By, Kathleen Schaub
How many of us as sales professionals have hit a home run in developing a champion at a top prospect, only to find out that our champion was unable to convince their management internally to go with our solution? We were able convince our champion of the wonders of our solution, but we failed to truly enable our customer to “sell” into their own organization.
Just as marketing and sales operations teams need to improve “sales enablement”; as sales professionals we need to improve our “customer enablement”. Customer Enablement is defined as:
Content Marketing Inst.
Appealing to multiple audiences is one of the biggest challenges in creating content for corporate websites.
A typical business site typically draws visits from:
- Job seekers
Firms that recognize the importance of these various groups attempt to appeal to all of them, usually by building content sections with high-level navigation labels, such as For Investors, Careers,or Media Center. Using this type of audience segmentation far exceeds doing nothing, but it still falls short.
NEW YORK: Less than 10% of US companies think they are genuinely “customer-centric” in their strategy and activities, new analysis has shown. The Temkin Group, a consultancy, polled 255 representatives of firms with revenues topping $500m, and found that just 7% of the panel believed the customer experience they provided was superior to all of their rivals. A further 28% placed performance levels “considerably above” the industry average, while 30% “slightly” improved on the norm, and 23% fell into line with typical standards for their sector.
It’s a constant tradeoff for B2B CMOs, who want their marketing people to be totally in tune with the customers and markets they serve: “How much should I decentralize by aligning people closely with business units, industries, or regions” versus “How much do I centralize to maximize quality and minimize redundancy?”