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It’s difficult to believe that after many years of tracking, most content produced by portfolio marketing in high-tech organizations goes unused by Sales. It’s almost as absurd as the fac that we have still not found a ready cure for the common cold despite all the advances in medicine. At the same time, digital innovation has enabled organizations to produce more and different types of content than ever and spread it across multiple delivery channels. If Sales is not using the content, what are they using and how are they succeeding? This brief explores five key areas where the portfolio marketers battle to keep the face of their products and solutions in front of Sales and what they can do to overcome these challenges.
The modernized selling model has significant implication to portfolio marketers in terms of the quality and level of engaging content they need to produce. Not only must they face tighter attention windows with Sales, but also contend with content for the nurturing phase of the cycle where Sales is often yet to be involved. The advent of social sales and marketing also adds an extra dimension in developing content for these channels. Portfolio marketers need to be strategic in developing foundation messages—nimble enough to repurpose for multiple assets and connected enough with marketing peers so they can repackage for an event- and demand-generation purposes. By following sound fundamentals with differentiated buyer personas and engaging content, Sales and other constituents will quickly grasp the concepts and become conditioned to selling in a prescribed fashion, positioning themselves as strategic advisors to clients rather than just suppliers competing to deliver at the lowest price.
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