Kathleen Kirk Todd Simmons

1. Kathleen KirkTodd Simmons

2. Agenda • Background • Current Practices • Issues to Address • Recommendations

3. Background

4. Bazaarvoice • SaaS • Founded in 2005 • Based in Austin • 700 employees • Creates tools that help clients integrate social interaction into their websites

5. Verticals/Clients • Retail • Manufacturing • Financial Services • Healthcare • Travel • Media

6. Products • Ratings & Reviews • Ask & Answer • Stories • BrandVoice • BrandAnswers • ActiveProfiles • SmartSEO • SocialConnect

7. Products / Ratings & Reviews

8. Products / Ratings & Reviews

9. Products / Ask & Answer

10. Products / Ask & Answer

11. Products / Stories

12. Products / Stories

13. Services • Content Moderation • Client Success • Design Services • Technical Services • Innovation

14. Competitive Landscape • PowerReviews = low-end competitor • Biggest threat: Using a combo of tools to get the same basic BV functionality • Tools made by Pluck, Lithium, Jive, Radian6, Searchandise, Channel Intelligencer • BV wants to position itself as being the best choice to tie everything together

15. BV Marketing Team • About 50 people working in this area of the company • 4 different groups focused on different aspects of marketing • Strategy • Communications (events, website, etc.) • Product Marketing • Solutions

16. Other Departments / Client Services • Consists of Client Success Directors (CSD’s) • Works with the clients to ensure they have the best tools to meet their strategic needs • Main point of contact for existing clients • Customer support and account supervisor role • Advises the clients on how to implement BV tools and best practices

17. Other Departments / Sales • Consists of Market Developers (MD’s) and Sales Directors (SD’s) • Help shepherd potential deals through the sales process • Follow up on leads that are generated by marketing, communicate with prospective clients, develop ROI’s, negotiate pricing, and close deals

18. Our Assignment • To create a marketing plan to up-sell existing customers • Most of their clients signed on 3-5 years ago and are only using the basic R&R product • Bazaarvoice is trying to move into offering a suite of products • Currently, relies on CSD’s / Sales to upsell clients • They expect 40% of their revenues in the next year to come from upsells • Also, upsells close 28% faster than new product sales and are only 7% less valuable

19. Our Process • Researched • Bazaarvoice products and services • Current BV marketing efforts • B2B best practices

20. Our Process • Interviewed BV employees • Deborah de Freitas (Director of Marketing Communications) • Harrison Yeager (Marketing Operations Manager) • Chris Smith (Sales Director for Retail) • Rachel Hocevar (Client Success Director) • Shawn Gaide (Director of Market Planning) • Susan Stogner (Client Success Director) • Tina Dobie (Client Success Director)

21. Current Bazaarvoice Practices

22. Traditional B2B Marketing • Events • Webinars • White Papers • Website

23. Who makes client decisions? • Bazaarvoice mainly sells to marketing teams (not IT) • Mainly want to direct their message at the marketing teams andespecially CMO’s

24. Bazaarvoice Content • Bazaarvoice creates a huge amount of content with the goal of reaching CMO’s • White papers • Case studies • Webinars • Blogs

25. Website • Content is available on BV website • Requires registration, which allows them to track downloads and follow up with a sales call • Working with an outside agency to create a redesigned website, mobile version, possible new logo and brand, etc • Also planning to integrate BV’s own tools into their website

26. BV Events • Social Summit • Roadshows • About 50% of typical attendees at summit are CMO’s and above • $4 million came out of the last summit • Expensive to conduct

27. Advertising • Has never run print ads • Has run digital ads • No banner ads • Has tried Google Adwords • Open to advertising

28. Emails • Current email timing • Includes newsletters, announcements about new content, info about upcoming events, announcement about new products, etc. • Trackable data: when someone responds to an email, or clicks through on a link in an email

29. Tools • Lead management system: Salesforce • Designed mainly for initial sales.  Doesn’t work great for upsell.  Needs a lot of customization. • Marketing Automation Tool:Eloqua • Has social CRM, email integration, Salesforce integration, etc. • Data Gathering/Tracking • BV uses Salesforce and Eloqua to store and analyze data about prospective and current clients

30. Spark • Client portal based on Salesforce • Mostly a support tool, but also includes some analytics and customer profiles

31. Current Process for Upsell • CSD owns client relationship • Tries to act as consultant • Hard due to CSD/client ratio • Tiered system • Consultant model doesn’t scale

32. RAD Model • BV already uses the RAD model as a way to structure their upsellstrategy

33. Issues to Address

34. Key Questions • How to get Summit content to those not attending? • How to keep client excitement up after the Summit? • How to share knowledge of the CSD to marketing and sales teams? • How to retain the existing customers and their revenue? • How to tap into what’s going on with the client? How to get information to the right person at the right time in the decision-making cycle? • How to reach the right people within the client company?  How do you go up the chain to the CMO or move laterally to reach other groups at the company? • What are the right client touchpoints to maximize upsell?

35. Deliverables • Marketing Plan • Prefer a long-term system rather than a short-term campaign • Doesn’t need to include all the sections of a traditional marketing plan • Focus on marketing strategies in the plan • Definitely tailor messages by vertical -- Different clients are going to have different questions and value propositions

36. Areas We Should Cover • Can give recommendations that cover multiple departments • Discuss a discrete set of marketing activities that improve performance • Concrete recommendations for how to make progress on the goal of upsell • Next steps • People need to walk out with actionable outcomes

37. Items to Omit • Due to limited time, not expected to: • Develop a budget • Calculate ROI • Also not expected to cover: • implementation details • resource allocation • timeline

38. Recommendations:Data Gathering

39. Data Gathering / Goals • Need processes in place to compile data on: • current clients • effectiveness of upsellstrategies • Client data should include verticals, sub-verticals, geography, company revenue, growth, daily interactions, org charts, etc. • Upselldata should include response rates for different campaigns, touchpoints, communications, etc.

40. Data Gathering / Internal Processes • Streamline databases to remove fields that are obsolete or low priority (or selectively display) • Result = more user-friendly tools and increased adoption • Integrate software tools (Salesforce, Netsuite, etc) • Result = better data sharing between departments • Decide who owns each field in the database • CSD: update with day to day client interaction • Marketing: tracking and market intelligence • Sales: sales data, especially upsell • Conduct training to ensure understanding and buy-in

41. Data Gathering / External Sources • Use market intelligence tools (like Reachforce) to acquire additional data on clients • Expand Spark to become main client portal, then track client interactions within the site • Allow clients to keep their own data healthy (by updating it directly in Spark)

42. Data Gathering / Who is Responsible? • Effort should be driven by Marketing Research (Shawn) & Marketing Operations (Harrison) • Will also need to work with IT and HR (for infrastructure and training) • Work with Sales & CS to determine how the data could best be captured

43. Recommendations:Data Usage

44. Data Usage / Data Analysis • Additional data allows for: • Better analysis of trends • More precise targeting • Division of RAD matrix into sub-categories • Create software to analyze data, using trend/pattern/sentiment analysis, to detect upsell opportunities

45. Data Usage / Upsell Notifications • Salesforce extension that notifies CSD’s when an upsell opportunity is detected based on: • trend/pattern/sentiment analysis • upsell best practices • prior CSD notes • leads from marketing • CSD must balance these notifications with their first-hand knowledge of the client’s situation • If notification is inaccurate, then enter more dataabout why

46. Data Usage / Company Targeting • Use gathered data to achieve more precise company targeting • Every client interaction should emphasize vertical, size, point in lifecycle, etc. • Move toward dynamic content in electronic communications • Make Bazaarvoice website more vertical specific

47. Data Usage / People Targeting • Reaching CMO is difficult – find other key players under the CMO • How?  -- goes back to gathered data • Then target these individuals with marketing emails, calls, etc.

48. Recommendations:Inter-Departmental Collaboration

49. Inter-Departmental Collaboration • Structure • Clearly define where the hand-off occurs between CSD’s and Sales on upsell • Data • CSD’s and Sales should enter more data about client interactions into Salesforce • This will allow for a smoother hand-off

50. Inter-Departmental Collaboration • Marketing, Sales, and CSD’s must all communicate a consistent message to clients to support upsell • Each department must “tell the same story” • These messages are detailed in the next section