.980 using that, having a north star, but then using using your own stuff, 296 00:19:36.980 --> 00:19:38.089 where I guess that, don't know, you can use a lot of 297 00:19:38.970 --> 00:19:44.569 insight, some real actionable intelligence, I guess, to actually guide you into 298 00:19:44.650 --> 00:19:48.049 your know star, with with your with the inside of your customer in mind, 299 00:19:49.210 --> 00:19:52.039 using, you know, if we look at this period, you look 300 00:19:52.039 --> 00:19:56.799 at tools like what Domo can offer and you look at some of the differences 301 00:19:56.880 --> 00:20:02.319 in marketing that it's brought. It's brought this period. So things like the 302 00:20:02.400 --> 00:20:07.829 dramatic shift in volume from in person events to virtual events. Right, I'm 303 00:20:07.910 --> 00:20:11.029 I know that virtual events have been done before, but of course not to 304 00:20:11.470 --> 00:20:14.910 not to the same degree in terms of volume, but also probably not to 305 00:20:14.950 --> 00:20:19.509 the same size or level of level of insight that perhaps a virtual event may 306 00:20:19.509 --> 00:20:23.420 have offered before. You spoke about Domo pulluser there and actually lengths you went 307 00:20:23.579 --> 00:20:26.900 to to to try and replicate what it may have looked like an in person 308 00:20:26.940 --> 00:20:32.500 perpective. But all of these, these different elements at this period is bringing 309 00:20:33.099 --> 00:20:36.049 will be new to some, to some in marketing, or they'll be different 310 00:20:36.089 --> 00:20:38.450 to some in marketing, and naturally that's going to be challenging but also exciting 311 00:20:38.529 --> 00:20:44.529 for a marketer. What, from your perspective, what kind of skills do 312 00:20:44.609 --> 00:20:48.569 you think this will this will allow marketing teams to develop, if any, 313 00:20:48.609 --> 00:20:52.039 of course, and and do you think this is actually going to change the 314 00:20:52.079 --> 00:20:56.440 way the marketing's done moving forward in that perhaps now people see the benefit of 315 00:20:56.480 --> 00:21:00.480 a virtual event and that they can get as much from it as an in 316 00:21:00.599 --> 00:21:03.400 person event, and maybe that's the new normal in itself. there. What 317 00:21:03.759 --> 00:21:07.710 changes do you think will come out of this? From a UP, I 318 00:21:07.789 --> 00:21:11.029 think they're a skill split. Over. The number one skill that I've learned 319 00:21:11.109 --> 00:21:14.950 personally is keeping my kids out of almost zoom calls that I could put apart 320 00:21:14.990 --> 00:21:18.700 from that to a see your question. I think it of a it's a 321 00:21:18.700 --> 00:21:23.019 bit of a yes and no answer. I think the skills that require right. 322 00:21:23.059 --> 00:21:26.619 I took take our double clizard, dumb was alive right running a conference 323 00:21:27.500 --> 00:21:33.809 to running effectively a TV show with filming locations on Salt Flats and gives and 324 00:21:33.450 --> 00:21:37.569 ski back country skiing like that work. That's a very different skill set. 325 00:21:37.730 --> 00:21:41.730 But you know my colleague that that. She was amazing. She just she 326 00:21:42.369 --> 00:21:45.769 she brought in the talent, she thought about what the customer experience was, 327 00:21:45.849 --> 00:21:48.839 but she is she went back to the OKA ares and the objectives right. 328 00:21:48.839 --> 00:21:52.519 So I think there's going to be a new skills are an thinking more and 329 00:21:53.559 --> 00:21:57.039 experience and I think there's lots of parallels that we can we can draw from 330 00:21:57.039 --> 00:22:00.950 the BBC World. It's the BEDP world right that you know, the BBC 331 00:22:02.069 --> 00:22:06.190 worlds very used to kind of very used to kind of engaging with with those 332 00:22:06.230 --> 00:22:11.190 kinds of tactics and techniques. I think the the no answer is going to 333 00:22:11.269 --> 00:22:15.630 be like we have a child coming into mirror. So there you go. 334 00:22:15.859 --> 00:22:21.220 It's just one point, but sorry, and that no answer is that, 335 00:22:21.299 --> 00:22:23.859 I think, actually staying true to what your your commercial objectives are, in 336 00:22:23.900 --> 00:22:29.819 your customer objectives. That's what matters, right, that's the thing that hasn't 337 00:22:29.859 --> 00:22:33.210 really changed. Well, I think you know maybe off of that that does 338 00:22:33.289 --> 00:22:37.809 change is I don't think after this that we're going to go back to the 339 00:22:37.930 --> 00:22:40.369 classical way of working. Right, we're going to. There's going to be 340 00:22:40.450 --> 00:22:42.490 more changes. There's going to be different business models that are coming out there, 341 00:22:42.569 --> 00:22:45.960 you know, like our people going to go back to to go into 342 00:22:45.960 --> 00:22:48.960 a restaurant. So they're going to get like delivery like they've never done before. 343 00:22:49.039 --> 00:22:52.559 I've been doing my right like getting. I've got friends that are getting 344 00:22:52.599 --> 00:22:56.400 gen and tonic deliveries to their ice in the UK, like. So I 345 00:22:56.480 --> 00:22:59.829 think understanding that the change is always going to be constant. It's definitely going 346 00:22:59.869 --> 00:23:03.430 to be true. And then I think keeping I go back to their the 347 00:23:03.470 --> 00:23:07.589 O dart year, which is what's signal. What intelligence can you be bringing 348 00:23:07.630 --> 00:23:11.150 into your marketing organization today, so that you're constantly being able to adapt, 349 00:23:11.190 --> 00:23:15.700 to be our gentle and be resilient for those changes. Yeah, okay, 350 00:23:15.900 --> 00:23:18.900 interesting. And it also interesting that your friends are getting a genotonic delivered, 351 00:23:18.980 --> 00:23:23.619 because I'm yet to find that. I had to find a simple service round 352 00:23:23.660 --> 00:23:27.250 where I okay, cool, so well, Mark, look, I think 353 00:23:27.369 --> 00:23:30.890 we are. I think we're actually moving towards the end of our time here 354 00:23:30.890 --> 00:23:34.529 to then, and actually it's been been really useful getting your insights from from 355 00:23:34.529 --> 00:23:41.799 the perspective of how it's currently affecting how this covid situation is currently affecting us 356 00:23:41.799 --> 00:23:45.279 today, what some of the things we are in we need to be thinking 357 00:23:45.279 --> 00:23:49.000 about in terms of keeping our customer really at the center of everything we're doing. 358 00:23:49.079 --> 00:23:53.319 From market inspective, how that's maybe shifting marketing tactics in the short term, 359 00:23:53.400 --> 00:23:56.829 but then in the long term as well. More more broadly speaking, 360 00:23:56.869 --> 00:24:00.269 are we ever going to keep marketing the same way or will that change forever? 361 00:24:00.349 --> 00:24:04.190 It's been been really insightable. Now I'm sure we could we talk about 362 00:24:04.190 --> 00:24:07.549 these things you'll day, but there will be a lot of people, I'm 363 00:24:07.549 --> 00:24:11.460 sure, that will also want to reach out to you directly and have a 364 00:24:11.500 --> 00:24:15.019 conversation with you directly or learn more about Domo as a product and as a 365 00:24:15.099 --> 00:24:18.980 company. So, if people wanted to get in touch with you or the 366 00:24:18.180 --> 00:24:22.259 or the or indeed your company, could you just give us a couple of 367 00:24:22.339 --> 00:24:26.130 lines on the best way to do that and and if they wanted to tinue 368 00:24:26.170 --> 00:24:27.849 the car? Yeah, thank you. It's been really, really, really 369 00:24:27.890 --> 00:24:33.450 good, good conversation. He's this thing as Democom and feel free to reach 370 00:24:33.490 --> 00:24:37.170 out to me on Linkedin, Mark Johnston, I'm sure you'll find me excellent 371 00:24:37.450 --> 00:24:41.160 cool. Well, once again, many thanks, mark. It's been great 372 00:24:41.160 --> 00:24:47.119 having you on the show. Go. Thank you. operatics has redefined the 373 00:24:47.200 --> 00:24:52.630 meaning of revenue generation for technology companies worldwide. While the traditional concepts of building 374 00:24:52.670 --> 00:24:59.230 and managing inside sales teams inhouse has existed for many years, companies are struggling 375 00:24:59.269 --> 00:25:03.589 with a lack of focus, agility and scale required in today's fast and complex 376 00:25:03.750 --> 00:25:11.299 world of enterprise technology sales. See How operatics can help your company accelerate pipeline 377 00:25:11.339 --> 00:25:17.660 at operatics dotnet. You've been listening to be tob revenue acceleration. To ensure 378 00:25:17.660 --> 00:25:21.259 that you never miss an episode, subscribe to the show in your favorite podcast 379 00:25:21.339 --> 00:25:23.490 player. Thank you so much for listening. Until next time,

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