marketing ROI

by Jon Russo Jon Russo No Comments

Part 2 – Account Based Measurement

In our previous post, we outlined a maturity curve for measurement.

Today we dive more deeply into ABM Measurement.

Stage 1 “Undergraduate”

  • Account Based Basic Measurement – sometimes done in conjunction with Stage 1, this is where the SiriusDecisions 3.0 Account based measurement model begins to come into play with account level attribution.  
  • The most common measurement value we are hearing that Marketers are reporting up to their boards or CEO level on in this stage is that of Account Engagement within certain tiered accounts (Marketing Engaged Accounts).
    • An alternative to this measurement are ‘meetings within target accounts.’
  • The advantage of displaying this stage is one of unifying a view from both sales and marketing vs. the earlier models of celebrating marketing attribution on what could be low overall closing performance.   It also has the benefit of being a leading indicator of pipeline creation and actual revenue produced from ABM initiatives.
  • Other funnel measurements can be installed based on account status values leading to/through an opportunity stage.   Rather than snapshots of engagement, it’s also more valuable to show the trend of engagement over a period of time (from the last board meeting) to show progress. 

Stage 2 “Masters”

  • Advanced Account Based Measurement where sales and marketing channel effectiveness can be tested more deeply than that of other stages referenced above – this approach could leverage Engagio’s DASH product where ALL of sales and marketing activities are rolled up against the account with ‘fractional’ influence measurement models that can vary depending on how the user configures the attribution across all sales and marketing activities.   Why this approach may be helpful:

  • This measurement includes digital aspects that are commonly measured today, physical aspects (like face to face meetings) as well as velocity.
    • There is the ability to weight different elements of the buying process (persona, type of campaign and/or type of activity) such that an end user could test different models for the optimal weighting and scoring method.  We’ve seen other technologies get to a similar destination but through alot more business process change and engineering to get to the destination
    • A look back capability measuring any activity or campaign over a specified period, giving a client the ability to model different weighting structures and different minutes (although that ability would take some manual effort, it’s doable).
    • In most cases, all account activity is rolled to an account, including that of anonymous web traffic which is frequently missed by other measurement tools, valuable for those enterprises using Eloqua, Pardot, and Marketo.  This is valuable information to also aggregate in the overall activity of the account.
    • The ability to measure activities that precede a business outcome specified by the end user – for example:
      • Activities that precede an actual purchase
      • Activities that precede an opportunity creation
      • Activities that precede a meeting or MQA

It’s also easy to use.  We’ve been engaged with other measurement solutions that require either a massive process overhaul change impacting all users of a system (like Salesforce) and/or technical SQL programming that are robust yet resource intensive.  The ease of use of this native Salesforce deployment which works in either classic or lightning makes it appealing on several levels.

What are you finding valuable in your marketing measurement as it relates to ABM if you are in the mid-market?

by Jon Russo Jon Russo No Comments

Waterfall Metrics

Many companies, particularly older SaaS companies, are still stuck with a lead based sales and marketing system while testing an account based system.  For those with a lead based system, the handoff points between sales and marketing can be critical.

In many client scenarios, we see low conversion rates between MQLs and SALs.  This is a sample set from all Marketo customers that ranges from 20% to 33% based on the maturity of the company of their funnel conversion.  The conversion rate is a function of Average Selling Price, Total contract value, sales cycle length and sales cycle type.  

In our experiences of seeing a pattern of low MQL to SAL conversion, this situation can usually be traced to 1 of 4 items or combo of items:

  1. No rigid acceptance criteria by the receiving function (SDRs) and/or no clear lead definition criteria agreed upon by sales and marketing – no accountability by parties or dashboards that can trigger non-compliance alerts and thus finger pointing.
  2. Too high of quantities of MQLs pushed to SDRs that are of low quality or low value – this is what we see most frequently as evidenced by actual conversion rates
  3. Lack of capacity of SDRs to execute on MQLs that marketing produces, so SALs are left untouched.
  4. SDR function that works for head of sales who is more motivated to do pure outbound ‘dial for dollars’ than to follow up on inbound.

Sometimes Marketing is unfairly asked to contribute even MORE to pipeline year over year across a flat or minimally growing budget against a weak conversion point that we spelled out above – we see that phenomenon quite a bit in the first quarter of the year.  In some cases, this calculation makes sense as investors want to see a more efficient sales/marketing engine as evidenced by a lower Cost of Customer Acquisition (CAC) over time.  However, Marketers are asked to make a “step function” change in CAC which is extremely risky to hit expectation wise.

There are ways to combat this increased pipeline challenge of marketing shouldering all the burden and other ways to improve revenue for the company that marketing can influence:

  • Fix the MQL to SAL problem – depending on the cause as identified above, one could address this overall conversion issue.
  • Reduce churn – with customer marketing, you can help drive better LTV and with better churn numbers, you can reduce the pressure sales AND marketing feel on generating new business – you have to generate fewer new MQLs to sustain revenue
  • Ask your CFO what he/she thinks about the sustainability of a step function change in CAC;  in our experiences, that is not a scalable solution in any SaaS environment, a good CFO will know that and may come to your defense.

Addressing any of these areas will help for better sales and marketing alignment, improved stakeholder satisfaction, and longer term tenure by a head of marketing.

What trends are you finding in your waterfall lead metrics?

by Jon Russo Jon Russo No Comments

What should I measure in Marketing?

As I mentioned in a previous post, as a former CMO with a passion to measure marketing impact on the business, I’m often asked by others ‘what should we measure in marketing?’  Let’s dive deeper into ideas of what to actually measure.

We typically see two models depending on whether you are trying to take business decisions from measurement OR if you are trying to ‘account’ (or justify) marketing investment.

Model 1 – CEO/Board reporting

  • If your board of directors or CEO are interested in marketing reporting, they are going to care a lot about cost of acquisition, particularly in SaaS based companies. Lifetime value is also a valuable metric to consider when it comes time for acquisition costs – in a SaaS model, measuring lifetime value by cohorts can be helpful.  These are typically manual measurements vs. system measurements.
  • The cost of customer acquisition, particularly in SaaS based companies is a manual calculation vs. a system calculation yet is very valuable for board level reporting. This acquisition can be more valuable if done by cohorts.
    • It goes without saying the CAC to LTV ratio from the above figures is also worth showing a trend on.
  • In the maturing stage of a SaaS company (i.e. beyond 7 years old), they’ll eventually want to see a decrease in total marketing investment relative to that of revenues – ideally revenues should be climbing at a significantly faster rate at that point relative to that of marketing investment.
  • Measuring performance in cohort retention in SaaS models are a must do – but again need context. Often times we’ll hear of 90% annual retention rate celebrated yet if you look at the cohort retention rate over say a 3 year or more span, the retention rate in cohort will average more like 66%.  Marketing has a huge upside in influencing retention in these longer cohort areas as a small change in retention adds to a substantial bottom line improvement; however, most marketers have very little incentive to invest their time here vs. acquisition.  This is where looking at compensation plans is critical.

Model 2 – Head of Sales/ Marketing Reporting

  • Sales may be more interested in what you in marketing are sourcing although in our experiences, this conversation can be tricky with a head of sales because you are ‘accounting’ for how a deal gets sourced – be careful with this one politically!
  • For those Account Based Marketing fans, Account engagement could be another CEO or Sales metric to measure – we’re seeing that boards of directors in SaaS companies are not yet asking for this metric, yet for an account based strategy, it is a leading indication of success.
    • Account engagement can be measured a number of ways or tiers – from an account with a contact that has some level of engagement beyond an email open (for example, download, webinar attendance, booth visit, demo – a ‘success’ metric’).
    • It can also be measured as an open stage 0 or stage 1 opportunity against the account, preceded by some period of time with a campaign attached to the contact related to the opportunity.
  • If you are measuring a lead based approach, there can be a variety of models to consider – first touch, last touch, and multi-touch are the most common.
  • Multi-touch attribution is best handled by 3rd party software in addition to you your marketing automation platform and CRM system. For multi-touch attribution, there are a variety of models to consider – even touch across all points, a W touch model, or you can with some software packages rank/rate the touches based on frequency.
    • In our client base, we have experienced vendors like Full Circle, Bizible, Terminus, LeanData, Engagio, and Calibermind to name a few.  Each have its strengths and weaknesses.
    • We also see Tableau or a visual tool layered ontop of an SQL database.
    • Lastly, Excel which has been around since the 1800s is also a tool we see deployed (just seeing if anyone actually reads these posts lol).

What are you measuring in Marketing today and how are you measuring it?

by Jon Russo Jon Russo No Comments

5 Foundational Questions of Marketing Measurement

5 Foundational Questions of Marketing Measurement

First of a 2 part series. 

As a former CMO with a passion to measure marketing impact on the business, I’m often asked by others ‘what should we measure in marketing?’   The temptation is to race right to the visual presentation level of dashboards.   However, it’s best to start with getting context.

While it’s probably the right question to ask, it’s often a difficult question to answer without context.  However, there are usually common questions to consider on the journey to this answer.

  1. Let’s start with the first one – what is your reporting objective?

There are two typical models of reporting objectives – first is to make business decisions from the reporting, the second is to make Marketing as a function that is accountable for their impact.

Our next article will dive more deeply into what to actually measure.

  1. What role are you in?

This can be complex – if you are ‘doing the work’ vs. ‘delegating the work’ there is a tendency in our clients of ‘doers’ to provide vanity metrics to their boss – web page visits, clicks, downloads.   ‘Doers’ that get promoted make that vanity metric connection to business impact – retention rates, new revenue growth, etc.  ‘Doers’ that also ask to get their compensation tied to pipeline performance are ahead of the curve relative to their peer set.  If you are the ‘C’ level leader of Marketing, the next post will dive into what exactly to measure from a business impact perspective.

  1. Who owns Salesforce?

This is a key question because getting marketing attribution done right relies on Salesforce process and methodology.   If marketing is the ‘owner’ which we find in about 30% of the cases, the ability to orchestrate change is much easier.  As a ‘guest’ in Salesforce, you then rely on others to help you execute that change.   Dashboarding inside or outside of salesforce could also be a function of who owns it and where is the information most credible.  We typically recommend dashboarding inside Salesforce.

  1. What state is your data in?

With data decaying at 3%/month due to people changing jobs (in a good economy!), a database without governance is like ordering a year’s worth of milk supply at your home thinking you will be good forever on your milk diet.  Data is at the heart of sales effectiveness, marketing effectiveness, and inside sales effectiveness – so much productivity is lost here because ‘no one owns the data’.  This is a critical function that also drives attribution.  So it’s prudent when measuring to know the exact state of your data.  We often recommend creating a dashboard for this data.

  1. What is your selling motion?

Are you a transactional sale?  An enterprise sale?  A sale involving partners?  A sale that has cold to qualify with a BDR function?  Each of these has dramatically different attribution needs and/or use cases in measurement.

 

What are you seeing as common questions or issues in measuring marketing?

by Jon Russo Jon Russo No Comments

Boston Marketo User Group – June Summary

Here are my notes from the June Boston Marketo User Group.  It’s a terrific user group having attended a few others on the east coast (DC, NYC, ATL), Boston seems to have the lead on making a great user group experience.

Thomas Zimmerman, Localytics

  • Compared the Marketo summit session topics and year over year summit performance
    • Lead Gen and Lead Lifecycles are ‘dead’ content wise vs. discussions around ABM and how to measure ABM (see below).
    • Underlying concern around budget and the ability to invest in new technologies – planning to use those technologies was a key conversation ahead of making the purchase of those technologies.
    • In slide two below (Buzzwords Y/Y), the percentage change is in topics year over year – so 0% represents no change in total topic count year over year.

 

MJ Hahn, Op Focus

  • Discussion around how companies could measure Sirius 2.0 waterfall
    • Discussed a SiriusDecisions measurement model in Salesforce that was persona driven where marketing creates the opportunity (which has process implications), avoids leads object altogether, and manages opportunity process through conversion
      • There was some customization to Salesforce but the SFDC customization was not entirely clear – eg. contact roles, related lists, custom objects, etc.
      • The discussion sounded like a ‘poor man’s’ Engagio implementation using a customized SFDC approach with weighted scores based on prospect sales and marketing engagement, difficult to tell how the model scales on score or persona change (e.g. do you need to manually update new scores?) but an intriguing model nonetheless.
    • Observation from Boston Marketo User Group leader – since Sirius 2.0 waterfall is new and typical sales cycles are 6-18 months long in B2B, the case studies at summit were basically implementation only, none spoke about actual ROI or results yet – but they expect at next year’s summit to start seeing results.

Jon Russo, B2B Fusion

  • Discussion around framework for ABM that was discussed at the Marketo Summit.
    • Starting point – baseline assessment
  • 5 key issues of ABM and MarTech we see in our engagements:
    • FOMO, Technology, and ABM Starting Point
    • Selecting the right targets (ICP, Accounts, Contacts)
    • Lack of the right ABM Intent Data strategy
    • Missing system and process requirements for ABM
    • Not hiring the right internal and external talent

 

Very few audience members had used intent data (2 in audience of 50) – a function the audience said of not having a clear enough need or the budget to execute on it, though most agreed the concept sounded interesting and relevant.

Of the 5 key issues, the topic of talent seemed to be the most challenging aspect many enterprises face.

Summary from BMUG Leaders:  Paul Green, Jody Spencer

Overall observations on Marketo Summit and SiriusDecisions Summit:

  • Reporting and analytics – there are not that many companies that figured out.
    • No one has Sirius funnel 2.0 figured out.
  • There aren’t a lot of companies embracing Artificial Intelligence (AI) – the feeling was AI is so over-hyped.  One audience member was using Conversica to handle lead responses.  Marketo has content AI.  Audience AI in Marketo.
by Jon Russo Jon Russo No Comments

Account Based Everything – Podcast

Devon McDonald, a Partner at OpenView Venture Capital spoke with me on a recent podcast on Account Based Marketing best practices.  Our conversation covered areas of how to get even more out of your ABM people, process, & technology investments based on our experiences to date.

Here is a helpful checklist summarizing that discussion and assumes the organization has already defined and agreed upon what the term ‘account based marketing’ means to them.   

 

  • ABM Roadmap to align Sales, Marketing & Executives

 

    • Strategy:  who is the ideal customer profile (ICP), what does he/she need?
    • Data:  how are leads connected to accounts?
    • Programs:  how customized is the content for the ICP?
    • Technology: what is the right mix of tools to enable your strategy across sales and marketing teams.

 

 

 

  • Developing an ABM strategy for long term success
    • Organizational ABM Framework:  are the key stakeholders defined and a roadmap for launching and optimizing ABM over the next 18 months?
    • Defined KPIs:  what are the key metrics essential to track during the early, mid, and late phases of your ABM program?
    • Pilot program:  what is your gameplan around creating a pilot program?

 

  • Baseline performance to set organizational expectations

 

    • Systems Health:  are existing systems supporting the right strategy and maximum capacity?   
    • Data Status:  are your account and contact universe complete?
    • Conversion and/or Business Process:  how will you treat accounts across sales and marketing?

 

  • Measure for impact & improvement

 

    • Data – what are the metrics around your target account profiles?
    • Data – what is the current state of account and contact data completeness?
    • What account waterfall metrics are applicable to your historical lead based model?

 

  • Lead Generation/Prospecting with ABM Accounts

 

    • Frequency:  how have you optimized for frequency?
    • Message:  what value add are you creating in each interaction?
    • Account intelligence:  how are you capturing intelligence around your target accounts?

 

  • People

 

    • Internal – are the right team skills in place?
      • Marketing
      • Sales
      • xDR
    • External agencies – agile?  Understand ABM & Systems?

Be sure to check out the full podcast here!

by B2B Fusion B2B Fusion No Comments

Digital Selling – 2017 MarTech Integration Challenges

In Morgan Stanley’s recent ‘Software Eats the CMO Suite’ survey, the number one business to business challenge for Chief Marketing Officers with their technology purchases is the inability to successfully integrate disparate technologies into a unified platform. This integration issue is also a consistent one we see across our enterprise client base and through informal polling of my professional network – the end result is a disjointed customer experience and an incomplete way to identify what marketing tactics are driving true sales/business results.

As a root cause of the issue, in larger enterprises, these platforms run cross organization – for example, internal IT ‘owns’ the data warehouse, whereas Marketing owns Marketing Automation. This ownership rift exacerbates the challenge of bringing disparate systems together with no one organization owning the integration aspect of systems like these.

There are at least two symptoms of the root cause of not being able to integrate platforms:

  • The inability to have a seamless customer journey so that the journey is one experience, not several disjointed automated experiences. We find this to be the fundamental driver of customer success.
  • Non-reportable, non-actionable data. Can’t correctly answer the question ‘what demand generation / online sales techniques are most effective with disparate islands of data?’  This situation is a sharp pain point for ANY CMO trying to attribute their performance to revenue.

So how does a CMO solve this complex integration situation in 2017? The integrated technology strategy CMOs should involve the following factors:

  1. Start with the end in mind – determine ‘what are you hoping to accomplish with an integrated strategy that drives the right customer experience?’ Get others in the organization to buy into that approach and assign a business owner to the process. This step is sometimes referred to as a ‘needs assessment’.
  2. Select the initial automation platform wisely and not hastily. A specific marketing automation choice dictates a significant part of your go to market strategy and your ability to integrate with partners to drive a seamless customer experience. Switching costs out of platforms are expensive and time consuming. Invest time in really understanding the partner ecosystem and/or hire someone who has that understanding, else risk wasting valuable time.
  3. Understand API capabilities on your chosen marketing automation platform – leveraging APIs is the ‘mortar between the data bricks’. There is a radical difference across each REST API of automation platforms. Some platforms will charge extra for use of the APIs. Be mindful or find a trusted partner who has done these kinds of integrations before as API work is often times non-core to the business.

As a B2B enterprise, what issues are you experiencing in cross platform integration?  What platforms do you most effective to automate your customer experience?   Would love to hear your comments!

Today’s blog contribution comes from Jon Russo, founder of B2B Fusion, a sales and marketing performance firm focused on connecting marketing investment to new revenue.  Enterprise clients include Anthem, Ricoh, Thomson Reuters, and Level 3 among others.  Jon currently serves on the Board of Directors for MOCCA, the leading enterprise association for operational excellence in Digital Marketing.  Prior to founding B2B Fusion, Jon held global CMO roles for 10 years in private and public technology companies in Silicon Valley, NYC, and Luxembourg.

by B2B Fusion B2B Fusion No Comments

2016: Where should an organization invest an incremental dollar in marketing?

At a recent New York City gathering of forty senior B2B marketing executives of the Marketing Operations Cross Company Alliance (MOCCA), the hottest 2016 marketing planning topics were people and investing an incremental dollar in data.

People:  Kathleen Schaub, VP of IDC’s Chief Marketing Officer Advisory practice, illustrated new industry research indicating 59% of technology firms having CMOs with tenure of two or fewer years; in addition, 25% of marketing roles today did not exist ten years ago.  With this amount of change on people, it becomes very challenging to find the right skillsets, thus the war on talent.

Yet given the critical importance of marketing tech and the sheer amount of hype that is in the market, IDC found it surprising in its research of nearly 100 technology firms that fewer than 2% of marketing staff are in dedicated technology roles.  IDC also finds that companies’ information technology teams still provide marketing with very little support. As marketing technology becomes a bigger part of marketing operations, some roles become “blurred” or ‘mixed’. In advanced organizations, the use of technology may be greater than strictly found in dedicated roles. IDC believes that the greater part of the growth in marketing technology and corresponding support roles is still in the future – compounding the need for these skills.

As customers move their buying process away from direct and inside sales representatives and towards digital buying patterns, organizations are also making that same shift to cut costs. This trend toward virtual sales is seen as model that blends 75% digital (web properties, digital assets, cognitive computing, analytics, and other automation support), and 25% person vs. what might have been a 100% human-based role ten years ago.

Data:  Schaub and Maggie Chan Jones, SAP Chief Marketing Officer, agreed that data is the number one area where a marketer should be making incremental discretionary investment.  Jones says that becoming a data-driven organization is one of her top priorities for her team.  “The great thing about big data is, it allows marketers to make smarter decisions in real time. Look at our events strategy. After a multi-year journey to elevate the strategy of our events with analytics and insight, our work was recognized by the ANA.” SAP won the Genius Award in the “Excellence in Analytics Driven Strategy” category, awarded to the brand applying the most advanced approach to allocating investments across marketing.”

The work of the SAP team has evolved to include survey insights and understanding attendee areas of interest through a process called “behavioral fingerprinting”, which uses sensors to understand audience traffic flow and areas of interest going into and out of the event. It also takes into account on-site focus groups and deep social media analysis to add the customer’s voice to the numbers and patterns emerging. The team is now in a position to react to heat mapping at the event – in real time – and redirect the flow of traffic to other sessions or areas of interest for the audience.

2016 is an exciting time to see the dawning of an accountable Marketing function with newer technology and people to drive this accountability.

B2B Fusion is a sales and marketing performance firm focused on generating higher quality leads through optimized technology, process improvement and marketing/sales alignment.  Led by Jon Russo, former technology/information services CMO, B2B Fusion analyzes funnel dynamics, improves revenue business processes and delivers best practice data and nurture strategies for enterprise clients like Anthem, Level(3) Communications, and Thomson Reuters. Jon currently serves on the Board of Directors for MOCCA, the leading enterprise association for operational excellence in Marketing.

by B2B Fusion B2B Fusion No Comments

3 Enterprise Lessons Learned from MME16

As part of Oracle’s Modern Marketing Experience (#MME16), over 2200 modern marketers listened to CMOs from Clorox, Sears, and Western Union share their data driven transformation journeys.  Eric Reynolds, CMO of Clorox commented on his digital transformation on how ‘it takes courage to start down a road where you don’t know where it will end.’  In this environment of constant technology innovation and the pressure to perform, many of us could relate to that statement.

Throughout the week, several other enterprise peers presented their digital learnings with an emphasis on the MarTech stack that best enabled their data driven decisions.  While there were several other announcements regarding the B2C Oracle Marketing Cloud, here were three other lessons learned from MME16 that B2B enterprise attendees could use as next steps to execute against.

  1. Speed matters. In his keynote address, Oracle CEO Mark Hurd called out the macro economic trends by framing up the pressure he and his peer CEOs are under to perform, correlating that pressure as to why we as marketers need to respond with tangible results.   With S&P 500 top line revenue growth nearly flat over the last five years and IT global spend down by over 5% in the last year, modern marketers need to move quickly, test, and experiment to achieve measurable results.
  2. Account Based Marketing (ABM) is more than just the new black. In her ABM breakout session, Meagen Eisenberg, CMO of MongoDB leveraged Eloqua and Demandbase among fifteen other marketing technologies for a new account based strategy, targeting and nurturing approach.   Meagen displayed her dashboards and revenue conversion rates on her ABM efforts.  Oracle announced an account based score and account nurturing capability that streamlines a manual Eloqua process; each could be valuable for marketers to consider as they plan their ABM strategy.
  3. Bringing order to data chaos through integration: Allen Wagner, head of Marketing Operations for Deltek, echoed a common theme of other enterprise presenters in finding a ton of value in utilizing the Eloqua API to connect islands of information.  Specifically, having the ability to pull and push data to and from disparate sets of data to Eloqua to personalize, segment, and report effectively was of significant importance in getting a complete view of his customer or prospect interaction.

From an informal attendee poll, several attendees felt the breakout sessions on company use cases of technology led by company spokespeople, not vendor or multiple panel members, provided the most valuable insight, more so than in years past.  Many of us left MME16 with a renewed focus, more urgency, and a clearer picture of where an overall Eloqua and Marketing cloud strategy fits as part of a MarTech cloud strategy stack to drive new digital customer acquisition.

Today’s blog contribution comes from Jon Russo, founder of B2B Fusion, a sales and marketing performance firm focused on connecting marketing investment to new revenue.  Enterprise clients include Anthem, Ricoh, Thomson Reuters, and Level(3) among others.  Jon currently serves on the Board of Directors for MOCCA, the leading enterprise association for operational excellence in Digital Marketing.  Prior to founding B2B Fusion, Jon held global CMO roles for 10 years in private and public technology companies in Silicon Valley, NYC, and Luxembourg.

by Jon Russo Jon Russo No Comments

LinkedIn Jumps into Marketing Automation

LinkedIn as a company is an innovator jumping into a new marketing automation market, leveraging their recent Bizo acquisition.   This is worthy of study.

linkedin

Here are strengths of the LinkedIn offer relative to that of marketing automation:

  • Their ability to target anonymous users with customized ad content relevant to the end user makes this a compelling offer
  • Their ability to reach these users on the LinkedIn network and off of the network makes this very compelling
  • Their autofill form capability which should in theory improve conversion (though few companies use this well today I find on marketing automation which major platforms have a similar capability)
  • The fact that LinkedIn sits on a treasure trove of accurate user data is helpful for any enterprise struggling with data quality

As for the future, here are some questions that come up:

  • Bizo integrates with marketing automation providers today such as Eloqua and Marketo, it will be interesting to see how LinkedIn develops their APIs on Bizo – will LinkedIn continue the open approach with APIs or like the rest of LinkedIn, will the APIs eventually be limited and those integrations get impacted?
  • How global of an offer this is, will it work best in English speaking countries where IP addresses are more known (US, England, Canada, Australia, Singapore, etc.) vs. globally like all marketing automation has the ability to do?
  • How does the data actually integrate with the CRM system when LinkedIn prides itself on owning its data and not selling it to others?

Pricing for enterprise is at least $25k/quarter.

Facebook is also dabbling in the marketing automation segment, although I’d expect that use case to be more B2C and commerce oriented vs. the enterprise approach LinkedIn is using.

We are in for an interesting new era in reaching prospects with relevant content facilitated by marketing automation!