Value management and pricing strategy consultant Steven Forth explores the surprisingly powerful role emotion plays in setting the right price for your software.
For many years pricing experts were focused on economic factors when figuring out how to set B2B prices. Once upon a time, they claimed the balance of supply and demand determined prices. Some economists still believe this. And for pure commodities in perfectly competitive markets this is a useful model (though, as an early-stage company, I hope you are not in a commodity market). Meanwhile, value-based pricing experts spend a lot of time trying to determine differentiated economic value. Companies with large numbers of transactions use big data to estimate customer willingness to pay.
But is this all there is to B2B pricing?
Jesse Noyes thinks something is rotten in the current state of your content marketing.
The Senior Director of Content Marketing at Kapost and former Managing Editor at Eloqua has seen it time and time again — while many companies realize the central role content plays in their marketing, most marketers are still fixated on “chasing after channels.” They decide they want to start doing more video or creating infographics, and that’s what guides all their efforts.
The problem with this approach, Noyes explains, is that channels and associated technologies are in constant flux. Marketers are inundated with shiny new objects every day. Developing a new content “strategy” for each new format or platform is both exhausting and ineffective. It distracts from the overall business objectives and dilutes your team’s focus. Instead, Noyes urges content marketers to spend less time focusing on the tactical “what” of content marketing and more time understanding the strategic “why.”
With the modern marketing skillset rapidly expanding, Lattice Engines CMO Brian Kardon pinpoints the attributes leaders need to hone if they want to succeed.
Don’t bother rifling through your desk drawers for a CMO handbook that lays out the steps to success. It doesn’t exist. And even if it did, much of it would be outdated by the time you picked it up. But while there may not be a detailed outline that can guarantee you excellence in this role, Brian Kardon, CMO of Lattice Engines, does believe in developing a set of skills that you can learn to lean on over and over again.
Taking a SaaS marketing organization from scratch to full productivity isn’t easy. Former PowerReviews CMO Nadim Hossain shares the game plan that turned the company into a high lead velocity marketing machine.
When Nadim Hossain joined PowerReviews in March of 2011, the consumer engagement company had already inked hundreds of customers (including a handful of well-known brands, like Skechers and Staples) and raised more than $25 million in funding from Menlo Ventures and Draper Richards. What PowerReviews lacked, however, was any sort of true marketing organization.
At a startup, you need to be able to adapt and accelerate at a moment’s notice. When it comes time to step on the gas will you be ready?
HatchLearn CEO and co-founder Jeff Whatcott shares the keys to building the team you need to dominate the market.
Scaling a marketing team is hard. Jeff Whatcott should know. Over the course of his career, he’s run the gamut — from building out the marketing team at Acquia during its pre-series A startup days to leading the worldwide marketing functions at Brightcove as the public B2B software company’s CMO.
Marketing executive and advisor Dan Slagen shares the lessons he’s learned creating the powerful partner relationships behind the marketing success at HubSpot, Nanigans, Wayfair, and HourlyNerd.
Co-marketing is the art of going to market with a partner. Getting it right can be tricky, but it’s a highly effective strategy that is especially well suited to nimble startups with minimal marketing budgets. Dan Slagen, CMO and advisor, has made co-marketing an important component of scaling marketing teams at HubSpot, Nanigans, Wayfair, HourlyNerd, and Rock Coast Media.
The majority of companies are developing more and more content simply for the sake of doing it. Kapost Senior Director of Content Marketing Jesse Noyes explains why missing the bigger picture is holding them back from bigger and better results.
When you think of content marketing what comes to mind? Blog posts? Ebooks? Someone with glasses quietly typing away in the corner? While those details may be the first that spring to mind, they obviously don’t paint the full picture. The problem, says Jesse Noyes, Senior Director of Content Marketing at Kapost, is that many companies unfortunately do more or less stop there, limiting their perspective of content marketing and its strategic role in their organization to a focus on single formats, channels, and a writing/editing skill set.
In fact, that is perhaps the biggest misunderstanding businesses have regarding content marketing today. And in many ways, it’s holding them back.
If there’s one certainty in software product development, it’s that projects will almost certainly take longer — and involve more roadblocks — than you plan for. Hut 8 Labs co-founder Dan Milstein explains why product owners must be able to translate the business case of each project and uncover unknown challenges before they become disasters.
Let’s say you’re a developer at a high-growth software company that has just accepted a round of funding and is preparing to build out new features for a particular target market. One day, the CEO and CTO call you into a meeting, present a handful of new functionality they want built into the product, and then drop the hammer — all of that functionality must be ready to go live in six weeks.
Naturally, you panic. The new features sound valuable, but the specs are vague and it isn’t very clear who will be using them. Even worse, the deadline doesn’t sound realistic, particularly when you factor in that software development almost always involves the unpredictable.