Using Quantitative Marketing, Contrarian Style

Picture of Contrarian Marketing

“Wide diversification is only required when investors do not understand what they are doing.”

-Warren Buffett, Investor

From the CEO’s suite to field salespersons, marketing is often thought of as whatever the latest advertising campaign happens to be. Input to the marketing department is alarmingly subjective—determining the marketing budget, writing advertising copy, modifying the tone of a marketing campaign or changing the color of a logo are too often what drives the campaign.

Marketers are to blame for this, as B2B marketing folks are often clueless about the results they hope to achieve. As a marketer, I’ve made some of these same mistakes myself. Marketing in the B2B environment is established to make the sales person’s job easier. To do so, the marketing and sales force must come together as a team. That is the best way to assure consistent and relevant messaging and delivery, and more impactful results. This is a simple idea, but appears contrarian to the way so many B2B companies work.

Today, with data, facts, information, and knowledge serving a more important function than ever before, it takes a measurable and analytical approach to buyer behaviors to maximize marketing investments. Those marketers who focus on the top five percent—the B-of-B customers and the prospects that generate 70 percent or more of revenue and profits, will earn the trust of the CEO suite and the field by demonstrating quantifiable returns.

As a central member of a customer-focused team, sales people with direct customer contact will find the Contrarian Marketing principles and methods helpful in recruiting and closing more of the right contracts that lead to long-term profitability. Begin to think of your sales efforts as fact-based decision-making, with extreme focus on B-of-B customers utilizing high- impact marketing techniques.

In this chapter, we will show you how other companies made marketing quantitative and therefore more cost-effective without losing the power of building a relationship. You’ll learn the importance of ‘picking your customers before they pick you’. Moreover, you will learn the quantitative significance of acquiring your competitors’ top customers—and how that achievement alone can propel your success and accelerate your competitors’ demise.

Michael Dell, of Dell Computer, summed it up best:

“I like to acquire my competitors one customer at a time.”

In our next post, will continue with Chapter 1 of Contrarian Marketing.  It’s Not Magic, Just Math.

Source:  Excerpt from the Contrarian Marketing Book  Chapter 1:

© 2013  Intelligent Response & Contrarian Marketing

By Nick Mavrick

You can find Nick Mavrick on Google+

 

Washington DC & Ft. Lauderdale FL
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Website: http://intelligentresponse.com
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