Lean Principles and Enterprise Marketing Transformation
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Rishi Dave, Dun & Bradstreet , @RishiPDave Dun & Bradstreet, a nearly 175-year-old company with offices around the world, might not seem like a startup in the traditional sense. But as the company has implemented an aggressive growth strategy, its marketing organization has embraced Lean Startup methodologies to focus its efforts on only the most valuable customer relationships. Dun & Bradstreet CMO Rishi Dave shares the company’s experience and what organizations large and small can learn from the successes they’ve had in thinking Lean to drive pipeline and revenue.
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Lean Principles and Enterprise Marketing Transformation
- 1. Just One Account LEAN PRINCIPLES AND ENTERPRISE MARKETING TRANSFORMATION RISHI DAVE CMO, DUN & BRADSTREET @rishipdave NOVEMBER 2015
- 2. 2 Big Enterprises & Start-Ups: What’s the difference? JUST ONE ACCOUNT
- 3. 3JUST ONE ACCOUNT Scale (of everything) Aversion to Risk Bureaucra cy 21 3
- 4. 4 The Dun & Bradstreet Opportunity Marketing & Culture the Key Drivers of the Growth Simplify a Complex Business; Focus a Complex Organization A Firm Growth Mandate JUST ONE ACCOUNT
- 5. 5 The Dun & Bradstreet Approach BRAND & CULTURE GO-TO-MARKET TARGETED PIPELINE GROWTH ENABLERS Technology/Automation Thought LeadershipData/Analytics/Surveys JUST ONE ACCOUNT
- 6. 6 Where to Begin? JUST ONE ACCOUNT
- 7. 7JUST ONE ACCOUNT Just One Account Minimum Viable Prospect
- 8. 8JUST ONE ACCOUNT ANALYTICS How do we get to our minimum viable prospect?
- 9. 9 PREDICTIVE TARGETING An end-to-end global view of potential customers Propensity & Attrition Models Material Change Demand Estimation Sales Segmentation Service Analytics Sales/Marketin g Prioritization KEY SEGMENTATION
- 10. 10JUST ONE ACCOUNT 1. Blue Handle Global 2. Duffel Systems 3. Live Wavelength Global 4. Drongo Inc. 5. Musette Mix Prioritized Accounts
- 11. 11 MVP design Awareness General Education Consideration Preference Purchas e Post- Purchase LeadQuality&Richness Content Sophistication and Deal Intensity Thought Leadership Competitive Analysis Integration Guides Customer Workshops Customer Events Community & Forums Research Best Practices Webinars Workshop
- 14. 14 Start With One – Then Scale JUST ONE ACCOUNT
- 15. 15JUST ONE ACCOUNT Big Impact on the Company
- 16. 16 Four Lessons For Getting Lean in a Big Company 1) Don’t worry about scale at first 2) Technology isn’t a substitute for culture – but it does create focus 3) Measure, measure, measure 4) Communicate BEFOR E AFTE R JUST ONE ACCOUNT
- 17. 謝謝 Dankjewel merci ありがとう धन्यवाद Thank You Rishi Dave, Chief Marketing Officer @RishiPDave
Notas del editor
- The situation: The Dun & Bradstreet Rishi stepped into The new CEO shifted the company to a growth mandate Marketing and culture were tapped as key drivers Simplifying a complex organization and focusing a complex business A lot of opportunity. Many priorities. (11 hills). How did we decide to approach it?
- The approach: Lean is often about products. We knew we had products, but we had to apply lean to our other processes. Rishi brought aboard with Chief People Officer – connection of brand and culture Our approach recognized those differences between big enterprises and smaller more nimble start-ups and created relentless focus (got us to be more ‘lean’) Will bolster these talking points to be as aligned to Lean principles as possible
- Where to begin? Immediate focus on brand and culture – lean development philosophies applied to move quickly on repositioning a 173-year-old brand Simplified brand focus: relationships not data Enrolled the work force
- The situation: The Dun & Bradstreet Rishi stepped into The new CEO shifted the company to a growth mandate Marketing and culture were tapped as key drivers Simplifying a complex organization and focusing a complex business A lot of opportunity. Many priorities. (11 hills). How did we decide to approach it?
- The situation: The Dun & Bradstreet Rishi stepped into The new CEO shifted the company to a growth mandate Marketing and culture were tapped as key drivers Simplifying a complex organization and focusing a complex business A lot of opportunity. Many priorities. (11 hills). How did we decide to approach it?
- And for us, we started really, really small and focused before we ever worried about scale. We started with Verizon. Barb has provided a lot of information on what we have done with Verizon as the ABM poster child.
- The situation: The Dun & Bradstreet Rishi stepped into The new CEO shifted the company to a growth mandate Marketing and culture were tapped as key drivers Simplifying a complex organization and focusing a complex business A lot of opportunity. Many priorities. (11 hills). How did we decide to approach it?
- With that I’ll wrap up. THANK YOU!