Heather Loisel, VP of Consulting and CMO Practice Lead from SiriusDecisions presented on the transformation of B2B sales, marketing and product at MassTLC's annual sales and marketing summit on April 4.

1. A First Look at Some New Models
The Transformation of
B2B Sales, Marketing
and Product
Heather Loisel
Vice President, Consulting & CMO Practice Leader
4 April 2014

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SiriusDecisions
Demand
Waterfall

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New Models
The SiriusDecisions Transformation Framework: Focuses efforts to transform an
organization in an aligned manner by streamlining the implementation of new strategies
and tactics, while delicately dismantling legacy structures and incentives
The SiriusDecisions Intelligent Growth Framework: Enables organizations to understand
the implications of growth choices on a broad variety of sales, marketing and product-
related functions and what happens when an organization’s revenue-producing functions
are unable to support strategic growth levers.
The SiriusDecisions Aligned Measurement Framework: Aligns actions against business
results and consolidates measurement across sales, marketing and product functions
The SiriusDecisions Messaging Nautilus: A breakthrough messaging methodology that
transforms the way b-to-b marketers create content and connect with buyers in support of
organizational growth.
The SiriusDecisions Analytics Proficiency Model: Pinpoints current state of analytics-
driven decision-making and identifies the drivers that will accelerate go-to-market planning
and pipeline velocity.
The SiriusDecisions Competitive Intelligence (CI) Framework: Identifies the factors b-to-
b organizations need to consider when investing in CI and what components should be part
of a CI initiative.
The SiriusDecisions Global Teleprospecting Models: A decision support framework for
applying various teleprospecting models across regions and business units.

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Transformation is Widespread Today
93%
transŸforŸmaŸtion
a complete or major
change in someone's
or something's
appearance, form, etc.
Customer
Demand
33%
Technological
Change
30% Competition
29%
Source: KPMG Transformation Study

5. A New Approach to Change

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Transformational Change
1. Buyer must be at the center of change
2. Change must be of sufficient scope
3. Change must consider Sales, Marketing & Product

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Transformational Change
1. Degree of change
2. Commitment to change
3. Alignment in change

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Transformational Change
- Transformational change
requires alignment
- Plotting organizational
implications ensures alignment

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Transformational Change
NOT Transformational:
- Implementation of a universal lead definition
- Implementation of SLAs
- Implementation of marketing automation
- Implementation of buyer personas
- Optimization of conversion rates

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Transformational Change
Transformational:
- Lead to revenue process
- Purchase to adoption process
- Adoption to advocacy process
- Products to solutions initiative
- New industry initiative
- New capabilities initiative

11. First: A New Way of Thinking

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Should we be looking at things differently?
• Motivation is there
• Technology is there
• Data is there
• Customer value becoming clearer
• So why are B2Bs still struggling
with alignment?

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SiriusDecisions Intelligent Growth Model

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SiriusDecisions Intelligent Growth Model
Sales Marketing Product
X X X
X X X
X X X
X X X
X X X

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Implications for Chief Sales Officers
Buyers Reviewing enablement
strategy with product/
marketing to reflect
new personas
Adapting current
measurement and
reporting to track new
buyer success
Communicating
strategy to sales
management so they
can properly coach
Communicating to the
field force before,
during and after
initiative launch
Buyers
Formal targeting of new buying centers and personas2

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Implications for Chief Marketing Officers
Buyers Leading enterprise to
customer/buyer-centric
go-to-market strategies
Building planning
process that enables
development of
integrated campaigns
Assessing skill of
marketers to ensure
ability to understand,
message to new buyers
Assessing brand
positioning,
messaging
requirements/
gaps
Buyers
Formal targeting of new buying centers and personas2

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Implications for Product Management Leaders
Buyers
Formal targeting of new buying centers and personas2
Product Understanding and
prioritizing buyer and
user personas and
identifying their
primary needs
Taking a solution
strategy when
targeting new/different
buyers
Understanding the
buying process and
implications on
product requirements
Striking the right
balance between
customer and
prospect-focused
development

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Implications for Sales Enablement Leaders
Buyers
Formal targeting of new buying centers and personas2
Sales
Enablement
Training managers to
coach to new buying
and/or influence
centers
Establishing accurate
personas/buying cycle
changes, then
educating reps
Developing
certification to ensure
reps are confident to
call on new buyers
Providing enhanced
tools/messaging that
will help build rep
knowledge

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Channels Arming partners with
skills/knowledge to
target new buying
centers
Helping partners to
craft messages for
specific buyer
personas
Delivering data/
intelligence on new
buyers to partners
efficiently
Developing demand
programs to partners
selling to new buying
centers
Implications for Channel Leaders
Buyers
Formal targeting of new buying centers and personas2

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Account Based
Marketing
Defining post-sale
lifecycle for new
buying centers in
order to nurture
Identifying early wins/
advocates in new
buying centers that
will share their story
Identifying advocates
in current buying
centers that will
sponsor into new
Developing a
marketing plan to
support sellers in
reaching new buyers
Implications for Account Based Marketing Leaders
Buyers
Formal targeting of new buying centers and personas2

21. Next: A New Approach

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Action
Items
Consider
a ending
SiriusDecisions
Annual Summit
May 21 – 23 in
Orlando, FL
• Marketing
• Assess if transformational change is required for
growth
• Consider if current efforts are transformational with
the right expectations for impact
• Sales
• Assess if transformational change is required for
growth
• Validate that the organization is aligned behind the
growth strategy
• Product
• Define the solutions that will yield growth
• Ensure buyer value and alignment relative to market
dynamics and competitive pressures