The role of the campaign manager explained May 2, 2012
Posted by Mike Gospe in Just for Campaign Managers.Tags: campaign managers, Integrated Marketing
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The Role of the Campaign Manager – a new mini-guidebook for marketers
Nothing can hinder the success of an integrated marketing campaign (and your ability to claim the high ground) faster than an unseasoned campaign manager. So, what exactly is the role of the campaign manager and what is the profile of the most effective campaign managers? This guidebook answers these questions and provides helpful tips that can accelerate the campaign development process, navigate internal politics, and produce better results. (more…)
Download this “Streamlined IMP Framework” template March 13, 2012
Posted by Mike Gospe in Integrated Marketing, Marketing Operations.Tags: go-to-market plan, Integrated Marketing, template
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PPT Template: A Streamlined Integrated Marketing Framework
(Note: when you click on the above link, the Powerpoint template will download in the background to your desktop, or wherever your downloaded docs are saved.)
Previously, this template for a streamlined go-to-market plan was available only to readers of my book, Marketing Campaign Development. Because this has been such a popular item, I’ve decided to make it available to everyone. Feel free to download it, adopt it, and adapt it to fit your own marketing needs. (more…)
The role of the campaign manager: 5 key traits September 6, 2011
Posted by Mike Gospe in Just for Campaign Managers.Tags: Integrated Marketing, Marketing Operations
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A client recently asked me for some advice about hiring a seasoned “campaign manager.” Whether your organization has a formal role designed to manage integrated marketing campaigns, or you are a solo product manager trying to guide the organization, or you sit somewhere in between, these 5 traits are worthy of your aspiration. (more…)
What separates the best B2B marketers from all the rest? August 24, 2011
Posted by Mike Gospe in Integrated Marketing, Just for Campaign Managers, Marketing Operations, The Marketing High Ground.Tags: Integrated Marketing, marketing strategy
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If you’ve been navigating the marketing groups on LinkedIn lately, you’ve probably run across this thought-provoking question: Can you use ONE WORD to describe the biggest challenge facing B2B Marketing today? Answers vary wildly from “time”, to “noise”, to “myopia”. All good answers. But I have a different take on this question. Instead, I wonder if there is one word that can be used to separate the best B2B marketers from all the rest. As a consultant to high-tech marketing leaders, I spent the last 10 years working with B2B marketing teams looking for clues, and I think I found the answer. (more…)
Say no to “marketing popcorn” June 16, 2011
Posted by Mike Gospe in Integrated Marketing, Marketing Operations.Tags: Integrated Marketing, Lead Generation, marketing best practices, marketing blueprints, marketing strategy
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I have a pet peeve, and it’s marketing popcorn. No, not the marketing of popcorn. “Marketing popcorn.” (more…)
Communications Objectives and the Buying and Sales Processes September 14, 2010
Posted by Mike Gospe in Integrated Marketing, Just for Campaign Managers, Lead Gen, Marketing Operations.Tags: Integrated Marketing, Lead Generation, marketing strategy
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How does our marketing communications objectives fit against the customer’s buying process or our selling process? This is a weighty question that can be tough to decipher. Here’s a handy overview with respect the selling into the B2B technology market.

An overlay of communications objectives to the corresponding stages of the customer's buying process and a company's sales process. Although generic, this graphic provides some relevant context for marketers selling to B2B.
I titled this graphic “Mapping Customer Perception” because that is our goal, ultimately. Marketers strive to influence how prospective customers think. To do that, we need to understand how and when to guide them. First, they must be aware of who we are and the solutions we offer. Then we want to hook them and engage them as they become interested. Next, we need to build understanding and become a credible source of information. And, finally, we want to entice them to take action and purchase our products and services.
In an ideal world those communications objectives would map directly to the B2B Technology Customer Buying Process. For example, the best time to hit the prospect is early in their buying process, when they are doing an operational analysis or building their budget during the investment planning phase. Once we’ve got their attention, we want to provide relevant content throughout the purchasing cycle. If we can guide the outline of the RFP we stand a better chance of winning the deal.
Next, let’s overlay both those processes with the ideal B2B selling process. It’s no coincidence that the sales process is a reciprocal of the buying process: the sales rep wants to identify and qualify opportunities as early as possible. They want to work with the prospect as they are establishing their needs in order to determine if there is a potential fit. Reaching the “go, no-go” decision point prior to generating a proposal is preferred so that time isn’t wasted. Sales will negotiate with prospects as they are selecting and making a final purchase decision. The sales process doesn’t end there. While the solution is being implemented, the able-minded sales rep will be following-up and conducting account management duties, all the while looking for opportunities to engage the next sales cycle.
If life were simple, these three processes would overlay nicely. But life is like a Rubik’s Cube. Each of these processes are not static, and they don’t always start at the same point in time. That is why marketing is an ongoing processes, constantly creating awareness and offering opportunities for the prospect to raise their hand and engage us on their terms. When they are ready.
Have ideas on how to make this graphic better? Let me know. I welcome your input and feedback.
The confusion surrounding the word “campaign” July 20, 2010
Posted by Mike Gospe in Integrated Marketing, Just for Campaign Managers, Lead Gen, Marketing Operations.Tags: campaign managers, Integrated Marketing, lead funnel, marketing strategy, strategy
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I often ask marketers to tell me about the integrated marketing campaigns they are running. Here are a few common responses:
- We’ve been running a Google Adwords campaign for the past 2 years.
- We’ve got a new PR campaign kicking off next week.
- Our print advertising campaign has been reduced to 3 insertions due to budge cuts.
These answers highlight a common misunderstanding of the word “campaign.” Is the “campaign” a singular tactic? Or, is it something more? Are there lots of campaigns, or only a few? When it comes to integrated marketing, there are strategic as well as tactical connotations concerning this key word. When the context of the word “campaign” is misunderstood, it can lead to some heartburn.
The strategic “Campaign”
If I were to use a military analogy, the general would direct his troops in a Campaign (with a big “C”). ”Troops!” he’d say, “I want you to take that hill. Figure out how we can do it.” In this context, the strategic implication is regarding a central objective — a major initiative; a big deal with a lot at stake. To achieve the objective a variety of tools and actions need to be coordinated and executed. All of the activities and actions ultimately add up to accomplishing this central objective. Overlaying our marketing framework to this analogy, our integrated marketing “Campaigns” are driven by key sales and marketing objectives, such as capturing market share, squashing a competitor, establishing a foothold in a new market. The marketing activities and offers are then coordinated and timed so they reflect a common/consistent set of messaging that engages prospects in the desired dialog as they move through our sales process.
The tactical “campaign”
Unfortunately, to complicate matters, marketing automation tools like Eloqua and Marketo use a more tactical definition for the word “campaign” (small “c”). So does Salesforce.com. In fact, Google Adwords can be mapped as a “campaign” into these, and other tools. This is unfortunate because it may suggest to some that isolated, random tactics can be effective without understanding their role in the larger marcom mix (i.e. the strategic “Campaign”). When marketers fall into the trap of silo’d thinking, we lose sight of the larger Campaign. Tools like Eloqua and Salesforce.com are incredibly important to our marketing efforts — but they are tools to help us execute the tactics, not for driving strategy.
To avoid unnecessary confusion, here are a few tips:
- Create a marketing glossary, defining key words like Campaigns, Programs, Activities, and Offers.
- In practical terms, the use of the word “campaign” (small “c”) will continue to be used in Eloqua, Salesforce.com, etc. We can’t change that. So, when speaking with executive management regarding the big picture, use the word “Campaign” in the strategic sense. Don’t confuse it by including the word “campaign” as a tactical element. (In other words, if you tell your CEO you’re running a Google Adwords “campaign”, you’ll likely confuse her. She thought the “Campaign” as about squashing competitor X.)
- The reverse is true when communicating to the rank and file. In the context of Eloqua or Salesforce.com, it is appropriate to use the “campaign” (small “c”) word in a tactical sense. However, make sure to acknowledge how each “campaign” adds up to reach the “Campaign” (big “C”) objective.
It can be a bit tricky, but it’s nothing marketers can’t handle. After all, we’re messaging experts.
Aligning Sales & Marketing With the Lead Flow Process July 19, 2010
Posted by Mike Gospe in Integrated Marketing, Lead Gen, Marketing Operations.Tags: Integrated Marketing, Lead Generation, Marketing Operations
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Ever been in the middle of the following heated dialog between the VPs of sales and marketing?
“Marketing sends us lousy leads!”
“The leads are fine! The problem is that Sales can’t close!”
These statements are symptomatic of one or more areas of dysfunction between sales and marketing. The three most common alignment problems are ambiguity, finger pointing and ignoring reality. Janet Gregory, a veteran sales leader, wrote a wonderful article on how to identify the warning signs and what can be done to foster tighter alignment.
How have you been successful in aligning marketing and sales? I invite you to share your stories.
Hints that your product positioning may need an overhaul July 15, 2010
Posted by Mike Gospe in Integrated Marketing, Positioning.Tags: Integrated Marketing, marketing strategy, positioning statement
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Here’s a checklist you may find helpful. If your company struggles with any one of these items, it could be a sign that the product positioning is not tuned correctly. Use this as an opportunity to review and re-evaluate.
| Clues that your positioning statement should be revisited |
| • It takes the average sales rep more than 30 seconds to describe the product or service. |
| • Each sales rep has a different “elevator pitch.” |
| • Your company has changed markets, investors, price points, sales model, or partnering/channel strategies. |
| • It’s been a year since the executive team has reviewed the company’s positioning. |
| • It takes the marketing/PR team more than 3 drafts to finalize press release messages. |
| • The VP of Marketing and VP of Sales have conflicting perspectives on the positioning and sales tactics. |
A practical table of contents for a streamlined go-to-market plan June 29, 2010
Posted by Mike Gospe in Integrated Marketing, Just for Campaign Managers, Marketing Operations.Tags: go-to-market, Integrated Marketing, marketing best practices, marketing plan, planning, strategy
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Lately, I’ve been asked for recommendations for a streamlined go-to-market plan template. This is a great request because I continue to see a lot of marketing teams get wrapped around the axle of a “10-step marketing plan” or some other beastly exercise. Now, please don’t mis-understand me: marketing planning is a serious, critical, and worthwhile exercise. Comprehensive planning exercises can be of great value. Yet, sometimes, a short-cut is needed.
Here’s the punch line:
Table of Contents for a Streamlined Integrated Marketing Plan
- Marketing strategy overview
- Marketing objectives (With focus on the next 6 months)
- Target market prioritization (Prioritizing where the pro-active marketing investment will be)
- Personas (Creating an illustration of target buyers that we can empathize with)
- Positioning statement (Articulating our value and why we’re better than competing alternatives)
- Core messaging via “The Message Box” (Crafting our story/elevator pitch)
- Identifying key content (Listing & prioritizing resources and deliverables that prospects will value)
- Marketing blueprint(s) (A flow chart of lead-gen activities and offers to engage prospects)
- Campaign calendar (A roadmap to guide execution)
- Budget estimate (For execution of identified blueprints)
Looking for more info? Readers of the book can now download a ** new! ** PDF of a streamlined marketing plan (visit the Marketing Campaign Development download page), complete with additional examples of personas, positioning statements, message box, and blueprints. I share this for illustration purposes only. Your mileage will differ, as the saying goes.
Don’t yet have the book? No problem. You can purchase the paperback here, or the eBook here.

