The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 1 month ago

Turning Marketing into a Revenue Knowledge Center w/ Christina Del Villar

ABOUT THIS EPISODE

Who owns the Go to Market strategy, and why is the correct answer marketing? 

Before you get into the octagon to fight this out, it’s important to look at revenue and the go to market strategy through a different lens. 

Which is exactly why our guest on this episode of the B2B Revenue Executive Experience was such a huge get. Christina del Villar is the author of Sway: Implement the G.R.I.T. Marketing Method to Gain Influence and Drive Corporate Strategy, and in this episode, she dropped so many knowledge bombs on us. 

Among the things we talked about: 

- The G.R.I.T. marketing method

- Getting rid of the grey areas of dollar attribution

- Turning marketing into a revenue knowledge center

- Why marketing should own the Go to Market strategy

Now that you know how to employ buyer-first principles, are you ready to take a deeper dive into the role data should play in your organization, or learn all about sales enablement 3.0? Check out the full list of episodes: The B2B Revenue Executive Experience. 

You're, listening to the B to b revenueexecutive experience, a podcast dedicated to helping executives, traintheir sales and marketing teams to optimize growth, whether you're lookingfor techniques and strategies were tools and resources. You've come to theright place. Let's accelerate your growth in three two one: welcome everyone to the betorn executive experience. I'm your host Chad Sanderson todaywe're talking about how to set marketing up with a revenue target. Iknow that's going to hurt a lot of people's feelings out there and get ridof the gray areas of dollar attribution, turning your marketing into a RevenueKnowledge Center and why marketing should only go to market strategy tohelp us. We have with us, Christina del Villar, author of Sway, implement thegrip marketing method to gain influence and drive corporate strategy Christinea thank you for taking time and welcome to the show. Thank you so much forhaving me. I'm excited to talk about this subject, yeah. So before we jumpin, I always like to ask a question. So the audience gets Sonoo a little bitbetter and I am a big proponent of of just understanding. Something you'repassionate about that. Those that only know you through work or yourprofessional life may be surprised to learn about you. Yes, so I blow glass,that's my passion! My past time. Normally, you know kind of tinker inlike ornaments and Pumpkins that sort of thing, but I didmy father passed away a couple of years ago and I made a memorial heart out ofout of his ashes, which was kind of cool, so that is what I be cool, yeahyeah at that's a lot of equipment and some hot you it. We do not do this athome. Okay, we have to go to a studio and throughthe the pandemic I mean you're blowing glass and you have a partner, and soit's really a bad. It's really a bad thing to do during coved, so I have notdone it in a little in a little while, but hopefully we'll get back to thestudio soon excellent, that is, that is...

...awesome, very cool at probably the oneof the coolest things I've heard from a pat as a past in a while, so I'll, sendyou a funk in. Oh, that would be awesome. I love aLotos. Let's talk about the book, so writing the books, not easy. Oh my gosh,I'm curious about the genesis. What tired what you know inspired to tackleit and then why this topic yeah. So I have been thinking about a book thatwould help marketing professionals for a long time now, and it really was justa matter of me being in the right head space and really trying to understandwhat it was that I wanted people to take away from it, and I have thisfunny story like I had no idea. Like writing a book. I was like I'm going towrite a book and there's so much more. That goes into it, and- and so Ilearned that process right, like literally- and I have this picture inmy head of me, like you know, go I'm going to write a book in like droppingdown this. You know ream of parchment paper and taking out a quill and someink and writing this great American Non Fiction Business Book. This is how ithappened at all had a laptop, and it was all fine and Dandy, but but yeah itwas there's there's a lot that went into writing the book, but for the thetopic itself. Yeah I've been doing this for about thirty years, now being a goto market and marketing strategists, and I never really thought about how I you know: take companies and productsand solutions to market, but there really was a methodology and originally,when I started thinking about this book, it was going to be more like anecdoteand story telling, like. Oh, my God. These are all the things that havehappened to me. Knowing that everybody could read it and be like Oh yeah, I'vebeen there been, there have been there, ve been there right, but all right, andit still looks like that. There's a lot of humor in the book and there's a lotof stories that I tell that I know people will be like. Yes, I understandthat, but I also really wanted it to be more of a tool that people could useand- and for me, I just felt like marketers marketers really are thebackbone of every company kind of to you know your point in the introductionlike. Why should marketing you know own revenue? Why should we only go tomarket strategy? What is a Revenue Knowledge Center, because marketing isthe backbone of every company, and yet...

...we get very little credit and we alsohave a really hard time showing our results and impact, and so I wanted tocreate a book that would help guide marketing professionals and anyone canuse this it'll help product it'll help sales. It will help customer success,but my main target was on how to help marketing professionals build thattrust and gain more influence, so that they're not just helping meet thoserevenue targets, but they're also able to articulate the result, an impact orhaving on those revenue results which is a challenge. Is it store? I Oh youknow my background. I started in marketing and my my Mbas and marking.Then I moved into sales, but I can remember the the battles of no no. No.This investment is going to well right in there's a story in the book where wedid a webinars and our sale cycle was normally twelve months, and so we did awebinars. We actually had eighty sand. People attend the Webinars, which wastotally crazy and insane, but the very next day the CEO and the GM of the Ithat you know, division we were looking at. They literally were like well howmuch revenue do we do we bring in in the last twenty four hours from thisWeben arm like that's, that's not how that works. So right like it's sets, you know you,so you have to figure out how to set those expectations and and again mymarketing marketers were great at marketing products and solutions, butwe're really bad at marketing ourselves, which is kind of funny, and so in thetitle, and I want everybody who hasn't seen the cover of the book n understandthat Grit is actually g period or period. I period t period, so a lot ofpeople are probably thinking all right. Grit N, I understand grit, but whenwe're talking about this method, help help the audience understand what we'retalking about what it really means, yeah so grit. I don't know why I wantedto try, I feel like marketers are grit either. You know they have a lot ofgrit already, and so I just wanted to figure out if I could turn thismethodology into some sort of acronym, but the the G stands for right. I don'tknow what who knows what was going on...

...that day, but the G stands for go tomarket and that really focuses on the go to market strategy and how marketersreally need to have more participation in the development and implementationof that strategy. The R stands for a repeatable, predictable and measurable,and that really looks at sort of your content and program strategy like why?Are you being smart about the programs you're developing? Are you able to likewrite one pillar piece of content and leverage it over? You know the nextyear, for you know a hundred two hundred different things that you couldbe doing, whether it's social media, blog post in Phorai, that kind of thingjust really being super smart and and focused and effective. With your withyour content and programs. The eye stands for intention because I feellike marketers, just by the nature of who we are we're super friendly andapproachable people, and we get asked a lot of things and we get interrupted alot on a daily basis, but we really need to be laser, focused andintentional about everything we're doing every minute, we're spending,because we have a lot on our plate, and so that's what the eye stands for isreally just being intentional about all the different programs are running andliterally like every minute, you're spending of every day, just being superintentional about it, and the tea stands for the tools and technology,and that goes to all of the things that we need to be leveraging. Looking atowning from the tool standpoint technology, you know whether it isdefining what our programs are going to be running. Our programs measuring ourprograms, anything like that, and so that's what the t stands for in that isthe grit marketing method in a nut. Shell there's a lone within that. Ilove it of course, of course right. So one ofthe things that we had that had emailed back forth bouter. What was in thepremature was this concept of a revenue, knowledge, center, yea and it beinghoused in marketing. So I'm sure that there's some people wondering what thatis, would love if you can kind of break that down for it yeah. Definitely Icouldn't come up with an acronym for it, so it's just the Revenue KnowledgeCenter, but basically I feel really strongly that marketing already owns ahundred percent of revenue would be...

...whether we own an actual target, whichI think we actually should, but a hundred percent of the revenue that thecompany has for its goals for any given quarter or a year that really sort ofsits on the back of marketing, whether it is helping define the features andfunctionality is part of the Road Map or pricing and bundling you know to allthe top of the funnel and middle of the funeral things we already do throughcampaigns and programs. We on the website we own the brand we on all thecontent, that's going out there and obviously we're helping sales withsales, enablement and working, hopefully working really closely withcustomer success for adoption and on boarding and expansion and renewal, andso basically, across that entire customer journey marketing is alreadyvery much involved in that process, and so we have whether we really know it orrecognize it or you know M, maybe it's potentially more anecdotal or withyears of experience or maybe do have some data to show this. But marketinghas a really good understanding of what those attributions were to those salesand what it is that we can do what levers we can pull or should be pullingor pushing. That will help us so for maybe behind on our target. What mealmarketing is a really good source to go to to understand what kinds ofcampaigns we can do either to shorten the sales cycle, or maybe pick somekind of promotion where we can actually expand the you know from a like a oneto three year, a contract or things like that, and we have that. We havethat knowledge. We know what needs to be done, and so I think that, lookingto marketing again whether it is to help to find what the good o marketstrategy is or help in implementing that, but really we're the ones whohave a really good sense of where revenue is coming from. You knowwhether it is that this particular lead source might take a shorter period oftime to close, or this other lead source or target might actually resultin a higher purchase, price product or solution. We actually know all of thatinformation, and- and so we should...

...definitely be thinking about ourselvesas that go to team within an organization that can really help bothcatapults and exponentially increase revenue, let alone when there are timeswhen we need to sort of close a gap. If you will- and this is it's a slightchance of perspective change- I mean, if you think about it, but if youcompare trasete kind of you know your experience, how will this help teamskind of pivot the way they're looking at what they do or how they do itcompared to what they were doing? Historically, that was provided Yeattonbeing the center of the organization Yeah. Absolutely I think I like you're,saying it's a mindset, change right and it's not just for marketers marketersneed to empower themselves and feel empowered to sort of have a seat at thetable and start you know kind of taking over some of these roles that they thatthey haven't done yet. But it's really about building that trust internally. Itrust and influence internally so that you can really help the company a linebetter. I still feel like we all were all super busy right and with just asan individual. We often work Siloa as a team. We work siloed, you know notreally kind of bringing in the rest of the organization, but but I really feellike you need to do that. You need to understand what your corporate goalsare. You need to understand what your customer journey is. You need tounderstand, they go to market strategy and all of those need to be aligned,otherwise, again you're kind of spinning your wheels or yourpotentially, you know doing work that somebody else might already be doing oris inconsequential and not helping meet the goals, and so that really is it's ahuge mindset. Change I've. Never I love sales and I feel, like my job is tohelp make sure that sales has pipeline, that we get the revenue that we need to,and then everybody has the tools to do that. But even there's friction youknow with with sales and product there's friction with customer successand sales, and that friction needs to go away and I think a super easy way todo. That really is just to start building some relationships. It's noteven like rocket science, it's kind of common sense, but I feel like that iswhere the focus needs to o right. Like...

...you know, it's like hey, why not justgot to coffee with your engineering buddy. It's really not that complicated,but it can have significant results in having that alignment. Having thatempathy, bringing in context a lot which which I think we miss out on alot as well, and so when we think about the changing landscape that we're inthanks to the Pathelin twenty four months, how do you feel or have youseen, organizations adopt this approach or embrace this and it enable them tobe more responsive and what is becoming an even more dynamic businessenvironment than we had seen before? Right? You know it's. Definitely it'sdefinitely different and part of you know. I actually started writing thisbook prior to to Covin and one of the thingsthat became really clear. Is You know in order? Some of the things that I hadyou know initially thought about is when you're trying to build thoserelationships and collaborate more, you want to meet in person right, it's somuch easier to have empathy if that person is sitting next to you, but withcod. We we just couldn't do that right, and so you know the philosophy remainsthe same. You still need to build relationships. It's just a question ofhow how you do that and again. I think that we were able we're able to do thatand kind of have a sense of you know whether it's Tuso or you know otherother. You know coffee clatches, whatever you. What are you guys you'redoing in your own organizations? There's definitely room to do that, butI also think that it is it's really critical and I think this came up a lotwith Covin as well as just having that empathy and people talked about havingempathy for your customers right or you know, just really trying to understandwhat they were going through. So you can help them and define betterproducts and solutions, or you know, campaigns that would resonate with them,and I think that the same is to for these teams right. There are people, Iknow like single parents who suddenly had like two kids at home, one laptopthey're trying to like you know, run a company they've got these kids, like itjust kind of went crazy and just having that empathy for for each other. Ithink really really helped a lot, and...

...but I do think that showing and a sortof displaying and helping people understand context became even morecritical because you weren't having those face to face meetings and context,is super simple. It's just saying like this is this is what I'm up against.These are my goals, and this is how I'm going to get there, but let's figureout like what yours are, so that we can align those more closely and so again.I think that it's just a matter again. It kind of goes back to thecommunication and relationship concept where you just really need to beworking together on things you know showing the results. That's alwaysgoing to be an issue, because maybe the technology isn't there or you don'thave enough of the right data, but but even even beyond that, I think thatthere's a lot that that you can do with again just working really closely withfolks and helping people understand how everybody fits into those goals and andthat go to Marcus strategy as well. I love it lit right. So, let's ChangeDirection here, a little bit. We ask all of our guess two standard questionsand the first is simply everybody out. There is a prospecttoday somebody'strying to sound right and I'm curious when somebody's trying to get in touchwith you and they don't have a trusted. Referral and there's not you know youdon't know somebody that knows them. So there's not this trust, that's built inwhat works for you when somebody's trying to capture your attention andearn the right to time on your calendar yeah. For me, it's humor usually works,but humor humor can be subjective. So I'm not, you know, be careful and becareful with that. You know I definitely have a different personalitythan others, but I really appreciate it when people take the time to understandwho I am right. Like I get a lot of my you can imagine, I get hundreds ofemails every day with people soliciting for things and, if they're like tryingto like like I know that I'm successful, I know that I'm good at what I do. Idon't need somebody telling me that, so that's not what I'm looking for, butwhat I'm looking for, somebody who, like, maybe they listen to a podcastthey weren't, just like kind of tolling me on unlinked an they like, really gotto understand what it is that I'm that...

I'm trying to accomplish and understandhow their product or solution fits into that. So that's. That is what what Iwould look for, and again obviously testimonials or or things that my peersare. Are you know talking about? This is really critical for me as well. Theother thing that I find a lot W H with sales and- and this is again an areawhere I think marketing can help is, if you're telling me the same thing overand over again, like you've sent me five emails in your series is literallytelling me the same exact thing over and over again. If it didn't work inemail, one, it's not going to work in two three, four five or six right, I'mI'm just saying right. Try Try something else right and you can evensay like okay. Well, I guess that didn't work, how about this right andso, when you're, when you're, actually trying to figure out like what is goingto resonate, you know at least appreciate the effort there perfectRivis. The last question call it our acceleration insight if you could tellsales marketing or professional services people one piece of advice,just one that if they listen to you believe I would help them hit whereexceed their targets. What would it be and why I believe Thein everybody needsto collaborate more. We talked a little bit about this, but if you, if you'reworking again, either SI load or you're thinking about your goals as just yourgoals and not like how you're going to help the company as a whole exceldoesn't matter if you're in sales or marketing or product or anything right,if you're not working together, then it's just not as effective, and so Ireally feel like you know, just getting getting to know your. You know yourcolleagues within your own organization. You know the adjacent organizationsthat you work with and and really I'm like being being you know, honest andauthentic, about about building those relationships. I think it's prettycritical excellent. I love it great advice soChristina. If people want to find the book, where do you prefer we send them?You can go to sway the book Com. That's probably the easiest, it's you know it.You can purchase it anywhere, but but that's a good place to start also andif we want, if they want to talk to you...

...more about these topics and reach outto you personally to the same place or we wanted to send them somewheredifferent, I think got at Lindon's, probably good, Christina deviare. Againjust don't toll me there, but it's but yeah, I'm on I'm on Lindon. Quiteoften so it's a good place good place to start excellent. All right, becauseyou know I can't thank you enough for taking a time. It's been a pleasure tohave you on the show Ye. Thank you excellent. Thank you. so much all right,everybody that does it for this episode. You know the drill be to be reexaminewith friends, family co workers feel like which you hear Lewis to review onitunes. Until next time we have valise Ling associates with show nothing, butthe greatest success you've been listening to the B TobRevenue Executive Experience to ensure that you never miss an episodesubscribe to the show in Itunes for your favorite podcast player. Thank youso much for listening until next time. I.

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