John brings more than 20 years of experience as a B2B technology marketing executive to the Portfolio Marketing Research Service. He has successfully launched new industry and platform solutions, built and executed go-to-market initiatives, and developed and implemented matrixed marketing models across product, industry, and regional field marketing teams.
One of the biggest problems with target marketing is the lack of facts — and reason — to support the process. Most marketers — and the organizations they work for — operate under the principle of who could buy rather than who will buy. Those who target too broadly expose both marketing and sales to significant waste in the demand creation process. In this report, we introduce the concept of relative targeting, a concept that helps organizations focus their demand creation efforts on the world of probability.
Portfolio marketers are responsible for defining target markets and understanding buyers to support audience-centric go-to-market strategies. However, many portfolio marketers struggle to determine what data is needed to support good decision-making — and where to get it. In this report, we examine the key business questions that portfolio marketers must consider and describe the required data along with the relevant interlocks to ensure access.
Equipping the roles who interact with buyers and customers with knowledge is a key facet of an overall revenue enablement strategy. This effort requires collaboration between portfolio marketing and other functions responsible for enablement, such as sales, marketing, customer, and partner teams. An understanding and appreciation of learners’ roles, daily tasks, workflows, and capacity for taking on new information is essential to successfully deploying knowledge enablement programs. This report explains how to deliver and optimize information to buyer- and customer-facing roles to improve their interactions, which is the fifth step of the Knowledge Enablement Model .
Organizations that wish to grow by identifying new markets or targeting new buyers need a standardized process to choose the best growth opportunities. By taking a structured approach, organizations can better identify, prioritize, and select opportunities that match their capabilities and competencies. Marketers should leverage The Growth Discovery Toolkit to aid the organization in selecting and executing on the best growth opportunities.
The purpose of portfolio marketing is often defined differently across organizations, so leaders must clarify the team’s role. The portfolio marketing charter provides a raison d’être that the team can rally behind and a clear description for the entire organization of what it should expect from portfolio marketing. By establishing goals and responsibilities across the team, the charter sets consistent standards for the team and creates reliable expectations for key stakeholders. In this report, we describe the key components of the portfolio marketing charter and define the team’s purpose within the organization.
There are advantages to addressing individual personas with specific, needs-based messages. However, most B2B buying decisions involve a group of people, so providers also sho uld identify the right opportunities to address the buying group as a whole . In this report, we discuss how to activate messaging developed for B2B buying groups.
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