How this B2B marketer is trying to harness knowledge to attach the marketing-sales dots


The increasingly sophisticated use of intent data and predictive intelligence as well as a stronger emphasis on the contribution of marketing to sales are firmly in the sights of Boomi’s marketing director in order to drive the growth of the technology provider.

Stephanie Dechamps joined the integration-as-a-service platform Boomi in May as APJ’s Marketing Director. She started her career in business journalism before moving into media buying and marketing. This led to corporate social media, then to the B2B media agency DWA Merkle, followed by leading marketing positions at Oracle.

Throughout her career, harnessing data insights, and most importantly, harnessing it to make better marketing decisions, has been critical to building a pipeline. She was fascinated by the power of data from the very beginning with social media campaigns, says Dechamps. Responses to her social media marketing at Jones Lang LaSalle provided feedback that she hadn’t received as a reporter for Wharton Business School magazine.

“The nice thing about social media was being able to follow the reaction, the shares and likes. I was really addicted to it, ”Dechamps tells CMO. “From social media I switched to social media marketing for corporate channels and then to digital media, where you can follow further reactions. We had a lot more metrics and I really loved seeing what the reaction was.

“I got really addicted to data and loved seeing not just the impressions but the click-through rate as well.”

Dechamps came to SAP from APJ as a social media specialist before being appointed Account Director for digital marketing at DWA Merkle. There she had the chance to delve deeper into the numbers and understand the power of data-driven marketing metrics for strategic decision-making.

“From my time at the media agency, where I worked with large clients like Cisco and several other B2B tech clients, I learned to ask, ‘What does this data point mean for the company?'” She recalls move from viewing and optimizing the data to understanding how data translates into business results. For my stakeholders and customers at the time, it meant going beyond a click and registration on a page and examining how it turned into a lead, then an opportunity and sales. ”

During Dechamps’ time at Oracle, which she joined in 2017 as Marketing Director for CX JPAC, the power of leveraging data at scale was recognized. During her tenure, predictive intelligence and account-based marketing were used extensively to improve the company’s run rate. An ever-growing spectrum of data sources was integrated, including website engagement as well as first-party, third-party and intent data on external provider platforms.

“You have a combination of behavior on your own property as well as on external property, plus company or company demographics – company size, industry, etc.,” says Dechamps. “The magic comes from the combination of company, intent and behavioral data.”

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While it’s difficult to get the full picture from data, it allows brands to be personalized to scale, continued Dechamps. “You can be much more specific about how you target your audience, what you say to your audience, and how you interact with them.”

Dechamps sees this as a particularly important skill in Australia, where people have high expectations of the brands they interact with. Personalizing experiences in a contextual way has arguably become a table game.

“Imagine targeting an account and then wanting to speak to the IT audience, the financial audience, the HR audience, and maybe the decision-makers to the level below,” she comments on various personalities. In the ideal world, you want to talk to these people differently. So you want to make certain types of assets available to them for consumption.

“With the C-Suite, you want to talk about their business problems and how to solve them, and you want to bring them to a workshop to try to strategically identify what to do and how to do it. When you talk to As End users talk to you about how this and that change will practically have a positive effect on their work.

“I was able to thrive and grow because I had data. And I was able to optimize my campaigns and be more specific, personalized and targeted because the data was linked. ”

However, this doesn’t mean that hyper-personalization is always the answer. Dechamps learned the hard way that the creation of personalized user journeys must take place “within the bounds of what is reasonable”.

“You want to have the top of the funnel, the center of the funnel, the bottom of the funnel, and some degree of reintegration. You have to build assets in the three different phases, work on that re-engagement, and ask yourself where are you leading that particular lead? ”She says. “But once you go into how detailed these journeys can be and how many personas there are, it is at the limit of what is possible.”

Dechamps cites her time working on Oracle’s ERP solutions as an example.

“It probably took four or five months to build global campaigns and it had a lot of people involved, the content, the travel, creating what we want to do, what we want to say, the content, the assets, the translation and the setup to create this campaign, “she says.” I realized that we don’t have to be as detailed or that we don’t have to go into that level of hyper-personalization. ”

Instead, Dechamps focused his efforts on specific points in the journey where personalization could have the greatest commercial impact.

“This hyper-personalization did not bring the same return as the investment in the creation of the content, the definition of the user journey, the construction of the landing pages and the media buying. So we figured, can we personalize by industry? If so, how do we get this information?

“We found that we didn’t have enough information to target by industry but to personalize by industry when users came to the site.

“So large-scale personalization looks fantastic on paper, but you have to look at what it’s worth in terms of labor and resources and weigh that against the return on investment you’re getting.”

Data as the key to the marketing-sales relationship

Using data extensively at Oracle was key to improving campaign results in marketing, but it was also an important tool for connecting with the sales team.

“This is where marketing can really add value to the business, not just by promoting pipes, but also becoming an advisor based on the information we have and providing information to the sales team,” says Dechamps.

“It’s about becoming a partner with the sales team. With the data and facts, I can show where we stand and answer any questions you may have. There are also differences in the way you visit markets in different regions. You have to treat prospects differently. From the data, I can either see where a potential customer is or I can look at the data in detail to see, for example, whether I should take a more digital approach than an event-driven approach. Or should I rather adopt a partnership approach from one region to another? ”

Dechamps is now working on creating a strategic marketing framework for Ipaas provider Boomi to drive growth. When she joined the company, Boomi’s parent company Dell Technologies had just announced a definitive agreement to sell Boomi to two prominent private equity firms, Francisco Partners and TPG Capital.

“It is a once in a lifetime opportunity to be with Boomi because the company is in the process of growing from a small to a medium-sized company,” she says.

Dechamps will lead the company’s regional marketing strategy as it prepares to transition to a stand-alone unit. Her focus is on a brand new approach.

“The marketing activities will be aimed at gaining new market shares. It is all the more important for me to have as many insights and data points as possible, firstly to understand the performance of campaigns and secondly to have insights into our perspectives, ”she says. “Again, it’s about going back to intent data, predictive intelligence, and all of those tools to help with more specific targeting and putting my money where it’s more likely to be converted.”

Another important focus is on linking the points to conversion and commercial results to prove how much revenue marketing can deliver.

“In the early days of B2B marketing, we’re looking for marketing-qualified leads [MQLs]. Now we’ve switched to pipeline, pipeline numbers, pipeline dollars and how much of it [MQLs] become accepted leads, “says Dechamps.

“But if it stays at this accepted leads stage and it doesn’t progress at the end of the day, I might have created a lot of pipe, but it won’t convert. I want to see what will be converted now. I not only look at the MQLs and the opportunities and the pipe, but also at the turnover. ”

This revenue perspective ensures that a CMO speaks the language of the company’s key stakeholders and the CEO.

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“The way for CMOs to present themselves to the board is not just to present the numbers,” added Dechamps. “Of course we create a pipeline, but it also makes an internal contribution to sales, pipe and sales.

“It’s about bringing in all of these data points to see how efficient we are from a dollar perspective, or improving conversion rates from the marketing funnel, but also going beyond the marketing funnel.”

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