Behavioral Marketing. Nussey Bill

complains about logging activity, until they close six more deals a month.

      9. Sales is comp-driven first, but don't underestimate the roles of team and mission.

      10. Done well, great sales informs better marketing – and vice versa.

Customer

      11. Your customers will solve their business problems – with or without you.

      12. Cherish your existing customer base and build raving fans from day one.

      13. Your goal: remain so critical your customers don't even accept competitor calls.

      14. Build a core competency in customer listening – and do it closest to your most progressive executive.

      15. Your customer's skill set is a broad spectrum: some are at ground zero, some are improving fast, some could teach you.

Prospect

      16. Educating prospects is marketing's most important job. Always and forever.

      17. If you don't positively articulate your value proposition, your competitors will stack the deck against you.

      18. Winning content strategy is built on value exchange. You provide insight, they share data and let you keep competing.

      19. Understand the lead source, content-consumption preferences, and behaviors of your best prospects and double down.

      20. Choose the best three social destinations for your prospects and engage like your business life depends on it. It does.

Data

      21. Data driven is nice, but conversion driven is better.

      22. Care more about what your audiences do than what they say.

      23. It's marketing's job to figure out how to make sense of all that data. Start now and work it hard.

      24. All the data in the world won't gloss over bad customer experience or poor campaign execution.

      25. Customer data is like human knowledge – build it from diverse sources over a lifetime with specific goals in mind.

Behaviors

      26. One “buy now” button click is worth 100 email opens.

      27. Buyer intent is captured in actions, not in words. Sales and marketing should both understand this reality.

      28. Behaviors are a marketer's treasure map, defining the path to conversion moments.

      29. A great scoring model includes behaviors, demographics, sentiment, and complete objectivity.

      30. Factoring your customer experiences for behavior transforms marketing effort into revenue.

Team

      31. Hire for potential, and be prepared to mentor your staff to greatness.

      32. Build a team and culture that incents and celebrates new-hire referrals from existing employees.

      33. Require your marketers to work directly with sales management on program development and reporting.

      34. Hire an expert on your marketing platform of choice. Their deep skill enables your success.

      35. Develop a strong competency around hiring brilliant 25-year-olds. They're tomorrow's directors and VPs in training.

Company

      36. It's your job to educate your executives on marketing. Ignore this at your own peril.

      37. Your company has a story. Discover it and anchor your marketing on its principles.

      38. No one cares about the constraints you work under. Give 120 percent to every customer experience you tackle.

      39. Authenticity and trust are the basis of every great customer relationship.

      40. Look beyond your industry for winning marketing tactics. Different is better.

Vendors

      41. Trust but verify in the demo phase. Evaluate on end-to-end solutions, not slide ware.

      42. Outsource when necessary, but develop your own policies and processes to drive execution.

      43. Use agencies to scale your most successful marketing programs while challenging them to develop big ideas.

      44. Clearly understand and enforce how your vendors work together to make your marketing better.

      45. Cheaper isn't always better. Hire the best thinking your budget can buy, and track ROI like a beast.

Revenue

      46. Revenue lift cures almost all ills.

      47. If you're ignoring behaviors today, you're missing a huge chunk of income – especially in ecommerce.

      48. Every marketing interaction costs money. Being brutally efficient on cost drives top-line revenue.

      49. Great marketing makes your customer want to give you money. Don't get in the way.

      50. Email open, customer satisfaction, and hold-time key performance indicators (KPIs) are important. Revenue trumps them all.

      PART ONE

      GETTING STARTED WITH BEHAVIORAL MARKETING

      1

      BEHAVIORAL MARKETING

      MORE SOPHISTICATED AUDIENCES, SMARTER TACTICS, AND DEEPER PERSONALIZATION FOR ALL

      If you've read this book's foreword (and you definitely should), then you should already have a good idea of the big picture of the market's needs and wants. Put simply, marketing is an ever-evolving discipline – and the latest iterations of that change are powering sales lift and better customer experiences across the entire spectrum.

      There's a relatively simple concept behind all this improvement: what someone does is critically important in deciding how to reach (and convince) him or her most effectively. Their behavior– whether captured during a sales call, or measured at-scale by an activity like a website page visit – represents an incredible moment of insight for the marketer savvy enough to listen closely and act on that information.

      Is behavioral marketing the latest fad to wash over the marketing landscape for the next three to four years? The answer is a definite maybe. The customer focus it encourages – and the revenue increase it creates – are the basic underpinnings of epic improvement. So this might be the first title of 1,000 you'll read on the topic.

      If it doesn't elevate to fad status, the best outcome ever might be that behavioral marketing simply pervades every corner of traditional marketing. Instead of some overused buzzword that enters the realm of synergy, it may well become the lens through which we look at everything. If everyone who reads this book upped their own conversion rates by 10 percentage points, we would push an entire industry ever closer to their customers – which is always a good thing.

      Dave Who?

      Before you commit to reading this entire book, you'll probably want at least some assurances that your author is qualified on the topic (beyond the Wiley-picks-smart-authors factor). I am aware from personal experience that your time as a marketer is massively precious.

      I know exactly how crushed you are at work, and that you have eight cross-channel campaigns in production right now, and more than half have outstanding issues that could kill them before they're ever ready to deploy. If you're an email marketer, you've got a template that you've needed to update to mobile for six months but you can't get a designer to stop working on website enhancements long enough. If you're a CRM professional, your sales and marketing colleagues are probably still bickering about what exactly a sales qualified lead (SQL) is, even though they agreed to a definition six months ago. Regardless of what channel you manage – or if you're the chief marketing officer (CMO) or VP orchestrating the entire effort – you work in a warp-speed, high-wire environment in which the difference between a better subject line or tighter audience segmentation could mean the difference between hitting your revenue goals this quarter – or missing them by 20 percent.

      I know so much