You’ve lost me already.

Posted on December 20, 2024 by Ann James

I paused, but I’m walking straight past. Before I got beyond the first paragraph of proper copy. My question is: What are you going to do, for me? If I haven’t a clue what you can actually offer me, after – what? 5 seconds, maybe an optimistic 10 – and I just don’t ‘get it’, I’ll move on to somewhere else. Maybe they’ll have more luck, or better judgement regarding what’s important to the visitor.

I am of course taking B2B websites, homepages to be exact. I’ve been looking at a few of these recently in my marketing job search, and many are surprisingly and shockingly poor at making the singular and incisive point, of what they do. Of course each organisation is a lovely, customer focused and vibrant entity, with wholly engaged and switched on team, a great place to work. But – shock, horror – so is everywhere else (as far as website truths go anyway) and now I’ve got past the hero image (stock, smiley / earnest people in meeting maybe) and I STILL don’t know what you offer the world.

So, let’s be a bit braver and turn it all upside down. Find the hook in the message, those few words that explain what you do for your customers, maybe building to a teeny bit of how. Assure the visitor that they’re in the right place to address their interest, or pain. Screenshots or pithy testimonial quotes aren’t banned from the top fold, especially if that taste of the product lets prospects see what’s in it for them. From there, you can take the visitor on the unique journey of your company, flavoured with relevance and loveliness.

Look at your online experience from the outsider’s point of view. Just don’t waste that hard-earned visit, and blow it too soon 😉

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Storytelling: It’s the future! But we aren’t all Hans Christian Andersen.

Posted on October 28, 2024 by Ann James

Once upon a time, storytelling became the bright new thing in B2B. What wasn’t to like about adding the human touch to our soulless marketing output? It was time to break free of feature, function, benefit comparison tables and create engaging content that played to the emotions and valued outcomes of the people we wanted to choose us (yes, B2B Decision Makers are actually people too!). Hell, marketers even added storytelling to their CVs, they were so convinced of its importance.

But then marketers actually tried it, the storytelling thing, in a B2B context, and big, bad reality started to hit – it wasn’t as easy as it sounds. Getting buy-in from product teams, selling the idea to the big bosses, drafting briefs for wordsmiths and designers, trying to explain the metrics of conversion from soft touches. It wasn’t just about engaging formats – video, carousels, or shock, horror, corporate TikTok… To work, storytelling actually needed a volume of compelling content in a structure that brought to life the point to be made, meaningful to the right people in a way they would ‘get it’.

And so it faded away a bit and marketing found a new shiny thing to focus on (Hello, AI!). But the term is still knocking around and what’s more, it’s still focused on a worthwhile goal, that of getting under the skin of prospects. What do we do with an old idea? As all good marketers do, we give it a tweak and repurpose – and discover we’ve been working towards storytelling for a while after all. We didn’t know it but we’ve been writing the all important Introduction all along, creating the storyline from which any manner of sequels and chapters can spin.

How? By deploying that much under-estimated concept, the Use Case. If a good Use Case doesn’t tell a story, I don’t know what does. It’s a short story, for sure, but there’s nothing wrong with snackable content. By its nature, your Use Case adds context, a bit of drama. Has a hero / heroine and maybe even a villain. If storytelling is the best way to weave a message into a prospect’s mind, then the Use Case provides your opening chapter. More power to the Use Case I say, there’s no better way to show what your product can do than by showing what your product has done to the benefit of a customer in a scenario that brought it to life.

Did they all live happily ever after? I think there’s more to explore on this topic – watch this space!

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Beware the social echo chamber

Posted on October 28, 2024 by Ann James

Oooh that post got 1234 likes! and 567 shares! Put it in the reporting, make sure the bosses know!
It’s an easy ‘win’ on paper to count likes, shares and comments – they’re a positive affirmation you’re doing something right after all – so yes, it’s a metric.

But this is marketing and nothing is that straightforward, so by all means give yourself a pat on the back, but don’t be too distracted from pursuing the end goal (the sale, if I need to remind you). One big fat red herring on social metrics is the ‘who’ – Linkedin is a professional network by definition, and alot of your network will be your peers – not your customers. If your company has a ‘like and share’ practice for its employees, it’s easy enough to ramp up the reactions, just don’t get too carried away seeing them as proof of a successful message.

Taking a reality check on the ‘echo chamber’ effect is worthwhile – a customer or prospect reaction is harder won and has alot more worth than that of the rest of the marketing team. Whether you can spot those and track their engagement in a scored journey is probably out of your hands, with the martech team – just don’t let the echo (echo, echo) distract you from mapping out the next nurture step on the way to the all-important sale.

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On Being Bold.

Posted on October 13, 2024 by Ann James

Just imagine a world where every marketing campaign is a carbon copy of its predecessor. Where brands blend into a sea of sameness, offering little to differentiate themselves. In today’s AI-happy, digital landscape, standing out demands boldness.

I’ll start with what isn’t being bold. More of the same. Ramping up spend on your LinkedIn always-on campaign. Sending more emails, to the same people but with slightly different offers. Taking the same space at an event because you always do.

Same, same, it’s safe and the outcomes are fairly predictable, but they’ll probably also tail off without a significant refresh. Or a splash of the bold.

What’s being bold then, and how might it create a ripple effect, nudging your outcomes towards that much needed boost?

Well, let’s look at one situation, the trade show with a smart, corporate booth backdrop, clinically approved messaging and some nice enough swag that might just make it home. Nothing bold about that, and safe enough, with nothing really to go wrong either (except if no traffic wanders by, your pre-show activity not whetting the appetite to find out more). Does it give your offer a chance to really shine in the face of competitors though? So, how about joining the innovation showcase then, a few $k more spend for what? The opportunity to hone a pitch with incisive messaging explaining your fit with this space, demonstrable benefits and proving you understand your prospects’ needs. Sure, it’s a one off – 10 mins, hit or miss, since no-one might show up – or is it? Maybe by merely positioning yourself as innovative, by getting on that agenda listing, you’re raising an eyebrow with prospects who just didn’t consider you to be any different from all the others. And maybe they can’t all make that 10 min presentation slot, and aren’t committed enough yet to sit down at the hosted dinner on offer, but they saw your booth the next day and were interested enough to find out more, or search for your blog posts or follow you on LinkedIn. Boldness is acting differently and maybe, just by doing something a bit unexpected you can unleash a thread which finds new ways to new customers. Question the safe way and prepare for a new offensive.

The calculated risk is of course worthy of a lot of thought. Cap the spend to a reasonable amount in your context, consider what else you could do with it. What’s the risk if you do nothing? Will doing this thing help you hone and test messaging for a new, focused campaign? Measurement and metrics are always there to guide and assess; it might not be 100% the first time but you’ll know where it did get you, and you can always go back to more of the same.

Bold marketing isn’t for the faint of heart. There’s the fear of the unknown and it requires courage, creativity, and a willingness to take and stand by your calculated risks. But the rewards can be immense. By daring to be different, you can break through the noise, build stronger brand with your customers, and drive real pipeline growth. So, what are you waiting for? It’s time to be bold.

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Masterchef Lessons in Marketing… Content 3 ways, anyone?

Posted on April 30, 2024 by Ann James

And tonight, I’ll be serving courgette 3 ways – as ribbons in a warm salad; served whole, stuffed with a pistachio and sultana mousse; and with a courgette and honeycomb foam on the side. “Taking the finest, native ingredients and serving them creatively in all their finery – cooking doesn’t get better then this”, splutters Greg.

You get the idea, but it just made me smile. Courgette three ways. Content three ways. Isn’t that the basics reimagined, how to keep putting your point across, in the most ‘palatable’ of forms?

Blog, video snippet, infographic.

Webinar, listicle, ebook.

Q&A, survey, sub-topic blog.

You get the idea. Pick your three, then another combination and pick them again. Don’t get bored and move on too quickly, your prospects probably haven’t even noticed your efforts yet. Once just isn’t enough: creative repurposing is the chef’s, um, marketer’s friend.

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Scattered Secrets: How CRM Silos Can Kill Pipeline Potential

Posted on February 20, 2024 by Ann James

Just imagine: you’ve invested in a sleek, top-of-the-line CRM system, yet sticky notes prevail, your inside sales team still relies on spreadsheets and your sales team prefers the enclosed bounds of their little black book. Marketing blasts out campaigns without knowing what’s been said before, the recipient’s preferences, or who’s made recent contact, confusing – annoying, even – customers and prospects alike. And leadership remains blind to the true pipeline and planning potential. Sounds frustrating, right?

And it still happens – companies of my recent acquaintance spring to mind. It’s the harsh reality for many who fall into the trap of underutilising their CRM. Proposed and implemented with all good intention, CRM goes beyond a sales visibility tool; it’s a goldmine of information waiting to be unveiled – but neglecting a plan for adoption and its centralised use can be a costly mistake.

Here’s why a CRM that doesn’t show the full picture is more than just an inconvenience:

1. Lost Visibility, Lost Opportunities:

  • Scattered data = fragmented pipeline: Without embracing this centralised system, understanding your full sales funnel is impossible. You’re missing crucial insights into lead nurture, conversion rates, and potential bottlenecks.
  • Lost opportunities: being precious with your data means you’re cutting off hitting sales target opportunities. A key prospect is going to miss the invitation to a webinar, customer-led discussion or executive roundtable if they aren’t on the list.
  • Duplication of effort: Time spent digging through emails and spreadsheets is time wasted on building relationships. A CRM used properly eliminates information silos, ensuring everyone has a clear, centralised picture of communication history.
  • Missed red flags: Early warning signs of customer dissatisfaction can get buried in the clutter. A well-used CRM helps identify at-risk accounts before they churn.

2. Planning and Resource Allocation in the Dark:

  • Forecasting becomes a guessing game: Without accurate pipeline data, predicting future revenue and allocating resources effectively becomes impossible. You’re flying blind, risking overstaffing or missing out on growth opportunities.
  • Uninformed decision-making: Key business decisions rely on solid data, but a neglected CRM leaves you with incomplete or inaccurate information, potentially leading to costly missteps.

3. Fragmented Customer Experience:

  • Inconsistent communication: Imagine a prospect receiving conflicting information from different team members – their first experience of your brand and it isn’t a good one. A CRM well-used ensures everyone – marketing, sales, inside sales – has access to and visibility of the real-time communication history, creating a seamless customer journey.
  • Wasted marketing efforts: Blindly sending generic campaigns is ineffective, to the point of destructive. Structured CRM data allows you to filter and personalise communication based on individual needs and past interactions, tailoring content journeys across the buying cycle, and leading to higher engagement and conversion rates.

4. The Cost of CRM Neglect:

  • Wasted investment: The cost of a CRM is significant, and not using it to its full potential renders it a financial burden. If you’re balking at adding early funnel data because of data volume tiers, sort your qualification processes and criteria, and create a culture of clean lists, don’t scrimp on the upside potential.
  • Lost productivity: Time spent searching for information and cross-referencing spreadsheets is time lost on positive activities that drive revenue.
  • Missed competitive edge: In  a nutshell, in today’s data-driven world, companies that leverage their CRM effectively gain a significant advantage over those who don’t.


So, what are you afraid of? Is it a fear of change, lack of trust, a need for training, or simply inertia? Whatever the reason, it’s time to overcome it. Implementing a CRM is just the first step. Embrace it, encourage its use across all levels, and unlock its true potential. Remember, a CRM is a powerful tool, but only if you wield it effectively.

Start today:

  • Invest in training and support: Ensure your team understands the CRM’s benefits and how to use it effectively.
  • Set clear expectations and goals: Define how the CRM will be used and track progress towards achieving those goals.
  • Promote open communication: Encourage feedback and address any trust concerns or challenges that arise. Sales and marketing are on the same team, after all.

By taking these steps, you can transform your CRM from a neglected expense to a valuable revenue-driving asset, the engine for growth and success.

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The Balancing Act: B2B EMEA Field Marketing vs. Central Marketing 

Posted on February 6, 2024 by Ann James

or How to be a successful Field Marketing Manager 

The life of a B2B marketer is rarely straightforward, but for those navigating the nuances of the EMEA region, the stakes can feel even higher. As an EMEA Field Marketing Manager, you usually find yourself at the crossroads of two distinct marketing worlds: meeting the pipeline needs of regional sales teams, while supporting the broader strategic vision of central marketing. It’s a balancing act demanding adaptability, reasoning, and an unwavering understanding of the demands that set these roles apart. 

On the frontline, The EMEA Field Marketer: 

Here, you’re at the heart of the hectic EMEA commercial landscape. Your focus in the Field Marketing role is, without question, to support the pipeline growth of regional sales teams with targeted campaigns, generating qualified leads, and driving ROI from best use of budget. Working with the local sales teams and partners in situ, you learn the unique cultural and market dynamics of each region, tailoring your approach to resonate with each audience.  Understanding the customer means translation requirements enter the fray; do we or don’t we, and for everything, or for which media? Local landing pages or a local language micro-site? Events both virtual and face to face, might work in one country but not another, trade shows in one and smaller, elite directors’ dinners in another. Localised digital content, use of trusted third parties to share messages and join the community discussion, alongside earned and personalised direct outreach, become your weapons of choice. Striving to exceed ambitious sales quotas while balancing out the trade-offs of a budget sliced thinner with each regional request is all part of the job – and the fun – if you enjoy a challenge then Field Marketing could be for you! 

Alongside these local immediacies, runs the global heartbeat of marketing, the Central Communications & Brand team: 

Usually located at corp HQ and distanced in timezone from the Field marketer, potentially a working day away, the Central Marketing function orchestrates the global grand narrative. The focus is on developing long-term strategies, building brand awareness, and ensuring consistency across all active regions. Navigating various internal stakeholders, managing large budgets, and creating materials that support the overall corporate vision, markets are often viewed through a more holistic lens, with long-term brand building playing a crucial role. 

Finding the sweet spot: Navigating differences, extinguishing fires: 

So, how does the Field Marketing Manager bridge the gap between these seemingly disparate worlds? In my experience, here are some prime considerations. 

  • Communication is key: Maintain open communication with both sales and central marketing teams. Understand their priorities, challenges, and expectations. 
  • Wear both hats with pride: Assist local sales but also be the regional brand police. Someone, somewhere will always try to animate or customise the logo. Learning to say ‘no’ is a bold step forward as long as it’s supported by a reasoned ‘why’ and if possible, a “but yes, you can do this”.
  • Data-driven decisions: Leverage data and insights to support your planning and decisions, estimating the ROI of your planned regional initiatives, following with metrics and aligning them with central marketing’s goals. Invite inputs from your sales team – what leads them to believe something is a good investment?
  • Think globally, act locally: Central will do alot of the heavy lifting for you: a campaign might not work 100% out of the box, but you’ll make good headway by adapting central campaigns to resonate with local audiences, while maintaining brand consistency. 
  • Be a champion: Advocate for the specific needs of your region within central marketing, highlighting unique opportunities and challenges. Occasionally you’ll have to say that a campaign or message really won’t work in a certain region, so the positives and understanding will lay the land for this conversation. One day, you may have to address that the brand name means ‘chicken’ in Swedish 😉 Some of the central team will love to join the challenge of tweaking the visual or narrative for another culture – find these people!
  • Become a sponge: Talk to your regional sales teams – continuously learn about the diverse cultures and business landscapes within your region. 
  • Embrace technology: Be hands-on with marketing automation to streamline tasks and personalise your approach for different regions; tools like Marketo, Hubspot and others offer you nuances of communication which will really resonate with target audiences. 

Remember, you’re not alone in this balancing act (though it can feel that way at times!) – successful EMEA Field Marketers thrive by embracing the duality of their role. They understand that their success hinges on synergising the immediate needs of regional sales with the long-term goals of central marketing. It’s a skill that demands flexibility, strategic thinking, a deep understanding of the B2B marketing landscape, and occasionally an olive branch, a tin hat and fire extinguisher. You’ll be hugely assisted though in planning and execution by your supportive regional Sales VP, as well as a CMO with an understanding of the intricacies of global business.

So, if you’re an EMEA Field Marketer, wear your role with pride. You are the bridge between the regional and the global, the champion of your local market, and a vital contributor to the overall success of your organisation. Remember, navigating the balancing act is not just possible, it’s a field where you can truly excel.

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Behind the Logo: Weaving the Fabric of Teamwork 

Posted on February 1, 2024 by Ann James

The company logo is a badge of honour, a symbol of belonging to something bigger than yourself. If you’re wearing the logo, you’re on the team, you share the goal and vision. But true teamwork transcends just sporting the colours. It’s down to unlocking the dynamics of diverse personalities and experiences, with a shared goal and each playing a vital role in collective success. Here’s the truth as I see it: teams thrive on differences, not duplicates. 

Let’s face it, not everyone craves the spotlight. Some are the natural-born performers, the “look at me” personalities, capturing the room with their ideas. But the magic truly unfolds when these stars are supported by a quieter symphony of equally valuable individuals. These are the ones behind the scenes, the strategists, the analysts, the thoughtful champions, observing, collaborating and feeding the fire of the team’s success. 

So, why do we often see leadership falling prey to the “hire in my own image” trap? Well, it’s comfortable, familiar, ‘safe’. But it’s also short-sighted. Diversity of thought, experience, and skills is the fuel that propels innovation and growth. Imagine a sports team with only sensational, youthful attackers: impressive when they get the ball, but there’s no one passing it to them. Diversity brings balance, fills gaps, and unlocks potential you never knew existed. 

Being a true team player has an often-overlooked awareness too: it’s about understanding your own strengths and weaknesses, recognising those of your teammates, and adapting your approach accordingly. The ‘more haste, less speed’ minded analyst might provide the data-driven insights that power the leader’s next big move. The introverted designer might research the customer base before crafting the visuals that bring the campaign to life. Every role is crucial, every voice matters. 

But let’s not forget the role of the conductor here: the manager. Sports team or corporate, their role isn’t just about setting goals or barking orders. It’s about recruiting the players to meet objectives, setting clear parameters for communication, fostering a culture of collaboration, and ensuring everyone’s voice is heard. They set expectations and provide the framework within which the diverse talents of their chosen team can truly shine. 

Remember, the logo is a symbol to which people add meaning. Real teamwork lies in the fabric crafted from the unique threads of individuals, each playing their part, big or small, loud or quiet. It’s in recognising and valuing these differences that we unlock the true potential of any team, and ultimately, the success of the company itself. Together, we are more than just a logo: we are a force to be reckoned with in reaching our shared goal. 

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Email: The Ten Commandments

Posted on January 29, 2024 by Ann James

1. Don’t waste a word. Hook them with the subject line, be clear, concise, and unique – pique curiosity without misleading. One chance to make a first impression and all that.

2. Know your audience. Know each audience in fact, their pain points, preferred style, segment according to interest – it’s all there to be learned and worked on.

3. Content of value before CTA. Build trust, offer insights and answer questions – earn your click on the Call to Action, what’s in it for them?

4. Clean your data. No dead people, no ‘they left 5 years ago’ – none of that. It’s lazy, disrepectful and screws up your metrics.

5. Stay regular. A series is just that – don’t start a monthly newsletter without planning out the next 3. By all means, start quarterly and bring it in if the audience shows interest and you have the content.

6. Think F shaped. Respect the structure and format, use preview pane text to your advantage. A big header image might look lovely to you but is it a waste of top fold space? Deploy summary paragraphs and teaser links to full content pieces, blogs, videos. A useful reminder here about ‘F’ shaped scanning / reading.

7. Experiment & test. Be curious, try to do it better. Deploy A/B test subject lines, change and move calls to action, try different content formats to identify the most effective approaches, but don’t change too much in one go.

8. Don’t be spammy. This isn’t 2002. Do as you would be done by. Check your opt-in mechanism, use legitimate data sources, be clear and transparent and respect unsubscribes. If you build organic opt-ins from web page forms, make sure you send them something!

9. Speak their language: Choose a voice, whether chatty or more formal to fit your brand, and use appropriate levels of jargon / complexity. Set a tone that can explain more technical matters without being condescending.

10. Be nerdy. Analyse open rates, click-through rates, and other metrics, CTAs and actual submissions; what you can learn can improve the next communication’s results.

[Ok, it’s 12 but you’re still here 😊 ]

11. Integrate for journey tracking on the website – did they bounce or stay and read content, where did they go next? Continuously optimise your campaigns for better engagement.

12. Automate the customer journey: play around with your email tool to see how to trigger personalised responses, follow-up sequences, and nurture leads efficiently. Don’t stop at one, build a conversation of value.

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Trade shows – sore feet is the easy bit.

Posted on January 22, 2024 by Ann James

Trade shows – book the stand, brief the graphic design with some catchy messaging, book the hotels, roll up, eye up competitors’ stands, have a chat with former colleagues, overdo it at the show party and go home with a headache and sore feet a few days later. Oh, and hopefully a few leads too – the finger of fate should bring some of those your way, maybe even with the elusive bluebird ready to fast-track you to a deal that pays for the whole thing, and some.

That’s it? Well, not exactly. To the untrained eye, that’s a trade show but there’s so much more behind the scenes which can bring out greater and longer term value.

I’m not talking about the mechanics here of getting to the show, or the right sized stand in the right place relative to your competitors / the presentation theatre / coffee shop / traffic flows. You can work that one out. It’s the other stuff you don’t want to leave to chance; there’s a lot more potential in planning for an exhibition, so it delivers way beyond just paying for itself. Here are some ideas which might just help:

  1. Before… About 6 months pre-show, there’s likely be a call for speakers – do you have an articulate customer with a great success story, who might stand up and share at the show? People like to hear from people, they don’t really care what the vendor says. Proof is everything, so start to nurture a star turn early. Your star might say yes but have to get corp comms approval, so seed this way ahead of deadline – reassure the customer marketing team of what’s involved. Make sure you offer to help with their presentation too: ideas to add a bit of video or engaging content might not be their strength, but marketers know how.
    Or maybe you can pitch a discussion panel on a key industry topic; it’s a bit more work to get speakers together – a customer, a thought leader, your brand’s head evangelist – but you could come away with a headline slot linked to your brand, with 100+ visitors on day one. It does happen – like the ‘Are We Nearly There?’ Accessibility panel at the London Book Fair ’23. You’re the marketer, you can guide a catchy title and succinct takeaways which will help the pitch get a slot, and generate plenty of interest once it’s on the agenda. And don’t forget to promote it yourself too, relying on the show is too dilute.
  2. PR might seem a bit old-school, but if you’ve got an announcement, use every vehicle to get it seen. Events often have regular related newswires, like the Service Desk Show’s SITS Insight – free to drop in content. If you just submit some related news and ask nicely, you’ll find PR’s not just for the big spenders.
  3. Obvious, but tell your prospects that you’re going to be there. Not just once, but several times, to pique their interest and put visiting your stand high up on their shopping list. Why should they visit you? Well you know that, their pain guides your messaging, and you’ve been through the ‘why us?’ and ‘so what?’ exercises for refinement – just remember to deploy a drip feed of consistent information through email and social media. Don’t get bored, a degree of repetition is fine, but be creative, plan it out and keep it going up to and during the show. If your show landing page has a link to book meetings so much the better (but don’t expect everyone to show up on schedule, it doesn’t work like that).
  4. ‘During’, I’ll mostly leave to you, though suffice to say, keep your company’s profile up – share of voice doesn’t have to reflect spend. Just make sure you stand out – a bold (3 word) hook, an eye-catching video and a well designed space can make a great first impression. The jury’s out on stand-attraction gimmicks – they can just as equally fall flat as fly, but a gentle or amusing link to your strapline can draw a crowd – a magician for the ‘Human Touch’, or even on-stand massage can certainly catch passing interest.
  5. ‘After’? Well that actually starts before and during the show. Don’t wait until the stand’s all back in store to start the follow up. Use badge scans as a trigger to send an email to a visitor with some basic (or if you’re clever about capturing and using your data insights, targeted) info on the product they’ve just seen. Your new prospects could be reading more about your solution to their problems on the train home – if you get your act together you’ll be way ahead of the competition and set an altogether more positive brand experience.
  6. Beyond that, it’s more follow up, segmentation, nurture and eventually pipeline. Marketing, really.
  7. Don’t forget to put a packet of plasters and some paracetamol in your handy marketing-for-all-seasons box too! 😉
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