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[Tech Marketing Feature] It’s taking longer to close sales than it did this time last year, or even earlier this year. Many companies are making decisions more slowly. There’s a good chance your company is among the slower movers. When possible, companies are purchasing more incrementally, putting a toe in the water to purchase only what they believe they need. Buyers are decidedly risk averse. We know the economy is to blame, but it’s time to be proactive. What do we do about it?

The good news is that opportunities still exist. But while it’s taking longer to move prospects through the funnel, marketers need to put programs in place to impact these lengthening sales cycles—today. Here’s how:

1. Continue your direct marketing programs. Now more than ever, you need to communicate consistently with your buyers and prospective buyers. Resist the knee-jerk tendency to cut this aspect of your marketing budget. Your clients need to keep hearing from you. They need to know that you’re solving problems for companies like there’s. They need to be able to trust you with their money and time. And they need to know that you’re a source of stability, not risk. Well executed ongoing direct marketing programs can help you accomplish this. If you make the mistake of going silent, your buyers will go to a competitor that’s still making noise.  

2. Maintain and boost credibility. Help prospects and existing clients feel good about purchasing from your organization with a credibility, or public relations program. Credibility can appear in various manifestations from bylined articles and blogs to coverage in trade and news press. Awards for financial excellence or leadership can also be important. Make sure you leverage this credibility and your prospects and customers are aware of it. Ask yourself what mediums your organization and key players should be featured in to impact your buying base. Then map out a strategy to do it. Tie your credibility programs in with your direct marketing program for maximum synergy.

This is no small undertaking. If you are serious—and smart—about public relations, it can yield very big returns. PR takes time, strategy and talent. Expect PR budgets to be cut. This is a good thing for those of us who continue to diligently make an impact with credibility programs.

3. Lead with cost savings. There is no better time to lead with ROI and cost savings than when spending tightens among your buyers. If this benefit applies to your offerings, are you leading with it? If not, buyers will pick competing products or services with marketing messages that clearly offer a tangible return on investment. Of course, this won’t apply to all products and services, but to the extent you can save money and time, make that message clear.

4. Let your clients talk for you. Another way to overcome your audience’s potential fears of risk is to leverage your client base and let them do the talking for you. Peers can communicate your value proposition much more effectively and meaningfully than you can. Use testimonials from your biggest fans and make sure they are featured prominently in your marketing materials and mediums. Video testimonials are even better. There are many clever ways of making these testimonials work, from having them on your home page or blog, to linking from YouTube.  

5. Don’t be a loser. Everywhere I go I talk with executives who have had to lay off employees, talented professionals who’ve gotten the axe, and sales and marketing experts who are feeling the pinch. But generally, there are two responses. There’s pity and foreboding in one corner. Then there’s optimism, will and drive in the other. As a marketer for your business, keep those stark contrasts in mind and always remember that people want to surround themselves with winners, trust winners and give their business to winners. In all of your marketing activities, create programs worthy of a winning company, and harness the attitude of a winner.

6. Get with the strategy. What do you want to communicate about your company, products, etc? Is it your ubiquitous market penetration, dominance in an industry, product innovation, new line of business? If you’re going to be true to your goal of moving prospects through the pipeline, you need to be strategic in what you’re telling your audiences and why. Make all the programs you’re putting in place hit hard on that theme, and do it consistently, creatively and in a way they will remember.

Keep this strategy in mind and lead with messages that matter, consistently, and in meaningful ways. And watch those slow movers pick up the pace and decide to give you their business. Just remember to track the programs you put in place and the status of that pipeline so you’ll be able to demonstrate that those cycles shortened because of your marketing insight.

One more note from today’s Washington Technology newsletter. The same slowing trend is occurring with mergers and acquisitions. Read more here: http://www.washingtontechnology.com/print/23_16/33816-1.html.

Right about now, it can be easy to let ourselves get down. From the most recent Dow drop, to our shrinking 401k values, to having our marketing budgets either slashed or frozen. Sometimes the silver lining is hard to find.

Clients, colleagues and friends—even the optimistic ones—have shared that they’re bracing for a difficult 2009. Their venture capitalists are cautioning them to be very careful with spending. Tech service providers in the financial services sector are expecting—though not yet fully experiencing—repercussions. Manufacturers aren’t reimbursing marketing spending as they have in the recent past.

The bottom line: many are hoping to finish 2009 with flat growth.

But as marketers, we have the power to create success and drive revenue for our organizations. We have the potential to represent differentiators for the companies we represent. 

Six Ways Marketers Can Create Corporate Success

Tomorrow is uncertain, my fellow marketers. But some things are for sure. In uncertain times like these, we need to double back and remind ourselves of the certainties we do have. We know what we know and the principles of sound marketing remain the same. Marketing will still drive revenue growth. Profits are still being made—and they will continue to be made. Smart, innovative, well-managed companies will succeed. Some will flourish. Here’s howe we can drive our companies to come out ahead:

1. Remember the basics.

This is also a euphemism for “keep it simple, stupid.” The basics of tried and true tech marketing are the same. They’re even more important when budgets tighten. Now more than ever, you must demonstrate your value proposition in a way that differentiates you from your competitors. Revisit your company’s high level messaging. Is your value statement compelling?  Be clear and motivational in leveraging past performance. Now more than ever, talk about ROI.

2. Be positive.

Some days this is easier than others. (Has the Dow dropped since you began reading this?) But it’s important for us to focus on the positive. Focus on our achievements corporately and as marketers. No one wants to work with losers. No one wants to be surrounded by negativity. If you tend toward negativity or could use some positive reinforcement, Napoleon Hill’s timeless Think and Grow Rich is a fantastic motivator.

3. Innovation breeds longevity.

In addition to leveraging the power of basics and positivity, be innovative in your marketing strategies and execution. If you have a smaller budget, you’re probably being called on to do just as much as you did when you had more. That’s going to call for some creative thinking. This is where smart marketers can really shine. And it’s where hand-wringers fall flat. Insert your own cliche about rubber and road, wheat and chafe, etc. The point is that this situation presents an opportunity for the exceptional among us to excel. 

4. Toot your own horn.

There’s no time more important than now to shine a spotlight on the achievements of your marketing department. Temping trends in corporate marketing, even at the senior level, are at an all-time-high. Need a better reason? To demonstrate your wins, you absolutely need to have quantification strategies in place for your programs. Learn more about executing measurable marketing programs here: http://www.marketingprofs.com/7/four-tips-building-quantifiable-marketing-programs-sheetz-runkle.asp

5. The trust factor.

When times are tough, there’s turnover. Keep up with colleagues who move on. The plethora of social media outlets make that easier than ever before. You never know from where you next career opportunity will come, or how your paths may cross in the future.

6. Be a resource.

Commit altruism. Help people. Be a resource for colleagues and friends. Connect people with other professionals, information, products, etc. Keep your eyes on the big picture and the actions you take on behalf of others will come back to your benefit—in one way or another.

Check Q2’s Technology Marketing Blog frequently, or subscribe to the feed for more regular features on current tech industry trends and what marketers can do about them.  

I was at the Affordable Meetings National Event Technology Expo tradeshow (http://www.affordablemeetings.com/ete/) at the Washington Convention Center last week. It was about a 10,000 square foot expo area, so it was a fairly easy floor to navigate. These are good opportunities for me to observe and be reminded of what works well when working the booth–and what can be improved.

Among the exhibitors, there was a strong contingency of vendors representing various hotels, conference centers and regions. While Q2 plans events, I’m fairly far removed from that service offering. Many of the reps came out into the aisle and hit me with all of the reasons I would want to plan my next conference or team-building outing at their facility.

However, and this is important, no one asked this basic question: “Are you responsible for meetings and events for Q2?” Or : “How many events does your firm plan a year?”

Many insisted on promptly scanning my badge. Wouldn’t a better approach have been to see if I was qualified?

Toward the end of the day, a number of booth staff were insisting that I take home their freebies. I’m sure this is because they didn’t want to carry them home with them. Anybody want some keychains, pens, etc. that came home with me against their will? The lesson is, if you have to find unwilling (unqualified) strangers on which to unload your promotional items, don’t bring so many in the first place.

I don’t fault these people from trying to generate interest. But I take issue with the methodology that says, “everyone who comes by our booth is a customer.”

A group sales rep with Club Med did it right. I told her I was interested in going to Club Med with my husband. By most definitions, especially hers, he and I don’t constitute a “group.” She politely gave me a brochure with her card, chatted for a few moments and moved me on. She didn’t scan my badge or take my card, so I won’t appear in her database. She realized that’s not a good use of her time.

What does your company do that’s different and better than everyone else in your market? For many, this is a difficult question to answer.

How do your meaningfully communicate this value proposition? That’s a harder challenge.

Does everyone in your organization who interfaces with clients, prospects and industry leaders deliver the same message? Even tougher.

Compelling messaging and market positioning must quickly and effectively communicate why a prospect would choose you over another product or service provider. It qualifies the prospect and clearly articulates what you offer.

Effective messaging and positioning will firmly define your offerings, mission and benefits in language that matters to your universe of buyers. This is a critical step as companies move toward cohesive processes and consistent delivery of brand message. Messaging must include the problems the company, solution or product solves and how it improves the lives of your customers.

This is ambitious work and calls for a careful process. It also calls for an honest assessment. Be prepared to answer some big questions like: How does my company impact our clients? How should we be selling against our competitors? What do our clients say about us? Why do our clients or customers buy from us?

At a very basic level, here is the messaging equation:

The problem(s) that we solve+The solution(s) that we deploy+The benefit(s) our solution(s) provide=Why Us

Learn more about practical tips to create or improve your messaging and positioning strategy.

Follow these tips to create, refine or affirm your company’s compelling messaging:

1. Involve key players. Messaging workshops and strategy definition should include team members representative of departments throughout your organization. Not only will this help create a more robust picture, it also builds enthusiasm for the initiative.
2. All the wood behind one arrowhead. Once the messaging and positioning for the company, new product, new practice, or other initiative is completed, ensure tat everyone who touches prospects, clients, or industry leaders is fluent and can deliver it with consistency.
3. Be honest. A messaging and positioning undertaking should be thoughtful and methodical. It should provide answers to questions on the company’s or product’s purpose, your current and prospective client base, your goals, how your clients see you, your differentiators, your competitors, your market characteristics, your sales process, your perception problems, and many more.
4. Us this messaging as the baseline for all internal and external communications. Consistency is key. All print and web communications must focus on the strategic messaging.
5. Don’t be too general. All things to all people ends up being nothing to nobody. Real life example of a message that’s too general: “We solve any digital challenge you may have.” Yikes.
6. Lead with benefits. IT positioning can be tricky to craft. Get mired in functions and features and it will be even trickier to understand. Chances are, the people with real decision making authority are profoundly more interested in the business benefits than the feature details.
7. Know your competitors. How else can you position yourself and sell against them? Know what they articulate as their value propositions and be prepared to address it head on.
8. Be committed. The strategic messaging and positioning that’s the outcome of this exercise should serve the company for at least three years. Commit resources, time and company brainpower to both creation and follow through.
9. Be aspirational. Many companies are limited by where they’ve been. Focus on where you’re going. One or two clients in an industry is proof of performance and should be leveraged.
10. Sound overwhelming? It can be. But it can also be extremely effective. To find out more about how to create revenue-driven messaging and positioning that will propel your sales goals, contact Q2.

Often regarded as a soft science, it can be difficult to measure the ROI of marketing programs. There are many reasons for this, but five of the biggest we’ve seen are:

• Programs are often put in place without measurement vehicles.
• The company is doing “reactive” marketing without a strategic road map.
• The focus is on measuring individual programs, but not on the big picture marketing campaign.
• Sales is pressuring to institute quick programs to achieve quarter goals.
• Disconnect in C-level support for proactive, coordinated strategic marketing.

Q2 Marketing has found that a lot of tech marketers have put benchmarks in place and are providing quantification for some of their programs. But they are looking for ideas to improve their measurement strategies and to better justify their programs and campaigns. Here are essential tips that should form the basis of the initial stages of your quantifiable marketing strategy.

1. Measure something. Start somewhere. If quantifying marketing programs is still outside your comfort zone, you aren’t alone. The initial results projection for some programs will be an inexact science. Estimate where you must. Do your best to isolate factors and ensure measurement strategies are in place. Use past benchmarks when they are available and best practices industry standards to project your results. The more quantification you do, the easier it will be to make this part of your process.

2. Get buy in. Marketing is typically siloed and separated from the rest of the organization. It tends to be a service-oriented function, operating as a delivery mechanism for sales or other departments. In too many environments, marketing is not given full accountability-or freedom-to impact the organization. The focus tends to be on measuring “intangibles,” and there is no formal measurement process in place.

As a result, marketers too often aren’t viewed as strategic players. It’s been our observation that many tech firms don’t have marketing voice on their management team. Sure, they may have a C-level person with a strong sales background, but not a person and team dedicated to the absolute day-to-day and big picture success of their marketing programs.

It will be easy to get senior management to buy into the idea of ROI-driven marketing. But getting their support to help you reach this milestone may be much more of a hurdle. On the other hand, you may have the support of senior management. Better yet, you may be senior management. Perfect. But if you’re not, you’ll have to fight to for your place at the table. Do what it takes to champion your programs and make them a success. You’ll have to take charge of establishing measurement methods and ensure that they are followed throughout the organization, and throughout the prospect life cycle.

3. Establish formal measurement process. Before a program is launched, you must have a measurement process in place to track the movement of prospects through the sales funnel. Of course, some programs are easier to measure than others. Some business, such as those focused on selling to the government, have a long sales cycle. Regardless of these challenges, put measurement processes in place, and translates the results to quantifiable ROI.

From the time to prospect enters your sales funnel, have a system in place to track their progression. Studying the information captured in your CRM solution will yield a wealth of information you need to launch, maintain and improve your marketing programs. If the data is inconsistent or lacks detail, offer training for improvement.

4. Communicate. Keys to securing buy in are demonstrating success and communicating progress. For every program, establish and communicate metrics and goals with your management team. Ensure agreement early on and before you deploy. At each step, communicate progress to senior management and staff. At the end of each program, communicate all metrics and how your programs impacted attainment of your organization’s objectives.

Every person within your organization involved in the process must follow it. This may require training in how to capture data in your CRM system. If you fail to standardize across your company, the numbers you’ll yield will not be accurate representations.

Follow these steps and you’ll be on your way to establishing a solid foundation for quantifiable marketing.