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Upfront and Propeller sign exclusive UK distribution agreement with sales intelligence platform Winmo

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Upfront and Propeller sign exclusive UK distribution agreement with sales intelligence platform Winmo

Upfront Business Development, part of Propeller Group, will have sole UK distribution rights for Winmo, the advertising database used by publishers and agencies

17th Dec 2018 –  Upfront Business Development, the specialist business development consultancy for the media and marketing sectors, has secured a deal to exclusively partner with U.S.-based sales intelligence leader Winmo. The agreement will enable Upfront to offer its UK clients access to Winmo’s best-in-class database, which profiles top UK brands, agencies and the decision-makers in their ranks.

The Wimno distribution agreement represents the next stage of Upfront’s business expansion plans. Last month, Propeller Group, the long-established B2B PR, content and events agency for the media, advertising and tech sectors, acquired a majority stake in Upfront Business Development.

Now, the deal with Winmo will give Upfront and Propeller clients exclusive access to data and insights that fuel profitable prospect relationships, including:

  • Brand-Company-Agency Relationships
  • Media Spend by Channel
  • Campaign and Agency Review
  • Predictions

As part of the deal, Upfront will be integrating its existing Stay Upstream product into the Winmo platform, which integrates seamlessly with other sales automation and inbound marketing platforms including Salesforce and HubSpot.

Jody Osman, managing director of Upfront said: “We believe Winmo is a best in class new business tool, providing the latest brand insights and some really exciting predictive intelligence. We are delighted to announce that the Propeller Group and Upfront have an exclusive UK partnership with Winmo, providing a market-leading combination of data and insight, PR, content, events and lead generation.”

“We felt it was vital that our new integrated PR and business development proposition had data and technology at the heart of it. We’re really excited to have Winmo in place to support and drive our new business activity for clients.”

Kieran Kent, managing director of Propeller Group said: “We’ll be launching our expanded service offer in early 2019 aimed at media and marketing services agencies and technology providers that target brand-side marketers. The new offer meets the increasing demand for tangible return on investment placed on B2B PR and the demand for stronger content and engagement placed on business development teams.”

Dave Currie, Chief Executive Officer of Winmo said: “Accelerating growth is at the forefront of every one of our clients’ minds. Partnering with Propeller Group today creates the U.K.’s most powerful, single-source destination for advertising and media sales professionals who target national advertisers, their agencies and technology providers. Consistently exceeding your sales quotas just became more attainable.”

 

About Propeller Group

Propeller Group specialises in building the profile and profit of businesses operating in the media, advertising, marketing and technology sectors. We help clients grow their businesses by reaching and engaging the business people that matter, making their products, people and ideas famous through strategic media relations, content creation, networking, events and lead generation programmes.

Propeller Group’s global headquarters can be found at Alfred Place in central London. Propeller’s international partner agency network gives us global reach, allied to ‘on the-ground’ local expertise. We currently manage and coordinate international PR campaigns for clients that reach key influencers in the UK, Europe, North America and Asia.

Propeller clients include Publicis.Sapient, Nielsen, Wolff Olins and Pearl & Dean.

www.propellergroup.com

@propellerites

About Upfront Business Development

Founded in 2005, Upfront is one of the UK’s leading business development consultancies. Upfront specialises in working with marketing, creative and digital companies, helping to drive growth and new business success. Upfront takes a proactive and insight driven approach to Business Development, helping clients to win over £150 million in new business, including wins with the likes of Coca-Cola, Adidas, Hotels.com, Virgin Money, John Lewis and Panasonic.

www.upfrontbusinessdevelopment.co.uk

@upfrontbd

 

About Winmo

Winmo is the leading B2B sales intelligence provider for the advertising industry. Taking the guesswork out of prospecting, the award-winning platform guides those who target national advertisers and their agencies to the right decision-makers, on the right accounts, at the right time. While providing the most accurate contact and brand-agency relationship data available in the media and advertising industry, Winmo also predicts sales events on the horizon – tracking subtle industry shifts to forecast campaigns and agency reviews months before they happen. Armed with reliable sales intelligence, Winmo users don’t chase new business leads, they get out in front of them.

www.winmo.com

@winmo

For further information, please contact:

Ben Titchmarsh, Propeller PR

ben.titchmarsh@propellergroup.com

T: +44 (0)20 3301 5353

Or Martin Loat:

m.loat@propellergroup.com

M: +44 (0)7769 706030

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When it comes to customer analytics, you need to be all-in

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One would be hard-pressed to find anyone in a company that didn’t believe that customers are critical to success. But at the same time, you might find that the same customer-focused people don’t really know much about their own customers in the first place, or that their understanding is limited to their specific domain. In a data-rich world, this lack of holistic insight is not only unforgivable – it’s unprofitable.

Go big or go home

McKinsey published a study a few years ago looking at the value of customer analytics. At the time, they raised concern around the fact that the perceived value of customer analytics was “declining, rather than growing.” Paradoxically, companies that relied heavily on customer analytics were twice as likely to perform better when measured on metrics ranging from profit and sales to ROI.

The catch? It was the heavy users of customer analytics, those that deployed tools extensively through their organization that reaped the benefits. Just dabbling in the analytics or deploying tools to a few departments was akin to not even trying. It seems that there is a minimum threshold, or perhaps critical mass before the effect of customer analytics can be felt. Also, the research discovered that having tools alone was not enough. A data-driven culture that can incorporate these insights is necessary to benefit from analytics in the first place.

What does fully-committed really mean?

Obviously, companies work hard to ensure that their departments have the customer information they need to do their job. For example, a customer service rep is taught to deal with irate customers who have issues with their products. Marketers build up customer models often populated by tracking and monitoring web activity in the hope of uncovering purchase intent. And so on.

There is a subtle problem here. In the same way that companies can’t just dabble in customer analytics, they also can’t afford to create isolated pockets of customer analytics within each department. For starters, each team will be limited by the customer data that it collects. Even the advanced data analytics capabilities of modern marketing tools are effectively limited to web data that they can collect from potential customers interacting with blogs, advertisements and emails.

To truly develop a holistic customer model, companies must integrate many different data sources. A richer model should at a minimum include data the following sources:

  • Sales (CRM)
  • Billing
  • Finance
  • Marketing (social, blogs, campaigns, etc.)
  • Customer support
  • Operations

By separating customers into fully distinct groups that rely on multi-dimensional considerations, a company can define unique strategies to target these customers. For example, it makes sense to go after high-revenue customers. Layering in profitability might split these high-revenue customers into high-profitability and low-profitability groups. Layering in sales funnel data to the high-revenue / high-profitability group might further expose customers that take a long time to close vs. those that close within weeks. And so on… The point here is that the addition of a new data source from each department leads to a much more useful understanding of the customer that can in turn be deployed across all teams. This is the essence of being fully-committed to customer analytics.

What next?

To really benefit from customer analytics, first develop a holistic model of your customer that integrates data from as many sources as possible. But insight alone is not enough. Each department within your company must be willing and capable to act on this insight. This involves leadership in incubating and maintaining a data-driven culture. It also involves efforts to ensure that you have appropriate data infrastructure in place to get insights to your employees when they need it.

It’s not easy – without a full commitment to customer analytics you risk wasted effort. But the rewards are worth it.

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Mind the GDPR Generational Gap!

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DIGITAL NATIVES MOST EMPOWERED BY DATA RIGHTS

A new study by data specialists Wilmington Millennium reveals that Millennials and Generation Z are the most empowered age groups when it comes to protecting their personal information. Sixteen to thirty-four year olds are the most likely to act on the powers afforded to them by GDPR.

Almost half (48 per cent) of Generation Y and Z have taken some action since GDPR was introduced last May, including requesting their personal information is deleted by an organisation, finding out what personal data is held on them by an organisation or contacting the Information Commissioner’s Office (ICO) to make a complaint. By comparison only a quarter of Generation X and a third of Boomers have taken similar steps.

Millennials are most likely to ask for their information to be deleted, with one in three saying that they have already done this. This rises to one in five for the rest of the population. Generation Z are the most likely to both request a data audit (15 per cent compared to an average of nine per cent) and complain to the ICO with 18 per cent saying they had contacted the Information Commissioner to register a data breach or data processing concern. This compares to just 7.5 per cent for the remainder of the population.

Boomers were the least likely to take any action with only one per cent saying that post GDPR they had contacted the ICO, three per cent claiming that they had contacted a business to find out what information is held on them and 15 per cent requesting that their information was removed from a marketing database.

Comments Karen Pritchard, Director, Wilmington Millennium:

“It is interesting that it is the younger generations that are actively protecting their personal information, rather than the older age groups who have been campaigning for greater control over their data rights for years. The discrepancy between the ages groups is significant – for instance 18 per cent of Generation X versus one per cent of Boomers making a complaint to the ICO. Despite this, it shows that GDPR is having a positive impact with consumers becoming increasingly data savvy. This is a good thing as our research shows that the majority of people now believe that marketing communications are better than they were prior to the 25thMay 2018.”

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Marketers react to Gartner finding: Martech spending now exceeds staff costs

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Marketers are now spending more on marketing technology than on salaries for internal staff.

That’s a key finding in the recent Gartner CMO Spend Survey 2018-2019, which surveyed UK- and U.S.-based senior marketing executives.

Marketers spent 29 percent of their budgets (not including media spend or agency fees) on martech last year, while allocating 24 percent of their resources to paying staff. In 2017, the percentages stood at 22 and 27 percent, respectively.

‘No surprise’

The main beneficiaries of this spending were digital analytics, content management and email marketing tools, making martech what Gartner called the “single largest area of investment when it comes to marketing resources and programs.” The top three marketing capabilities cited in the survey were marketing/customer analytics, marketing technology acquisition and use, and customer experience.

“Marketing leads are focused on building their analytics and martech capabilities because they’re the muscle groups that need the most development,” HubSpot VP and MarTech Conference program chair Scott Brinker posted about the report. But, he added, the whole purpose of this development is to move toward the objectives of customer acquisition and retention.

“It’s no surprise,” Acquia CMO Lynne Capozzi told me via email. She noted that a study by her company, which serves companies using open source content management software Drupal, found that 62 percent of global marketers plan to spend more on martech over the next 12 months, in part to simplify the current complexity of connecting systems and data to deliver good customer experiences.

‘Tremendous race to understand data’

Phil Ahad, EVP of Strategy and Products at online survey provider Toluna, said that enterprises — such as those favored in the Gartner report — have “a lot more room to reduce costs” of staff salaries through marketing technology than do smaller companies, which are leaner.

“I’m not at all surprised” at the Gartner finding, David Frankel, managing partner of sales and marketing consultancy Slingstone Group, told me. He’s the former CMO of financial data firm Edgar Online and of alternative lending company Tapify.

Both from his personal experience and from observing the marketplace, he said, it’s clear there’s a “tremendous race to understand the data around customer experience.”

In 2011 and 2012, he said, marketers started talking about Big Data, but efforts were mostly focused on harnessing and structuring it.

“People didn’t fully understand what you could do with the data,” he added, noting that we’ve since begun to focus on using data to support customer experience through the targeting of individuals with messages, best offers and streamlined processes.

‘A game of catch up’

Now, there is a greater understanding among marketers that they need analytical and implementation tools to improve experience through a better understanding of customer data, he said.

“It’s a game of catch up” based around data, he added.

Frankel said that he didn’t believe this increased spending on martech will fall off over the next year. “We’re seeing a new status quo,” he said, especially since AI needs a growing infrastructure to capture, clean, manage and feed quality data, and since SaaS services involve ongoing subscriptions.

Bayer VP of Media Strategy and Platforms Josh Palau agreed that this emphasis on martech spending “is probably where the industry is going,” in large part because many marketing services are purchased in the cloud, through software as a service offerings.

In his previous stint at Johnson & Johnson, he recalled, obtaining a social listening service subscription added a substantial capacity that required very little commitment in terms of internal staffing. Palau said “maybe two people” were involved in using the subscription at the brand.

Much of his internal staff these days is focused on strategy and management, he noted, since cloud-based services are used to meet needs that once would have required significant internal personnel. Even though Bayer is working to bring all digital media in house, he said, there will still be an ongoing need for the outside cloud-based services.

“It’s a lot easier to change platforms than to change staff,” he pointed out.

This story first appeared on MarTech Today. For more on marketing technology, click here.

The post Marketers react to Gartner finding: Martech spending now exceeds staff costs appeared first on Marketing Land.

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