Marketing Effectiveness

How to boost the effectiveness of your marketing function

How to boost the effectiveness of your marketing function

Online event
Wednesday 19th June 2024
12pm to 12.30pm (UK time)

Senior marketing leaders – Supercharge your marketing department with the game-changing strategies that can unleash hidden opportunities and eradicate inefficiency.

Join us to gain expert advice on:

  • What you gain with a more effective marketing function

  • The top 3 most important factors to transform your marketing function effectiveness

  • The proven tools to help you on your journey – including one we’ll give you for free!

  • How to get started

 

This is NOT your average marketing webinar. This is your chance to take your marketing from good to legendary in 2024!

Sign up for the 30-minute webinar


Speaker profile:

Lydia Kirby
Marketing Tansformation Director and ICAgile Certified trainer

Lydia is an experienced director who supports clients with their strategic approach to achieving marketing effectiveness and demonstrating impact. As an ICAgile accredited trainer, Lydia upskills marketing leaders and teams who want to improve their effectiveness and agility.

 

Alaina RobertsHow to boost the effectiveness of your marketing function
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Optimising B2B brand marketing with the Balanced Scorecard

Optimising B2B brand marketing with the Balanced Scorecard

Much debate continues in the B2B world around the value of brand marketing. While some organisations believe you should invest in it, the results are more challenging to quantify than demand generation campaigns, which deliver leads for products and services.  

According to a study by BCG*, 99% of B2B marketers agree that trust in their brand is essential. Yet of the companies studied, 44% allocate less than a third of their budget to brand marketing. Reasons for low investment include key stakeholders not seeing the impact and the inability to measure the value. 

*Source: 2021 BCG B2B Brand Marketing Study  

However, in the same study, when companies were segmented based on their marketing and brand maturity, a correlation was found that indicates that increased marketing maturity leads to higher returns on brand marketing spend.  

The bottom line is that B2B companies that underinvest in brand marketing or invest without a strategic plan are selling themselves short. 

This leads us to the question of how can they develop their marketing maturity? 

The main challenge the organisations face is looking at marketing spending from a long-term perspective. Creating a long-lasting impact in people’s minds is beyond logos and taglines; it’s about regular conversations with them, building trust and then delivering on their promise.   

Brand marketing involves crafting a cohesive brand identity and messaging strategy to promote the brand through various channels like advertising, content marketing, and public relations. However, for the ecosystem to function effectively, brand marketing must be complemented by high-quality products/services and employee satisfaction. These elements contribute to positive brand experiences, fostering customer loyalty and advocacy. This holistic approach strengthens the brand’s reputation, enhances customer trust, and ultimately drives business success. 

Regardless of the budget allocated, many organisations still grapple with prioritising short-term or incomplete metrics, leading to uncertainty about the true impact of their marketing efforts. As a result, they may question the effectiveness of their strategies or allocate resources ineffectively, hindering their ability to achieve desired outcomes. 

To solve this, we recommend organisations look at the Balanced Scorecard. It provides a useful tool for translating strategy into measures to communicate a company’s vision. Harvard Business Ideas voted it the most influential idea ever presented. 

The Balanced Scorecard.

Developed by Dr. Robert Kaplan of Harvard University and Dr. David Norton, the Balanced Scorecard revolutionised organisational performance measurement. Traditionally, companies focused solely on short-term financial metrics, but the Balanced Scorecard introduced non-financial strategic measures for a more holistic view. Kaplan and Norton’s approach, detailed in various publications, emphasises the importance of balancing financial indicators with measures of long-term success. They argue that while financial metrics reflect past performance, a comprehensive approach is needed to guide future value creation in the information age, prioritising investments in customers, suppliers, employees, processes, technology, and innovation. 

It starts with four perspectives, i.e. financial, customer-centric, internal processes, and organisational capacity. It asks the organisations to define their goals across these aspects, plan a strategy to achieve them, and then determine the metrics to measure the success.  

If your company also focuses on or values another perspective, it must be included in the scorecard.  

It sounds simple and intuitive. However, the most critical aspect is establishing a relationship among all these. For example, you need to invest in your internal processes to deliver a quality product or service to your customers and enable you to achieve financial performance. This allows you to define your goals and plan your actions according to them, and then it’s essential to pick the metrics based on these goals and actions.  

Let’s take an example of Company A and see how it can use the Balanced Scorecard to achieve its goals: 

These metrics provide a comprehensive view of the SaaS provider’s performance. A strong financial performance, driven by ARR growth and healthy CLV, reflects effective marketing strategies in acquiring and retaining customers. Positive customer metrics, such as high NPS and CLV, demonstrate the brand’s ability to deliver value and build loyalty. 

Efficient internal processes ensure that marketing efforts are optimised for maximum impact while investing in learning and growth opportunities for employees, which fosters innovation and keeps the brand competitive. Moreover, by monitoring marketing-specific metrics, the SaaS provider can gauge the effectiveness of marketing campaigns, optimise resource allocation, and enhance brand awareness and visibility in the market. This integrated approach ensures that marketing initiatives contribute to financial success and strengthen the brand’s reputation and market position over time. 

In conclusion, as B2B companies navigate the evolving marketing landscape, embracing the Balanced Scorecard offers a strategic compass for long-term success, enabling them to build enduring brand value through consistent, trust-building conversations with their audience. 

 

Tamanna BhatiaOptimising B2B brand marketing with the Balanced Scorecard
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From strategy to action: Effective and agile communication in leading organisational change

From strategy to action: Effective and agile communication in leading organisational change

 

In our latest panel discussion we explore the vital role of communication in driving successful organisational change. In today’s rapidly evolving business landscape, the ability to effectively communicate strategies and engage stakeholders is paramount to achieving desired outcomes. We  delve into the intersection of strategy and action, offering practical insights and guidance on how to craft compelling messages, foster buy-in, and inspire action at all levels of the organisation. 

In this session, we cover: 

  • Linking effective change communication to business success 
  • The cost of communication failures 
  • Developing a strategic communication plan 
  • How to ensure communications land with employees and drive the change needed 
  • Measuring & showing value 
  • Examples of where communication has or is driving change 

Our panel includes:
  • Emma Sinden, Content & Communications Director, Taulia
  • Natalie Cannatella, Communications & Content Strategist, Bright 
  • Zoe Merchant, Managing Director, Bright

Meet the speakers

Emma Sinden

Content & Communications Director, Taulia 

Emma is a seasoned communications expert with a track record of collaborating with global leaders like Salesforce, Boston Consulting Group, Oracle, and Infosys. Now serving as Director of Content and Communications at Taulia (Part of SAP), she leverages her expertise in change management, communications, and marketing to deliver impactful programmes for clients, employees, and the business. 

Natalie Cannatella

Communications & Content Strategist, Bright 

Natalie is an experienced Content and Communications strategist from Bright. Shes delivered change communications programmes for global organisations including Jacobs, the Financial Times, Informa, Boston Consulting Group and BAE Systems. Natalie uses her blend of comms and content experience to craft effective strategies and clear, impactful communications that drive business change. 

Zoë Merchant

Managing Director, Bright

Zoë is an agile marketing aficionado — a passionate believer in staying ahead of the competition with resilience, adaptability, and pace. After 20 years of delivering B2B marketing strategies. Using agile marketing to test, learn and build on success. Zoë leads the team in delivering results through continual and focused improvements to support clients’ business goals.

Alaina RobertsFrom strategy to action: Effective and agile communication in leading organisational change
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Why agile communication is your secret weapon for driving business change

Why agile communication is your secret weapon for driving business change

In today’s dynamic business landscape, the ability to adapt and evolve is paramount. This agility extends far beyond product development and market strategy – it’s crucial for your internal communication too. As a communications expert, I see countless businesses struggle with the inertia of traditional communication plans. Let’s explore why agile communication is the secret weapon for driving successful change within your organisation. 

The high cost of communication silos 

Imagine this scenario: you unveil a ground-breaking new strategy, complete with detailed reports and presentations. Yet, weeks later, you find pockets of your workforce still operating under the old model. This disconnect, the result of a rigid communication approach, can be incredibly costly. 

Studies show a direct correlation between poor communication and decreased productivity, employee disengagement, and even higher turnover. When employees are left in the dark about changes, they become anxious, disengaged, and ultimately, less effective. 

Building a strategic communication plan for agility 

So, how do we break the cycle? The answer lies in a strategic communication plan that prioritises agility. Here are some key elements: 

  • Clearly define Your “Why”: Before launching into “how” the change will work, establish a compelling narrative about the “why.” Why is this change necessary? How will it benefit the company and its employees? Frame the change as an exciting opportunity for growth and development. 
  • Tailored messaging: One-size-fits-all communication doesn’t cut it. Segment your audience and tailor messages to resonate with different teams or departments. Consider their concerns and information needs. 
  • Multiple channels: Don’t rely solely on email blasts or company town halls. Leverage a multi-channel approach that includes video messages, internal social platforms, and targeted Q&A sessions. 
  • Embrace transparency and honesty: Be upfront about challenges and potential roadblocks. This fosters trust and encourages open communication from employees. 

Making your communication land and drive change 

Agility isn’t just about the tools – it’s about the mindset. Here’s how to ensure your communication lands with employees and drives the change you need: 

  • Two-way street: Communication is a two-way street. Encourage feedback from employees through surveys, focus groups, and open forums. Actively listen to their concerns, address them and adapt where possible. 
  • Emphasise What’s In It For Them (WIIFM): People are naturally resistant to change if they don’t see the personal benefit. Highlight how the change will directly impact them – will it open new career paths, improve work-life balance, or streamline processes? 
  • Leadership visibility: Seeing senior leadership actively champion the change is crucial. Regular updates and “on the ground” engagement demonstrate commitment and inspire confidence. 

Measuring & showing value in agile communication 

Communication isn’t just about sending messages – it’s about driving results. Here’s how to measure the impact of your agile communication strategy: 

  • Track employee sentiment: Regular surveys and pulse checks can reveal employee attitudes towards the change and the effectiveness of your communication efforts. 
  • Monitor KPIs: Align communication goals with key performance indicators (KPIs). Are you seeing increased adoption of new processes? Are engagement metrics improving?
  • Showcase success stories: Highlight examples of employees or teams who have embraced the change and achieved positive results. This motivates others and reinforces the value of the change. 

Real-world example of communication driving change 

Think communication is an afterthought? Think again. Here’s a real-world example of how effective communication has been a key driver of successful change: 

Monzo, a UK-based digital bank known for its innovative app and focus on customer experience, faced a challenge in 2021. As they matured from a disruptive startup to a more established financial institution, they needed to adapt their internal culture to maintain their core values and agility. 

How Monzo used agile communication to navigate their internal cultural shift: 

  • Focus on transparency and open dialogue: Monzo leadership, led by CEO TS Anil, emphasized open communication. This included regular town halls, “Ask Me Anything” sessions with senior leadership, and an active internal forum where employees could discuss concerns and provide feedback. 
  • Data-driven communication of goals: Monzo presented clear data on market trends, customer needs, and the evolving competitive landscape. This data-driven approach helped employees understand the rationale behind the cultural shift and its importance for the bank’s long-term success. 
  • Redefining the “Challenger Bank” spirit: Monzo recognized the importance of retaining the core values that propelled their initial success. They communicated a redefined vision of their “challenger bank” spirit, emphasizing innovation, customer-centricity, and a commitment to a positive work environment, even as they scaled their operations. 
  • Upskilling and reskilling programmes: Monzo invested in training programs to equip employees with the skills needed to thrive within the evolving culture. This demonstrated the company’s commitment to its workforce and addressed potential anxieties about the changing landscape. 
  • Pulse surveys and focus groups: Monzo conducted regular pulse surveys and focus groups to gauge employee sentiment and identify areas where communication could be improved. This allowed them to refine their messaging and ensure their communication strategy was effectively addressing employee concerns. 

The results of Monzo’s agile communication approach were positive. Employee morale remained high despite the cultural shift, and the company successfully retained its core values while adapting to its new market position. This example demonstrates the importance of open dialogue, data-driven communication, and a focus on employee well-being during critical internal cultural changes within a B2B tech company. 

From strategy to action 

In conclusion, agile communication is not just a buzzword – it’s a strategic imperative for driving positive change within your organisation. By proactively crafting a well-considered internal communication strategy which embraces a multi-channel, transparent, and employee-centric approach, you can ensure your communication lands, inspires action, and propels your business towards successful and effective change. 

Want to learn more? 

Join us for our webinar on:  

Effective and agile communication in leading organisational change webinar
on Tues 30th April at 12pm BST  

The session will include a panel of communication experts, who’ll be exploring the role of agile internal communications in driving successful change within organisations. 

In the session, designed for B2B leaders involved in change programmes, we’ll be covering… 

  • Linking effective change communication to business success  
  • The cost of communication failures  
  • Developing an agile strategic communication plan  
  • How to ensure communications land with employees and drive the change needed  
  • Measuring & demonstrating value  
  • Examples of where communication has or is driving change 

This promises to be a really informative session with plenty of practical takeaways that will help you drive the change you need to achieve your business goals. 

Click here to sign up via LinkedIn 

 

Natalie CannatellaWhy agile communication is your secret weapon for driving business change
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Marketing effectiveness reframe cards

Marketing effectiveness reframe cards

Download your cards to reframe conversations and spark fresh perspectives. 

Reframe Cards are an easy-to-use tool intended to stimulate conversations within teams, encouraging them to reconsider strategies and tactics by prompting thought-provoking discussions.

These cards aim to foster transparency and collaboration by prompting team members to share their thoughts and ideas openly. They can be used in various settings such as team meetings, workshops, or planning sessions to focus on goal-oriented actions and results.

The cards are designed to infuse creativity and agile thinking into team communication, aiming to drive discussions towards actionable solutions. Specifically, the Marketing Effectiveness edition of these cards targets marketing teams, aiming to enhance their strategic capabilities and improve results.

Download the Marketing Effectiveness Reframe Cards

Ready to reframe your mindset and your conversations? Download your Reframe Cards today! 

Interested in improving the impact of your marketing?

Check our on-demand webinar on ‘How to maximise your marketing effectiveness’, our panel of B2B marketing experts address some of these key challenges, and share insights and practical solutions to address these issues – we’ll cover people, process, data and tech.

Alaina RobertsMarketing effectiveness reframe cards
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Is RevOps B2B marketers next big move?

Is RevOps B2B marketers next big move?

Times are tough, changeable and high pressured for most senior B2B marketers and CMOs. Align to business goals and demonstrably driving business growth is more important than ever.  

Over the last few years working with senior marketers to deliver greater marketing effectiveness and agility I’ve learnt about and applied the ideas of Revenue Operations (RevOps) with the principles of agile marketing. Agile marketing, the foundation of Bright’s ethos to help marketers demonstrate value through delivering great work; champions adaptability, customer centricity, and efficient collaboration. The introduction of RevOps expands these benefits across all revenue-generating functions, through improved alignment, efficiencies and effectiveness, and quantifiable growth against shared goals. 

Before diving into the relationship between agile marketing and RevOps, I’ve identified common indicators that signal the need for a RevOps framework in B2B organisations: 

  1. Misalignment between revenue generating functions:
    including Sales, Marketing, Partner & Alliances, Product and Customer Success: Operating in silos indicates the need for the unified strategy that RevOps provides 
  2. Inefficient use of data:
    If leveraging data across customer touchpoints is challenging, RevOps’ integrated data analytics approach offer a cohesive view for informed decision-making
     
  3. Inconsistent customer experiences:
    Disparate customer experiences suggest a coordination gap, which RevOps addresses by harmonising interactions
     
  4. Operational inefficiencies:
    Manual processes or redundancy point towards the process automation and efficiency enhancements facilitated by RevOps
     
  5. Difficulty in measuring Marketing ROI:
    The inability to directly link marketing efforts to revenue outcomes underscores the need for RevOps’ accountability and clarity.
     

Lots of firms have these challenges many of them are perpetuated through the organisational culture, the ways of working as well as team and departmental silos. As I share how the integration of agile marketing principles with RevOps, the emphasis on collaboration with the Chief Revenue Officer (CRO), cross-functional teamwork, and a cultural shift towards alignment and collective goal pursuit becomes increasingly significant. These are critical success factors for marketers committed to making an impactful contribution to revenue growth. 

Collaborate with the CRO 

We all know that a productive partnership between marketing leaders and the CRO is critical for sales and marketing alignment and forms the bedrock of RevOps success. For example, when one of our software client’s CMO and CRO began holding regular strategic sessions, they achieved a unified view of the customer journey, enhancing cross-sell opportunities by 10% within six months. This partnership ensures every initiative is directly linked to revenue, creating a united approach to growth.  

The power of cross-functional collaboration 

Cross-functional collaboration is a key principle of agile marketing and underpins the success of a RevOps approach, reducing and removing (where you can) silos to create greater cross functional collaboration to continually improve the customer experience. An example from our work at Bright is a project with a global HCM software marketing team that focused on improving cross-functional collaboration to improve efficiencies and formed cross functional agile squads/hubs including their sales stakeholders and product Subject Matter Experts (SME), which led to a 20% reduction in lead follow up times and improved conversion rates by >5%. This collaborative approach and culture ensure all departments are working towards common business goals.  

Cultivating a culture of alignment and collective goals 

RevOps necessitates a shift towards an alignment and collective goal pursuit are prioritised. Everyone moves in sync and are focused on KPI and OKR that are shared and aligned to the business goals. A Bright client – a continual improvement product and services firm – implemented agile marketing and activated RevOps to define, agree and set common goals and metrics as well as ensuring there was data & reporting to support this approach. This included the CRO, CMO and CFO as well as cascading across the sales and marketing teams. This culture of alignment enabled the organisation to adapt to changing internal and external market factors effectively and meet strategic objectives with greater cohesion. 

How to get started 

Implementing a RevOps model is a strategic shift that focuses on aligning cross-functional teams and cultivating a culture of shared goals and objectives. For B2B marketing leaders, establishing common goals and KPIs is the first step. This ensures alignment across all teams contributing to revenue generation. 

Quick-start Agile Marketing & RevOPs checklist: 

  1. Align on objectives and KPIs:
    Ensure revenue generating teams such as marketing, sales, and customer success teams agree and share common goals
  2. Review current processes:
    Identify gaps in collaboration and alignment 
  3. Establish regular cross-functional communication:
    Keep all teams informed and engaged
  4. Implement shared reporting:
    Use dashboards for transparency and to track collective progress
     
  5. Pilot small agile marketing projects:
    Demonstrate the benefits of agile marketing and RevOps approaches by starting with manageable initiatives such as a pilot customer acquisition or retention campaign. 
     

 This approach offers a clear framework for beginning with RevOps, guiding organisations through the early stages of adopting a more aligned and efficient revenue generation strategy. 

Integrating agile marketing principles with a RevOps framework is an effective strategy for not only elevating the role of marketing in revenue generation but creating alignment and strategic focus to propel your businesses forward towards its objectives. 

 

Zoe MerchantIs RevOps B2B marketers next big move?
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The interplay of key components in B2B Agile Marketing

The interplay of key components in B2B Agile Marketing

In the high-octane world of B2B marketing, standing still is not an option. Agile marketing is not just changing the game—it’s rewriting the rules. This approach, with its heart set on adaptability and laser-focused on the customer, is propelling forward-thinking businesses into new realms of success. It’s about being nimble, quick, and, most importantly, effective. 

So, let’s dive into the nitty-gritty, the bread and butter of agile marketing: epics, user stories, tasks, and deliverables. These aren’t just buzzwords; they’re the gears in the engine of change. Through our adventures in transforming marketing strategies with our clients at Bright, we’ve seen first-hand how these components can revolutionise practices and align with OKRs and KPIs to deliver unmatched value. 

The essence of Agile Marketing: Where strategy meets action 

The core quartet: Epics, user stories, tasks and deliverables 

  • Epics are the grand visions, the “what ifs” turned into “let’s dos.” They’re ambitious missions tied to the heart of your business goals or defined by the critical functions of your marketing strategy such as lead generation or customer retention.  
  • User stories are the soul of your customer persona, sharing their desires, needs, and aspirations. These stories draw you closer to your audience, guiding bespoke marketing initiatives. 
  • Tasks are where thoughts turn to action. These are the steps that transform user stories from dream to reality, aligned with your epic ambitions. They’re the day-to-day on your Kanban boards, the pulse of progress. 
  • Deliverables are your battle scars and trophies; they’re tangible proof of the journey from concept to completion, marking your path towards conquering your epics. They’re milestones that measure success, learning, and adaptation. 

 Real success stories 

  • Informa Markets Pharma market leadership: Their leap into agile marketing was based on an epic focused on market leadership. Breaking down this monumental goal into actionable user-stories led to ground-breaking engagement and a dominant position in the pharma industry, surpassing key tradeshow objectives. 
  • Reward Gateway conquering a new segment: They took on the epic of penetrating a new market segment with agility on their side. Focused on “Rapid SME market entry,” they tailored their user stories breaking down their approach into tasks and deliverables that tested, learnt, and adapted, turning feedback into gold and smashing their KPIs. 
  • TECHNIA embracing the virtual shift: The epic was to capitalise on the success of their physical event investment to captivate and grow their audience with virtual events. By weaving the magic of their physical events into the digital fabric, they created user-stories that crafted immersive experiences that not only retained but enhanced the value of their community in the virtual space. 

The interplay of components: The engine of marketing effectiveness 

Diving deep into the mechanics of agile marketing illustrates the importance of a harmonious interplay between epics, user stories, tasks, and deliverables. These components combined with agile marketing ceremonies, principles and critical success factors to create strategic coherence, responsiveness, and iterative brilliance. It’s about moving with purpose, making every note count, and every action sing. In the end, agile marketing isn’t just a way to do marketing; it’s a manifesto for doing business in the modern world, brilliantly orchestrated for those ready to lead the charge. 

 

 

 

Zoe MerchantThe interplay of key components in B2B Agile Marketing
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Streamlining B2B Marketing Effectiveness: A guide for senior marketers

Streamlining B2B Marketing Effectiveness: A guide for senior marketers

In the fast-paced world of B2B marketing, staying ahead means being agile and focused. At Bright, we understand the challenges you face, from making the most of your martech & data to managing resources wisely. Our approach is about being smart with your strategy, how your teams work and making the most of your resources, ensuring you’re always driving towards measurable success.

For senior marketers navigating the complex terrain of B2B marketing, understanding the delicate balance between strategic alignment, collaboration, and customer lifecycle management is pivotal. The long sales cycles, high customer lifetime values, and the cumulative impact of brand investments necessitate a thoughtful approach to marketing strategy.

We’ve put together this guide as your roadmap to a more effective marketing strategy, crafted with agile marketing at its core.

Considerations before you start

Before diving into the actionable steps, it’s crucial to address the foundational elements that underpin marketing effectiveness in the B2B landscape:

Strategic alignment: Ensuring marketing strategies are directly linked to business goals is key (and obvious!). This alignment drives more focused and impactful marketing efforts but it’s easy for marketing teams to get bogged down in BAU so take a look at where your team is focusing it’s efforts.

Collaboration across revenue-generating functions: Marketing, sales, alliances and customer success teams must work in harmony, leveraging each other’s insights and collective KPIs and strategies to drive growth. Start with sales – this is a key stakeholder for making sure your marketing really achieves it’s potential.

Balancing Marketing priorities: Given B2B’s inherent long sales cycles and the significant value of customer relationships, it’s essential to appropriately distribute focus across acquisition, retention, and expansion.

Brand investment: Investing in your brand is vital for long-term success. However, may be hard to convince your CFO or CRO who is looking at much shorter time horizons in most cases. Investments bolster not just your market position, but they will improve the effectiveness of your demand generation activity. You’ll need to find measures (such as increased Lifetime value/ARR/Retention) that show impact on sales cycle, conversion rate etc over time so key stakeholders feel confident and can see how brand supports both immediate and future revenue streams.

With these considerations in mind, let’s explore practical steps to enhance your marketing effectiveness, starting with quick wins and evolving into comprehensive, long-term strategies.

Enhancing Marketing Effectiveness: Practical steps

Quick Wins for immediate impact

Refine your personas and messaging: Quickly audit your personas and make and adjust your messaging to ensure it’s resonating with your target audience. Clear, compelling messaging can significantly boost engagement and conversions

Optimise digital assets: Review your website and social media profiles for quick improvements. Simple updates can enhance user experience and SEO, driving more traffic and engagement

Reuse, repurpose and shatter content: Review and reuse your content – shatter into new derivatives and reuse across channels.

Leverage data insights: Use existing data to gain quick insights into customer behaviour and preferences, allowing for immediate adjustments to campaigns and strategies.

Strategic Initiatives for sustained growth

Develop agile marketing toolkits and playbooks: Create guides and resources based on successful strategies and tactics. These toolkits should be agile, allowing for quick adaptation as market conditions change. Consider how AI tools could help you here – creating or using marketing or persona based GPTs.

Invest in customer journey mapping: Deeply understand the paths your customers take. This investment helps in tailoring your marketing efforts for better acquisition, retention, and expansion outcomes.

Strengthen cross-functional collaboration: Establish regular touchpoints between marketing, sales, and customer success teams. Shared goals and insights lead to more effective and cohesive strategies. Consider how RevOps principals could help bring alignment and accelerate success.

Measure and adapt brand strategies: Continuously evaluate the impact of your brand investment, balancing short-term gains with long-term objectives. This approach ensures your brand remains a powerful asset in achieving business goals and amplifies your demand generation efforts.

It’s an infinite game

For senior B2B marketers, the path to enhanced marketing effectiveness is multi-faceted, requiring a balance of strategic foresight, agile execution, and continuous adaptation. Backed up with a growth culture and a focus on test and learn to enable innovation to flourish and support your goals. By focusing on both quick wins and strategic, long-term initiatives, you can ensure your marketing efforts contribute significantly to your business’s growth and success.

To further explore strategic alignment, collaborative strategies, or agile marketing methodologies, contact the Bright team for more in-depth guidance and support.

 

 

Alaina RobertsStreamlining B2B Marketing Effectiveness: A guide for senior marketers
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How to maximise your marketing effectiveness

How to maximise your marketing effectiveness
Marketing leaders are faced with an ongoing barrage of challenges from fast-evolving AI to the pressure of achieving better results with fewer resources, as well as getting the most from your CDP investment and needing to balance short term KPIs with long term goals. We understand that marketing leadership is a tough job right now!
In our webinar on ‘How to maximise your marketing effectiveness’, our panel of B2B marketing experts address some of these key challenges, and share insights and practical solutions to address these issues – we’ll cover people, process, data and tech.

Listen to the podcast


Download your Marketing effectiveness reframe cards

Reframe Cards enable you and your team to have a different kind of conversation, re-think strategies or tactics and highlight learnings that you can take forward to optimise and generate better outcomes.

These Reframe Cards are focused on having conversations to help improve your marketing effectiveness, and empower your team to challenge their thinking. By changing their frame of mind to continually learn and grow, you can yield real business results and make a positive impact on your businesses bottom line.


Marketing Effectiveness: Recommended reads

Check out our suggested reading list of articles, reports and videos to help take your marketing effectiveness to the next level


On-demand video on Maximising your marketing effectiveness

Watch to learn how to improve the impact of your marketing machine, including:
  • People: Improving ways of working, determining future skills and developing a growth culture
  • Process: Optimising your operating model to improve revenue and customer centricity.
  • Data: Achieving optimal RevOps and KPI setting
  • Tech: Maximising the value from your existing martech stack and optimising GenAI opportunities
You’ll also hear examples of how you can find hidden value within your existing marketing and how to prioritise your efforts for the biggest impact.
Our panel includes:
  • Emily Nicols, Group Marketing Director, Informa Markets
  • Sian Heaphy, Certified Agile Trainer and Director, Bright
  • Zoe Merchant, Managing Director, Bright

Meet the speakers

Emily Nicols

Group Marketing Director, Informa Markets

Emily Nicols is a seasoned marketing professional with a passion for driving growth and creating impactful campaigns. As Group Marketing Director at Informa Markets, Emily has successfully implemented comprehensive marketing plans that have consistently delivered measurable results. 

Sian Heaphy

Accredited Agile Marketing Trainer and Director

Sian uses agile methods to encourage creativity, curiosity, and data-driven decisions in marketing. She works with teams to design experiments, gain insights, and achieve business goals. Sian promotes continuous improvement through experimentation and learning.

Zoë Merchant

Managing Director, Bright

Zoë is an agile marketing aficionado — a passionate believer in staying ahead of the competition with resilience, adaptability, and pace. After 20 years of delivering B2B marketing strategies. Using agile marketing to test, learn and build on success. Zoë leads the team in delivering results through continual and focused improvements to support clients’ business goals.

Alaina RobertsHow to maximise your marketing effectiveness
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The power of Kanban boards in marketing: a project-level view

The power of Kanban boards in marketing: a project-level view

Marketing’s remit is forever expanding, requiring a blend of creativity, strategy, and effective project management. One tool that has increasingly become central to effective marketing is the Kanban board. As with any tool, the effectiveness of Kanban boards lies in how they are used and managed.  

A key tool in the application of agile marketing, Kanban boards have crossed over from many other industries due to their ease of visualising workflow, managing tasks, and fostering collaboration. Marketing, with its multiple tasks and objectives, can particularly benefit from this approach.  

However, a common question arises when everything in Marketing is connected: should we maintain a project-level Kanban board or a tactical one? 

Project-level boards vs tactical boards 

The project-level board provides a broader view of the whole project, including the diverse tasks needed to achieve a marketing campaign’s goal. It tracks the project’s progress from start to finish, showing the status of all tasks at a glance: what’s been completed, what’s in progress, and what’s yet to be started. It’s like looking at a map of a journey from a bird’s eye view.  

On the other hand, a tactical board is more focused. It manages individual or interrelated tasks that make up a project. While this micro-level view can be handy in managing the intricacies of tasks, it might not show how these tasks fit into the overall project, and it can lead to losing sight of the big picture and end up increasing the siloes rather than removing them. 

In marketing, where campaigns often involve interlinked activities (content creation, social media promotion, email campaigns, etc.), it becomes more advantageous to opt for a project-level board. This broad outlook ensures that all elements are interconnected and moving in harmony towards the campaign’s overall goal. 

Managing your Kanban board 

Regardless of the type of board you use, its efficiency boils down to proper management. Here are some tips to guide you:  

  1. Regularly update: Ensure the board is frequently updated with the status of tasks. It should be an accurate reflection of the project’s state.
  1. Prioritise tasks: Use a system (like color-coding and tagging) to signify task importance or urgency. It helps to focus the team’s efforts on what matters most.
  1. Limit WIP (Work-In-Progress): Kanban encourages completing tasks before taking on new ones. Set a WIP limit to prevent the team from being overwhelmed and to enhance productivity.
  1. Feedback and improvement: Have regular reviews and retrospectives. Use feedback from these sessions to streamline processes and improve the board’s functionality.

While tactical Kanban boards can be useful for managing detailed tasks, the interconnected nature of marketing activities makes the project-level board a more effective choice.  

Team benefits of Kanban boards 

As previously mentioned, Kanban boards contribute to maximise project management efficiency but how do we see the benefits play out within our teams?   

Accountability: Teams can prioritise tasks based on the appropriate coding system ensuring high priority tasks are not missed as well as enabling teams to have full autonomy through clear accountability and ownership of tasks. 

Simplicity: Kanban boards can be replicated, changed and adapted resulting in a simple, intuitive and swift adoption practice within teams.  

Remote collaboration: Whilst we are all still trying to adapt to new ways of working – especially across different verticals, industries and geographical locations – Kanban boards allow cross-functional teams to collaborate without missing key updates – wherever they are in the world! 

Well managed, a Kanban board can be a game-changer, promoting transparency, increasing, improving and maximising efficiency, and ultimately, driving your marketing campaign towards success. 

If you are looking to improve your ways of working to enhance your team’s agility and effectiveness, our Agile Marketing one-day training bootcamp is a good place to start.

Run by our team of accredited B2B agile marketing trainers and practitioners. Quickly empower your team to:  

  • Work smarter – make the most of your people, budget, tools and time  
  • Implement experimentation to drive continual improvement 
  • Use data & insights to inform decision making 
  • Demonstrate results and ROI at pace 
  • Pivot or persevere – easily adapt to market forces 

Contact us to find out more about our one-day Introduction to Agile Marketing bootcamp 

Resources/reading list:

Alaina RobertsThe power of Kanban boards in marketing: a project-level view
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