Thanks to the growing adoption of technology in modern businesses, marketing teams are better able to prove their value to the C-suite using in-depth data. This has led to a shift in marketing priorities, from building exposure to generating revenue.
Recently, Sprinklr’s Vice President of Marketing Yoli Chisholm was interviewed by Sean Blackburn of Sweet Fish Media to discuss how companies can approach modern revenue marketing. Here are some highlights.
SB: You’ve mentioned 23 different platforms that Sprinklr can monitor through social Listening. Can you speak to keeping those different experiences all united under one banner?
YC: When you think about it, with a mobile phone and with social networks there are billions of conversations happening. Consumers belong to over 26 social networks, and are talking about your brand on millions of blogs and forums and review sites. The challenge for a marketing and sales organization is how you show up across all the touch points that are relevant to the buyer’s journey, and relevant to your product.
It’s a huge challenge to understand each of these channels and engage in an authentic way. With the fourth industrial revolution, we’ve seen how sales and marketing have evolved over time. With social and mobile phones, we’re back to one-to-one marketing. That has huge impacts on how you go to market both as a sales organization and as a marketing organization. You have to have the right mindset, the right skill set, and the right tool set to compete in this world, and actually show up when consumers want to engage with you.
SB: How do you help companies switch that mindset, from one-to-many, back down to a one-to-one conversation?
YC: You have to understand that the consumer is in control. They’re conditioned to expect better experiences, and they expect you to know more about them. It’s no longer just about access to tons of data, but how you use that information across business units.
We’re hiring data scientists on marketing teams. We’re hiring data journalists. We’re cultivating the skills to be able to do the analysis that delivers actionable insights.
The frontline community managers have to have a specific skill set. They have to be the kind of person who is curious to make a connection, engaging, and authentic. They have to represent the company’s brand values. They are the ones having one-on-one conversations with your prospects and your customers. The last thing is really the tool set. How do we make sure that there’s the infrastructure, the technology, martech, and adtech, and make sure that teams have access to the best and most innovative ways of creating that seamless experience for customers?
SB: You mentioned customer expectations changing, and wanting to align with companies they share values with. How do you center your team’s efforts around your customers’ values?
YC: You don’t want to be that company that’s called out for being tone deaf, which is sometimes a byproduct of a company that hasn’t expanded their insights and intelligence around their customers. It’s one thing to know your customers’ pain points, but do you know their values and beliefs? You have to have a pulse on what the data says about who your customer really is and what they care about.
On your teams, you need a diversity of voices and perspectives at the table so you can eliminate any blind spots. At the end of the day, you really want to be able to provide your teams with the right intelligence so their campaign can hit the right tone. It comes down to leveraging the right technology to have the right insights.
SB: I think that’s fascinating. It’s not what you think you are as a company, it’s really what your customers think you are, and what your customers think that you are saying. In the modern marketing team, many teams are fragmented and segmented in remote places at different time zones. How do we all stay on the same page?
YC: Companies that want to attract talented professionals have to be flexible and have the right technology and mindset to enable people to work anywhere. We have folks that work in the office, and folks that work remotely. We also have a unique organizational model where our inside sales team actually sits inside the marketing organization. The entire marketing team is oriented to make that team successful.
The other thing we’re doing is what we call social ABM (Account Based Marketing). It’s essentially a customer experience center that works with our sales team to drive outreach in social. Our community managers have the same target list that our sales team does. They are supporting the sales efforts with engagement.
We’ve had sales leads and meetings originate from social activities, through that one-to-one engagement. And we use our own technology — in Sprinklr we set up macros and rules to drive that engagement. If a target customer who is on our CRM list has engaged with a community manager on social, the account manager is alerted and they can see the activity in the same platform that the community manager is using. They use that social engagement as an ice breaker to engage with the prospect.
SB: What’s your advice for sales and marketing managers who want to create a team that reduces silos and takes social listening to the next level?
YC: You need the right technology. We’d love it to be us, and the technology exists today where you can move away from the point solution mentality to a platform. The challenge with point solutions is that they’re not connected. The cost of ownership is quite high and there aren’t seamless integrations. You want a platform that enables multiple business units to work together, and leverage use cases, and offers everyone a complete view of the customer. That’s one of the benefits of our technology. Reducing that silo between departments opens up a ton of insights.
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