B2B Marketing Leader Interviews: Andrew Cornell, Managing Editor, ANZ BlueNotes

In the leadup to the B2B Marketing Leaders Forum APAC 2016, I took the opportunity to speak with the Andrew Cornell, Managing Editor of BlueNotes, the ANZ newsroom about brand publishing, strategy and content.

Gavin Heaton: Earlier this year, eConsultancy published an article saying that the trend of brands becoming publishers is a nonsense. But BlueNotes has found success. What are the top three things that you are doing differently?

Andrew Cornell: Having worked in the traditional media for 30 years, I’d describe Fairfax and News as brand publishers too – a minority of their actual revenue comes from either subscriptions or direct purchase of articles. Audiences too, particularly when not familiar with the mastheads, have no pre-conceptions. The critical elements are audience understanding and quality content. So for BlueNotes, the three things are:

  • Truly understand your audience and what they value (and how they want to get their content)
  • Provide actually compelling content – which can’t be marketing or direct promotion. It needs to be thought leadership (as it has long been with Economic and business research the traditional media has always used)
  • Ensuring BlueNotes looks interesting in its own right, not as a “brand” site, although we’re clear our “publisher” is ANZ.


Gavin Heaton: At the B2B Marketing Leaders Forum there is a theme of linking marketing with the bottom line. What does that mean for BlueNotes – and perhaps as importantly – what does that mean for ANZ?

Andrew Cornell: For ANZ BlueNotes is a kind of online weekly magazine version of the thought leadership the bank has always done with economic research report, industry insights and major analyses like Greener Pastures and Caged Tiger, our long studies of the agricultural opportunity and the transformation of the Asian financial system. The “marketing” advantage for ANZ is reputational, not direct sell. This is a bank that is innovative with content, authoritative and able to provide genuine insights


Gavin Heaton: Where would a CMO start with a program like BlueNotes? Is it strategy? Is it vision? And what would you recommend?

Andrew Cornell: Start where any good journalism needs to start: who is the audience? How do they get their information? What do they want? Each is necessary. The content especially has to be authentic, genuinely insightful and valuable in its own right – audiences increasingly source information from multiple sites and mastheads so there needs to be a reason to come back – and that’s quality.

The B2B Marketing Leaders Forum 2016 runs 25-27 May in Sydney, Australia. It equips B2B marketers with the skills to cut through the technology hype and keep up with the many changes in digital disruption, industry and societal change and learn strategies for turning their departments into revenue generating machines.

B2B Marketing Leader Interviews: Emma Rugge-Price

In the leadup to the B2B Marketing Leaders Forum APAC 2016, I took the opportunity to speak with GE’s Vice President of Brand & Communications for GE Australia & New Zealand, Emma Rugge-Price about B2B content marketing and what it means to move from “interruption to interaction”.

Emma-Rugge-Price-GE-Australia-New-Zealand-Speaking-B2B-Marketing-Leaders-Forum-2016400x400Gavin Heaton: GE has taken a novel approach to content. Was there a trigger that prompted this?

Emma Rugge-Price: Our approach developed out of a shift in thinking in 2012-13 on the back of GE’s global growth strategy. We asked ourselves how we could become a global company rather than just a multinational company. A core part of that is building brand awareness in each market around what takes place in that market.

So we started out with locally developed creative above the line campaigns. It’s expensive to do that, but not just expensive –  it’s challenging to be true to the brand.

At the same time, the media world was being disrupted, opening up new opportunities for creative content development and distribution. We launched a global media manifesto in 2013, which challenged us all to ‘think like a publisher’. This drove our content strategy.

Gavin Heaton: B2B marketing is often seen as B2C’s unsexy cousin. But GE has been bringing a cool factor to their content program – what is the secret?

Emma Rugge-Price: B2B may appear unsexy but it can also be very cool. Maybe it’s B2C’s SMARTER cousin, able to find compelling ways to influence what are often long and complex sales cycles.

Our media manifesto challenges us to shift our marketing focus from ‘interruption to integration and interaction” and it’s one of the themes of my presentation at the B2B Marketing Leaders Forum.

We have been co-creating content with publishers locally to reach our audience where they are consuming information, entertainment and media so that we are part of the conversation on the issues that matter to Australia. And, because GE works across so many critical industries, we bring substance and authenticity to those issues and those publishers. We augment that local content with what is often surprising and always innovative global content that showcases the brand with a-ha moments. This means that we can adapt big brand content, combine it with local content and business opportunity – to connect the dots for our customers and our business.

I think the secret to cool is that we like to be first – the copycats are rarely the cool ones. This means first with content ideas but also channels like SnapChat, WeChat, even Facebook back in the day.

Gavin Heaton: ROI is always a constant question for B2B marketers. How can marketers think differently to connect content to the bottom line?

Emma Rugge-Price: In B2B the sales cycles are long and the deals are complex, so you don’t get “click to buy” opportunities available to B2C. Our approach has been to create a halo around the customer as part of the sales process. For example, we used our content strategy to support positioning and business development in renewable energy to great effect. We partnered with the AFR to create some fantastic content and drive a dialogue for the industry which supported our local business strategy. It’s the holy grail – moving from content to the bottom line.

The B2B Marketing Leaders Forum 2016 runs 25-27 May in Sydney, Australia. It equips B2B marketers with the skills to cut through the technology hype and keep up with the many changes in digital disruption, industry and societal change and learn strategies for turning their departments into revenue generating machines.

B2B Marketing Leader Interviews: Jarther Taylor

In the leadup to the B2B Marketing Leaders Forum APAC 2016, I took the opportunity to speak with Telstra’s GM Marketing, Jarther Taylor about the state of B2B marketing, the challenges that lay ahead, and the surprising ways technology and a focus on customer experience is changing the marketing and sales landscape.


Jarther-Taylor-Telstra-Business-speaking-B2B-Marketing-Leaders-Conference-Sydney-Australia-2016Gavin Heaton: We hear a lot of talk about the “marketing funnel” and the “sales funnel”. In your experience are these becoming one and the same?

Jarther Taylor: There are three factors driving convergence and of the marketing and sales funnel. So, yes they are becoming one and the same.

Firstly, as marketing increasingly digitised it can deliver better quality and more progressed leads at scale.  That is in the past, a B2B marketer may have had a bunch of responses from a DM piece or an event, and sales would then have the explore and develop that basic opportunity.  Today marketing can not only capture interest, but also progress that interest to a point of being ready to buy and then pass to sales to close the deal and help nurture and drive advocacy post-purchase.

Secondly, the buying process (which has replaced the selling process) is non-linear.  Gartner as a good model for this fluid approach of buying – Explore, Evaluate, Engage, Experience.  This fluidity and uncertainty is more culturally acceptable in marketing.  That is marketing leaders understand the customers may shift from being close to ready to buy (Engage) , to back to the Explore phase.  Sales management drives for a steady progression through the funnel, and sales teams are not ‘permitted’ to have an opportunity go from 30% certainty to 70% certainty back to 50%.  Marketing can help ensure that sales resources only engage during Engage!

Thirdly, the importance of customer experience across the buying and usage cycle is increasingly seen as a differentiator.  While at one point, sales was at the end of the line and customers were then exposed to usually less resourced service organisations, this has shifted with the introduction of Net Promoter Scores and the consumerization of business products (e.g. “why can’t my experience with you be more like Uber, AWS, Apple, etc.”).  This means than marketing, who has traditionally been responsible for representing the customer in the organisation, has a far great role to play across marketing, sales and service.

Gavin Heaton: Up to 60% of purchase decisions are made before a buyer reaches out to the brand. How is this changing the work of sales people?

Jarther Taylor: Sales used to be the ‘smartest person in the room’ when it came to B2B selling.  That is, the technical expertise on the product was what customers were after and went to the vendor to get that information.  Today most of the studies that support the 60% number show that digital research and speaking to peers is done well before engaging with the vendor.  I had a discussion with IDC just over a year ago, where they gave me multiple examples of customers wanting to now minimise the amount of time they spent with sales.

So sales need to get engaged earlier on in the piece.  That is, they need to be present in the online forums that customers are doing research in.  Marketing can help this through digital strategies like content marketing and social selling. Social Selling has proven extremely successful both at IBM and Telstra in building advocacy, trust and engagement with customers.

So with customers doing more research and having more knowledge before they get to the sales person, the conversations shift.  Sales need to have the capacity and capability to discuss options with a customer, challenge their thinking and add value to the buying process beyond taking an order.  For many sales organisations this is a major shift in culture, capability and structure.


Gavin Heaton: As consumers, we have become adept online purchasers. We plan and buy our own travel, research our purchases online before shopping around and so on. How is this self-service approach impacting the B2B vendor?

Jarther Taylor: Self-service in B2B tends to reside the in the Experience phase of the buying process I referenced above.  That is, once a commercial relationship between a customer and vendor has been set up, many of the more mundane actions can be done through a self-service portal.  Let’s say I’m an OfficeMax customer, then my office administrators can order approved stationary via an online portal.  Managing your billing or usage of technology via a self-service portal is also popular for many XaaS solutions.  AWS ,for instance, pretty much has it all online.

As a B2B vendor this can potentially mean a loss of engagement opportunities with a customer, but is also means that the engagement can be a lot richer.  For instance, rather mourning the loss to sell additional items in person, usage data of a product can suggest that the next best product is.  So it drives efficiency and also advocacy because you are offering the customer more useful products and solutions.

Another efficiency gain is the post-sales service can be scaled.  That is a contact centre can manage a much larger number of customers in a much more personalised manner.  Customers get better and more relevant marketing, sales and service engagement.  And as a vendor I am keeping my costs down.

11 Types of Content to Make Your B2B Marketing Sing

Be under no illusions – content marketing is hard work. It takes planning, resources and focus. But it is also one of the most rewarding forms of marketing that you can do professionally and individually. Not only does content marketing challenge you to clearly communicate – it often brings you up close and personal with customers as well as your sales teams.

These meetings give you the chance to listen, absorb and understand the challenges that people have in their work. And if you are lucky – and creative enough – you can design content that will help them solve that problem. Or understand a solution better. Or simply just bring a smile to their face.

Content marketing is a performance

When I studied theatre I was fascinated by the way that text on a page could be brought to life by an actor. I loved listening to the way that words could be rolled around the mouth and thrown into an audience. A good text in the hands of a great performer can take your breath away. Brilliant writing when coupled with an electrifying performance can change lives.

Now, I am not saying that your content marketing needs to profoundly change lives. Done right, it can. But you do want your content marketing to stand out from the crowd. You want it to become indispensible to your audience. And for that it needs to perform.

This infographic from Feldman Creative is a great reference on the 11 types of content that can help your marketing perform better. It includes handy information on benefits, costs to outsource and even a couple of power tips.

What are you waiting for? Get planning and then producing. There’s an audience waiting.


Done Right, Content Marketing is No Swindle

In my first real marketing role, I felt like a complete fraud. I had stumbled into marketing and strategy while working for IBM and had the good fortune to work with a “startup” (whatever that was) developing a platform for online communities. I was simultaneously a product manager, sales exec, marketing director, tech support and partner manager. I was the only person within IBM who knew anything much about this amazing new technology and it was my job to convince the sales teams that their media, sports and retail clients needed to learn more. The thing was, I had no idea what to do.

I needed a plan.

Each day I would arrive early and trawl the intranet. I’d find templates for presentations and customer pitches, information and technology architecture, marketing plans and branding. It seemed like there was a system to marketing that could be pieced together if I just had the time. But it was IBM. No one had the time.

So I doubled down. I chose to study late and early and put what I learned into practice. I set meetings with sales execs and asked them lots of questions. I listened, followed up and gave them what they needed. Gradually, a strategy came into view. By the time I moved to a new role, I had a mental system for sales enablement. I had a marketing plan. And I knew how the puzzle pieces connected.

Suddenly in a new role for a management consulting firm, I was amazed to learn that there were no fundamentals in place. No messaging. No positioning. No brand consistency. Certainly no aspiration. There wasn’t even a presentation template that could be used. It felt like the brand had stepped out of the 1950s and liked the cut of its own jib.

So I started planning. I needed the sales team on side. I needed the consultants to rethink the way they talked about the brand. And I needed to set an example. Most importantly, I needed to overcome the massive store of legacy collateral that consultants carried around with them. After all, our challenge was growth, and it’s hard to grow when your eye is locked on the past. The solution was staring me in the face – content. Good quality content.

Quality content is a business asset

I realised that if I wanted to get consultants to use my (and by “my” I mean “our”) new branding, case studies, templates and so on, then they needed to be better than what was already available. The presentations needed to be fresher and more direct. The case studies needed to be current and relevant to client needs. And we needed to focus on recognisable talent – CEOs of major clients, CIOs that knew how to bring business and IT together, and CFOs who wanted to prove they had business nous to take the next step.

So again, I started with a plan.

Our research and client interviews yielded vital insights. We needed data. We needed real world business problems. And we needed proof points that reinforced our new, strategic offerings and traditional service lines. So we scheduled interviews and follow-ups. We measured website traffic and downloads. I worked with my team to write dozens of new offering briefs, solution profiles, case studies and one pagers. All of these were on-brand and on-message. Then we briefed the CEO and the Board, sent out internal communications, updated the intranet, shared new templates and tools and launched the new website. We even had new plasma screens installed in the reception area to greet clients, with a customisable message and co-branding.

Pretty soon we realised that we had created a whole new class of business asset. Consultants from across the country started requesting interviews and case studies using our new formula. We produced internal podcasts – or what we now call “podcasts” – as downloadable MP3 files containing the latest news updates, client wins and thought leadership interviews. It was content marketing way before content marketing. And it worked:

  • We improved our revenues
  • We improved our profitability
  • We launched new products and service lines in record time
  • We scored new clients.

Perhaps most importantly, we gained the respect of our colleagues.

Content marketing is old school B2B marketing in a new frock

These days we have better tools and processes. We can create content much faster. We can generate whole infographics not just charts with just a few clicks. Videos can be shot, compiled and edited, uploaded and distributed right on your phone. Checklists, lists and websites can be updated more easily – and marketing automation not only sends emails but tracks, nurtures and sequences a whole customer journey.

Even still, the principles are the same. Content marketing is a lot of work. It takes effort and planning. It’s still B2B marketing, just gussied up in a new frock. But it does the heavy lifting of marketing super effectively. As Sarah Mitchell explains on LinkedIn:

When done well, content marketing turns your marketing expense into a long-term business asset. It’s a highly effective way to attract an audience and build trust with your customers and prospects. It’s less expensive than traditional marketing and advertising methods – a lot less expensive. If decision makers and budget holders think content marketing doesn’t work, they vote for the easy alternative – advertising and traditional marketing. Both are less effective and leave you with no asset from your expenditure.

Sarah also shares some great tips to help you figure out whether your content marketing team (or agency) are delivering the value you need. There’s 25 indicators that help you determine “if a swindle is in play”, but these three are my favourites. Read the full list here.

    1. If you’re buying into content marketing without taking the time to develop a strategy, you’re being swindled
    2. If your content marketing is focused on social media with no plan to convert or move your audience off the social channel, you’re being swindled
    3. If there’s no plan on how to measure your effectiveness, you’re being swindled.

Holidays Ahead: All aboard the content marketing express

At the beginning of the year, Oracle Eloqua released a State of Content Marketing Survey Report that revealed the trends that were impacting content marketing and approaches that would be taken through 2014. And now, as we are closing in on what is possibly the most explosive time of year for content marketing (yes, I mean the Christmas/Holiday period), I thought it worth running a fine toothed comb across the findings to consider what has changed and what hasn’t. In doing so, we may find a worthwhile insight to drive our holiday content marketing efforts.

Some of the things to consider in your own content marketing include:

  • Grow your own content: With 93% of respondents creating their own content in-house, 2014 was set to be a strong year for client-side marketers. However, just a little over half are regularly creating content for sales enablement. This leads to a disconnect between marketing and sales which can cause internal challenges and misalignment between business and marketing objectives. Lesson: Work with external agencies to expand content creation capabilities
  • Tool-up to measure effectiveness: Almost 50% of respondents expected to successfully align content with the buyer’s journey by mid-2014. However, only 22% have an effective measurement strategy, and 23% don’t have the tools they need for measurement. This further exacerbates the disconnect between marketing and sales. Lesson: There are increasingly powerful measurement tools available. Now is the time to invest, evaluate and refine your measurement approach ahead of the holiday period
  • Feed your marketing automation machine with quality content: Just like data, you get out what you put into content marketing. It’s not just a matter of “pumping out” content – the challenge for marketers is creating a centre of gravity which attracts customers, leads and opportunities to engage. This is done with quality content, and with 24% of marketers indicating they struggle to engage their audiences, it’s clear there is work to be done here. Lesson: The dream of one-to-one conversations at scale is only possible with a deep understanding of your customer’s journey, marketing automation that has been tuned to that path, and quality content that nurtures leads and moves your audiences from anonymity visitors to known customers. 

Most marketers will have clear plans for the next two months, but it’s worth pausing and asking the question “Are we doing the right things and doing things right?”. In this digital age, strategy, execution and measurement are no longer time consuming – and marketers must learn to iterate their marketing at the speed of their customers’ lives. Find people who can help you experiment and climb aboard the content marketing express.


Organic Search Remains King in B2B

If you are looking for marketing advice, you don’t need to look very far. There are literally hundreds of marketing blogs, websites and platform vendors who offer up various levels of expertise and advice. So no matter whether you are an enterprise marketer or running your own business, you’ll easily find some ideas, strategies and systems that will help you activate your plans. BUT the question remains – with an abundance of information, who do you trust?

It’s often tempting to look beyond your usual marketing consultants or agencies for new ideas. But facts can be skewed or reported from a number of angles, and the grass really can appear greener when pitched the right way.

The challenge for marketers is to look beyond the facts and figures to understand the shifts and movements that are taking place. We need to look for the underlying behaviours that explain the facts and map this to our own businesses in a meaningful way.

Now, I have believed for some time that quality content is a fundamental requirement for successful marketing programs. But in the shift to digital, this need has been amplified – after all, we are know for what we produce. No content = no presence.

So in many ways this infographic from inbound marketing platform vendor Optify confirms my thinking – that organic search (and therefore content) is the most powerful driver of traffic to B2B websites. They analysed 62 million website visits, 215 million page views and over 350,000 leads from small and mid-sized US businesses to identify the trends in B2B marketing in 2012.

BUT the question remains? Does this ring true for your business? Does it match to your experience? And what are the movements that you are observing in your customer base? That’s where you should be looking.

2012 B2B Marketing Trends