60 Seconds with the Fearless Competitor - Episode 2 - Lead Nurturing

60 seconds with the Fearless Competitor on some important topic in B2B lead generation.

Episode 2 - Lead Nurturing

http://www.findnewcustomers.com/buyerpersonas

Thought Leadership Interview #6 - Paul Dunay of Avaya and Buzz Marketing for Technology

dunay_paul_64

I’m pleased to bring you a series of interviews with thought leaders in B2B Sales and Marketing.

This time we interviewed one of the sharpest and hardest working guys in sales and marketing — Paul Dunay of Avaya, Vice President of Global Services Marketing (If memory serves).  Paul’s also the author of the very popular blog, Buzz Marketing for Technology and he has a new book out, Facebook for Dummies.

If you like what Paul  has to say, just visit him at pauldunay.com.  I wish to thank Paul for his contributions to Fearless Competitor.

Many more thought leaders are coming soon, so stay tuned. We’re on a mission to bring our readers the very best.

CSO Insights recently found that quota achievement was at its lowest rate ever, lead generation budgets were flat or cut, and quotas were being raised.  Jim Dickie sees this as the Perfect Storm. Jim Dickey said it is like raising the high jump bar, when we could not clear the last height.  As a marketing expert, Paul, what are you observing in B2B sales today?

Yes I have observed the same dynamic in many firms (mostly tech firms) and its a dangerous path. But the ones that I see that are really doing well are doing 2 things right 1) they are “hugging” their existing customers to keep them close. From a marketing perspective this means Account Based Marketing - what can you do to stay top of mind with your best customers. and 2) they are using all the data they can to drive rich profiles of their prospects. From a marketing perspective this means Lead Nurturing. Taking the leads that are not ready to buy and nurturing them until they are. It’s often said the your existing customers are your best source of revenue, I would add your lead nurturing database is your next best place!

The economic challenges of today are a major problem for B2B sellers.  Blogs and content sharing are critical elements like websites and Buzz Marketing for Technology is a very popular blog. How can a robust online presence help generate leads? Can you share the lessons you’ve learned with our readers?

I have what I like to call my Content Factory because blogs and other forms of social media all take tons of content. The fact is social media has changed the paradigm forever - and while that sounds like marketing mumbo jumbo consider this - the volume of User Generate content last year exceeded that of Publisher (read Marketer) content - meaning the marketer is now the white noise to the User Generated content. So you better have a Content Factory - one that can create and reuse content to make new forms of interesting content.

Today it’s more critical than ever that marketers can measure the impact of options.  They need to know what’s working, what’s not, and what to change.  What do you recommend they do to track key metrics?

Metrics are always important but I feel like marketers measure a lot but don’t know what really counts in their organization.  I still feel there is only one metric that counts – SALES. Ringing the cash register is the best if not the only way to prove marketing value. And our lead nurturing platform has been immensely helpful in giving transparency into that process and showing that value. Many of my readers have questioned the outright simplicity of just using one metric by saying to me – don’t you measure Impressions? or don’t you measure Cost per Click?

Well of course I do but do I then email those stats to the CEO? No. But I do feel they have a place in your metrics so let me give you my 3 tiers of marketing metrics:

1) Reach metrics – Web site impressions, page views, radio impressions etc…
2) Efficiency metrics – Cost per click, time spent on the website, downloads of a paper or podcast etc.
3) Value – Contribution to Pipeline, contribution to Bookings, ROI on overall bookings.

Content is more important than ever.  Buyers look for content at every stage of the buying process.  What do marketers need to know about content and what actions do you recommend they take?

Well as I mentioned above the content game has changed forever but I would say beyond that is what marketers need to know is how to use their content engine to create content that matches the various stages of the buying cycle and deploy that content to the audience in those various stages. You also have to figure that you may need to have a few touches in order to get your message to stick - In the recent Edelman Trust Barometer report (http://www.edelman.com/trust/2010/) they detail out how many times your message needs to hit target in order for it to resonate! The answer – 3 to 5 times. To me this is the story for any content marketer like myself. Using a multichannel approach that leverages traditional and non traditional channels like Social Media is the key. And Social Media can actually help accelerate this stat for you because of the viral effect it has.

If a CMO were to ask you today – What are the 3 most important takeaways that I need to know? What would they be?

1) The future of media is just one word … Contextual – you have to find to fish where the fish are. Don’t go out and try to place banners or annoying pop ups around content and conversations where you want to be seen. You need to identify where those conversations are and show up with some valuable content that can add to the discussion

2) Be sure to have a rich content engine and a lead nurturing platform in place so you can tell who is respond to what content and adjust as you go and …

3) Be infinitely curious about new forms of social media but vigilant about the ones that you decide to pursue

Thanks Paul.  Great stuff.  We welcome reader comments too.

 

60 secs with the Fearless Competitor - Buyer Personas

This is a new series for every Friday.  60 seconds clip with the Fearless Competitor.

In this first episode, we discuss the need to publish great content - in places were buyers can be found.

Episode 1: How to Fish Where the Fish Are — Buyer Personas

Join us every Thursday at 8pm ET/5pm PT for Twitter chat about b2b demand generation. Just go to http://tweetchat.com/ and enter hashtag #b2bchat.

Jeff Ogden, the Fearless Competitor, is President of Find New CustomersLead Generation Made Simple.” He’s also the author of two highly acclaimed white papers, How to Find New Customers and Definitive Guide to Making Quota, as well the ebook, Prospect Driven Marketing and holds a BBA in Marketing from the University of Notre Dame.

Find New Customers helps business develop and implement programs to improve the way they find and acquire new customers using best practices in lead generation.

Thought Leadership Interview #5 - Sales Visionary Sharon Drew Morgen

Sharon Drew Morgen

Sales visionary and thought leader Sharon Drew Morgen, author of the remarkable and groundbreaking book Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it, sat down with the Fearless Competitor to answer a few questions about her book and her insightful ideas for facilitating change management for buyers and sellers.

In this interview she shares the real reasons why buyers don’t make the expected buying decisions, and how sales people can help potential buyers make good buying decisions much faster than as is typical.

I was struck by Sharon Drew’s book and her ideas.  Having been a VP of Marketing shopping for software, I was stunned by sellers looking only from their solution placement point of view.  All of their questions pertained to our business “needs” and their competitors, with no discussion whatsoever on our internal issues and challenges.

We had a Board of Directors divisions and internal questions and challenges (what Sharon Drew calls “behind the scenes” stuff) , yet not one of them picked up on this.  And these were experienced sellers in well-known software firms.

We wish to thank Sharon Drew for taking the time to share her remarkable insights with our readers.

What was the background for writing Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it?

I have been writing books on Buying Facilitation(R) since my first book came out in 1992 (Sales on the Line). In Dirty Little Secrets, I finally explain it in simple terms that make it easy to understand: sales only handles needs assessment and solution placement; buyers need to manage behind-the-scenes ‘stuff’ privately, and don’t always know the route they must take til they get there. Sellers can help if they learn a few new skills.

You expressly state in the book that this isn’t a sales manual. Why not?

Buying Facilitation(R) is a neutral navigation, decision facilitation model that leads buyers through their behind-the-scenes decision issues (such as relationships and company/family politics, feelings, rules, vendor or partner issues) that need to be addressed to get buy-in to make a decision. It’s systems based, and the goal is to help manage the private issues buyers go through internally that sales folks and outsiders cannot be privy to.

Sales manages the needs assessment/solution placement end of the buying decision. It has no capacity to help manage the behind-the-scenes buy-in issues. But because buyers have to do this anyway, sellers are left out and have no influence over the process.

That’s where buyers go when they say “I’ll call you back.” and then disappear. And this is why only 7% of sales close. Imagine! Sales has a 93% failure rate, and we build this in to our projects because this figure is endemic in the assumption of the sales model.

You make the provocative opening statement that both sellers and buyers are not very smart. What do you mean by that?

It’s a term the industry uses every moment: “Buyers are stupid.” I hear this every day. (Editor’s note — I’ve expressly heard CEOs say ‘Prospects are stupid.’) Sales folks assume that because THEY can see ‘the problem’ and THEY have the solution and the buyer does not do ‘what they are supposed to do’ that the only conclusion is that they are stupid.

The book shows what the seller is missing and how to address it with a different took kit. So I’m kinda throwing it back in their face: You say the buyer is stupid, but I’m saying you’re both stupid because buyers actually DON’T know how to go through the buying decision process because of all of the variables, and sellers DON’T know how to help them navigate through their decision issues because sales doesn’t handle that end of the buying process.

You state that the current sales model is incomplete. What is missing from the current sales model. How can it be made more effective?

Because the sales model is based on needs assessment/solution placement, I’ve added a decision facilitation model to the front end - an additional skill set - called Buying Facilitation(R) that helps buyers navigate through their off-line, behind-the-scenes decision issues that they must handle before they can make any decisions about a purchase. That makes it a one/two punch: first help buyers navigate through all of their decision issues and pull together a Buying Decision Team, and THEN sell.

Buyers have to do this anyway, and the time it takes them to come up with their own answers is the length of the sales cycle. They will do this with you, or without you. So you might as well add a new skill set and do it with them.

Why must sales techniques and ideas change?

Because sales only manages a very, very small percent of what a buyer needs to make a decision. And, the success rate of sales, across the board, averages 7% success. there is no other field that allows for a 93% failure rate. Imagine a doctor or even a baseball player, or an airline, with a 93% failure rate.

Love that point that sales fails most of the time.  How do buying decisions really get made?

First, Sales treats an Identified Problem as if it were an isolated event. It’s not: it’s part of a system that maintains it daily.

Buying Decisions get made only when the entire system lines up behind change - it’s really a change management situation. Buying Decisions get made when the people, policies, rules, relationships (the system), buy-in to change, and agree to do something different. This happens only when the ‘system’ recognizes it will remain in balance once something new enters. This is why the sales model has such a low success rate: sales pushes solution (i.e. ‘change’) into an existing system that fights back if it thinks it will be unbalanced.

How can sellers help buyers in their purchasing process and with decision-making to make better choices?

Buying Facilitation(R) is a decision facilitation model that leads buyers through all of the internal, off-line, behind-the-scenes decision issues that they must go through privately before getting buy-in to bring in a new solution. It’s based on systems thinking,and employs a form of question that I developed called a Facilitative Question that actually teaches folks how to consider and manage change - using their own values and criteria. These questions are used in a specific sequence of how decisions get made (the book explains each of the decision sequences and what happens in each).

An example of a Facilitative Question: How would you and your decision team know when it was time to bring in an additional resource for those times the ones you are using are insufficient?

Good point that Facilitative Question did pertain to a product or specific placement problem.  In the end, how can sellers and buyers help one another to become smarter?

Using Buying Facilitation(R), the seller becomes the servant leader to the buyer, helping them navigate their decision issues well before the act of sales even begins. The buyer becomes the neutral navigator; sellers help Buying Facilitator’s listen better, serve better, and think in systems. When sellers use BF, buyers can buy much quicker and more efficiently and include all of the right people with the right decisions. So sellers are helping buyers close the right business, with more prospects, and place their product into the most appropriate client situations. It becomes win-win.

Now that your ground-breaking book is out, what’s next for Sharon Drew Morgen?

I have been teaching this material since my first program in 1989. My goal is to start an institute and teach the material to coaches, teachers, doctors and other professionals, negotiators, etc. It’s a wonderful collaborative communication tool that has a universal application.

Join us every Thursday at 8pm ET/5pm PT for Twitter chat about b2b demand generation. Just go to http://tweetchat.com/ and enter hashtag #b2bchat.

Jeff Ogden, the Fearless Competitor, is President of Find New CustomersLead Generation Made Simple.” He’s also the author of two highly acclaimed white papers, How to Find New Customers and Definitive Guide to Making Quota, as well the ebook, Prospect Driven Marketing.  He’s been retained to pen a new white paper and holds a BBA in Marketing from the University of Notre Dame.

Find New Customers helps business develop and implement programs to improve the way they find and acquire new customers using best practices in lead generation.

New feature for Fridays — 60 secs with the Fearless Competitor

We’re introducing a new feature here folks.  Starting this Friday, we’ll post a one minute video clip with tips on B2B demand generation.

Short, direct and to the point.  Hope you like it.  Let us know.

Join us every Thursday at 8pm ET/5pm PT for Twitter chat about b2b demand generation. Just go to http://tweetchat.com/ and enter hashtag #b2bchat.

Jeff Ogden, the Fearless Competitor, is President of Find New CustomersLead Generation Made Simple.” He’s also the author of two highly acclaimed white papers, How to Find New Customers and Definitive Guide to Making Quota, as well the ebook, Prospect Driven Marketing.  He’s been retained to pen a new white paper and holds a BBA in Marketing from the University of Notre Dame.

Find New Customers helps business develop and implement programs to improve the way they find and acquire new customers using best practices in lead generation.

Thought Leadership Interview #2: Trish Bertuzzi of the Bridge Group

TrishBertuzzi

I’m pleased to bring you a series of interviews with thought leaders in B2B Sales and Marketing. This time we interviewed one of the sharpest and hardest working ladies in sales and marketing — Trish Bertuzzi of The Bridge Group.

If you like what Trish  has to say, all of her contact information is included as well.  I wish to thank Trish for her contributions to Fearless Competitor.

Many more thought leaders are coming soon, so stay tuned. We’re on a mission to bring our readers the very best.

Interview:

Question 1: With the advent of high speed internet connections came a self service world.  This has increased the importance of marketing and inside sales.  As an expert in inside sales, what should sales leaders know about this new world?

(TB) Great question.  Although it is a “new world” the rules for successful selling have not changed.  Even with the integration of the web and the rapid emergence of inside sales, you still have to target the right buyers with the right message at the right time and focus the right resource on the opportunity.

The internet has made businesses more visible and inside sales has dramatically expanded their ability to reach more people but, close rates have not increased.  They have in fact decreased which leads us to the conclusion that there is no silver bullet and that we still have to think through a successful integration of people, process and technology.

Question 2:  CSO Insights found that sales quota achievement was at its lowest level ever measured, marketing budgets were stagnant or shrinking and quotas were going up.  They see this as, in effect, the “perfect story.”  What is your take on the world of B2B sales today, Trish?

Well, that is a very broad question but let me take a stab at it.  We tell our clients that the path to success lays in one main area…focus, focus and focus again.  Let me give you some examples:

  • Focus on your sweet spot.  Your target market is not the Fortune 500 – that is too broad.  You need to get out the rifle instead of the shotgun and take this down a notch.  For example, your target market could be financial services, manufacturing and healthcare companies with over $1B in revenue that currently use SAP.
  • Focus on getting in the door.  Your perfect contact may be the CIO but seriously, are your marketing efforts going to get him to self identify?  Probably not so you need another strategy.  Pick at least 4 target contacts to go after.  A “no” is not a “no” unless you hear it twice from the same account.  Don’t give up till you do.
  • Focus on the formula.  Sales is a mixture of science and art.  Every company needs to figure out the formula that gets them in the door and having conversations with people who can move the sales process formula.  There is not one formula for everyone so figure out yours and then execute it flawlessly.
Question 3: Changing of the status quo is a major impediment to progress.  How can sales leaders implement change without incurring undue risk?

Pilot programs.  You don’t have to throw yourself off the cliff.  Use well thought out pilot programs to gather the intelligence you need to make good business decisions.

Question 4: How can a sales leader assess his or her personal need and fit for improvement in inside sales?  Where do you recommend they turn for additional information?

Jeff, I am a salesperson and you have just opened the door for me!  We have been helping technology companies build, expand and optimize their inside sales strategies since 1998.  We have both depth and breadth of experience and a great track record of success so of course I think they should talk to us but that aside, here are some other resources:

Inside Sales Experts Blog

Linkedin Inside Sales Group – 4.5K global members

American Association of Inside Sales Professionals

Bridge Group Resources page – we publish a ton of content

Question 5: If you had just three things you could say to a VP of Sales today – the key take-aways, what would they be?
  1. I know you are busy but walk a mile in their shoes.  We believe that if you have an inside sales organization, you can’t really know about the challenges they face or understand how to make them better unless you walk a mile in their shoes.  Take 2 hours a month and make some outbound calls yourself or follow-up on marketing leads.  Then and only then will you know how to drive real change.  PS – everyone in the marketing organization should be required to do the same.
  2. Learn all you can about marketing.  The two fields are merging and the more you know the better sales leader you will be.
  3. Call me.  If you want to talk about inside sales strategies and best practices, it would be my pleasure to have a conversation with you!

Trish Bertuzzi founded The Bridge Group with a mission to help technology companies build highly successful inside sales teams. Prior to founding the Bridge Group, Trish designed and built best practice inside sales organizations for companies including Legent Corporation, Cadre Technologies, Bachman Information Systems, and Telesales, Inc.  You can contact The Bridge Group at 978-562-2623 or info at bridgegroupinc.com.

What do you think? We love comments (click Leave a Comment at the top of the post) and people who share our content. Thanks.

Join us every Thursday at 8pm ET/5pm PT for Twitter chat about b2b demand generation. Just go to http://tweetchat.com/ and enter hashtag #b2bchat.

Jeff Ogden, the Fearless Competitor, is President of Find New CustomersLead Generation Made Simple.” He’s also the author of two highly acclaimed white papers, How to Find New Customers and Definitive Guide to Making Quota, as well the ebook, Prospect Driven Marketing.

Find New Customers helps business develop and implement programs to improve the way they find and acquire new customers using best practices in lead generation.

Thought Leadership Interview #1: Kevin Temple of Enterprise Selling

Kevin-Temple

I’m pleased to bring you the first in a series of interviews with thought leaders in B2B Sales and Marketing. First up is sales expert Kevin Temple of Enterprise Selling.

If you like what Kevin has to say, all of his contact information is included as well.  I wish to thank Kevin for his contributions to Fearless Competitor too.

Many more thought leaders are coming soon, so stay tuned.

Kevin Temple | The Enterprise Selling Group | 916-939-1939 | www.enterprise-selling.com|  LinkedIn Profile | ImperativeSelling Blog

Question 1: CSO Insights recently found that quota achievement was at its lowest rate ever, lead generation budgets were flat or cut, and quotas were being raised. Jim Dickie see this as the Perfect Storm.  As a sales expert, what are you observing in B2B sales?

(KT) I would concur with their observations. In context, I’ll highlight that when the economy sours, that would seem to be the time to sharpen skills and become extremely methodical in squeezing every dollar out of every opportunity. Yet, sales methodology training is down 40-65% in the last year. One of my customers had a painful first quarter in 2009, as did many with the economy tightening up. However, they invested in a major initiative to improve qualification, cross selling, and managing the evaluation process. As a result, they increased their average selling price, their services to product ratio and decreased their sales cycles in 2009. While the economy is a factor in tougher sales, not investing in sales skills and leadership skills is the bigger factor in the gap between expectations and actual results.

Question 2: The economic challenges of today are a major problem for B2B sellers.  You wrote a great article entitled “Leading a Sales Team During a Down Market.”  Can you share the lessons with us?

(KT) The key message is that during a robust economy many selling sins are hidden and overlooked in the face of good news, meaning revenue growth. So when the economy sours,those neglected, or atrophied, skills become an opportunity for growth with process improvements. I give several examples in the article, but one common example is the skill to qualify and disqualify. During a robust economy, many sales people play the numbers game. Talk to ten prospects and one will buy from you. When the economy sours, that ratio might change to 20:1 for example. This is when it becomes critical to learn how to disqualify out the opportunities that don’t have a chance of closing. First because they take time with no sale resulting, but second, because they rob the seller of the time to work on an opportunity that could close. The customer I cited earlier was able to close 20% more deals per rep in 2009 because they invested in qualification/disqualfication skill development.

Question 3: Changing of the status quo is a major impediment to progress.  How can sales leaders implement change without incurring undue risk?

(KT) There is a significant amount of research on this subject, primarily coming out of Harvard. We’ve identified five key leadership actions that increase the probability of successful change in sales transformations. The research out of Harvard indicates that just missing one of these critical leadership actions increases the risk of failure. So the best investment a sales leader can make is understanding the components of change leadership. The article on our site entitled, “Transforming from Product to Solution Selling” provides a succinct overview of these leadership change actions. They include excellent communication and vision setting, establishing supporting coalitions, establishing early wins for the change campaign, overcoming obstacles in the ecosystem, and implementing a rigorous review process.

Question 4: How can a sales leader assess his or her personal need and fit for improvement in sales process?  What tool(s) do you offer?

(KT) That’s a big question. But it might have a simple answer. The answer lies in the pain or gain that is on their mind. If it’s a struggle to meet their quota, or the growth expectations seem out of reality with actual results, than its time to find better ways to achieve your business results. On the other side, if the sales leader desires to achieve higher levels of responsibility in their career, they should learn how to improve their team now under any circumstances. The lessons will apply the rest of their career.  I have not found a sales team that wasn’t overlooking several opportunities for improving their performance, so its highly likely that every reader of this article can increase their productivity by 10-20% just by looking inside the practices of their teams. As for tools, we provide a comprehensive checklist to identify the opportunities for sales improvement, and we provide services to map out their existing sales process and identify the opportunities for improvement. This is particularly helpful for senior leaders that may have several sales channels but not the luxury of understanding each operational process in detail.

Question 5: If you had just three things you could say to a VP of Sales today – the key take-aways, what would they be?

(KT) #1. You can get more performance out of your team, but it takes an investment in problem identification, skill development and a well defined leadership plan.

#2. As a leader, you must go to bat for the development of your team. The sales leaders I’ve seen prosper in the last year, made successful proposals to invest in their teams when all other spending was put on hold.

#3 Now is the time. The average longevity of a sales leader is less than two years. Many explained away their recent performance with the economy. So with the economy coming out of recession, those sales leaders that can’t demonstrate a return to two digit growth are likely to find nowhere to hide.

Kevin Temple | The Enterprise Selling Group | 916-939-1939 | www.enterprise-selling.com|  LinkedIn Profile | ImperativeSelling Blog

Bringing the advantages of dynamic selling applications to the world’s best companies.

What do you think about the challenges of sales today and Kevin’s advice?  Do you agree or disagree?

We love comments and respond to every one. We also invite you to share this with others on Twitter, Facebook, Linkedin, Digg, Delicious, etc.

Jeff Ogden, the Fearless Competitor, is President of Find New CustomersLead Generation Made Simple.” He’s also the author of two highly acclaimed lead generation and sales white papers, How to Find New Customers and Definitive Guide to Making Quota, as well the ebook, Prospect Driven Marketing.

Find New Customers helps business develop and implement programs to improve the way they find and acquire new customers using best practices in lead generation.

The sorry state of sales today - from Jim Dickie of CSO Insights

Jim-Dickie

Attended Selling Power  Webinar: 2010 Sales Performance Challenges; Jim Dickie and Gerhard Gschwandtner recently and heard one of my favorite presenters, Jim, present a litany of sorry statistics from the beginning of 2009 (undoubtedly worse today), which I share with my readers:

  • 59% — the percentage of salespeople who exceeded quota (the lowest ever measured)
  • 86% - the percentage of companies that raised quotas (with poor performance, how can they expect to make quota?)
  • 67% — the percentage of companies that froze or reduced lead generation budgets (fewer leads means lower performance)
  • 13% — the percentage of companies that invested in sales training (no training.  no improvement)
  • Under 25% — the percentage of companies that invested in sales tools (no tools. no improvement)

The conclusion is clear. The world of sales is badly broken.The techniques and approaches of the past no longer work.

What can YOU do about it?

Here’s what I recommend.

  1. Go buy the book Inbound Marketing buy Brian Halligan and Dharmesh Shah and read it at least twice.
  2. Then read eMarketing Strategies for the Complex Sale by Ardath Albee.
  3. Then take what  you learned and get to work.

What do you think? We love comments and people who share.

Jeff Ogden is President of Find New CustomersLead Generation Made Simple” Check out the online show every Friday at 11am ET, “Laugh and Learn with the Fearless Competitor.” Find New Customers is one of few lead generation companies in New York.

Find New Customers helps companies like yours (with 50 to 5,000 employees and complex products) implement lead generation programs to improve the way you find and acquire high quality sales leads using best practices in online lead generation. Quality leads matter. In fact, a recent study found that sales teams with fewer, high quality sales leads closed more than sales teams with more leads of dubious quality.

If you wish to do sales lead generation online, contact the B2B lead generation experts at Find New Customers using the form below.






My interview with Kim Albee of Genoo

http://www.stumbleupon.com/su/1kskuX/www.genoo.com/lead-nurturing-how-to/r:t

Jeff Ogden

Jeff Ogden is President of Find New Customers “Lead Generation Made Simple.”  Find New Customers helps companies implement best practices lead generation programs to find and acquire new customers.

Jeff is also author of the highly acclaimed white paper,How to Find New Customers, which is being taught to MBA students at the University of Notre Dame, and he co-authored the eBook, Prospect Driven Marketing.

Podcast with Mike Stelnzer of White Paper Source on new marketing ideas

Mike Stelzner, author of the book Writing White Papers, sat down with the Fearless Competitor for a fascinating discussion on the future of marketing.

http://www.veotag.com/player/?u=zjwjucgkjr

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