B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

76. Marketing in an Era of Constant Change

ABOUT THIS EPISODE

We’re perpetually marketing in an era of constant change.

Nothing in marketing ever stays the same because nothing in life ever stays the same, does it?

(All of us are thinking about ramifications of the COVID-19 pandemic right now.)

On a recent episode of the B2B Revenue Acceleration podcast, I talked with Mark Johnston, VP of Product Marketing at Domo, about how to hit a marketing target that’s always moving.

Check out these resources we mentioned during the podcast: Domo’s Coronavirus Tracker Daily Pulse, Measure What Matters by John Doerr

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast

You're listening to be to B RevenueAcceleration, a podcast dedicated helping software executives stay on thecutting edge of sales and marketing in their industry. Let's get into the show. I welcome to the BTB RevenueAcceleration podcast. My name is Dancybrook, and I'm here today withMark Johnston, VP of product and marketing at Domo mark how you doingtoday, I'm doing very well. Thank you thanks for having me good stuff, thankfor thank for joining us today, interesting times as we were talkingabout before the fom start of the podcast, but well be we're able O tostill communicate from other sides of the PUND. So thank for joining us somark today will be talking about marketing in an era of constant change,which is more relevant now than ever. I would have thought, but before we getinto the conversation today, do you please just introduce yourself to ouraudience and also give us a bit of background on yourcompany doing e Shor? So, yes, I'm a mentoned and the vice president ofproduct marketing, T DOMO A M here in the US, and but I'm not I'm not fromthe US, I'm originally from the UK, but moved here to to perk city about threemonths ago, and you know my role jis to Gkin. To give you, you know what o d,what I do in the kind of pot frames in ti the Sera of constant Chan, so my jobis to help kind of position who we are and what we do and and understandwe'reDomok and help customers and maybe just to talk about you know what Domo isthen was a clod based bi platform and and our missions really simple. Webelieve thet organizations going to do more with theade try getting bileverage and Gani, be I levryse things impressing. What does that really mean?WWe See it as N, we see a lot of ditter on tessas, you might xtect for Ade abes cou did a company. Is that that organizations really aren't getting thefull value from the data? That's iner organization, you know, and you bringit back to our marketing ourscles context that you know people people seethat traditional, the traditional normal dathe weather is advertisingThedar, but there's so much data that is dark in organizations. You knowwhether that's tribal knowledge sitting in the head of a marketer or whetherthat's that', deadois sor, paste around on spreadsheets or sitting in othersystems that are not accessible to the marketing department. We see that ourrule is to help unlock that and put that into the hands of all employeesand not just put that into the hands of employees with with charts and graphs,but to put it into their hands with intelligent applications to help themdo their jobs, and I think we're going to we're going to chat a lot about theworld that we niw sit in. But if you think about the issue of Dark Theata tthat just became thiughs andx more important as we went remote, so trivelknowledge becomes much harder. The DETA that the DEBTA DEMEC decisions justchanged completely because of all of the different Danemics that are goingon in the world and- and I think that anythod's a really interesting kind ofrule that marketing can play and doing that. I'm really looking forward tokind of chatting about it. Just to give you an example of like who we are andwhat we do, I think probably the best thing is to kind of talk about what ourcustomers do. So we know got customers alttle bit, I all over the world, bigones like lorial, who po pull in billions of rues o marketing diater andthey optimize all of their all of their marketing activities through thatinside N, that intelligence and and and we have really small startups and theBTO be spice here using us to run their whole business right, therethey're,building a very te, the driffin buses from the gind up, and so like I'mreally fortunate, I'm lucky, I'm kinf the guy that guess te learn from thosecustomers and help brin products and services to market that that help getthat be our leverage for any organization. Absolutely and a D and to your point, data forcomingwell, especially the dark Dateo, going a thousand exs more important now thanthan perhaps what three four five weeks ago D, when we really started to seethe full impact of of he, the CA pandenic in terms of who you need toget that data into the hands off. Where are you as a company where you seeingthe most demand from it? It is it really the large businesses that needto make these big strategic decision,...

...because their business is beingsignificantly impact by Povin, or is it n the more kind of nimble business thatwants to get ahead of the CURV with with real time kind of inside CAS as tohow their business performing what the markets doing? I think I think it'sboth like you. No from from the conversations that I've been Bein, partof or heard about, secondhand. You know, I think I think, there's differentdynamics that are going on. I think tha it's, I would say it might be harderfor larger organizations, the navigate this change and you peral, if you're,if you're a big enterprise organization right my in theddb or the BDC spas. Youknow you know the whole idea of like the decisions that you're making I kindof want to talk about bout decision making, because I think that's thereally interesting thing for marketers is that pasive of decisions and changethat that this environment creates but you're a larger organization. You got avery predictable process and planning with them me. You know that you can goto that that that forecasting report that you get from your it tm or YourBusiness Intelligence Team, Wer you'r analyst- and you know that thatfodecast is pretty predictable. You look at it in that monthly rhythem, anyou're doing it doing it in that kind of that kind of pattern. For for aslong as you know, you probably cant, remember you know what all that stuffgot throwng out the window. The best line got reset like because you knowwhat people aren't driving twe aren't going, Tho shops, they aren't going Nto,restaurants, there going on holiday and so kind of resetting big bigorganizations is difficult, but the benefit that they have is they've gotlot s of they've got a lot of they've got lot of intelligence. Theyve got lotof insides, so they're able to understand the marketplace that theyserve him and Operatin more effectively. On the FLEB side, like the smaller,more nimble, more Adele organizations, you know they don't have any of thosepreconceived processes around how they run their business, O they're, able toAdat, and I can set Aby Y. U, you know, we're a medium size organization interms of employees and but but we end a very now very nimbele, a Jon MarketingTeam and we mad some pretty pretty big decisions and how we change so ourplans, an our execution, so we're able to move quicker but yeah but and thesmalle organizations, maybe don't have the same insight to know what decisionsto make or Hirto adapt, and I don't really have a really good example of agym franchise in North America, and you know they were like well. How do we?How do we understand that the early dors, the Pantentic Code Howre we goingto understand you know which gyms are going to be impacted and they're like o?Could we pull in Weo pull in some thinter? That shows the change in insort of normal life, so they're likeawe pull in school thether and they ayPolldin School Dida. Tecof schools were openor clothes and use that as a proxyfor like daytime traffic of people going to the gym. And then all schoolsgot closed so that the other becam irrelevant. So then they just pivotedand they started looking at the next thame they looked at. They looked atkind of online the there they looked at different signals to understand what todo next and I think think, that's that's the challenge that theorganizations your facing is kind of kind of get the intelligence an theinside to be able to make the decisions that I need to make. Or can I move fastenough to adapt to the to the sensing situation? That's happening in theworld and I think you know people are people are doing those things atburying levels and and speed interesting, and you mentioned therearound companies looking at what consumens aredoing so non able to drive cars because therreAr noanes not able to go to restaurant Om on which going to gym an schoolsbeing yeah shut. Naturally, that's completely changing the dynamic of howbusinesses interapt interact, I should say with the with their customers andobviously that's a shit of businesses to make and then likewise, if we lookat someone in your position, it's it's a shift for ll. How do you actuallymarket to those companies we look at sort of more broadly speaking, is verylikely that this as a year or as a period marketing team oo, businesses,an individuals in general, will look back in it and and pinpoint that as aor now as a moment that really going to...

...drive change in strategies and tacticsand how we go think how we do things moving forward, of course, in marktingthe concept of innovation and Change, it's not something! Now, we've heardover the years how things have shifted from different buzzwords to you know ABM, toAbe, to impersion events through to virtual events and all everything inbetween and somarcsine always hade to be nimble and think on their feet. Yougive us a feel. You spoke about there at Domo. You made a pretty big sestion,it's based for a few weeks. Could you please give us a feel for what youthink of the Bein biggest changes you've gone through it Domo and perhapstouch on what you think as well in the BECB tech markting spaces as a whole?As a consequence of this current situation, werh facing that's a greatquestion, I I think the concept of innovation and changefrom promarketing has been been true forever right, whether it's creative orchannels or tactics or strategies. Like you know, Ababe Etcta, I think h. Theinteresting thing is going to be high focus blur and the customer and- and Ihope fast, like customer- changing as we just just chatted the bout. But then you know that the back end ofmarketing has it really changed. You KN W in terms of like Har, operationallyan organizationally high, hip, Hart teams or function. I you know I kind ofRyn digital events that microsopt when I was there for a long time- and youknow we were constantly inivating with different tactics and techniques, butyou know why I you know, I would say that the rhythm of higwy work didn'treally change. We just swapped components I for different things thatwere you know their contemporary or high customers, Wer rechanging theirinteractions. You know e t through a channel or through a medium or even thekind of the creative or the way we would engaged whe. I think SitheyreSaan me bout, bring in to life with and I'm sure many be to be. Marketers aregoing through this switches. We went through this. Pretty early is hey. Youknow large part of your Markei mixis events. You know, base the faceinteraction with customers. Y. U know trade shows conferences, customerconferences Ho, fortunately or UNFORTUN AR large customer conference. DomaPlusa, it's called is Runnin salixity every year and you know, is a realgathering of our best custoers. Just to give you a bit of a fun insight, theDoo and the poluser that the Sata pluse style is. That is the this te is thecommunity and the engagements we have a skiday and we Toke to Boway. So peoplealways look forward to im we're trying to bring a mass of people from aroundthe world to Soltwak. So so we were unfortunately on the run, the twentiethhe march was there Ond the time of that that tha event was planned. So so wewere, we were fortunate enough to kind of get ahead of it. You know e lookedat the Dita and we decided that we couldn't run it. There was too much Rio,we look at rellike. The Geographical Deta were vections, where we looked atthe financial risk benefit, so we kind of we made the choice: a smartleagership choice to not do that event into toturnic digital and what that?What e forced us to do was to ask HEURSELV. So that was like that, bethat the did of it was easy right. I was lucky an there macking, the rightcall which which ultimately everyone has done, but the the harder of bit waskind of asking ourself. What was at was what's the purpose of this event right.What are we trying to achieve and whether it's the commercial itcomes iskind of one thing, but but what does the customer experience need to looklike so that we can replace it with something? So we went with the ideathat o o we could create a digital event and and sure that you've seen itand sor many of people. Listening have been on them, which is the zoomconference or the wears the kind of th kind of replace the physical events.But we went, we went no, we want to create a we want to create a anexperience that is digital equivalent, so we decided wedecided to send our CEO to Aron Utah to film all of these video segments, so hewas on the salt flats and he was in the back country at above twelve us a beatskiing, telling the story of what we wanted to tell in person t digitally A.I think the HAG that Pandoi for us is a...

Panbet really well in terms of the feedback that we got from customers, but it also meant that we could have a verydifferent, very different type of event because of that limitless scale ofDigital Ni. I guess that the thing that I kind of go back to is th. We have toChang with te change the way we work o deliver that, like there was no, therewas no team structure that was set up to deliver that experience so veryquickly from having an event manager who was used to producing a conference.We had an event leader that was more like a film director, so we had tobring new skills and new experiences into the team and learn on the fly t.The funny thing was and just to give you a bit of the the kind of the humorof the whole experience we thought the pandemic was Ba, but on he on themorning of Tha digital event, we had a. We had an earthquake of five point:Seven on the rictor scale, with several aster shops that were going on as wewere filming the life delivering the life of then. So I think you knowRasilians is definitely a solfskill, but a lot of marketers are learningrightwiy. But to go back to your question, aryt innovation and Change. Ithink I think that th, the keeping bout I take away is the things that arebeing thrown up. Marketers that that arethat are changes. The customer,Behavior Business Dynamics, commercial likecomes that went from you knowInspeciallyn B, to be rigt of a a pretty predictable pace andunderstanding of what's happening to a world where youryoure changing yourmarketing mix from the physical to digital you're, dealing withearthquakes and then you're, trying to figure out whether your customer canbuy and how you serve them. So so I think, I think, being able, I guess ata human level being able to have that resilience is one thing, but at anoperatenal level, making sure that you're set up to be able to make thosedecisions and to have a intelligence to guide guide the organization throughthis period. Yeah, it's interesting as funny as well. You mentioned abouthaving not funny itwas. I would have been a night nephew, I suppose, at thetime, but the the earthquake pessentially impacting the the event onthe morning of it. It's Funny Soi note. We have a client that wis running awomen are and part of their markting branding of the Webbanarf you like wasthey recalding it the invisible web ornot and when they went to launch theWebernar they had. I think it was something like a thousand people. Itwas. It was a large number but they're looking to join as women are, and quiteliterally the software crashed and it was an invisible web or not it a just.It was just athere was nothing on it and they could not present any of whatthey wanted to so fortunately, fortunately, it was recorded, so thethe audio content could be distributed, and actually the person presented oWean. I could see the content in front of them, but all the guests and all theall the people, the audience, could not see any of it and they called it. Thisinvisible weaberor and it was indeed invisible anyway. So one of the things youtouched on Hewe was was actually really h. The process and the rhythm of, andan the kind of day, today workings structure of how you, how you go aboutmarting, maybe isn't changing or hasn't changed, but even talking back to yourdatat Microsoft, perhaps just the tactics and the mediums and thetechniques and channels it use to engage with prospects will, of course,adapt and evolvers, as the market does and demands do now. Naturally, whatthat means is in when from a marketing pespective you need to have yourcustomers needs at the center of your strategies, even more so so e n. If you,if you look at that as an idea or as a topic, would you agree that right nowand its current period is more important than ever to have yourcustomers needs and a sense of your strategies or sentere your marketingplans in alignment with your companies on Chor? And can you just touch about tat the touch on that that kind of theory of o krs and how that links toyour customers needs a little bit yeah sure- and I guess if if people have inon come across, Okar is okayrasant thats for objectives and key resultsright. It's really it's a great book, Mak Shit and calledmeasure what matters when I say it's by...

John Dor, so yeah yeaot there and Ithink, H, y. u, the principles are really ar really really kind of likelogical and but the executionis really smart, which is grinning top Don andbottoms up ajectev objectives and then creating a crudability within differentrules and teams and grupes thats for these key results that build up tothose objectives that Ta build up the Higher Tersalt, ubjectives and- and Ithink, what's really interesting- and I hundred percent agree that that theyhaving the customers needs and what they're trying to achieve match withyour companies, objectivs, which youll largely be commercial objectives rightfor a lot of organizations, especially in kind of times like this, where it'sUN certain. What what commercial success looks like for a lot ofbusinesses and now ou e hav te be to be business,serves another consumer and how you figure out that whole dynomic of what'sgoing on in the marketplace, and I think the benefit of having thecustomer at the center is that the choices that can be made and theinvestments and the activities it's really about understanding. What whatthe customeris going through and matching it to that and so adapting abig adgoal is a critical thing to be successful like and we were juststating before before we started the the call about you know the you knounderstanding the calendar and you kN, W hike, Hobe te B, buyingis going tohappen right in your q ones. Okay is isq to going to be tougher as we kindof go back into this idea of, and you normal wit hi k tree. Look like Whit.This beyond look like, I think, I think, being able to understand where yourcustomer is and if your customer is in the position where they cant buy right.If you're in the hospitality industry or the travel industry, you'reINGAYANYOU'RE O in the business of selling or aserving them, your strategyis going to be completely different than to what it was six months or threemonths or three weeks ago. So I think I think, understanding that customerbehavior is really a customer need is really clear and watching the contextof what they're going through and again, you know having intelligence andinsight to enable that we see, we see lots of reallyinteresting customers. You know: Look at you're looking at coronervirus,deter to understand what their customers are doing and you know plugfor. If you go to domecoms last Gorntovirus Youll, you can see atracker of all of this global theater from he lix of John Hopkins anddifferent organizations. People are actually using that to then informtheir studies, theyr overlaying on top of Whattheyr, what their business is itsaying what does this tell us like what youknow? What should we do like? I go back to that that fitness franchisethertthereth. You know once you know the reverse of what they were lookingat with school theater to see. If regions were sort of functioning asnormal as life opens up, they need to figure out how they bring people backto work. If they're bringing people back to work, you know, what's themarketing hit this going to is going to be required for it. Maybe another goodexample is what happens when the bunchback happens, if you're, if you'rein I, if you're in a an Organat you're an orgalizis ifyou're in Ti Taing, if you're in a car your car dealership, there's going tobe a war between car dillers fighting for customers coming back into their their their locations and trying to winback business as being pentd up like as a marketer. You need to be thinking youknow t minus to when that might happen. But you don't know when that is goingto happen, so you've got TA, Tigle Lotof signme, bring it together, so yeabring backto cors like you needed. You need a nor star. You need to know whatyou're trying to do and if the customer and the customer context is what drivesit match, the commercial icones then you're never going to go far wrong.Absolutely, and I guess in the using a having a north start, but thenusing using your own stoffware, I guess Sat Domo. You can use a lot of insight,omd real actionable intelligence. I guess to actually Duide you until yourknowstar with t e, with your with the insihe of your customer in mind. Youusing you know. If we look at this period, you look at tools, light whatDomok can offer and you look at some of the differences in marketing that it'sbrought is brought this period so and...

...things like the dramatic shift involume from H, INPERSONA event to virtual events. Right N. I know thatvirtal events have been done before but of course not to not to the same degreein terms of volume, but also probably not the same size or level of level ofinsight that perhaps a vertual event neighbor Ford Port. You spoke aboutDomo, Pellusa there and actually lent. You went to to to try and repecate whatit may have looked like an manim person pespective, but all of these, thesedifferent elements at this period is bringing will be new to some to some inmarting or they'll, be different, Somin marting and naturally that's going tobe challenging, but also exciting for a marter. What, from your perspective, what kind of skills do you think thiswill? This will allow Marktin teams to develop if any of Coursein, and do you thinkthis is actually going to change the way the marktings done moving forwardin that perhaps now people see the benefit of a virtual event and thatthey can get as much from it as an inpersonal event, and maybe that's theneuneal mor in itself there. What changes do you think well will come outof hit from a mot. I think thear, a skill SPA is like thethe number one skill that I learned personally is keeping my kids out ofall of my zoom calls that they tae it. Apart from that do see your question, Ithink it' n Beit's a bit of a yes and no answer. I think tha, the skills thatrequire ri Ti, take or Double Clizardo, Dom wit, is alive right, yea running aconference to running effectively a TV show with filming locations on Salt,Flatsandang, caves and and ski n back country. Skiing like that work, that'sa very different skill set, but you know my collie bit Tatat. She was amazing.She just she brought in the talent she thoughtabout what the customer experience was, but she went back to the the okayrs andthey ha teck the trie. So I think thit's going to be new skills or are'nthinking more around experience, and I, I think, there's lots of parallels thatwe can. We can draw from the BTC world, it's the BTP world, right that you knowthe Ptcworlis very used to kind of very used to kind of engaging with withthose kinds of TAC, tectics and techniques. I think tha tha, the thenow answer is going to be like do have a child coming into Maroam. So thereyou go is just on point so, and no answer is that I think actually stayingtree to what you R, what your commercial ejectors are and yourcustomer objectives. That's what matters right. That's the thing thatthat hasn't really changed. Well, I think you know maybe off of that thatdoese tange is. I don't think after this that that we're going to go backto the classical way of working rightwe're going to there's going to bemore changes, there's going to be different business models that arecoming out there. You know, like: Are People going to go back to go into restaurants, so they goingto get like delivery like they've, never done tet like iy've, been doingnoi right like getting. I've got friends that are getting gen and toideliveries to their voise in the UK plike. So so I think understanding thatthe change is always going to be constant is definitely going to be true,and then I think, with e the key thing. I go back to the idea of Dark Dada,which is what signal what intelligence can you be bringing into Your MarketingOrganization today? So that you're constantly being able to adopt to beour JELL and be resilient for those changes, yeah, okay, interesting and italso interesting that your friends are getting a genantonic delivered becauseI'm yet to find ther I' Geng to find a single service around where I live,okay, cool, so m, look, I think, we're I think we're actually moving towardsthe end of our time here today and actually, it's been been really useful.Getting your insights from from the spectume of how its currently affecting how thiscovidid situation is parently affecting us today was some of the the thing we are need.We need to be thinking about in terms of keeping our customer really at thecenter of everything we're doing from market inspective, how thats, maybeshifting marketing tactics in the short teme, but then in the long term, aswell. More more broadly speaking, are we ever going to keep markting the sameway? I will that change forever has...

...been s been really inside now, I'm surewe could. We could talk about these things all day, but en therew'll be alot of people. I'm sure that well also want to reach out to you directly andhave a conversation with you directly or learn more about Domo as a productand as a company. So if people wanted to get in touch with you or the or orindeed your company out, you just give us a couple of lines on the best way todo that and and if they wanted to continue the co yeah. Thank you andit's been really really really good good conversation. The easiest thing isDombcoma and feel free to reach out to me on linked in Mark Johnston. I'm sureyou'll find me excellent Co. Well, once again, manythings mark it've been great ham. You on the show Gool. Thank you. operatics has redefined the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing inside sales teams in househas existed for many years. Companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales see how operatics can help your company accelerate pipelineat operatics, dot net you've been listening to be to be revenueacceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime.

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