Hi everyone, thank you.
Nice to meet everyone.
As Malia mentioned tonight we'll be talking about
how to get to your first hundred customers
and how to scale beyond that as well.
So, a bit about myself, I've been working in
high tech companies for about 18 years.
I started out in Australia, so my funny Australian
accent is kind of butchered up because
I've been here for 13 years.
So, the first ten years of my career I actually
spent it at a company called Business Objects
and five of those were in Australia.
And, we're actually a really small company in Australia.
There was only about 15, 20 of us back then.
And then, I moved to the US office.
We were around $30 million in revenue and then
SAP acquired Business Objects at $6.4 billion back in 2008.
I also spent some time at HP.
They were running a new business unit
around business intelligence,
so I worked with them to help them.
And, I spent three years at Salesforce to really
learn more about how to scale marketing
and understand how to create awesome campaigns.
And then finally, I really wanted to learn more about
the developer experience and learn how to sell
to developers and market to developers.
And, I actually joined a Heavybit company called Pantheon
and I spent two years there.
And, I was hired to be the VP of Marketing
but I also did two years of sales as well.
And so, that experience was really great
because we were able to scale from
a few hundred customers to 80,000 customers.
It was a Freemium model that went
from developer to enterprise.
And, I've got a lot of examples in this presentation
around that because I feel like that would be
the most relevant here as well.
So, marketing is hard.
We all know that but I'm hoping my presentation
will help demystify and distill marketing into three steps
to help you get to your hundred customers and beyond.
Getting to Your First 100 Customers and Beyond
The first one is around how to nail your message.
The second one focuses around rethinking
your demand gen strategy.
And the third is how to hire the right team.
I'm going to predominately focus on
how to rethink your demand gen.
I understand that there's been a lot of presentations
around messaging and positioning
and then also how to hire the right team.
Nail Your Messaging
So, whenever I work with companies
I always start with how to nail your messaging.
So, what is your target audience and what is your persona?
Who is your ideal customer?
And then, I help them create a messaging manifesto.
So, the first thing we really look at is
who is you audience?
So, at Pantheon what we looked at,
we had three key audiences.
And Pantheon is a website platform
for Drupal and WordPress sites.
So, our key audience there was developers,
were marketers, and then also IT operations.
Then, we looked at what are the value drivers
for each of those.
And, it was around building websites, launching websites,
and then running websites.
And then, we developed key messages per persona.
So, for developers it's all around best practices
in developing websites.
For marketers it's all about how do you launch
websites faster and quicker and more efficiently
without having to rely on IT resources.
And then, for IT ops it was all about how do you
stop wasting engineering resources.
So that messaging architecture and understanding who
our audience was, what our value drivers were and what
our personas were really set the foundation for
building all of our content and all of our marketing messaging.
Your Ideal Customer Profile
The next area that I think is really important
and a lot of us really forget about
is what is your ideal profile?
So, you've built an awesome product.
It's fantastic, now you're ready to go out there
and start selling it, but do you actually know
who you're ideal customer profile is?
So, here's a couple of questions that over the years
I figured are really helpful in understanding.
So, the first question is, Company X,
how would you describe your ideal customer?
So, for example, it's companies who have a CRM system
who have no more than 20 employees
and that work in the United States.
Like, you have to be as specific as that
to really hone in on who your market is.
Your next question is, what attributes make for
an ideal customer profile?
Is it like ideal size, employee size,
annual revenue, vertical strategy?
This, for example, could be retail companies
with 500 plus employees over $15 million in revenue
and they're all located in the United States.
And then, understand what their key objectives are.
Key Customer Objectives
Back in the day, when we would work with really, really
large companies we would actually sift through
their annual reports to really understand company's
key objects and what were the pain points
they were struggling with.
And then, we would put it back into an account plan
to make it really work for the sales team to start selling.
So, the key objectives could be anywhere from
a global customer base to they have new data privacy needs
or that they need extend into new markets.
And then, understand if we're doing a tech sale
like we always are is understand what is their
tech stack and operating environment.
Are they using Amazon Web Services?
Are they using Heroku?
Are they using SAP ERP?
Like really figure that out.
And then, what are their buying triggers?
Like, why do they need your product now?
Is it a new round of funding?
Is it international expansion?
Is it new product development?
And then, what are the reasons they don't buy from you?
So, when you're jumping on these calls
and you're like, Gosh, another sales flee,
they're just not buying from us.
Understand why not.
Is it because it's status quo, they're actually
there is no pain and they're just really comfortable
without needing to make a decision?
And then finally, what's an account that you
can't really sell into.
So, a classic example is if you work for
a marketing automation solution and somebody
bought Marketo 12 months ago.
Well, you know they're not going to really displace
Marketo to try a new product.
So, how many in this room actually have their ideal
customer profile, like really written down?
A few people, that's great. So, it's really important because when you're starting
to grow your sales team and expand just from
the leadership team and the founding team
you need to then start telling your sales reps
and your sales team that this is through your experience
who's successful and who's not.
When those inbound leads start coming in
and you're overwhelmed because you've got a lot
of leads in the system but you don't know
who to go after, seeing whether they fit into
your ideal customer profile then really helps
So, that's the second area.
And then, the third area is write
a messaging manifesto.
A messaging manifesto is a two page document
that outlines who you are as a company,
what is your elevator pitch, what is your value proposition,
why do you exist in the marketplace.
So, I've helped many companies write this two page document
and it kind of goes something like this.
Everyone gets in the room.
Everyone thinks they don't need it.
We have five to six different leaders
from product, from engineering, from sales,
a couple of founders in the room.
Inevitably, an argument happens
because everyone has a different opinion
on who they think they're selling to,
what is their value proposition,
what are the key personas they're going after.
And then, after a couple of sessions we kind of distill
all that information and then we create
this two page document that then everyone
in the company really understands
what the company stands for and who they are.
And, in this two page marketing manifesto
document then becomes a blue print for all
of your marketing activities.
And, it's a really great way if you're hiring
a lot of people it's a very fast way
to really educate them and say,
"This is what we stand for, this is our elevator pitch.
This is our value proposition.
Here are the key value drivers".
At Pantheon it was build, launch, and run.
"Here's our short synopsis, this is what
our boilerplate is and this is why we exist."
And, it's a great learning tool and it's a great
sales enablement tools as well for the rest of the company.
And, then marketing can then take it and build out
all their marketing initiatives.
To nail your messaging, focus on your target
audience, your personas, really understand who your ideal
customer is and write it down. Put it together in a one to two page document
that succinctly says who you are and then share it
with everyone in your company so everyone can start
having the same voice.
Rethink Demand Generation
So, the next step I want to talk to you guys about
is how to rethink your demand gen.
So, we have a great product, fantastic
but now you need to start building pipeline
and getting customers to start buying from you.
So, there are three areas that I want to focus on
is how do you define your marketing funnels,
how do you set your marketing investment,
and then how do you build a targeted marketing campaign?
Define Your Marketing Funnels
So, one of the things we hear about is
the concept of a marketing funnel.
There's one marketing funnel and all of us
marketing managers we're always talking
about marketing funnels.
There's top of the funnel, there's middle of the funnel,
and then there's bottom of the funnel.
And, leads come through and then at the end
of the funnel you've got some close opportunities,
you've got some sales pipeline that you've won.
Most companies only have one funnel.
One thing we instituted at Pantheon because we had
a developer model and we also wanted to sell
to the enterprise market as well is we needed
to get a way to get developers to go through,
developers to then recommend Pantheon.
And then, buy more of an enterprise product.
So, what we did was we created actually
two marketing funnels.
We created a developer funnel.
And then, we created an enterprise funnel.
And then, at the bottom of the developer funnel
we had this concept of a product qualified lead
where if that customer, if that developer
showed signs of wanting to buy enterprise
we then switched on the lights and moved them
into the sales development process.
And then, moved them into more of a traditional funnel.
The reason why having multiple funnels is really
important is there are different tactics
for different audiences.
So essentially, we're building two
different audience funnel.
So, we know the story that developers absolutely
don't like being spoken to or on the phone
or anything like that.
The Developer Funnel
So, the first part of top of the funnel it's all
about engaging with developers without actually
really talking to them.
It's all about they do it themselves.
So, if you think about top of the funnel
it's around Freemium, it's around
offering free customer support.
It's around invitation to parrot, and that's sending out
an email saying "Hey, are there any questions
we can answer for you?"
It's about offering free SDKs, FAQs,
guides, going to community events, meet ups,
being on Product Hunt, Reddit and Quora.
So, for developers that's what they care about
and so if you've got your enterprise mindset
on how to market to them it's really not going to work.
And so, you're going to see a lot of drop off.
But, if you create your own developer funnel
it really makes a big difference because you know
your marketing tactics are very different.
And then, in the middle of the funnel that's when
you know your developers are getting more engaged.
And, they may actually pick up the phone
and respond to your emails and respond to your questions.
And, that's where you do more one-on-one emails
as well as in product marketing, so Intercom here
would be a great tool to use.
They look for deeper dives, deeper dive guides,
they want to know, understand more about your features,
more about your company.
Developer evangelism is really important here.
And, they also then look at your pricing page
in depth and they want to learn more about
customer stories and developer stories.
And then, bottom of the funnel that's when
they're using your product frequently.
You can tell through your usage metrics
actually they've invited a couple colleagues
in to different departments to kind of use the product.
They want to demo and that's when they start
inviting their boss because they want the product.
They've really enjoyed using the product
and they want to use it more fully.
And, that's when you have a trigger in you CRM
or in your product and then you move them into
an enterprise marketing funnel.
And, this is where your traditional marketing comes in.
So, you've got your developer marketing
and now you want to extend it into enterprise.
And this is where you've got SEO, paid marketing,
your product launches, your website, your PR,
social media, your content marketing,
white paper downloads, ebook downloads.
I mean, how many times have we heard that
ebooks don't work for developers?
And, that's absolutely correct.
But, they work once you're in that
enterprise buying cycle because that's when
they've raised their hand and they've said yes.
And, you never want to call a developer
when they sign up for your free product
because they really don't want to talk to you
until they're pretty much in the bottom
of the funnel.
The Enterprise Funnel
So, you have to go through all these
different steps to then move them up
into the enterprise funnel.
And then, that's when they'll be more engaged.
Middle of the funnel, sales development,
you've got email tracks, customer stories,
sales enablement, product marketing.
The traditional sales process here really, really works.
And then, bottom of your funnel you've got
your sales processes.
You've got events like field marketing,
one-on-one executive luncheons, and executive
CTO dinners, et cetera.
Customer references here become really important.
And then, they start kind of reaching out
to their network and try and understand
who from their network has used this product before.
And, this is where industry validation like
Gartner, like Forester Research and things like that
become really important to kind of,
for them to really understand to buy that,
to make that investment.
When you rethink your funnels
it really kind of creates separation
and simplifies how you actually go to market.
Set Your Marketing Investment
So, the next area is how to set your marketing investment.
So, for a lot of people marketing tends to be
very creative and tends to be, "Well, I just don't
know how to put all the different elements
and all the different tactics,
and all the different ingredients together.
And, I don't know if I invest a million dollars
am I going to get $3 million in pipeline?
How does it work?"
So, the best way I've come up with is basically
putting your numbers on an Excel spreadsheet
and then running through a marketing and sales model
and then presenting it to your CEO or your co-founders
as to why you need more marketing budget.
Create Your Marketing-to-Sales Model
So, now I'm actually going to go into a Google spreadsheet (follow along here)
and walk you through this model that I use
on how to generate lead to pipeline.
So, the spreadsheet has end-of-year
recurring revenue goals.
So, this company X has a two million dollar number
that they want to accomplish by the end of 2017.
And, we can play with all these numbers.
The current recurring revenue is 250 grand.
They need an additional $1.7 million in ARR
and they expect that they need 1.65 million
from net new.
And they're expecting like
a hundred grand from up sale.
So, the average deal size is 15 grand.
We can easily make the average deal size $18,000
or whatever it is, but for now let's just stick
to $15,000 and with that kind of model
they need to win 110 opportunities in the enterprise funnel
for them to hit their target of $1.65 million.
In marketing speak there's a concept of
how much times pipeline do you need.
Industry typically says you need
at least three times pipeline.
This becomes important based on marketing budget.
So, say you're like, Well, you know what, we really
need four times marketing pipeline just to
reassure the board, and reassure investors
that we're really going to go out there and make our numbers.
Well, if you put in four times pipeline
then your marketing budget dramatically goes up.
And then, from there you look at well how many sales
qualified leads do I need? So, if it's four time pipe, you need 110 new
one opportunities but then you need 4x pipeline,
so you need 440.
And then, cost per sales qualified lead this really ranges.
I've had sales qualified opportunities range
from $781, that's a highly efficient company,
all the way up to $10,000 a qualified opportunity.
That may seem frightening, but their ACV was like
$60,000 so it actually really didn't matter.
And then, this is the kind of marketing budget
you would then need to figure out is
well based on needing to get $1.65 million
in ARR we need a marketing budget of 660 grand.
But, if we were to play around with it and say,
"You know what we have such an awesome product market fit
and our sales team is so highly trained
and so efficient we're only going to need a two times pipe".
That means we only need our sales team to really
follow up on 220 opportunities this year
to really get us to the number 1.6
or 1.7 million dollars.
Well, let's just say that your cost of opportunity
is more that $1,500 dollars.
For most companies it's around $5,000.
The marketing budget you then need is like $1.1 million.
The good news is if you have a really strong leadership
team and founding team this model implies that
marketing is going to get you 100% of all of
your leads and opportunities.
That's not realistic, so if you were, for example,
to say the sales team, or if you don't have
a sales team, but the founding team and all your
relationships with different boards and incubators
et cetera, you want to reduce marketing's investment.
Well, you can reduce marketing's contribution
then to either 75%, 20%,
and then that number obviously
scales accordingly and it moves up and down.
And then, we have some assumptions average deal size,
the pipeline, and cost per qualified opportunity.
So that's great.
So now, we need to find out how to get 220 opportunities
to meet our number of $1.65 million.
Hey marketing, how do you do that?
How do we all do that together as a company?
So, the next slide is I want to show you
what a reverse marketing waterfall looks like.
This is where
you can tell by your website visitors
if you're actually going to make your sales numbers.
It's kind of really cool.
In my previous companies I could tell from
our website visitors whether sales was going to
make their numbers in two months time
because you took 60 days to close a deal
and looking at website visitors I was like,
Okay, that means we're running behind,
because you'll see the trickle down effect.
So, I'm going to run you through an Ops waterfall, essentially.
So, we know we need to hit 110 opportunities one,
based on average deal size of 15k, et cetera,
and three times pipe.
So, we know we want to do that.
So, SiriusDecisions is a really well known company here
that does a lot of metrics and measurement
across tech companies.
And, they've built this waterfall that helps you
take leads all the way from, it's basically
a top of the line marketing funnel
all the way from web visitors all the way to close one.
And, they have some really strong industry averages.
So, for example, for us to hit our 110 close one
opportunities we're going to need 330 SQLs.
From there we're going to need 409 sale SALs.
SALs basically means sales accepted leads.
That means that marketing has done a good job
qualifying it, the STRs have done a good job
qualifying it, and the account manager has said yes.
This is a good lead.
There's budget, there's opportunity, there's time.
We're going to own this one.
And, you've got sales ready leads, which is leads
that then hand down to the sales team.
MQLs are marketing qualified leads,
those are the leads that come through like
your marketing website which are downloads,
which are requested demo, which are ebooks, et cetera.
And then, you have leads.
Leads are just people hopping onto your website
just meandering, really not doing much
but just hanging out.
Then you have website visitors.
You have 468,000 people that come to your website
for say in 2017.
Well, guess what.
23,400 are going to take action on your website.
From there only 5% are going to take action
on your website according to SiriusDecision
and then from there, out of those 5%,
25% will want more information from you.
So, that number dramatically already drops to 5850.
When you are thinking about building
your content strategy you're going to need a lot
of content and a lot of marketing material
that gets your web visitors really engaged from websites
to leads, to MQLs.
So, when you hear a lot of people speaking
well you need content to be successful.
That's the purpose of content, it's engagement.
And engagement helps you take your leads down
from top of the funnel to middle of the funnel
and then bottom of the funnel.
And then, the number of SRLs you need from that 5,800
drops down to 819 because they're saying
the conversion rate is only 14% from that.
And then, SALs it's 50%, you have a solid STR team.
And, they're not overly aggressive with converting
SRLs into SALs, so that's at 50%.
And then to SQLs it's 81%.
That's what gets you your 331 opportunities.
And then, it's up to the sales team them to close that.
And, we're predicting a 33% close rate.
Because that's 1/3 of your pipe times three pipe.
That becomes 1/3 of your pipeline.
So, this is a great tool and you guys
can pop in your numbers into this.
And, this is really helpful because I've worked with
a couple of companies where we've actually popped in
other companies' numbers and some conversion rates
are really different.
This is an example of a company I was working with
a couple weeks ago.
And, if you look at their numbers their lead
to MQL is actually really high.
And then, so is there SRL to SQL, et cetera.
But, in the end, it kind of averages the same.
And, these are real numbers.
So, one you thing you can look at if your numbers,
if your conversion rates are actually lower
than the industry conversion rates then you have
actually opportunity to improve your metrics.
The most important metrics in marketing
are conversion rates.
If you can improve that you can improve your cost of sales opportunity.
You can improve your cost per lead.
You can improve your cost of customer acquisition
which is really powerful.
So, if you haven't run through this exercise
I really recommend putting in your numbers
into this spreadsheet or a spreadsheet similar to this.
Build your own spreadsheet or I can show you
how to do it.
And, put through your metrics here and be really succinct.
So, all of a sudden as a marketing person
I've had this conversation now with a CEO,
together we figured out we need to get 470,000 website visitors
in order to generate 110 closed one opportunities.
So, how we're going to break it down?
So then, the next step is you can then break it down
by quarter by breaking it down by quarter
it becomes more meaningful and more manageable.
Then you can associate pipeline towards that.
So, we've kind of shifted marketing from
kind of creative to more focused.
And then, from here let's go back into the presentation
and what I'd like to do now is to really help you
think about well how do you build a marketing campaign
that gets you to those 110 opportunities.
And, what does it mean to have
an integrated marketing campaign so far.
So, good news is we've nailed our messaging.
We have this awesome two page document
that we've nailed the messaging so nobody's
going to really be confused about who we are as a company.
Build a Targeted Campaign
The next step is actually to kind of name your
key theme that you want to go to market with.
What is that umbrella message, or umbrella theme
that you as a company want to be known for
at least a quarter or for six months.
So, Pantheon is a website platform and their objective
is to help companies build, launch, and run
Drupal and WordPress websites.
So, when we were starting out everyone kind of,
everyone loved talking about what Pantheon did as hosting.
But, we really weren't in the hosting business.
We offered much more.
We offered a tool for developers to build websites.
We offered the ability for marketers
to really launch websites faster.
And then, we helped IT Ops really manage
that DevOps process.
So, if we just called ourselves hosting
we would do ourselves a really massive disservice.
So, we then became a website platform.
And, our key theme was you know what, we decided
to say hosting is really dead, or hosting is dead.
So, when we came up with that theme as a team
we then were like okay, so what are the channels
that make the most sense?
Where are all of our customers hanging out?
Where are all of our developers hanging out?
So, we did an audit of where everyone is hanging out.
Developers & Social Media
We found out a lot of our developers were on social media.
They're on Twitter, they were at WordPress,
and they were at Drupal meet ups.
So, we hired an evangelist team.
They really cared about our content.
So, we started building a lot guides.
So, we identified a long list of different channels.
And then, we started prioritizing and testing
our marketing messaging.
The best way to test your marketing message
and see if it resonates is throw it on Twitter
and try a tweet and see if somebody responds to it,
or see if you get retweeted.
Or spend $2,000 on paid marketing
and see what kind of return rates you get on
your Google Ads or on your Facebook ads.
And then, start building out your message.
And, you need to measure everything,
obviously, as you go along.
And then, you want to execute the right mix of tactics
and nobody ever knows what the right mix
of tactics are, but you can guess when you start getting
in the results because you want to be measuring everything.
So, for every tactic that you produce
what is the outcome you want to achieve.
And you want to be very succinct and very clear
on that as well.
And then finally, you constantly want to be measuring
your success because you want to keep reiterating
and building out. So, this marketing campaign that we did with Pantheon
we focused on all these key areas.
Don't Neglect SEO
We created a new website, new homepage, new landing page.
We really cared about our SEO.
I think SEO is the most critical thing
a company can do to start getting towards
their first hundred customers.
It takes a while, but it really reduces the cost
per lead and cost per acquisition.
We created a lot of content that really focused
on that enterprise buyer.
We had a big pool of developers who really were
happy with Pantheon, but we needed to move 'em
into the enterprise bucket.
So, we really focused on content.
What if I told you one piece of content
could generate a million dollars in pipeline?
This entire marketing campaign I think probably
brought us in close four to five million dollars
in marketing pipeline.
We consistently did it.
I remember we went through
a brand identity exercise.
We actually repackaged it again.
We constantly repackaged it because when we launched
this we had 10,000 email addresses.
By the time a year and a half later we had
maybe over 150,000 email addresses in the database.
We're like, Gosh, are going to still be using this
white paper or ebook?
And, the answer is yes because guess what.
The other 90,000 people in your email database
have never seen this white paper.
And, we knew it was really successful.
So, we just kept reusing it and reusing it
and reusing it and you know what?
I have to say four years on, it's still there.
It's still being reused because it was such
a good, definitive piece of content
that was really important.
And then, we went to a lot of events.
We went to, we were really lucky
because we knew who our audience was.
It was Drupal and WordPress.
So, we went to a lot of open source meet ups
and a lot of Drupal cons.
And, we sponsored a lot of community events as well.
We also had a focus around PR and LS relations
because we wanted to get those larger customers as well.
And, that's kind of what they cared about
in that enterprise funnel at the bottom of the funnel
is industry validation.
And then, if we were a little company versus
a bigger company we needed to show that
we were much bigger than what we are.
And then finally, one of our key strategies
was around paid marketing.
We really focused on paid marketing to get
developers to sign up as well as to present
every arm with more content around who Pantheon was.
And, we also started to going to vertical marketing
with higher education and a couple of other verticals
which also then, when you narrow in your focus
actually drives higher conversion rates as well.
None of this could be successful without us
being very clear on what our message was,
what our funnels looks like, what was marketing's
responsibility to generate pipeline, what was sales'
responsibility in terms of generating pipeline.
And ultimately, what was even more important
was the marketing operations.
And the sales and marketing operations that we had
that connected leads to close.
We would sit there in meetings and analyze,
Well, if a lead came in where would it go?
If a lead came in from our pricing page
what would happen to it and how would we follow up?
Customer success, I've never worked in a company before
where customer and success in marketing we worked
so much together.
I think at one point I was ready to give
two of my head count to customer success
because it was so important for me
for us to offer free customer support to our customers
because I knew when they were coming down
the funnel it would be ultimately more cost effective
for the cost of qualified lead if they actually
really loved our product right from the beginning.
And customer success actually gave us
some incredible content as well.
They knew what the customers wanted
so we really worked together on building some
ebooks, white papers, and a lot of guides
on being successful as well.
So, I think the perfect trifecta is sales,
marketing, and customer success really working together
to get your first hundred customers
and then beyond that as well.
And ultimately, there's not one thing that's going to
create immediate success to get your hundred customers.
You have to do it bit by bit, month by month.
You have to keep trying and adding new things
as your budget allows you.
And, we never had massive budgets.
Our budgets were maybe $30,000 a month, if that sometimes.
Sometimes it went up higher depending on
when we got our next fund raise.
But, starting small and then you slowly expand
and you start increasing your inbound leads into the funnel.
And then, you just try different things.
And, you keep adding to your success by analyzing
and by measuring that success.
And then, if it's successful you throw more money in
if it's not as successful then, it's a good experiment
and then you move on.
Hire the Right Team
So, the last part that I want to speak about
is how do you hire the right team.
So, I get a lot of questions about hiring.
Ursula, we've just raised our series A round,
or we've got our B.
Now, we need to start hiring the right person.
So, I kinda feel like
There are three types
of heads of marketing that you can hire,
folks that build who know how to build,
folks that know how to grow companies,
and then folks that know how to scale.
I think what I see is a lot of people, a lot of CEOs,
and a lot of founders get really stuck when they
feel like they have to hire a VP Marketing
that can do it all.
I don't think there's anyone that really can do it all
all at once or has the passion to take a company
through seed, series A,
all the way through to IPO.
I think it's a really rare thing.
So, I'm here to tell you hire for the stage that you're in.
And understand that your VP of Marketing
or your Director of Marketing will leave
in two years time, or is not going to be appropriate
anymore for you in two years time, or even 18 months
and that's okay.
Hire for what you need right now.
But, be sure that it's stage appropriate
and then from there work with them to build out
your marketing strategy or marketing plan
and how to grow their team.
And, I once supported a recruiting agency
with their marketing and they gave us really good advice.
When you're putting together a job description
your first three bullets in your job description
is the most critical things that you want in a person
that you want to hire whether it's marketing, sales, product.
Have those three be non-negotiables.
And then, all the other bullet points
that you have down the list, like four, five,
six, seven, eight, nine, 10
they're really important too, but makes sure
those top three is what the entire leadership team,
or whoever's hiring really agrees on.
And then, that makes it a lot easier to hire
instead of getting constantly stuck
on who to hire as well.
Now, I really recommend hiring somebody who actually
knows how to generate pipeline because that's
what you need for a company.
It's you've got your product, you need now somebody
who really understands how the marketing cycle works
with getting customers fast,
and how to get customers quickly.
It's exciting times, marketing is really fun.
And, I think once you have your product
and it's an awesome product market fit
it's actually a pleasure to really work in marketing
and really help accelerate the company's success.
So, thank you.
Multiple Customer Personas & Messaging
I do one messaging manifesto, but within each
of that messaging manifesto I have a section
for each of my key audiences.
And then, you can also have secondary messages as well.
Sometimes it's so hard just to select three or two.
I then have like a secondary message for like designers.
Say, and this is important for when we want to
tackle the design industry.
But, that's all in one page, that's the point of it.
The only thing changes is that one paragraph
and everything else stays the same.
I think when we looked at our website visitors
what I cared about most was organic versus non-organic
and where they were coming from.
So, that then helped me reup my investments
in certain parts.
So, we knew organic was really growing
and 50% of our new leads were coming from organic.
So, I was like, Well, how can we invest
more budget into organic?
And, that was working with the customer support team
to really amplify that.
And then, really building out our blogging strategy.
At one point we were blogging maybe 16 blog posts a month
which is really unheard of, but then we were asking
a lot of customers and developers for customer stories.
And, at one point we, in one quarter I think we
nearly had 20 to 26 customer stories from developers
because they wanted to be seen on our website
because it gave them kudos.
So ultimately, I think that just helps you
measure your success.
Persona to Use on Website
It varies based on what you want to invest in right now.
So, the way Twilio does it today is,
and I can walk you through what they do, because I think
it's a really unique case study in how they do it.
Oh, here we go.
So, if you see how Twilio does it
their key message focuses on both the developer
and the business buyer.
So, it's like build apps that communicate
with everyone in the world.
The word build is a very developer word.
And then, everyone in the world in messaging
and authentication APIs for every application
this is a developer message obviously down here
because it talks about getting an API key.
Their focus is increasing their user base.
To me, when I look at that website
they want to increase usage for developers.
They feel like by them working with their developers
first enterprise business will then happen.
And then, you can kind of start thinking more
about that and you can see that here with all
the different languages they have.
But then, as soon as you go under the fold
you start seeing the business messaging.
You've got the customer logos.
You've got this is a cloud communication's platform.
And then, you've the three key value drivers, right?
This is what they do, this is their value drivers,
and then you've got more of their products.
The other thing they do is if you look under
Menus and Products the products section
is focused to that technical audience.
It's focused to developers and it's focused
to that CTO audience.
But, the use case section here is focused to
that business buyer, that line of business.
And then, if you go to then their pricing page
their pricing page, I think, just from memory
really talks about more purchase,
So you purchase self-serve and then you call
a sales rep if you want that solutional product.
So ultimately, it's your choice.
If your focus for 2017 is developers
then I really urge you to focus on developers.
If yours is the enterprise buyer, then focus
on enterprise buyer.
New Relic had that classic challenge, right?
For many years it was all about getting
a free t-shirt and sign up for years.
Just before they're about to go IPO they shifted
their messaging to business analytics.
Now their messaging is around digital intelligence.
They were anchored by Gartner with that key message
and so it really shifts.
You just need to decide as a company what you're focusing
on and changing a website is super easy.
But, the best way in my opinion is products
is for developers and CTOs, solutions and use cases
is for line and business, and then you can decide
if you want the top section of your homepage
to be developer or vise versa enterprise.
It's up to you.
And then, the other thing I think is really important
to think about just as a metric if you had
one dollar to spend and you're looking across
all your different audiences what would you spend it on?
Would you spend it 50% on developers
25% on CTOs, 25% on line of business
and then another 25% on that?
Say it's 50% developers, then everything you do
in marketing needs to reflect that.
So therefore, your website should be reflected
in that 50%, which to me that means it gets
top billion on your homepage.
Messaging For Early Stage Companies
Okay since you're a freemium product, so why don't we go into
the funnel and you'll see on the top left-hand side
what you want to focus on is SDKs.
What you want to focus on is guides.
You want to start building your SEO really quickly
so you can start posting on Quora, on Reddit.
Go to meet ups, start building your brand
around it being a developer product.
You don't really need to tell anyone that your product's
not ready, you have some features that need to come out.
And, until then you're really evangelizing your product.
So, I would focus on the top of the funnel
and the top left-hand quadrant and really build out
your guides, your developer stories, your SDKs.
Anything technical that once you have your product
100% you can just ramp up because the next thing
you want to do is move 'em down to the funnel very quickly.
Yeah, there's this great company and I'm not sure
you know about it, but it's called BuiltWith.
BuiltWith, have you guys heard of it?
Yeah, it's a great company that really shows you
all the different infrastructure and the operating
environments of different, what different companies
have and are.
So, for example, you would see if they had
Amazon Web Services you would see if they had Rackspace.
You would see if they were using Omniture.
You would see if they were using Optimizely.
And, we actually use this quite a bit
in the early stages at Pantheon to really understand
where our competitors were and what
the customers were using.
And, it's actually got a great Chrome extension
that you can use.
And, unknown to me there is also an Australian company.
Thanks for having me.