5 Things We’re Looking Forward to at B2BMX 2017

5 Things We’re Looking Forward to at B2BMX 2017

While we might be in the midst of a rainy season in San Francisco (and in most parts of the country), we can’t wait to escape the cold and heat up our marketing at the B2B Marketing Exchange event in Scottsdale!

Each year, this event gathers marketing practitioners in the sunny Sonoran Desert to address the latest marketing trends, such as account-based marketing, demand acceleration, sales enablement, and more. This year aims to be no different as thought leaders and marketing practitioners alike will get to mingle together for an inspiring 2 days. As the event approaches, we wanted to put together the top 5 things that we’re looking forward to at B2B Marketing Exchange.

#5 – The Sunny Scenery

When it rains and rains in a sunny state like California, we start to miss the sun. So as marketers from the Golden State, we can’t wait to soak up some sun during this event. In fact, to celebrate the (fingers crossed) great weather we should be having, we’re giving out limited-edition BrightFunnel Bundles that include everything you need to enjoy the sun, like t-shirts, water bottles, tote bags, and more! Be sure you sign up for a meeting with our team to receive one.

#4 – Learning About Emerging Technologies

Being a marketing team that thrives on measuring the metrics that matter, we love keeping up with the latest emerging marketing trends. We can’t wait to hear from other B2B SaaS companies like Vidyard, Uberflip, and Marketo during the event on what they are working on in 2017. Let’s just hope they also bring some super amazing swag.  

Speaking about swag (do you sense a theme here?!), BrightFunnel will have a fun spin-to-win for swag at Booth 202, so be sure to stop by and spin to win during the session breaks.

#3 – Hearing From Our Fave Thought Leaders

There are so many sessions taking place at B2B Exchange. We can’t wait to hear from great demand generation thought leaders.

  • Nadim Hossain, BrightFunnel CEO, takes the stage with Tegile Systems to share how Tegile is bringing its business through a culture of measurement on Feb. 20 @ 2:30PM
  • Innovative marketer Ardath Albee of Marketing Interactions will be sharing how buyer personas can help us turn prospects into customers on Feb. 21 @ 11:40
  • BrightFunnel will also be hosting a lunch & learn on Feb 21 at 12:40 on the Top 5 Social Media Metrics Your CMO Wants to See … and How to Measure Them!
  • Lee Odden of TopRank Marketing will be speaking on the top trends & best practices for B2B marketers on Feb. 21 @ 4:10PM

#2 – Hanging at the Resort

During our stay (and in between booth stints) at the Fairmont Scottsdale Princess, we plan on exploring everything the resort has to offer. We might cool off with a quick dip in the pool, enjoy a lovely dinner at La Hacienda by Richard Sandoval (Scottsdale’s top-rated Mexican restaurant experience!), or cap off the conference with an aromatherapy massage at the Well & Being Spa. The possibilities for fun and relaxation here are endless—and we intend on taking full advantage.

#1 –  Actionable Takeaways

Of course, the thing we’re most excited about during B2B Marketing Exchange is coming back to our revenue team with actionable insights that will help us meet our 2017 goals. Here are some additional can’t-miss sessions!

  • Thought-leader Matt Heinz will share 8 ways marketing can double the sales team’s productivity on Feb. 21 @ 11AM
  • BrightFunnel’s own VP of Marketing, Dayna Rothman, will be sharing how B2B marketers can turn analytics into actionable buyer insight on Feb. 22 @ 10:25 AM
  • Want to know the secret sauce for integrating ABM into your broader marketing plans? Don’t miss the session Heidi Bullock of Marketo is giving on Feb. 22 @ 11:05 AM
  • Social selling queen Jill Rowley will be speaking on how to transform sales and marketing around the modern buyer on Feb. 22 @ 1:20 PM

All and all, we’re sure it’s going to be a great event. Don’t forget to introduce yourself to the BrightFunnel team at Booth 202!

The CMO’s Holiday Wishlist: 5 Suggestions for Stressed-Out Execs

The CMO’s Holiday Wishlist: 5 Suggestions for Stressed-Out Execs

It’s that time of year again—twinkling lights, roaring fireplaces, hot chocolate, and stressed out executives. What would the tail end of December be without your CMO pulling his hair out while he agonizes over EOY reports and planning? Between trying to hit projected Q4 numbers, gathering big-picture metrics for the C-suite, and efficiently allocating budget for next year, there’s not a lot of time left to enjoy the holiday cheer.

While the end of the year may feel like the end of the world to your CMO or Marketing VP, there are ways to simplify these activities and alleviate the season’s biggest pressures. Below, we’ve compiled a short-n-sweet holiday wishlist for any marketing exec looking to kick off the new year with a little less stress (and a little more hair):

1. Marketing’s ROI

If there’s a sole metric that emboldens marketers across the board, it’s ROI. It proves what the team has delivered for the business, gives everyone a clear view of what he or she has accomplished, and helps managers and execs make more well-informed decisions about what to plan next. If your CMO can easily derive marketing’s ROI, he can prepare for high level metrics meetings without breaking a sweat.

2. A team that pulls its own reports from one place

If Demand Gen Dave, Content Carrie, and Marketing Ops Marvin can quantitatively show the successes or missteps of their individual campaigns, the CMO or VP only has to worry about compiling and delivering higher level reports and analysis. And if all the team’s reports are easily accessible and located in the same place, putting it all together to present the bigger picture becomes a piece of cake.

3. Reliable projections made from reliable metrics

By making sure all across-the-team metrics are up-to-date, accurate, and robust, your CMO will have an easier time predicting what the business can expect from your team in the quarters ahead. When it comes to next quarter’s campaign results and upcoming budgeting priorities, reliable data means reliable projections—and that means a more satisfied CEO and Board of Directors, and a more confident marketing executive.

4. An excellent relationship with sales

It’s no secret that marketing and sales teams can have contentious relationships. It takes frequent meetings and the right metrics to instill a sense of trust and camaraderie between the two teams—and that’s not always the simplest feat. But if your CMO can definitively demonstrate the role that marketing plays in the sales process—and vice versa—then everyone has a reason to come together and celebrate mutual wins.

5. A rock-solid ABM plan

While most of today’s B2B marketers are busy developing and deploying account-based marketing strategies for their businesses, a lot of them struggle to come up with truly effective plans. CMOs who can pinpoint, measure, and analyze their biggest campaign successes are better equipped to develop strategies that perform well. By digging into the tactics that have worked best in the past, marketing execs can set themselves up for less uncertainty and stress in the future.

By crossing these items off their wishlists, marketing executives can ensure peace of mind this holiday season—and a much happier new year.

Learn more about how you can simplify reporting now and throughout the year by watching Effective Metrics from CMO to Specialist or downloading The B2B Marketer’s Guide to Tactical Reporting.

Dear VP Marketing, This Is Why Your Board Wants Dashboards

Dear VP Marketing, This Is Why Your Board Wants Dashboards

Dear VP Marketing,

Your board isn’t asking you for regular reports on marketing influence and expenditures because they don’t trust you. They’re asking for the same reason they ask Engineering how much money, time, and effort it will take to develop a new feature. They want to know the results of the investment and be able to make forecasts.

If you were previously reporting on anecdotal information about how tradeshows performed or where marketing was influencing prospects, you’re going to need to change — and change quickly.

Your earlier reporting was looking in the rearview mirror, telling what happened. Now, you need look forward.

Leads over quarter dashboardYou have to tell a story about future performance based on past results. To do this, you’ll need reliable, up-to-date data to paint the picture about leads created this quarter and your forecast for the quarters ahead.

Your board is glad to know they have someone leading the team who will expand the brand, differentiate the products, and create new leads. But they also want to know what they can expect. If they give you a larger budget today, what will that do for the business tomorrow?

VP Marketing, you’re steering the boat. You need to know what’s ahead. The board doesn’t expect you to be infallible, but they do expect you to make forecasts about future pipeline based on your activities, yesterday and today.

You can start with the past and the present. But once you’ve built up that data, you’ll see patterns, and those will let you create a forecast.

For example, if you know this:

  • Avg. Lead to Opportunity velocity: 56 days
  • Avg. Opportunity to Close velocity: 34 days
  • Average conversion rates:
    • New to MQL: 25%
    • MQL to SQL: 45%
    • SQL to Opportunity: 84%
    • Opportunity to Close: 52%
  • Average deal size: $75K
  • Target: Q3 2017: $3MM

You should be able to derive this:

  • Average Lead to Close: 90 days
  • Number of New Leads: 315
  • Number of MQLs: 205
  • Number of SQLs: 92
  • Number of Opportunities: 77
  • Number of deals: 40

I need 820 new leads by the end of Q4 2016 for the same results 3 quarters from now.

And they want to know the percentage of opportunities marketing sourced, as well as the number marketing influenced, so they know how all the marketing activity is influencing the quantity, quality, and velocity of pipeline.

For example, you can report on top opportunity analysis, as in this dashboard:

blog-dearvpmarketingthisiswhyyourboardwantsdashboard3


Or you might be tracking the results of a specific campaign, to see when you get diminishing results:

 

blog-dearvpmarketingthisiswhyyourboardwantsdashboards4

So, VP Marketing, while forecasting might not have been in your wheelhouse a few years ago, it definitely is now. With BrightFunnel’s new dashboards, you can give your team and board the visibility they need to see the value of your efforts and the impact you’ll have in the future. Start reporting today in concise dashboards, and show how marketing operates.

Your board will thank you for it.

8 Data Demons Blocking CMOs’ Path to Marketing ROI

8 Data Demons Blocking CMOs’ Path to Marketing ROI

As a CMO, are you fully satisfied with the marketing performance metrics you’re able to report to the Board?

As a senior B2B marketer, are able to report all the ROI metrics that the Executive team is asking for?

For most B2B marketers, the answers to both of the above questions is a resounding “No.” In fact, according to John Neeson, Co-Founder and Managing Director of SiriusDecisions, four years ago, the #1 CMO priority was “the need for greater ROI.” Not much has changed in four years. In their 2016 CMO Study, Sirius Decisions found that CMOs still wanted to “improve their competencies through measurement.” But this time, it’s supported by a parallel organizational goal to create a marketing operations competency (I’ve previously written about the Rise of Marketing Ops).

CMOs have become aware that to achieve the promise of closed-loop reporting, they must build the marketing operations muscle required to align people, process, and technology to deliver marketing ROI metrics.

As they embark on this journey, CMOs will keep asking their teams, “Are we there yet?” And they will hear a common refrain as to why the answer is “not yet”: Bad Data.

But just what is bad data anyway? The answers from your team can be confusing, and not always internally consistent. So, as a former CMO, I’ve categorized 8 distinct types of bad data to help you understand the obstacles your team is facing on the road to Marketing ROI.

1. Account Hierarchy and Duplicates

Challenge: With the rise of Account-Based Marketing, accounts — always the primary focus of sales organizations — are making a bid to get more of marketers’ attention. But you may hear from your team that your accounts are a mess, and you have a lot of work to do to get anywhere near ready to do account-based ROI measurement.

The most common problem is that you have many duplicate accounts. A related problem is that if you’re going after large enterprise companies — like IBM or GE — you will have to make a decision about how to structure parent-child account hierarchies.

Solution: This is an area where you want to aim for good enough and not perfect. Account duplication is a problem you can — and should — tackle with a variety of tools on the market. On the other hand, I’ve often seen people fixate on edge cases regarding account hierarchy. GE and IBM are Fortune #8 and #31, respectively. Yes, they’re complicated organizations. But most Fortune 500 companies aren’t that complicated. If the Fortune 50 isn’t your primary focus, you may not want to get rat-holed on this particular challenge.

Summary: Get to good enough — not perfect — with respect to the quality of your account data.

2. Opportunity Segmentation

Challenge: In CRM systems, the Opportunity object represents a particular sales pursuit, and thus carries the pipeline and revenue dollars with it. In order to do any kind of marketing ROI reporting, you need to leverage this information. The problem arises when there are multiple opportunities per account, or when certain marketing efforts should not be credited for certain opportunities. For example, excluding renewals and upsells from being credited to marketing campaigns is common.

Solution: This data obstacle is primarily a mythical one. Yes, it requires some work to sit down with your team, Sales, and Finance and agree upon a set of rules that make sense for crediting marketing influence. But that is the work you have to do anyway if you want to have credible metrics.

For example, you may decide to exclude renewals and upsells altogether. Or perhaps you have multiple product lines, with very distinct target customers, and specific campaigns geared towards them. If it’s relatively easy to do, you can decide that only certain campaigns may influence certain types of opportunities. But an attempt at perfection here may betray your own team’s lack of comfort with ambiguity. With respect to marketing ROI reporting, most people are flying completely blind. So you’re probably aiming for a v1 — with directional accuracy — that will likely result in millions of dollars as a result of incrementally better decisions. Why wait?

Summary: You probably shouldn’t sweat this one too much. While you want your reporting set-up to be configured to your business, you can address all manner of special attribution rules after your initial reporting process gets going.

3. Orphaned Leads (Lead-to-Account matching)

Challenge: Most CRM systems were designed in an earlier era, before the rise of content marketing. They assume that a small number of leads will linearly flow into Opportunities. The reality is that most B2B businesses are generating large volumes of lead conversions relative to their Opportunity counts. What often happens is that Marketing works hard to generate 10 leads at Microsoft, let’s say, who are expressing interest in your solution. This reveals to your sales team that there is strong interest at Microsoft in your offerings, and that they should be prioritized. The Account Executive cherry picks the most promising lead, and converts that one into an opportunity. That leaves 9 “Orphan” Leads — the right people at the right target account with past responses to your campaigns, left hanging with no associated account.

Solution: This is indeed a real problem. In fact, our own benchmark research shows that for every 1 Contact associated with an account, there are another 1.6 Orphan leads (BrightFunnel, 2016). There are several different ways to solve this problem. One approach is to programmatically convert Leads into Contact-on-Accounts in your CRM, based on some sort of fuzzy logic. There are several solutions on the market that do just this.

However, I have to caution that changing core CRM data just for the benefit of better marketing reporting is a slippery slope. There is a reason your Sales team left those leads unconverted. If they want to convert them so they have the info on the Account, they probably would have done that already. An alternative approach is to simply do the fuzzy matching as you are creating your marketing ROI reports. This is more expedient in most cases. You can always send the list to your Sales Ops counterpart to make their own decision.

Summary: Use fuzzy matching to associate leads to accounts, instead of universally converting all leads.

4. Missing Contact Roles on Opportunities

Challenge: We have all been trained by CRM systems — Salesforce Sales Cloud in particular — to believe that people (Contacts) need to be manually entered onto an Opportunity by a sales rep. When using native Salesforce reporting, if there are no Contacts on the opportunity, there is no marketing attribution, period. So many companies enforce the requirement for at least one Contact attached to an opportunity — as surely, the AE is selling to someone. But it gets more complicated. On average, sales reps attach 1.2 Contact Roles per Opportunity (BrightFunnel, 2016). But those same opportunities have an average of 5 influential Contacts and another 8 Orphan Leads, for a total of 13 people. Marketing, by definition, is your company’s air cover, attempting to reach those 13 people. Sales, by definition, is trying to develop a Champion, and who will reach those 13 people from the inside. So even if a good sales rep attaches one Contact Role, it is highly unlikely they will attach 13, let alone even know who all 13 are in many cases.

Solution: Some marketers go on the warpath, trying to change sales reps’ behavior to do more data entry. This is a losing proposition, and likely a career-limiting move on any B2B marketer’s part. Trying to redirect sales efforts is like trying to redirect a river. It can work temporarily, but it takes a lot of resources to keep up. What I recommend is to let your closers follow the path of least resistance. Instead of badgering them to attach Contact Roles, simply ignore that concept altogether. Instead, what makes sense for most people is to attribute campaign influences at the Account level. This was true long before the rise of ABM, but it is especially true now. This can be done through some fancy spreadsheet work, or a dedicated analytical platform.

Summary: You do not want to “solve” the problem of AE’s attaching Contact Roles. It’s reasonable to come up with a process to attach at least one, but don’t rely on this data entry for marketing ROI reporting. Instead, report at the Account level.

5. Lack of Campaign Data

Challenge: Some organizations are so new to adopting marketing automation tools that they have not gotten to a point where they have sufficient campaign data. The marketing team itself most likely hasn’t started assiduously creating campaigns for every marketing effort across all channels. Or if they have, they haven’t yet synced the data over to their CRM system, where it can be associated with revenue and pipeline.

Solution: This is likely a hump you will have to get over before getting meaningful marketing ROI. The promise of the last wave of marketing tools — led by Eloqua and Marketo — was that we would digitally be able to track every online and offline campaign interaction. To do so, you must first adopt such a tool (there are many more alternatives as well, such as Salesforce’s own Pardot), and ensure that your entire team gets into the habit of tracking their data appropriately. This is second nature to email and digital marketers, but for field marketers, it requires some extra legwork, so that may be an area where you allocate additional resources and training for healthy marketing operations practices.

Summary: Simply put, you’ve got to have campaign data to have marketing ROI reporting. If you’re using a marketing automation platform, you’re halfway there.

6. Lack of consistent Campaign “success” definitions

Challenge: Some organizations achieve initial success with rolling out their marketing stack, but find out a year or two into the journey that their definitions of “success” aren’t consistent across time or various channels. This can lead to some serious hand-wringing as to whether to go back and re-engineer the whole thing before doing any kind of marketing ROI reporting.

Solution: Rather than re-doing everything, the better approach is to create different definitions of success after the fact. For example, perhaps your webinar signups and attendees are both marked as responses, but going forward, you only want to count the attendees as being influenced by that campaign type. That’s a perfectly reasonable judgment call to make, and a very common one. But it makes more sense to apply that rule after the fact. But if you must, you can go back and fix all your old data as well. I’d recommend you do that after starting to report on marketing ROI.

Summary: This is a common problem with a fairly simple solution: create and apply campaign success rules after the fact rather than wishing for a time machine to take you back to your initial MAP implementation. Do not let this be an obstacle to measuring marketing performance.

7. Changing funnel stages

Challenge: Many B2B marketers have adopted a multi-stage approach to demand generation. For example, they may have several lead stages identifying degrees of engagement, such as Inquiry, MQL, SQL. This helps align Sales and Marketing efforts more closely, working off of a common definition of various stages of lead engagement, just as there are various stages of opportunity engagement.

However, organizations, especially rapidly growing ones, often evolve their stage definitions as they grow. Moreover, while the average Opportunity-to-Revenue cycle is 108 days, for high growth tech companies, the average Lead-to-Revenue cycle is 512 days (BrightFunnel, 2016). So from the time Marketing initially engages with someone at an account to that account generating revenue is 17 months. A lot can change in that timeframe, including what you deem to be a qualified lead.

Solution: Many organizations are tempted to change all their historical data to the new definitions so that they can have accurate marketing ROI reporting. I would caution you against doing this, as generally any data changed in your sales system of record — purely to benefit marketing — will raise some concerns. You’re potentially taking up scarce cycles related to your CRM to benefit marketing. Most mid-sized to large companies have some sort of governance process related to CRM systems, and limited Sales Ops bandwidth to implement changes.

The alternative, non-invasive approach is to apply those stage definitions retroactively, for reporting purposes — when comparing previous cohorts with more recent ones, you define those stages to match the current ones. You can accomplish this with an intrepid analyst and Excel, or through a dedicated marketing performance measurement platform.

Summary: Everyone has this problem, given that it takes 512 days from Lead to Revenue, and your business — and funnel stages — will change in that time period. Optimize for the future, but don’t let past definitions get in the way of accurate analysis.

8. Missing Cost Information

Challenge: To have the “I” in ROI you need to track the cost of your marketing efforts. However, most mid-sized to large marketing organizations have poor data completeness with respect to cost. There are a few reasons for this. For one thing, you likely have hundreds of campaigns, each needing an associated cost. In a 50-person marketing org, this might be spread across 30+ campaign owners and 5+ directors. Finally, not only are the responsibilities diffuse, the return (if you’ll pardon the pun) is unclear. What good is calculating detailed cost figures if no one ever looks at marketing ROI? There is a chicken and egg problem.

Solution: Don’t overcomplicate your cost calculations for marketing ROI purposes. Come up with a simple policy that ensures that the total sums up to your marketing budget. Decide if and how to allocate your payroll costs. Ensure that campaign managers include things like travel costs for trade shows. Ideally, you’ll want to run what you’re doing by the Finance team. Chances are, they may even enjoy helping solve the tricky cost accounting issues associated with marketing spend. Lastly, ask every director and campaign owner to report on marketing ROI. Cost numbers will magically start getting entered in the right places. (Warning: Do NOT attempt to sync with your financial backend. No good can come from this — certainly not in Phase 1).

Summary: Cost is very important to track, but its allocation can be a seemingly subjective exercise. That’s why you get paid the big bucks. Make a judgment call on a consistent policy. Does it really matter if that show cost $30K or $35K? Probably not. It’s more important that you show that you’re tracking costs and holding people accountable to do so.

These are the 8 demons you will encounter on the path to Marketing ROI. Be careful which you choose to engage directly, and which you choose to deftly bypass.

Remember: the length of your tenure as CMO can be highly correlated to how long it takes you to produce credible, meaningful marketing ROI metrics. And there will be no end to data problems. That’s simply the era we live in. Instead, aim to understand the potential data limitations, and get your whole team — and the executive team — comfortable with those limitations. Present the problem as choosing between putting your head in the sand while waiting for data perfection, and choosing to make probabilistic, 80/20 decisions, which requires comfort with ambiguity.

By tackling the problem of marketing ROI in an iterative, agile manner, CMOs can quickly show the value of their efforts, optimize their campaign execution, and align with their sales counterparts by minimizing data entry and CRM change requests.

My Meta-Job: Marketing to Marketers About Metrics

My Meta-Job: Marketing to Marketers About Metrics

In 2008, I joined CollabNet and became one of Marketo’s first 100 customers. Over the next few years, I worked with my CEO and VP of Finance to determine the key performance indicators we wanted and how to get them. Once we had marketing automation, there was a drive to make marketing’s initiatives measurable, be able to quickly and effectively assess the health of our lead database, and — ultimately — forecast with sales based on marketing’s efforts. We spent a lot of time figuring out what we needed to measure — and even longer trying to get our systems to provide us with the data.

My next career step was to begin work at an agency where, for five years, I worked with companies from start up to SMB to global enterprise. Even in their early stages of adoption, companies realized that with marketing automation, everything changed. Measurements became required instead of nice to have, and data-driven assessment of marketing activities became the standard. But at the same time, getting there was hard.

This was eight years ago. Unfortunately, it’s still hard for most companies to effectively measure their marketing efforts today.

Marketers spend hours — sometimes days —getting reports in order to try and measure how they’re doing and where to make changes. They still want to determine where to put investments and where to cut, while still driving just as many opportunities at higher values. Many of them still don’t know what to measure, or once that’s decided, how to get that data. Once they have the data, they struggle to make good decisions from it.

Marketers still need better ways to measure which programs work, see which channels drive leads and drive business, and understand their funnel to the point of being able to forecast what will happen when they make changes to their marketing mix.

This is why I’m so thrilled to join the BrightFunnel team. I’m enthusiastic because:

  1. I get to use the product. Leading the marketing team, I’m going to need to use BrightFunnel myself. I’m going to get the metrics I need to make good, data-driven decisions to be the best marketer I can be for BrightFunnel.
  2. I get to help drive the product. I’m going to be a key customer, who’s able to be partner with the product team and let them know what I’m looking for.
  3. I’m going to market to my peers. As a marketer, I know what I need. Those are the same things our customers will need, so I’ll be messaging to people like myself, including friends and colleagues. That’s a huge opportunity to do good work.
  4. I’m going to see what our prospects and customers need. Working with our sales and customer success teams, I’ll have the ability to educate them about what people like me need, helping to make them more effective in helping marketers reach their measurement goals.
  5. I can expand the story. At CollabNet, I collaborated with our CEO and our VP of Finance. It’s not just marketing that needs metrics, nor is it sales and marketing. Finance executives would love to know how changing marketing budgets will affect gross income. CEOs and executive boards want forecasts not just from sales, but from marketing.

I really care about helping marketers become more effective and better at their jobs. After preaching the importance of measurable marketing for almost a decade and seeing so many companies struggle to figure out which metrics they need and how to get them, I get to help a company drive and expand upon a product that has the potential to solve these challenges for B2B companies.

Let’s go!

The Democratization of Advanced Analytics

The Democratization of Advanced Analytics

Ah election season. Shaking hands, kissing babies and yes, democracy. Power was once held in the hands of the few but now we all get our say, more or less. I think we’re seeing something similar happen in the B2B marketing world when it comes to what I’ll call advanced analytics. Multi-touch attribution, velocity, waterfall analysis… In the past these were the domain of the analytics guru you had on staff (if you were really lucky). After all sorts of data wizardry and a couple weeks of work, they produced reports like this… and maybe even an insight or two that might lead the marketing leader to change course or double down.

Things have changed. Dramatically. With a tool like BrightFunnel these same insights are instantaneous so a marketer can measure and act quickly. Also they are no longer just the domain of just the analytics guru. This really hit home for me when I spoke to our customer Heather Sutherland at Cloudera. She said, “Within a few weeks, BrightFunnel provided us deep visibility into measuring revenue impact across all marketing channels. Our entire marketing team (digital, product, and field marketing) now can quickly get insights at all levels – by account type, marketing channel, campaign and deal.”

Everyone on the marketing team now has the critical marketing metrics at their fingertips. They can now fully measure and justify their impact. They can optimize channels and campaigns effectively as they see the output of every marketing dollar they spend. It’s an exciting time. Marketers can ground their decisions on real data, not to mention show their work to their boss. The content marketer can fight for that $10k to write the new eBook because the last one drove $400k in pipeline. The event marketer can prove to the skeptical head of Sales that a $50k event sponsorship is worth it because last year that same event influenced 40% of their Q2 opportunities.

Want to join the movement? Schedule a demo today.

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