Bradley H. Smith >

14 tips for MarkOps success: Adopt an Agile and Darwinian framework for weekly priorities.

One characteristic risk of “marketing operations” is that the right-brained MarTech solutions overwhelm the left-brained creative marketing, handcuffing the Darwinian marcomm needs with a static technology process. To mitigate that risk of inflexibility, the adoption of Scrum & Sprint methodology must be a built in element of the plan – right from the start.     

Originally developed for software development teams, Scrum is an agile framework for managing projects that allows for short development cycles and testing (Sprint). Set up a small board of appropriate people and establish the Scrum Master, whose main job is to clear away the roadblocks and bottlenecks to the team completing work.

Marketing (especially digital) is an iterative, creative process.

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About Bradley:

"Bradley Smith and I have been corporate business partners on several occasions in our industry – and now as teammates at PR Newswire. I can state indisputably that working with Bradley is always a personal pleasure and commercial success. One project was honored with a Fast Company magazine “Champion of Innovation” award and our current project generated revenue in its very first month and continues to escalate exponentially.

His marketing is brilliant and most importantly, he executes on his strategies. In our industry, Bradley is known for his creativeness, effectiveness, and many memorable campaigns.

He is one of the most widely known and most trusted corporate services executives in investor relations."

John Viglotti
VP, Investor Relations Products and Services ~ Cision / PR Newswire
https://www.linkedin.com/in/john-viglotti-b03b6a

 

 

Gate or ungate, but DO NOT slam the content gate shut on me.

For me, the deliberation between gating or not gating content is tired. I’ve created enough content and client journeys to know what works. And here’s the bottom line answer…

…there is no bottom line answer.

The amount of interrelated, real-time variables i.e. the content depth, the persona description, the stage within the funnel, the analytics and what you will actually do with the collected information – is far too custom per each demand-gen program to claim a clear “do-this” approach.

Google “gated or ungated content” for yourself. You’ll find heartfelt and diagnostic pundits and posts to offer opinions.

However, this post is neither heartfelt nor diagnostic. I am a little incredulous towards the practice of slamming the gate shut on my fingers. I would like to know what consultant first suggested it. 

What am I kvetching about?

The landing page forms that do not accept @gmail or other ISP email addresses. “You must use a business email address.”

We all know HOW this happened. Someone thought it was a great “lead qualifier.”

It’s not.

• What if I am a consultant, working on behalf of a client?
• What if I am at a corporation, but for my own, personal reasons, need your whitepaper on my private email?
• What if I am between jobs (ahemahem), but am looking for solutions to bring into my NEXT job?

You have shut down ANY AND ALL opportunity to follow-up. I will certainly agree that the likelihood of having a B2B sales person reach out to [email protected] is unlikely. But what about [email protected]?  

By slamming the gate, right from the very first interaction, you have zero chance to drip Winelusher451 or smith.bradleymarketing more content. Remember, I am persona-less. You need to begin the process of uncovering who I am before deciding my value is zero.

Slamming the gate also prevents any retargeting. One of the key points I try to impress on my teams: the B2B customer is the same person EMOTIONALLY and DIGITALLY as a B2C customer. Let me in. Drop the cookie. Let me engage. I assure you, if your content motivates me, I will introduce myself. It may even be at your “analog” trade booth next month. I may just walk up and say, “hey, I read your whitepaper on…”

Another consideration: your martech may already have a cookie in my system that can be synched up with an existing activity record… where I did use my so-called business email.

BTW, you have created another problem.

Whenever I do get the gate slammed shut, I simply change my @gmail.com domain to @dell.com and I get the content anyway. (sorry, Dell, but your name is easy to type). Only a few sites use the “we have sent (@dell.com) a link to the whitepaper you requested” rather than a “download now” button.

Now, not only do you not have my actual contact email, your martech stack has a bogus email address that will log-in as a bounce.

Data is the new oil. Filter it after you get it in, not before.

There are serious real-world best-practices about gating or not, and I encourage you to sculpt a strategy to your unique services and product portfolio. However, by slamming the gate shut at the first interaction – you have functionally hung up the phone on a prospect who is asking for more information. An experienced sales person would never do that. A sales person would ease (engage) the prospect into a conversation (a relationship) to carefully qualify their value. That’s what top of funnel content is supposed to do. This is exactly what demand-gen planning and content strategy does.

Do you really want to risk not building a relationship with [email protected]? After all, I usually buy the first round. 

PS: I am job hunting. Dig deeper at www.iBradley.com.

 

14 tips for MarkOps success: Measure each program and campaign as if your life depends on it.

Thanks to marketing ops, the sting of the proverb “I know I am wasting half my advertising budget, but I don’t know which half,” is becoming less and less.

Marcom ROI is obtainable. But, before you push the send button or publish a single piece of content – be ABSOLUTELY SURE your team has a marketing operations analyst focused on developing ROI measurements. By measuring the return of each program, you’ll identify which sub-campaigns are truly working and prioritize around those. Once this metric tracking is in place, everything else within marketing will have definition and become aligned.

The end from this means (besides revenue) will be the HARD DATA you need to request (and receive!) more budget for investing in other programs and people.

Including your OWN salary.

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About Bradley:

"Bradley Smith is an incredibly creative and strategic marketer with strong content, data and tactical skills, and his marcomm programs are successful across the mosaic of marketing metrics: generating awareness, engaging community, acquiring leads and delivering sales.

Using a mix of channels – content, social, email, events, video and more – Bradley built PR Newswire’s Vintage brand into a top three leader in the SEC filings and regulatory compliance industry, alongside industry gorillas RR Donnelley and Merrill.

Bradley and I were senior members of the pioneering PR Newswire team that won the 2016 Marketo Revvie award for Enterprise Marketing Team of the Year. We were recognized for an automated demand generation program that achieved a 166% lift in qualified leads and a 361% increase in marketing-influenced revenue year-over-year.

Last points: he’s always thinking on new paths to differentiate products and, as a bonus, he’s a joy to work with."

Eva Rohrmann
Director, Product Marketing ~ Cision/PR Newswire

9 marketing points for communicating change to employees

There's no simple textbook method to planning, announcing, implementing and communicating a change initiative. Change is uncomfortable and adapting to change is commonly messy: your full color flow-chart with timestamps and action items does not make the change experience painless for the impersonally-labeled “Remaining FTE Synergies.” Of course, objective tasks are important to list and assign, but subjective behavior and long-held manners are not easy to change.

To place this into today’s marketing parlance, when communicating material, holistic change (upheaval) at your company, you need to “Map the Employee’s Buyer’s Journey. I just made that a thing.
 

1. First, ask yourself what precisely is changing and why. Too many communications are weighty towards “motivational jargon” rather than the material matters of what the jargon means in the day-to-day work reality of the employees. You must connect that dot for your company, i.e. what does it mean when the CEO says the company needs to be more responsive? What activities characterize a so-called client-centric organization? Get to the communications core of what you're trying to achieve from an organizational or behavioral change. Be specific to your company.

2. Define the outcome you need from the change initiatives and the communication program and tactics. What's the call to action for the communication program? What operational or process changes are under way that deliver the framework for the preferred results and behaviors?

3. Invite in the communication strategists from the very beginning of the considerations regarding the change. Don’t just engage the communications team after any bad repercussion are in full force with the leaks and rumor mills running amuck. Corporate counsel or a MBA who has PowerPoint is not qualified to understand how the people of the organization will respond to change and what information they'll need. Their expertise is best suited for legal and liability perspectives as well as cost cutting, not communication.

4. Share the information with employees as soon as possible. This is a real quandary in public companies, where shareholder communication (and RegFD) is a priority and employees hear about a merger or reorganization in Twitter on their way to work. Once fear and insecurity are fueled, you’ll burn a lot of time getting back to a place of order, understanding and productivity. Meanwhile, many employees will be heading for their desks to update resumes and to call employment recruiters.

5. Keep in mind that quantity is fine, but quality and consistency are crucial. You can't communicate too much, but you can communicate too much insignificant or insensitive information. You can't communicate too much significant, substantial information.

6. Think long-term. Remember, change often starts with the announcement of a merger or other enterprise level change initiative. Many CEOs and managers undervalue the length of time required by a change cycle – unfortunately demonstrated by reports of poor performance following many mergers, acquisitions, IPOs and other change initiatives. People and organizations cannot change in a week or even a year. You’re communicating to affect some very deep-rooted habits.

7. What are the persona of your employees? Use a variety of communications with employees, as you are “marketing” to them. One email from the CEO, regardless of its sincerity, will not sell anything. Just like with your products and service to prospects, redundancy and repetition are needed in creating an effective “Employee’s Buyer’s Journey” communication program.

8. Give employees various opportunities to share concerns, ask questions and offer ideas. Make following up with answers and updates a top C-suite priority. The more people are engaged in the process, the fewer you'll have walking out the door or worse, staying and becoming internal saboteurs.

9. Don't consider the change processes (visioning, chartering change teams, planning, bullet-pointed PowerPoint presentations) with communication. While those meetings and processes can be mindful communication tools in the context of a broader program, they aren't adequate to meet the rigor of change communication.

14 tips for MarkOps success: Stay. On. Brand.

Obviously, integrated ops planning is a function created and managed through the marketing team. Establish the brand voice and manically strive to consistency implement that tone across all of your creative (and non-creative) assets, communications channels and within all other internal divisions and business teams.

It's not easy. You have to be a Marketing S.O.B.

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About Bradley:

"Bradley Smith is one of the most talented and creative new marketers I've had the pleasure to work with. In the year leading up to the sale of Shareholder.com to Nasdaq, I worked very closely with Bradley to develop social media marketing initiatives to position Shareholder.com as the undisputed market leader.

While I thought I'd teach Bradley a thing or two about marketing, it ended up being more the other way around -- I was learning from a master marketer. In fact, the programs we developed together were so successful that I featured them in my international bestseller ‘The New Rules of Marketing & PR.’

Now Bradley's ideas are seen as a benchmark of excellence and are studied by marketers in 29 languages around the world."

David Meerman Scott
https://www.linkedin.com/in/davidmeermanscott

Marketing strategist and bestselling author of The New Rules of Marketing & PR
BusinessWeek Top Ten business book, 2009: Amazon #1 PR and Marketing booklist, 2009 – 2017

Create your B2B emails for short attentioSQUIRREL!!

Email is the reigning champion for B2B. I cannot imagine this ever changing. It’s not that social is NOT a tried and true communications channel, however… sitting in an office (desk) environment is where business enterprise happens. (I received a fair amount of heat for not jumping on the “IR and social media” bandwagon – but I was right)

That all said, social HAS impacted email in a profound sense. Our attention spans. The unavoidable truth is that our text-length-mentality combined with shear message volume has reduce our attention span.    

Here are eight tips to communicate quickly WHILE encouraging deeper reading of your emails:

1. Adjust your subject line and preview text so they line up with your email’s content. If you bait and switch the content, “recipients” will not become “readers.”
2. Be mobile-friendly. Recipients often delete or unsubscribe from emails that aren’t mobile-friendly.
3. Use headlines and bullets. Having heavy full sentences and paragraphs can stop the flow of an email.
4. Be concise with “above the fold” space. No body scrolls unless your content flow nicely.
5. Use images. A compelling image is worth 1,000 words and will really pull recipients into the text content.
6. Keep it technically light. Too many big images will create slow load times, annoying subscribers. Use ample HTML text to lighten the load.
7. Long emails will work. Recipients will scroll down if your email narrative is relevant.
8. Check that the links work. A broken link will end an email interaction. Period.

I have sent MANY MANY MAAAAAANNNNNNY emails. Besides the points above, I always keep one other point in mind: I act as if I am sending spam. This keeps me respectful to the audience. As you’ll read HERE, this was an essential manta for me.

14 tips for MarkOps success: Set expectations. Meet expectations. Be accountable when you don’t.

In order to be effective, marketers need to have credibility…. we have to do a lot of leading by influence, a lot of aligning and engaging and evangelizing, and that only works when people trust you. They only trust you if you deliver the goods and are accountable; you do what you say and you say what you mean.

And admit your errors. Transparency also build trust.

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About Bradley:

"I have worked with Bradley for over fifteen years and without a doubt, he one of the most respected and talented marketers in our niche.

Prior our current formal partnership, Bradley created an “informal” sales and marketing relationship between our two companies. This successful synergetic relationship influenced the formal partnership with Nasdaq and our exciting joint-product development. His brand development, messaging and subsequent sales and marketing launch of this joint-product was extremely successful - orchestrating all communication channels: print, video, news and especially social media."

Brian P. Rivel
President ~ Rivel Research Group
https://www.linkedin.com/in/brian-rivel-73b5073

14 tips for MarkOps success: Client (and prospect) data must be controlled and centralized, yet shared.

Develop and institutionalize a centralized client (and prospect) marketing profile. This defined profile becomes the communal persona shared by all marketing teams across the organization for driving their individual programs and campaigns.

It’s essential that the data is well managed by marketing ops, in real-time, without creating an unusable colossus. Allow the product and solutions experts to have the capability to control what’s most important to them in that profile.

Don’t get possessive. The database is the means. Not the end.

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About Bradley:

"During my tenure working with Bradley at Shareholder.com, we grew our client base from 350 to over 1,300 companies and grew revenues over 600%. The highest professional compliment I can offer regarding Bradley is “he respects and understands sales.” I have found that to be a unique attribute for a marketing professional.

He fueled my sales team with exceptional marketing leadership and most importantly, with tools they needed to find, convince and close deals. Bradley’s a great partner for a sales leader and a creative asset to a sales force." 

Michael C. O’Brien
Senior Director, Enterprise Sales ~ SocialChorus
https://www.linkedin.com/in/michaelcolemanobrien

PROFESSIONAL HISTORY: Vice President, Worldwide Sales ~ Shareholder.com and Nasdaq, Inc.

14 tips for MarkOps success: Create a long-tail plan.

Write (and get TOTAL senior buy-in) on a comprehensive 12-month marketing operations strategy WITH goals. Developing a strategy with defined action items and setting both short-term and long-term measurable objectives drives you to assign team members and actually implement the tasks.

It's OK for the creative team to be a wee more "make it up as we go along," but Ops needs more structure. 

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About Bradley:

"I learned more about event marketing from Bradley Smith than the preceding four marketing leaders I worked for at PR Newswire. Not only is he calm under the great pressure of physical events, he is a master at maximizing the enormous effort and expense associated with conferences – as well as setting realistic goals and expectations. His booth placement strategies and designs are second to none.

At our first event together, he literally tripled the booth traffic compared with all the previous years’ at this same industry annual conference. More importantly, these were conversations, not cards dropped in a fishbowl.

Bradley also connected the dots between the “analog” aspects of a physical event with our “digital” demand generation methodologies. Lastly, I could always depend on him to participate or moderate on live panels and on webinars. Events require creative problem-solving, and that is exactly Bradley."

David Korvah
Marketing Manager, Specialized Technologies and Global Cross-Market Programs ~ CSA Group
https://www.linkedin.com/in/davidkorvah/

PROFESSIONAL HISTORY: Marketing Manager, North American Events ~ PR Newswire

 

14 tips for MarkOps success: Everyone, top-down, must agree: content is now a strategic priority.

You cannot just stumble onto content. A marketing department must have a dedicated team focused on content strategy and on creating a recurring Pipeline of Content. This pipeline must encompass all the process around content creation and curation: Internal sources, external (paid) sources, existing, new, SME, formats, approvals and distribution.

Without this map, you have nothing to show the executives responsible for approving the needed budget.

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About Bradley:

"Bradley Smith is one of only a few marketing leaders I’ve worked aside who truly partnered with sales, strategically and tactically. Together, we had the responsibility to rebuild the Vintage brand while continuing to propel it forward as a valued PR Newswire division.

One initiative converted our annual client contact renewal from a tedious phone and manual email process into a streamlined automated email process. Not only did his campaign generate over $2,000,000 with a single email, this saved my sales team hundreds of hours so they could focus their efforts on developing new opportunities.

Bradley’s consistent and creative thought-leadership, messaging and communication positioned my team for daily success. He is an incredible asset to any sales leader and made Vintage an eventual gem for acquisition."

Trevor Loe
Senior Vice President, Sales Manager - Toppan Vintage
https://www.linkedin.com/in/trevorloe/

PROFESSIONAL HISTORY: VP, Sales ~ PR Newswire/Vintage

The #1 tip to improve all your shareholder communications news releases

There are two niches I know a lot about: marketing and investor relations. When I can blend them – with a pinch of public relations – I feel rather useful du jour.   

One point that I often speak on is that, for being almost 100% digital, IR has not quite embraced the demand generation best practices us marketers live by.

Below is a VERY easy-to-execute first step to begin mining into your shareholder and potential investor bases.   

Most all “news release tips” are PR focused (rightly so) and based on making your outbound more discoverable. Investor relations’ news releases (earnings call alerts, earnings results, etc) are a different content animal than PR. Simply, financial-based news releases are coveted content. People – aka investors, analysts and financial media – proactively seek out your news. They are knocking on your digital door begging for more information. Looking at this with a marketing lens, it’s a great position to be in.

So, what does IR need to do to take full advantage of this traffic? The red arrow below.

A marketer would simple say “insert this call-to-action after your first or second paragraph in every single news release.”

Receive [COMPANY] updates via email: [link to email alert page]

That’s it. One side-bar call-to-action sentence, right up top in the news release. Don’t worry about “storytelling flow,” tone or cadence. Just paste it in.

Tactical points:

Don’t anchor/embed the link to your email alert page. Cut & paste the full, entire link. This is very important because not all news portals (technically) accept embedded hyperlinks onto their pages.

If your email page has an “ugly” non-vanity URL, ask your PR or marketing department for help with a shortened URL. Bit.ly is an example of this type service.

This small change to all your financial disclosure news releases will assure you that interested stakeholders always get your material news, SEC filings and whatever they select directly from you. Equally important, this will give your investor relations department a database of names that can be cross-checked against other lists including investor conference attendees and targeting databases. This will help you hone discussions with investors.

14 tips for MarkOps success: Continuously creating and testing new ideas is your job.

MarTech processes never sleep: it’s all about experimentation, testing and measuring different methodologies to find what works better than last time.

In addition to the Scrum board, the entire team should meet regularly to openly (and hopefully playfully and without judgment) brainstorm and come up with one new idea to apply and measure. It can be a subtle change – like a CTA button color – or a large, systemic change to the Marketo flow.

Just ALWAYS creativity challenge the status quo and try something new. The “idea journey” is as varied as the “buyer’s journey” that you’re trying to map. Evangelizing ideology within a department is a sure way to unwrap the golden ticket to further prove your marcom ROI.

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About Bradley:

"I have worked with Bradley Smith as CEO of NIRI for several years. He is an important, trusted and knowledgeable marketing and business professional. Bradley's energy is infectious as he represents his organization and helps others around him succeed.

He has been a critical resource to NIRI on many occasions regarding key investor relations issues - disclosure, transparency, communications, both to help educate NIRI's 4,000 members, as well as an information resource for advocacy efforts with the SEC. Bradley is truly “a member and partner” of our professional organization and has always gone well beyond being just a “service provider.

In my personal opinion, Bradley Smith is an outstanding individual and professional."

Jeffrey D. Morgan, CAE
CEO ~ Club Managers Assn of America (CMAA)
https://www.linkedin.com/in/jeffreydmorgan

PROFESSIONAL HISTORY: President & CEO ~ National Investor Relations Institute (NIRI)

 

14 tips for MarkOps success: Create company-specific (micro) key marketing metrics.

Certainly, KPIs will guide all your marketing efforts. Without forming these benchmarks, your marketing team won’t have anything to measure against, individually or departmentally... or financially.

Regrettably, most marketing departments don’t get creative enough with their performance metrics -  only setting broader, important, but less reveling macro-KPIs of click-through rates, leads generated and sales.

Establish KPIs that are micro-specific to your company and products i.e. text-only press releases vs. press releases with a graphic asset, transactional revenue accounts vs. subscription revenue accounts, etc.

Senior management may not care about the micro-KPIs, but what they can reveal will trickle into the macro-KPIs.

It’s about the data. Again.

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About Bradley:

"I have worked with and met hundreds of marketing executives, both entrepreneur and enterprise and I can unequivocally say that Bradley Smith is the real deal. He is a fearless digital marketer, steeped in creativity and leadership expertise.

Annutias and PR Newswire collaborated to build a comprehensive persona-driven automated lead generation program that not only exceeded PR Newswire's marketing ROI KPI, but, wonderfully, earned a coveted award from Marketo: 2016 Enterprise Marketing Team of the Year. Bradley's contribution to the award is immeasurable. His understanding of the power of content, MarTech and the lead-gen process is first class.

Bradley will infuse immediate impact into any organization hunting for a goal-oriented leader who will absolutely roll-up his sleeves and get the job done. I hope to work with Bradley, and his infectious high spirits, again."

Adam B. Needles
CEO ~ Annuitas
https://www.linkedin.com/in/abneedles/

 

 

14 tips for MarkOps success: Plan a Rinse & Repeat methodology to define which campaigns to improve or dump

An essential aspect to A/B testing - create (measurable) outcome suppositions during the initial planning sessions. Build your messaging and media variables to prioritize those suppositions – keeping the A/B variables very lean and well-defined. The campaign results will quickly give you hard and specific data per tested variable, step-by-step. Rinse away the variables that under-perform, repeat (and improve) on the messaging and media that met and exceed your suppositions' expectations.  

As a simple guideline, remember that the letter A and the letter B are right next to each other. It’s not A/Z testing, with 24 variables squished in.

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About Bradley:

"Bradley Smith delivered the highest ROI (Return-On-Intelligence) of any marketing officer PR Newswire ever hired.

The quality and quantity of work he creates – ranging from macro strategic messaging to the micro-level of his industry-leading blog to the complete rebranding of our compliance services division is overwhelming. Inventive and relentless, Bradley has a creative mind underpinned by drive and resourcefulness. Simply put, he gets things
done. 

Since his joining PR Newswire, he aligned marketing with sales, resulting in a 42% CGR for our shareholder communications division. He is the consummate content marketer, has an in-depth knowledge of demand generation and, wonderfully, is a ton of fun to work aside."

Sarah Skerik
VP of Marketing ~ SurePay, a division of PayChex
https://www.linkedin.com/in/sarahskerik

PROFESSIONAL HISTORY: Vice President, Strategic Communications ~ PR Newswire

6 reminders why to FINALLY use marketing automation

Whilst* I am job hunting** for an appropriate*** full-time position, I have been working freelance as an “On-demand CMO.”  I am happy to report it’s been both successful and rewarding, as a couple of the accounts are JUST getting into deep content and marketing automation. That's kinda fun. I bring impact.

But, prior me... it has not been easy for these companies. The clients have tried to implement marketing automation themselves, but there is SO MUCH information to be sifted through — including random bloggers like me — that they get lost and revert back to a la carte email only.  

Part of my role is to sooth them into marketing automation, as well as remind them WHY they were looking into a process or product the first place. Getting lost in the jargon is commonplace. What the hell is "data activation" anyway? 

1. Timesaving – You can plan multiple campaigns well early and have them released according to your preset settings. This saves time by building once and giving it a chance to run. Also, all you need to execute another campaign is duplicate an old one and change the content.
2. Productivity – Why get tangled up in manual, traditional processes when you can automate everyday actions? You can lessen the time and effort required to get your marketing activities running at optimum levels.
3. Customer relationship management integration – This can help you keep every one of your leads on the radar, without worrying about them disappearing because of a couple of unsuccessful contact activities. Additionally, client support and sales teams work together as the information is shared and in the marketing system.
4. Knowledge Management – Marketing automation allows you to gain significant understanding to optimize your marketing campaign and communications, and make essential adjustments in real-time.
5. Multi-channel administration – It’s difficult to oversee relationships with clients over various channels physically. Because of marketing automation, you can nurture leads and existing clients as though they were on a 1:1 relationship consistently and automatically.
6. Cost Effective – Most of these systems are not difficult to operate, once the marketing department understands how to work the SaaS portal(s). Because of the efficiency of the systems, you can stop a poor campaign off hastily, make changes, and relaunch them quickly. In this situation, time truly is money.

*I never use this word before in a blog. Sounds snazzy.

** That's a hint. CV here > www.ibradley.com 

**Free coffee in the office. I have simple needs.