door to door Marketing company in Pune

Face to Face Marketing and Door to Door Marketing 

Nothing beats the reality that one gets when you can interact with potential clients face to face physically moving from door to door within a community or household to household, face to face field marketing is also called personal selling or door to door marketing, customers are met directly in order to sell their products, using this method of field marketing we rely on our skills and persuasive abilities. During the period where we get to interact with the client face to face we get more chance to pass across edible information which would be useful to all our customers at that time and it’s also an opportunity for us to get feedback and to gauge your opinion about our business.

I did door-to-door sales for nine years, in hundreds of different cities and towns all across the india. Through long, hard, agonizing trial and error, I eventually developed enough skill that I could take any product into any area on any day and make sales.

In the beginning, I struggled. But when I was about to give up on myself and quit (like 99.9% of people that try door-to-door sales do within their first few days),  experienced salesperson to give me a chance to get on track.

What I saw that day changed my life forever.

I watched as the experienced salesperson drove to an area where he had previous sales success, and listened as he explained to me why he parked his car in the exact spot he did to start his day and laid out his exact plan of attack.
Within the first 10 minutes, I learned a valuable lesson that not only made my door-to-door sales career much easier, but has also been the key to bringing in millions of dollars in revenue for my own companies, and those of thousands of others I’ve consulted to:

A current customer is the easiest person to make a sale to – many, many times easier (and less expensive) than trying to get new customers.

Most business owners operate a risky, day-to-day, transactional business, believing that the reason for getting a customer is to make a sale. That’s their biggest problem: making nothing more than “a” sale to a customer. After that initial transaction, they simply hope that their product or service or location is good enough that they will get a repeat visit from that customer.

On the other hand, sharp business owners (and door-to-door salespeople!) know that the point to making a sale is to get a customer. We have systems put together to maximize the value of that customer by making future offers to them, so that they buy more of the same product or service, or a different version, or even an entirely different product or service.

In other words, we recognize that a current customer is the easiest person to sell to, and a prospect is the hardest and most-expensive person to sell to. Therefore, we concentrate on maximizing the value of every new customer we get.

If you want to grow your business during these challenging economic times (and even during boom times), your time and effort should be invested in working to turn prospects into customers and retain them to market to in the future.
While your marketing is doing its job to get you prospects, you need to be working on turning those prospects into customers. There are a few key ways to draw them in and seal the deal. You need to be:

Inviting
Informative
Enjoyable

The biggest fear of most new customers is the dreaded “buyer’s remorse.” You want to minimize this as best you can, and if you’ve provided a quality product or service that delivers on the marketing claims you’ve made, the risk will be lower.

However, returns can still occur. Here are the two most effective ways to deal with this:

Offer to refund money — no questions asked
Offer a bonus they can keep even if they return the product

These offers alone will also lessen the impact of buyer’s remorse, because the customer will trust you more just because you showed the confidence in your product or service to offer these options in the first place.

There are number of other ways to turn a prospect into a customer:

Offer a special price as an opportunity for them to test the market.
Offer a lower price with a legitimate reason, such as clearing out inventory to pay a tax bill, for your kid’s braces, or another tangible reason. (Added bonus: Customers love you for doing this, because it makes you so much more human to them.)
Offer a referral incentive.
Offer a smaller, less expensive entry-level product to build trust.
Offer package deals.
Offer to charge less for their first purchase if they become a repeat customer.
Offer extra incentives, such as longer warranties or free bonuses, if they order by a certain date.
Offer financing options, if applicable.
Offer a bonus if they pay in full.
Offer special packaging or delivery.
Offer “name-your-own-price” incentives.
Offer comparative data or other comparison tools.
Offer to let them trade up or upgrade to something better if they want.
Offer additional, educational information to help them make the decision.

The options are really only limited by your imagination and marketing skill. You can use these or other ideas to discover what works the best for your specific business, with your specific products, services and target market.

Even if you ever find yourself doing door-to-door sales.

marketing career in pune

The ultimate guide to the new buyers journey

1. 1. 1 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY image Objectively envisioneer manufactured products via standardized interfaces. Phosfluorescently embrace timely e-tailers via integrated synergy partnerships and innovative metrics. The Ultimate Guide to THE NEW BUYER’S JOURNEY
2. 2. 2 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY The Ultimate Guide to THE NEW BUYER’S JOURNEY TABLE OF CONTENTS INTRODUCTION: The New Customer Buying Journey………………………………………………………. 4 PART 1: Rethink Your Segmentation And Let Analytics Lead the Way………………………………. 8 PART 2: Prevent Customer Detours Through ProActive Digital Engagement ………………….. 13 PART 3: Align Your Content Marketing Strategy to Every Buying Stage…………………………… 17 PART 4: Take the Long-view in Customer Engagement with Online Communities…………… 21 PART 5: Unlock Billions in Hidden Revenue……………………………………………………………………. 25
3. 3. 3 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY ABOUT MARKETBRIDGE MarketBridge is a leading technology enabled services firm, providing digital marketing, sales enablement, and customer analytics solutions for Fortune 1000 and emerging growth companies. We help companies improve sales productivity by increasing digital customer engagement and building robust customer analytics engines that focus marketing investments and sales activity on the right customers, with the right messaging and solution, through the right marketing and sales channels. Our unique RevenueEngines™ and SMART™ Analytics solutions deliver data-driven digital customer engagement by connecting marketing and sales to increase pipeline volume, velocity, close rates, and customer loyalty. Our solutions are powered by best-of-breed technologies including social, marketing automation, CRM, and business intelligence, all of which dramatically improve revenue performance, cost efficiency and customer experience. Corporate Website: www.market-bridge.com MarketBridge Community: www.the-digital-bridge.com Phone: 1-888-GO-TO-MKT Corporate Headquarters: 4350 East-West Hwy, 6th Floor, Bethesda MD 20814
4. 4. 4 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY INTRODUCTION The New Customer Buying Journey We’ve all seen the stats. According to CEB, B2B buyers are 57% of the way through the buying process before they engage a sales rep and Gartner and Forrester research has suggested that by 2020, >80% of the buying process will occur without any direct human-to-human interaction. Customers are turning to digital channels to self-educate about products and services, and they are waiting later in the buying process to speak directly with a sales person. As a result, organizations need to rethink their customer engagement strategies in order to align to the new way customers are buying. If you have not evaluated your target customer’s buying journey to understand how it has changed and how you should align to it, you may be left behind. The average firm leaves millions of dollars in revenue potential on the table by waiting to respond to this changing buyer’s journey. New and innovative channels are playing a major role in the way customers purchase goods and services, and this landscape is evolving rapidly. Furthermore, the data to provide deeper intelligence about customer needs, preferences, and behavior is widely available (although often difficult to identify and integrate). Organizations who are winning in today’s environment are building digital channels and data analytics into their go-to-market strategy in order to dramatically improve the productivity of their sales and marketing resources, increasing revenues, reducing costs, and improving the customer experience. However, firms that are not embracing these new techniques are seeing sales productivity fall of a cliff as conversion rates drop, pipelines slow, and opportunities are missed. Customers today know what best-in-class digital engagement “feels like”, giving them a standard by which they evaluate all other businesses (including yours). The world of sales and marketing has changed; the question remains, has your organization changed with it or are you being left behind? In this whitepaper, we will outline the series of steps your organization needs to implement in order to address this change and realize untapped revenue opportunities. SOCIAL AND DIGITAL ENGAGEMENT CONTENT MARKETING ONLINE COMMUNITIES SALES AND MARKETING ALIGNMENT SEGMENTATION STRATEGY
5. 5. 5 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up. Independent research by Gartner and Forrester suggests that by 2020, 80 percent of the buying process will occur online without any direct human-to-human interaction. Industries that rely heavily on sales teams today may not require any direct phone or face-to-face sales engagement with customers five years from now. While these dramatic shifts in buying behavior are well documented, today’s organizations continue to over-rely on traditional marketing and sales channels to reach, engage, convert, and expand their customer relationships. The cost of this failure to adapt is HUGE. The average firm will leave millions of dollars in revenue productivity and cost efficiency on the table. “By 2020, 80% of the buying process will occur without any direct human-to-human interaction.” – Gartner and Forrester
6. 6. 6 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY It’s no secret. Digital and online channels are playing a major role in the way customers purchase goods and services, and this landscape is evolving rapidly. Most customers conduct pre-purchase research to understand their options via a combination of channels including search, social, email, and a number of competitive vendor websites. Increasingly, sophisticated customers go a step further. They engage selectively with traditional offline resources only when their interest has been peaked via digital engagement. Effective marketers must learn how to not only engage the new digital buyer, but to align their online and offline resources to the buyer journey. Customers know what best-in-class digital engagement “feels like,” giving them a standard by which they evaluate all other businesses. For example, most customers today will react negatively to unsolicited contact by a salesperson, but they do want a real-time response when they decide the time is right. This reinforces the growing need to connect marketing and sales via data and technology to provide the tools marketers and sellers need to drive revenue performance. To further complicate this issue, the shift to digital has led to an explosion of marketing and sales technologies that have created considerable new hurdles for organizations to overcome, such as: • Data Management and Infrastructure Realignment • Technology and IT Alignment • New Organizational Processes • Need for Fractional Deployment of Specialized Capabilities Every company we speak with is aware on some level that they must shift resources away from traditional marketing and sales models to new technologies, digital engagement, and data practices. However, the infrastructure and processes that have long served them now get in the way and slow their progress. “The infrastructure and processes that have long served organizations growth, now get in the way and slow their progress.” The implications of the change in buying behavior
7. 7. 7 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY People – Do you have all the expertise you need in-house to set the right strategies, manage and analyze vast amounts of data, make decisions on and manage the technologies, and execute the right campaigns and programs? Process – Given the changing marketing and sales landscape, have you developed and installed a scalable process to effectively connect marketing and sales to produce predictable pipeline growth and conversion? Have you connected the “top of funnel” lead generation activities to “bottom of funnel” conversion with customer engagement platforms that support the new buying model? Technology – Given the hundreds of technology options, which ones should you focus on and why? How are these technologies integrated to work in unison as opposed to point-to-point solutions? Data – What are the strategy and infrastructure requirements to manage the petabytes of data that are generated through today’s technologies (and which hold the promise of significant performance improvement if managed correctly)? What should organizations do about it? Best-in-class firms are adopting new strategies to address these challenges, focused on evaluating their current state across four key levers: In the following chapters, we’ll delve more deeply into how best-in-class organizations are aligning marketing and sales using digital engagement and data to address these issues. Furthermore, we will outline specific techniques that will lead to new opportunities that drive revenue, reduce cost, and improve the customer experience. Process Data Technology People
8. 8. 8 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY SEGMENTATION STRATEGY SOCIAL AND DIGITAL ENGAGEMENT CONTENT MARKETING ONLINE COMMUNITIES SALES AND MARKETING ALIGNMENT PART 1 Rethink Your Segmentation and Let Analytics Lead the Way 1 Part of the power of the new buying behavior is the opportunity associated with the millions of touch points which customers make with your online platforms. This data (when integrated and married with social, CRM, and transaction history) can provide clarity into customer behavior and preferences, and can be predictive of customer value, needs, expected behavior, and the best buying channel. However, trying to map out the buyer journey and integrate all of these data points can feel overwhelming, even impossible. The right segmentation and analytics strategy can make mapping your customer buying process a lot less complex. Most organizations struggle with too many forms of segmentation and no clear strategy. Many are confusing buyer personas, customer profiles, and segments in terms of the broad definitions they use to understand and engage their customers. Almost all organizations struggle to make their segmentation actionable and few can point back to how it is making them money. A great segmentation strategy should have a few key common characteristics. How can you re-think your segmentation to drive value? Continue reading…
9. 9. 9 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY As buyers interact with us in multiple ways, the myriad impressions via both media and channel are startling. Not only is the journey complex, but different buyers take different paths. If used correctly, segmentation can bring organization to the chaos. If used incorrectly, it can compound the challenge. When you ask sales or marketing professionals if they use “segmentation,” the answer is typically “Yes”. But, if you ask whether that segmentation is based on behaviors, life stage, value, lifecycle, attitudes, or interest, the answer is typically “No”. In fact, most organizations are overrun with too many forms of segmentation and no clear strategy. Segmentation is, according to Merriam-Webster, the process of dividing something into parts. For sales and marketing, it is simply a method to organize customers and prospects into meaningful and actionable groups. To take it a level further, building a segmentation strategy to deliver measurable value to sales and marketing should take on a few key characteristics. A great segmentation solution should: 1. Be led by strategy 2. Come to life when applied in practice 3. Serve as a platform to unify the sales and marketing functions 4. Be flanked with other tools “Most organizations are overrun with too many forms of segmentation and no clear strategy.”
10. 10. 10 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY Build: Generally speaking the most important thing to consider is whether or not your segmentation criteria is well-aligned to your objectives. Everyone’s objectives are different, so while there are lots of best practices, there is no single best way to build a segmentation. The key is having the experience to know which approach is best to use given the objectives. Implement: Once you settle on the right approach to build the segmentation, you are not done. Now you have to figure out how to apply the segmentation, whether that is in your CRM system, marketing toolset, site personalization engine, call center, or POS system. The fact is, anything you build will not provide value if it simply sits on a shelf. It is critical that you build the implementation plan before you build your segmentation, as implementation priorities are core to ensuring that you build it the right way and that you are able to operationalize it in practice. Make money: Once we have the segmentation built, and implementation strategy set, you need to continue the design effort and think through our supporting process to ensure that we actually use it and make money from it. Our planning processes and tactical processes need to evolve around how sales campaigns are developed, executed, and measured. Let’s put the horse first, cart second, and think through what our segmentation solution needs to accomplish and if segmentation is even the right tool. This sounds easier than it is. Many organizations throw segmentation at everything. Others go big, they build it, then try to use it but get hamstrung trying to operationalize it. In both cases, teams fail to set their strategic objectives across each step. BUILD1 IMPLEMENT2 MAKE MONEY3 1 A cohesive segmentation strategy should be our starting point.
11. 11. 11 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY “The buyer journey is a two-way conversation and, increasingly, it’s on the buyer’s terms.” To bring a segmentation to life, it should be articulated through three core components: profiles (what the segments look like), personas (their needs and attitudes, defined through research or extrapolated from other data), and buying scenarios (where we begin to frame out the buyer journey to gain clarity on how each segment buys). This is a key step—and that persona imagery in the binder and on the boardroom wall is very important. It serves as a starting point for executive buy-in and organizational momentum. If done right, this will be a journey and not a small project. Once we have buy-in and move into implementation and execution, these insights and data points play a critical role in defining our map by informing: • Who (target audience) • What (offer, product, message, content, script) • When (contact cadence) • Where (media and channel) We’re accustomed to using segmentation for push communications but it should also be leveraged to respond to pull-based interactions: a buyer hits the site—what content should render? A buyer calls the call center—what’s the script? The buyer journey is a two-way conversation and, increasingly, it’s not on our terms as marketers and sales professionals but on the buyer’s terms. 2 The segmentation should come to life. 1 At a minimum, this should include sales and marketing but also potentially service and product development, too. The segmentation should act as a common language by which the organization can talk about both current and potential customers in a way that is not defined by organizational structure (for example, product, region, or industry). We all know that while these are common organizing principles for us to run and manage the business, the customer couldn’t care less. When we ignore that, our interactions are disjointed and are not optimized against the buyer’s journey. A good segmentation will help an organization overcome this by unifying how we think, plan, and execute—focused on the customer. 3 The segmentation should serve to unify various functions
12. 12. 12 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY The segmentation needs to be paired with other processes like layering (or micro-segmentation) and other tools to be used as a targeting application, arguably its most common use. Layering pulls in dimensions that are a critical part of your business but are not defining factors of your segmentation. This is where some of those organizing principles may come into play, as long as they help optimize that customer journey and don’t detract from it. The layers you choose add complexity but, if chosen wisely, should drive incremental value due to the lift you’ll gain through added personalization, message versioning, offer and other customization. The segmentation allows us to organize our prospect and customer base, but it is a broad tool. Scalable tools of precision, paired with segmentation, are necessary to highly intelligent targeting. Targeting techniques are often based on predictive modeling, either delivered using batch, near-real time, or real time methods for both off- and online decisions. These are typically trained on attributes like value or propensity to respond, buy, click, or engage. Even if you’re planning, rebuilding, or trying to leverage an existing segmentation, don’t forget to lead with comprehensive planning and strategy, consider how to bring your segments to life, and don’t shy away from creating a cross sales and marketing solution to drive the best possible value from your efforts. 4 The segmentation cannot stand alone.
13. 13. 13 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY 1 SOCIAL AND DIGITAL ENGAGEMENT SEGMENTATION STRATEGY CONTENT MARKETING ONLINE COMMUNITIES SALES AND MARKETING ALIGNMENT PART 2 Prevent Customer Detours Through ProActive Digital Engagement 2 We’ve already established that digital and online channels are playing a significant role in the purchasing decisions of today’s consumers. Organizations need to create digital strategies for a multitude of online channels, including but not limited to, SEO, Digital Advertising, Social Media, Websites, Communities, Blogs, Etc. Furthermore, organizations need to optimize these strategies for inbound marketing, outbound marketing, content marketing and digital sales coverage. Most companies deploy digital tactics, however, the critical part of the new buyer’s journey is not creating digital tactics, it’s how your organization engages prospects once they engage digitally. When the appropriate digital engagement does not take place around a key consumer segment, the potential revenue loss could be massive. But not all customer engagement is created equal. Research shows that customers who engage on social media expect a response within a few hours but those who take other digital actions, such click on a PPC ad or download a whitepaper on your website, typically do not want to be contacted right away by a sales rep. Carefully plan out when and how you engage with perspective and existing customers. A lack of engagement in the digital space when your community is ready to vent or overly engaging when your customers are not ready to buy can mean the customer terminating their journey with you or, worse, your competitors offering them an alluring detour. Don’t let your competitors provide a better customer experience than you, it’s a sure fire way to lose revenue. How can you digitally engage with your prospects and customer to ensure loyalty and continued engagement? Continue reading….
14. 14. 14 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY We’ve established that the customer buying journey has changed significantly given the new role digital and online channels now play in the way customers purchase goods and services. Buyers today are extremely selective in how and when they will engage with traditional, offline sales channels until they have sufficiently conducted online research around a product of interest or a digital marketing effort grabs their interest. Once the buyer is actually ready to engage with a human inside a given brand, they will do so quite often through a digital channel and will expect a real-time response. When the appropriate digital engagement doesn’t take place around a key consumer segment, revenue loss is a very real scenario. While we often talk about marketing or sales engagement in terms of lead nurturing for new opportunities, the reality is that the buyer’s journey is still in play for existing contacts. After all, an increase in current customer yield or buying frequency is an equal revenue opportunity. With the emergence of digital (and specifically social) channels, the journey of these existing consumers is becoming an increasingly important area for digital engagement, where the absence of engagement means the potential for significant revenue loss. ““Brands are spending too much time and effort on widespread marketing but are not engaging customers directly.” @#
15. 15. 15 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY Let’s illustrate this with a real case study. In December 2013, Ryan Holmes wrote in the Wall Street Journal about Twitter user Jay Rooney (@ RamblingRooney), a current AT&T user who, curious about the value of T-Mobile’s free international roaming deal, took to Twitter to vent: Jay Rooney @RamblingRooney “Just found out that @tmobile doesn’t charge extra for overseas data. What the hell am I still doing with @ ATT?” What emerged was a social face-off between the two carriers. The engagement eventually involved John Legere (@JohnLegere), CEO of T-Mobile choosing to engage with this response: John Legere @JohnLegere “@RamblingRooney bet @ATT’s CEO isn’t going to join the convo. Come join the #WirelessRevolution! “ With that, the deal was sealed and T-Mobile had effectively stolen a customer (and probably several of his friends) away from their rival simply because they were willing to engage immediately and personally when the consumer simply sent up a rogue question about services into the Twittersphere. Think these stories are few and far between? Guess again. Lane Douglas, Leader of the Social Practice @MarketBridge, was one of the thousands of recipients on the bad end of UPS’ Christmas shipping debacle. He sent out a simple tweet just before the holiday stating, Lane Douglas @LaneDouglas “#Amazon Prime doesn’t mean jack when #UPS tells you they had a carrier delay.” Within 24 hours, the tweet was being showcased on the front page of USA Today and within 48 hours Lane had received personal messages from The Today Show, NBC News, ABC News and several local affiliates all seeking to interview him for the story. But did he ever hear back from UPS? Nope. Which is why since he has opted to contact companies directly rather than go through Amazon and specifically asked for FedEx delivery. Why is this concerning? Studies still show that brands are spending too much time and effort on widespread marketing but are not engaging consumers on a direct level. In a recent study done by Simply Measured, it was shown that 54% of Interbrand 100 companies send less than one @-reply per day. The point is this: in the new customer buying journey, you need to think of your existing customers as buyers too, or the new sales you realize through marketing will be canceled out by the loss of your current contacts. Digital Engagement – Case Example
16. 16. 16 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY A lack of engagement in the digital space when your community is ready to vent can mean the customer terminating their journey with you or, worse, your competitors offering them an alluring detour. As we previously stated, best- in-class firms address the new challenges of the changing buyer journey by focusing on four key areas: people, process, technology and data. Here is how they can be practically employed around the area of engagement: People – In most firms, marketing and sales teams focus on new leads and opportunities. Customer satisfaction often falls to the Customer Service reps and brand image falls to the PR teams. For engagement to be effective in the digital space, these resources need to be connected. Don’t simply leave it to a junior staffer in your PR department to close (or keep) the deal. Process – In Holmes’ Wall Street Journal article, he raises a great question, “Was Legere glued to his Twitter stream, searching for mentions of T-Mobile?” Doubtful. Instead, the more likely scenario is that an employee saw the conversation evolving (or devolving as it was) and took the initiative to forward it to him. If you don’t have the staff necessary to manage your social platforms then social monitoring and listening tools are necessary to track industry and brand conversations. This process is critical for success, where people with eyes on the digital space know who should be notified when the brand is mentioned. Technology – Enterprise-level listening platforms have come a long way in the past several years and employing them (or outsourcing to a firm with the expertise) inside the social space is an absolute priority to succeeding in digital engagement. Additionally, many of these platforms now allow for you to build out your resources, roles, and processes and setup automated flags and notifications anytime certain criteria are met: volume drops, volume increases, brand is mentioned, etc. Leveraging this technology will ensure the engagement happens quickly, and by the right person. Data – Engagement strategies do not need to be built on a “listen-and-wait” tactic. Data, such as share of voice, influencer reach, and #hashtag mentions can be collected over time to map trends, inform marketing strategies, and provide targeted content inside an enterprise-level CMS that allows for dynamic segmentation based on prescribed user pathways. Having this data on hand as a monthly, if not weekly, reference is becoming more and more critical to winning in the digital space. As you begin to address the evolving customer journey, don’t forget that engagement is a critical factor to ensuring there is no needless revenue loss. 4 Key Areas to Focus on for Digital Engagement Process Data Technology People
17. 17. 17 THE ULTIMATE GUIDE TO THE NEW BUYER’S JOURNEY 1 CONTENT MARKETING SEGMENTATION STRATEGY SOCIAL AND DIGITAL ENGAGEMENT ONLINE COMMUNITIES SALES AND MARKETING ALIGNMENT PART 3 Align Your Content Marketing Strategy to Every Buying Stage 3 Content Marketing was the biggest buzz-term in Marketing in 2013 and the trend is continuing in 2014. However, whereas as in 2013 organizations were primarily focused on creating an array of content and building an extensive content library, in 2014 the focus needs to be on creating engaging content. After all the infographics, whitepapers, e-books, newsletters, webinars, videos, blog posts, and case studies were created and distributed, Marketers were left wondering what were the results of all that effort? Unfortunately, for most Marketers the answer was not good. What many came to realize is that just having an abundance of content is not enough to move prospects down the buyer journey to an inevitable purchase. In 2014 the key to a successful Content Marketing strategy will be the ability to have engaging content in the right channel, at the right time, to reach the right audience. Furthermore, the ability to provide the right content at the right time will heavily rely on organizations effectively mapping content to each stage of the buyer’s journey. Efforts should be spent on developing content that generates awareness, then

     

     

     

     

     

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