B2B SaaS Revenue Marketing: How to Build a Structure

Typical B2B Marketing Models

  • In addition to sales contact, telemarketing, events, and direct mail, we now have several ways to engage prospects and customers. We also have “digital marketing groups,” since the majority of these emerging platforms are digital.
  • Today’s marketing technologies and customer data are exploding, necessitating the creation of a Marketing Operations team to oversee these assets.
  • We now have to hire more analytically oriented people and data scientists as our marketing accountability for revenue has grown.
  • Content is now king. We now need relevant, educational content to engage our prospects. This explains why 30% of the marketing budget is spent on content.

An improved org chart

  1. Marketing operations
  2. Content and digital services
  3. Digital demand generation
  • Create and carry out demand generation strategies to impact revenue.
  • Establish best practices, guidelines, and standards for demand generation and optimization of marketing productivity through the use of people, process, and technology
  • Create and distribute localized content and campaigns to field marketing.

Digital and Content Groups

  • Do the search, display, and paid traffic gurus (or agencies) who have historically worked closely with website designers and producers fall into this category as well?
  • Do they splinter from their website production comrades and join the Demand Generation group, or do they splinter from their website production comrades and join the Demand Generation group?

THE TRAFFIC MANAGER

  1. Create a core content (ebook in this example)
  2. Write a blog post to promote the ebook
  3. Write email copy to promote ebook with outbound email channel
  4. Write landing page copy for it
  5. Write ad copy if you are going to use some display ads or paid search to promote an ebook
  6. Engage a graphic designer to add graphics and images to all of the above.

THE CONTENT STRATEGIST

GET STARTED

  1. Set the Digital and Content team’s charter.
  2. Keep SEO/SEM specialists near the web designers/producers.
  3. Identify SMEs across the company and provide core content creation in their work descriptions and quarterly MBOs (Management By Objective).
  4. Set up systems to monitor how well the existing content is being received.
  5. Define the traffic manager’s position.
  6. Create a job description for the content strategist.
  7. Collect information from sales/channels, demand generation, and field marketing.
  8. Be agile. Produce no more than a 3–6 month calendar.
  9. Distribute content as widely as possible.

Demand Generation Group

  • Campaign strategists who have skills across many disciplines including marketing strategy;
  • Program managers skilled in creating plans based on data analysis;
  • Technology power users able to create campaigns from design through development phases while maintaining standards like code quality and accessibility compliance;
  • PR professionals capable of executing strategies such as crisis communications planning which are more traditional forms of advertising now than ever before because people don’t want

TEAM CHARTER AND STRUCTURE

INBOUND VS. OUTBOUND DIGRESSION

  • Along with marketing automation power users, Facebook, LinkedIn, Google, Twitter, and Instagram “power users” should be included in the “power user group.”
  • In their omnichannel campaigns, paid traffic campaign managers should become the same people who leverage outbound channels.
  • Project managers for omnichannel campaigns, which combine inbound and outbound channels, must be experts at managing assets and resources.

GET STARTED

  1. Decide on the Demand Generation group’s charter.
  2. Determine which channels are most effective for your company based on where your prospects engage…
  3. Begin planning omnichannel campaigns.
  4. Create a campaign development process that is consistent across all channels.
  5. Create omnichannel campaign briefs and blueprint templates.
  6. Begin educating your MAP power users about inbound marketing (high level).
  7. Begin educating your inbound channel team on the funnel, marketing automation, and customer relationship management.
  8. Educate several project managers on how to handle inbound and outbound campaigns, and eventually omnichannel campaigns.
  9. You can now begin merging the teams… Create omnichannel SWAT teams of inbound, outbound, power users, and project managers.

Marketing Operations Group

MARKETING OPERATIONS MATURITY

  • MarTech strategy, selection, integration, and optimization
  • Management of vendors
  • Data governance, management, and optimization
  • Engineering and optimization of processes
  • Analysis, reporting, and measurement
  • Project management, education, and training
  • Change management
  • For campaign execution and content operations, perhaps a global shared services group.
  • Organizational agility and increased marketing performance
  • Marketing efforts adjusted more quickly in response to changing consumer behavior, market conditions, and business direction.
  • Increased revenue, profit, and market share
  • Underpinning a shift from marketing being managed as a cost center to operating more like a business, with formalized best practices, processes, infrastructure, and reporting
  • Data-driven business, customer, and product/service decisions that benefit customers and shareholders

THE USUAL MARKETING OPERATIONS EVOLUTION

GET STARTED

  1. Technologist — someone who can lead governance and integration initiatives, as well as set the direction. Vendor management is also something they do.
  2. Data wizard — I hesitate to use the term data scientist because it may be overkill for small businesses, but that is where this role is found in larger businesses. This person should also be used for all reporting and analytics.
  3. Outsource much of the process re-engineering — Most businesses would not need a full-time employee (FTE) to fill this role.
  4. Outsource your training, but don’t underestimate the value of it.
  5. Borrow project management resources from IT until the team has so many projects that you need your own full-time employee.

Conclusion

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