The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 7 months 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 BDB revenue executive experience, a podcast dedicated to helping executives train their sales and marketing teams to optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the BB revenue executive experience. I'm your host, Chad Sanderson. Today we're talking about how to set marketing up with a revenue target. I know that's going to hurt a lot of people's feelings out there, and get rid of the gray areas of dollar attribution, turning your marketing into a Revenue Knowledge Center and why marketing should only go to market strategy. To help us, we have with US Christina del Villar, author of sway implement the grip marketing method to gain influence and drive corporate strategy. Christina, thank you for taking time and welcome to the show. Thank you so much for having me. I'm excited to talk about this subject. Yeah, so, before we jump in, always like to ask a question to the audience gets to knows a little bit better, and I am a big proponent of just understanding something you're passionate about that those that only know you through work or your professional life may be surprised to learn about you. Yes, so I blow glass. That's my my my passion, my pastime. Normally I, you know, kind of tinker and like ornaments and Pumpkins that sort of thing, but I did, I might, my father passed away a couple of years ago and I made a memorial heart out of out of his ashes, which was kind of cool. So that is what cool. Yeah, yeah, that's that's that's a lot of equipment and some hot and we do not do this at home. We have to go to a studio and through the the pandemic. I mean you're blowing glass and you have a partner and so it's really a bad it's really a bad thing to do during covid so I have not done it in a little in a little while, but hopefully we'll get back to the studio soon. accellent. That is that is awesome, very cool. I'd probably the one...

...of the coolest things I've heard from a pat as a pot in a while. So send you a Funkin. That would be awesome. I love it. I lovesome. So let's talk about the book. So writing a books not easy. Oh my gosh, I'm curious about the genesis. What entired, wouldn't you know, inspired you to tackle it and why this topic? Yeah, so I have been thinking about a book that would help marketing professionals for a long time now, and it really was just a matter of me being in the right head space and really trying to understand what it was that I wanted people to take away from it. And I have this funny story, like I had no idea like writing a book. I was like, I'm going to write a book and there's so much more that goes into it. And and so I learned that process right like literally, and I have this picture in my head of me like, you know, God, I'm gonna write a book and like dropping down this, you know, ream of parchment paper and taking out a quill and some ink and writing this great American Nonfiction Business Book. This is not how it happened at all. Had A laptop and it was all fine and Dandy, but but yeah, it was. There's there's a lot that went into writing the book. But for the the topic itself, again, I've been doing this for about thirty years now being go to market and marketing strategist and I never really thought about how I, you know, take companies and products and 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 anecdotal and storytelling, like, Oh my God, these are all the things that have happened to me, knowing that everybody could read and be like, Oh, yeah, I've been there, been there, been there, been there. Right, but all right, and it's still is like that. There's a lot of humor in the book and there's a lot of stories that I tell that I know people will be like yes, I understand that, but I also really wanted it to be more of a tool that people could use and and for me I just felt like marketers, marketers really are the backbone of every company, kind of to you know, your point in the introduction, like why should marketing, you know, own revenue? Why should we only go to market strategy? What is a Revenue Knowledge Center? Because marketing is the backbone of every company and...

...yet we get very little credit and we also have a really hard time showing our results in impact. And so I wanted to create a book that would help guide marketing professionals and anyone can use this. It'll help product it'll help sales, it'll help customer success. But my main target was on how to help marketing professionals build that trust and gain more influence so that they're not just helping meet those revenue targets, but they're also able to articulate the results and impact or having on those revenue results, which is a challenge. Has a story. Did you know my background? I started in marketing and my my NBAS and marketing. Then I moved into sales, but I can remember the the battles of no, no, this investment's going to well, please, that's right, challenging. This is story in the book where we did a Webinar and our sales cycle was normally twelve months and so we did a Webinar. We actually had eightyzero people attend the Webinar, which was totally crazy and insane. But the very next day the CEO and the GM of the that you know division we were looking at, they literally were like, well, how much revenue do we do we bring in in the last twenty four hours from this Webinar? I'm like, that's that's not how that works. So right, like it's sets, you know, you see, you have to figure out how to set those expectations. And and again, like marketing, marketers were great at marketing products and solutions, but we're really bad at marketing ourselves, which is kind of funny. And so in the title, and I want everybody who hasn't seen the cover of the book understand that Grit is actually g period, our period, I period t periods. So a lot of people are probably thinking, all right, grit I. You know, I understand. Great, but hey, when we're talking about this method, help help the audience understand what we're talking about, what it really means. Yeah, so grit. I don't know why I wanted to try. I feel like marketers are gritt either. You know, they have a lot of grid already, and so I just wanted to figure out if I could turn this methodology into some sort of acronym. But the the G stands for right, I don't know what, who knows what was going on that day.

But the G stands for go to market, and that really focuses on the go to market strategy and how marketers really need to have more participation in the development and implementation of that strategy. The are stands for 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 like write one pillar piece of content and leverage it over, you know, the next year for, you know, a hundred, two hundred different things that you could be doing, whether it's social media, blog post, infographics, that kind of thing, just really being super smart and and focused and effective with your with your content and programs. The I stands for intention because I feel like marketers, just by the nature of who we are, we're super friendly and approachable people and we get asked a lot of things and we get interrupted a lot on a daily basis, but we really need to be laser focused and intentional about everything we're doing, every minute we're spending, because we have a lot on our plate. And so that's what the I stands for, is really just being intentional about all the different programs were running and literally like every minute you're spending of every day, just being super intentional about it. and the t stands for the tools and technology, and that goes to all of the things that we need to be leveraging. Looking add owning from a tool standpoint, technology, you know, whether it is defining what our programs are going to be, running our programs and measuring our programs, anything like that. And so that's what the t stands from. That is the grip marketing method in a nutshell. There's a lot of it than that. I love it. Well, of course, of course. Right. So one of the things that we had that had email backforth bowder was in the prematorial was this concept of a Revenue Knowledge Center. Yeah, and it being housed in marketing. So I'm sure that there's some people wondering what that is. Would love if you could kind of break that down for yeah, definitely. I couldn't come up with an acronym for it. So it's just the Revenue Knowledge Center. But basically I feel really strongly that marketing already...

...owns a hundred percent of revenue. We whether we own an actual target, which I think we actually should, but a hundred percent of the revenue that the company has for its goals for any given quarter or a year. That really sort of sits on the back of marketing, whether it is helping define the features and functionality as part of the road map or pricing and bundling, you know, to all the top of the funnel, in middle of the funnel things we already do through campaigns and programs. We own the website, we own the brand, we own all the contents. It's going out there and obviously we're helping sales with sales enablement and working, hopefully working really closely with customer success for adoption and on boarding and expansion and renewal and so basically across that entire customer journey, marketing is already very much involved in that process and so we have, whether we really know it or recognize it or, you know, some maybe it's potentially more anecdotal or with years of experience, or maybe do have some data to show this, but marketing has a really good understanding of what those attributions were to those sales and what it is that we can do, what levers we can pull or should be pulling or pushing that will help us. So for me, maybe behind on our target what marketing is a really good source to go to to understand what kinds of campaigns we can do either to shorten the sale cycle or maybe pick some kind of promotion where we can actually expand the you know, from a like a one, two, three year a contract or things like that. And we have that, we have that knowledge, we know what needs to be done, and so I think that looking to marketing again, whether it is to help to find what the go to market strategy is or help in implementing that, but really we're the one to have a really good sense of where revenue is coming from. You know, whether it is that this particular lead source might take a shorter period of time to close or this other lead source or target might actually result in a higher purchase price, product or solution. We actually know all that information and and so we should definitely be thinking about ourselves as...

...that go to team within an organization that can really help both catapults and exponentially increased revenue, let alone when there are times when we needed to sort of close a gap, if you will, and this is a it's a slight change of perspective change, I mean if you think about it, but if you're compared and contrast, it's a kind of your experience. How will this help teams kind of pivot the way they're looking at what they do or how they do it compared to what they were doing historically that was provided and being 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. Marketers need to empower themselves and feel empowered to sort of have a seat at the table and start, you know, kind of taking over some of these roles that they that they haven't done yet. But it's really about building that trust internally, trust and influence internally, so that you can really help the company aligne better. I still feel like we all were all super busy, right and with just as an individual, we often work siload. As a team, we work siload, you know, not really kind of bringing in the rest of the organization. But I really feel like you need to do that. You need to understand what your corporate goals are, you need to understand what your customer journey is, you need to understand the go to market strategy and all of those need to be aligned. Otherwise, again, you're kind of spinning your wheels or your potentially, you know, doing work that somebody else might already be doing or is inconsequential and not helping meet the goals. And so that really is it's a huge mindset change. I've never I love sales and I feel like my job is to help make sure that sales has pipeline, that we get the revenue that we need to you and that everybody has the tools to do that. But even there's friction, you know, with with sales and product. There's friction with customers, success and sales and and that friction needs to go away and I think it's super easy way to do that really is just to start building some relationships. It's not even like rocket science, it's kind of common sense, but I feel like...

...that is where the focus needs to about. Right I you know, it's like, Hey, why not? Just got to coffee with your engineering buddy? It's really not that complicated, but it can have significant results in having that alignment, having that empathy, bringing in context a lot which which I think we miss out on a lot as well. And so, when we think about the changing landscape that were in thanks to the Lass Eeteen, twenty four months, how do you feel, or have you seen organizations adopt this approach or embrace this and and it enable them to be more responsive and what is becoming an even more dynamic business environment than we had seen before. Right it. You know, it's definitely it's definitely different and part of you know, I actually started writing this book prior to to Covid and one of the things that became really clear is, you know, in order some of the things that I had, you know, initially thought about is, when you're trying to build those relationships and collaborate more, you want to meet in person, right. It's so much easier to have empathy if that person is sitting next to you. But with Covid, we we just couldn't do that right. And so, you know, the philosophy remains the same. You still need to build relationships. It's just a question of how how you do that, and again, I think that we've were able, were able to do that and kind of have a sense of you know, whether it's the zoom or, you know, other other you know, coffee clatches, whatever, you what are you guys are doing in your own organizations. There's definitely room to do that. But I also think that it is it's really critical and I think this came up a lot with covid as well. It's just having that empathy, and people talked about having empathy for your customers, right or, you know, just really trying to understand what they were going through so you can help them and define better products and solutions or, you know, campaigns that would resonate with them, and I think that the same is true for these teams. Right there are people I know, like single parents, who suddenly had like two kids at home, one laptop. They're trying to like, you know, run a company, they've got these kids, like it just kind of went crazy, and just having that empathy for for each other, I think, really really helped a lot. And but I do...

...think that showing and a sort of displaying and helping people understand context became even more critical 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 figure out 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 the communication and relationship concept where you just really need to be working together on things, you know, showing the results. That's always going to be an issue because maybe the technology isn't there or you don't have enough of the right data. But even even beyond that, I think that there's a lot that that you can do with, again, just working really closely with folks and helping people understand how everybody fits into those goals and and that go to market strategy as well. I love it. I love it right. So let's Change Direction here a little bit. We ask all of our guests two standard questions, and the first is simply everybody out there is a PROSPEC. Today somebody's trying to sing right and I'm curious when somebody's trying to get in touch with you and they don't have a trusted referral in, there's not you know, you don't know somebody that knows them, so there's not this trust that's built in. What works for you when somebody's trying to capture your attention and earn 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, they be careful, be careful with that. You know, I definitely have a different personality than others, but I really appreciate it when people take the time to understand who I am. Right like I get a lot of my you can imagine, I get hundreds of emails every day with people soliciting for for things, and if they're like trying to like, like, I know that I'm successful, I know that I'm good at what I do. I don't need somebody telling me that. So that's not what I'm looking for. But when I'm looking for somebody who, like, maybe they listen to a podcast. They weren't just like kind of rolling me on on Linkedin. They like really got to understand what it is that I'm that I'm trying to accomplish, and understand how their...

...product or solution fits into that. So that's that is what I would look for. And again, obviously testimonials or things that my peers are are, you know, talking about. This is really critical for me as well. The other thing that I find a lot with with sales, and in this is again an area where I think marketing can help, is if you're telling me the same thing over and over again, like you've sent me five emails in your series, is literally telling me the same exact thing over and over again. If it didn't work in email one, it's not going to work in two, three, four, five or six. Right, I'm just saying, right, try, try something else. Right, when you can even say like okay, well, I guess that didn't work. How about this? Right, and so when you're when you're actually trying to figure out, like what is going to resonate, you know, I at least appreciate the effort. They're perfect ramics. The last question. Call it our acceleration insight. If you could tell sales, marketing or professional services people one piece of advice, just one that, if they listen to you, believe would help them hit work exceed their targets, what would it be and why? I believe they everybody needs to collaborate more means. We talked a little bit about this, but if you, if you're working again either siload or you're thinking about your goals as just your goals and not like how you're going to help the company as a whole, Excel. Doesn'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 I really feel like, you know, just getting getting to know your you know your colleagues within your own organization, you know the adjacent organizations that you work with and and really I'm like being being, you know, honest and authentic about about building those relationships. I think is pretty critical. Excellent. I love it. Great Advice. So, Christina, if people want to find the book, where do you prefer we send them? You can go to sway, the bookcom. That's probably the easiest. It's you know, it's you can purchase it anywhere, but but that's a good place to start. Awesome. And if we...

...want, if they want to talk to you more about these topics and reach out to you personally, the same place. We wants to send them somewhere different, I think a Linkedin's probably get Christina delvier again. Just don't tell me there it's. But yeah, I'm on. I'm on Linkedin quite often, so it's a good place, good place to start. Excellent. All right, Christine, I can't thank you enough for taking the time. It's been a pleasure to have you on the show. Yes, thank you, excellent. Thank you so much all right everybody that does it. For this episode, you know, the drill be to be REV exactcom share with friends, family co workers. If you like what you hear, leaves to review on Itunes. Until next time. We have value selling associates for show nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure that you never miss an episode, subscribe to the show and Itunes or your favorite podcast player. Thank you so much for listening. Until next time,.

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