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135 - SOLO: An Example of How to Cultivate Strategic Thinking

B2B Marketing and More With Pam Didner

Release Date: 06/25/2020

147 - ft. Kelly Hungerford: Digital Transformation Challenges and Opportunities show art 147 - ft. Kelly Hungerford: Digital Transformation Challenges and Opportunities

B2B Marketing and More With Pam Didner

Welcome to another episode of B2B Marketing & More. I'm having a very special guest today. Kelly Hungerford from Switzerland. She’s Director of Digital Transformation and Services for Sunstar.   Pam Didner: Hey, welcome Kelly. So good to have you! How are you doing?   Kelly Hungerford: It's great to be here. Thank you. This is pretty fun. Right. We have nine hours between us and it's kind of like a coffee cocktail hour.   Pam Didner: Exactly. Well, it's actually afternoon your time and the morning, my time. So you will start-- both of us willl start cocktail. I'm just...

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B2B Marketing and More With Pam Didner

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145 - ft. Jennifer Carroll: Business Benefits of Taking a Break Part II show art 145 - ft. Jennifer Carroll: Business Benefits of Taking a Break Part II

B2B Marketing and More With Pam Didner

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144 - ft. Jay Baer: How to Win Back Customers and Regain Their Trust  show art 144 - ft. Jay Baer: How to Win Back Customers and Regain Their Trust

B2B Marketing and More With Pam Didner

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143 - ft. Darrell Alfonso: Marketing Automation, a Modern Marketer's Must-Have show art 143 - ft. Darrell Alfonso: Marketing Automation, a Modern Marketer's Must-Have

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142 - ft. Michael Brenner: Marketers Can Take a Lead in Disruptive Times show art 142 - ft. Michael Brenner: Marketers Can Take a Lead in Disruptive Times

B2B Marketing and More With Pam Didner

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141 - ft. Jeff Coyle: AI-Based Content Management with Market Muse show art 141 - ft. Jeff Coyle: AI-Based Content Management with Market Muse

B2B Marketing and More With Pam Didner

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140 - SOLO: Does My B2B Company Need a Sales Enablement Team? show art 140 - SOLO: Does My B2B Company Need a Sales Enablement Team?

B2B Marketing and More With Pam Didner

Hello, everyone! A listener, Ron, sent me a question. He asked me, “Hey, my company doesn't have sales enablement group. Do we need one?” Well, Ron, that's a great question. The need of sales enablement really depends on your sales team and who is doing what to support sales. Chances are, I would say that you already have sales enablement type of functions in your company, but it's really not called sales enablement. Does that make sense? Probably it's part of sales, operations, it's part of marketing or it's part of the product marketing team. They are jobs being done, but it's just not...

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139 - ft. Priscilla McKinney: Social Selling show art 139 - ft. Priscilla McKinney: Social Selling

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138 - SOLO: Strong Digital Marketing is About Processes and Automation show art 138 - SOLO: Strong Digital Marketing is About Processes and Automation

B2B Marketing and More With Pam Didner

A big hello from Portland, Oregon. I interviewed Neal Schaffer on my past week’s podcast. What do you think? Like I said, I am planning to juxtapose the episodes of me talking for 7 minutes at a time with guest interviews. Just want to try something new.   If there are guests that you want to hear from, please send me a quick email at and add the questions you want to ask them. This way, I get a chance to meet new people and you get your questions answered. #winwin I am more than happy to do all the logistics to reach out.   For today, I want to talk about a topic that is not...

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More Episodes

Hello, everyone. Back in October 2019, I recorded a podcast episode. Episode 107: How to Cultivate and Expand Your Strategic Thinking. What I want to do today is to share with you an example of what I did with a client to help her explore more ideas to expand her team’s charter and scope which is one way to help her think differently and drive strategic conversation with VP of her group.

 

So let’s do a quick review in terms of what I shared with you in EP 107 on how to cultivate strategic thinking. There are a couple thing I mentioned--3 points, if you will.

 

  1. Think from the perspective of “why and what,” not “how.” Explain that to your management well before you go into details.

 

  1. Communicate in a way that senior managers can understand. So obviously senior managers care about costs and efficiencies. Or they care about success metrics. So whatever you discuss you need to tie with that so that they can understand how you make an impact to their metrics.

 

  1. Help senior management connect the dots. Especially in the digital world, all the back end, or technology are inter-related. For many traditional sales and marketing managers, they didn’t grow up with digital natively. It’s very hard for them to understand how the back end are connected and you need to explain it in a way that they can understand and help them connect the dots.

 

 

Now, here is an example I worked on with my client. She is a director of content for a large SaaS-based service platform company. Even though she is a director of content, she doesn’t really focus on content marketing within the agency, she more focuses on providing content marketing training and workshop for customers. So it’s kind of like a post-sales, contract fulfillment type of things that a lot of their customers when they sign a contract with this specific company, part of the contract is for the company to provide content marketing trainings and workshops for these customers. So her team is basically trying to fulfill that contract commitment.

 

Her manager constantly asks her on how to scale without increasing her team’s headcount. She is struggling to come up some ideas to drive the conversation with her management.

 

After several conversations, here is what I suggested her to do:

 

Option 1: (This is probably the pie in the sky) She can productize her workshop offering as a profit center. At this time she’s a cost center. And what if she can standardize some of her workshop offering and make that a paid program? So she can standardized a package and make it a certification program—she can certify facilitators and then it's a train-the-trainer approach. Because she has a proven methodology why don’t we turn that into some type of certification program, It could be a 3-day workshop to be certified trainer and then those trainers can actually train or provide the workshop for their own companies. So it’s a pay program.

 

So I mentioned that her and she was like, “oh, that’s kind of interesting,” I told her she doesn’t have to take a big initiative initially. What she can do is take a small step: I told her that she doesn’t need to start big on this. Start with a discovery project. Define the types of workshops that can be customized or standardized. Then she can publish a recommendation to determine if it's feasible to create a certification program or identify the types of workshops that can be standardized. Because once you standardize, your team can do more workshops to actually support more accounts.

 

Option 2: Continue to be a value-add part of contract agreements, but scale fast and furiously. What I am trying to say is look into workshops she’s already done. And I mentioned about standardized package. She can have her team act as a coach to work with these trainers. So the team doesn’t have to do a lot of workshops, but have the team work as a coach on the sideline and work with the trainer so the trainers can do the workshop on their own for their companies.

 

Basically, this can help your team scale to support more accounts. It’s a slightly different business model than option 1.

 

Option 3: Outsourcing. So her team is currently at full capacity and I recommended outsourcing some of the workshops to trained and experienced facilitators. And also use existing materials that she uses to train new hires to train these contracted facilitators or agency so she doesn’t have to reinvent the wheel.

 

She took my suggestions and made that part of the annual planning discussion. According to her, the chances of turning her team into a profit center is pretty slim, but she wants to mention to her management to continue to think about how she can morph and expand her offering and also her team’s capabilities. However, the outsourcing model is certainly a great option to expand her team’s to support more accounts.

 

I work closely with multiple clients to help them on their marketing plans and identify potential areas that their groups can expand to get additional headcount and budget. If this is something where you need help, please reach out.

 

For the time being be well and let’s connect again next week. Take care!