Why your B2B marketing plan may be worthless
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Why your B2B marketing plan may be worthless


Marketing creates a plan It’s a great marketing plan and any
dispassionate viewer would say it’s just a beautiful marketing plan but it’s
completely and utterly worthless. If Marketing has a great plan but nobody else buys into it, then it’s an useless plan. I’m gonna show you today, how to get Buy-In to the plan and the planning process. In our research into alignment, we found that each department, if they own the
planning process, they introduce different flaws. If Sales owns it, Marketing owns it, Finance, Operations et cetera. Each of them introduces a different flaw to the plan. And the only real answer is to get them to plan it together. in fact we found that if they do plan it together, then you can generate sixty percent more out of the marketing function, if all of those functions plan together. The problem with joint
planning is what we all know as Group Think. You know how it goes, you get a bunch of people together and the loudest person in the room influences things unreasonably and
often unhelpfully. There was a book written in 1841 by Charles Mackay a Scottish Journalist and basically, in fact let me get the title
for you correctly, It is “Extraordinary Popular Delusions and the Madness of Crowds” it basically describes what you and I now know as Group Think. Well in 2004 there was a response to that book written it took a while. By James Surowiecki. And Surowiecki argued that there are certain occasions when the collective wisdom is better
than the individual wisdom and he set out to find when are those occasions and how can he replicate them and that’s what we’re going to talk about today. So when are ‘We’ smarter than ‘I’? When is the collective smarter than the
individual? So in his book, ‘The Wisdom of Crowds’, Surowiecki looks for the answer to that question and what he basically concludes is this You need the aggregrate of genuinely independent thought. In
other words Take soundings, multiple soundings but independent soundings. Aggregate that
view and then debate the collective view.
It’s the aggregate of genuinely independent thought that we
need. Your leadership team needs to choose the right problem and
needs to do it together In a moment I’ll show you how we do that
in Funnel Plan but first I’m gonna do two things.
Firstly I’ll show you the conclusion and share with you what Surowiecki taught us and secondly I’m going to invite you to
receive more blog like this but let’s get the conclusion first. Well
clearly Buy In is key. I want to tell you a quick story about gaining buy in We work for the client to build their Funnel
Plan and in the process of building a Funnel Plan there’s a big moment where you choose what problem is that you’re going to focus on and to get to that moment, we did some
analysis using a bubble chart looks a little like this one here and in
that bubble chart the problem that clearly was the best
choice was coloured red. Now in the bubble chart here, you can see that it is gold. But stick with me on the story for the moment, the one that they chose
was red. and what they did was really interesting
after they had made this big decision on what problem they were going to focus on Again, what problem from the available
options were they going to focus on They did a couple really clever things
firstly the R&D department, you know the guys who
make new stuff the R&D department got renamed and they were renamed to the Red Dot Department. Why? Because everyday and every time they walked in that door they knew that their job was to find clever
new ways to solve that problem The one that they had chosen. Again on this it’s a gold bubble, but you
get the idea in a case that chosen a red one and every day they were reminded that their job was to find clever new ways to solve that problem. The second thing
they did was that they were having one of their tactics were these events,
like boardroom lunches and they called them internally, the Red Dot
lunches Why? To remind everybody involved that
the purpose of this lunch was to get their buyers troubled about that problem. Small little activities there but it gained significant buy-in and reminders that this is why we’re doing what we do So you need to choose it together and
you need to commit to it If you enjoyed this blog and would like to
receive others, then go to mathmarketing.com/blog mathmarketing.com/blog mathmarketing.com/blog and subscribe to one of the two options
there either get the blog as it comes out twice a week. The video blog once a week. But there’s another blog that comes out once a week. You can subscribe to that address. Or
again, if you go to mathmarketing.com/blog mathmarketing.com/blog you can also subscribe to Funnel Vision.
Which is a once a month editor’s grab. We select the best from the blogs for the month plus some articles from our wiki, and a few other juicy bits put them together in a single very short email, we send out once a
month. So go to a mathmarketing.com/blog mathmarketing.com/blog and choose which option you would like to receive these blogs in the future Okay so here’s how we do this in Funnel Plan Firstly go to the Problem section and
select Rate Problem and add any user, now think about all of the
factors that would make one problem more attractive than others and rate each of the problems according
to you how well they score on those combined factors. Do the same then for Strength. What are all the factors that would make you strong at solving one
problem compared to another? You’re going to think of factors like do we have a compelling proposition? Are we recognized in solving that
problem? Do we have some cost advantage
compared to our competitors? and based on those scores you’re going to have attractiveness scores which might indicate perhaps, how
fast is it growing, how big is the problem how profitable would it be for anybody to solve those problems us or anybody else. Other factors. Get the
attractiveness factors and the strength factors and you rate each problem according to each. Here we’re adding one user and now we’re can add in another user and capture their independent scores. Notice we also have a row here for Size Even though Size is really an attractiveness
factor and we normally include it in attractiveness factors, it’s so important all on its own and we want to capture that. And so we rate each of the users according to each of their scores and then we take a look at the aggregate
view now you can see that it table in the
Choose Problem tab under Problems, Choose Problem you can
also see it in the Funnel Plan itself, by opening the PDF and taking a look at the bubble chart, represented by those scores, represents those scores. In the end it’s all about making a
choice, so look at the various options and some of them will
have excluded themselves even though they held some appeal they didn’t hold as much appeal as others.
Exclude those get down to the best few and choose
the one that ideally is very attractive and for which you’re
very strong at solving it, that will be perfect. if you can’t, that at least find one
that’s very attractive that you think you can become stronger solving. Choose that and then commit. The key here is not doing it on your own
and then selling your version of the truth. form that together. Format that view together. Get together Plan it, choose together and then commit. May your funnel be full and always flowing.

About Ralph Robinson

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