3 Ways To Make The Most Of Field Marketing
Staff Writeron 28 November, 2017 at 01:11
“Historically, field marketing has been underfunded, has been looked at as a secondary resource, and hasn’t had the capability to really deliver on expectations,” says Mark B. Levinson, VP of Sales Services at SiriusDecisions. Speaking at the SDSummit, Levinson outlines how field marketing’s evolving relationship with sales requires increasing maturation of its methods and models.
“Traditionally field marketing has been reactive,” he says. “Buyers now want something different, they want the outreach to be more customer and audience-centric, focused on individual needs. Broad-based touch points are no longer adequate.” According to Levinson, there are three core areas where field marketing can benefit from investment.
- Processes & Procedures
Ensuring clarity of the rules and responsibilities within each and every step of field marketing is key. For instance, consistent and continuous localised planning within Sales Support avoids the pitfalls of a reactive approach and helps sales organisations quickly convert and upsell new buyers, move existing customers into the next offer, and maintain that high level of interaction where the buyer sees the marketer as essential. “Pipeline acceleration is about expanding capabilities beyond just building demand,” says Levinson.
- Skills, Knowledge & Training
Levinson advises building competency maps by function and then by role, breaking down the specific skills, knowledge and processes required to fulfil these prescribed responsibilities. This isn’t a static practice; functions can stay the same for up to ten years, while roles tend to have an evolution cycle of two to five years, and the competencies themselves evolve every one to two years.
- Measurement & Reporting
Levinson identifies four categories within the measurement framework: Readiness, Activity, Output, and Impact.
Readiness comprises factors such as SLA compliance, quality of data, coverage of account plans and contacts, and sales relationship opportunities. Activity tracks number of sales programmes developed and executed, and events including trade and road shows. Output examines the cost effectiveness, engagement and conversions from this activity, and Impact measures the overall effect on pipeline acceleration and customer retention.
“By maturing as a function, you’re going to maximise revenue potential in your region and ultimately be able to step back and see progression that has a huge impact on your business,” says Levinson.
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