FoundersPlace #Podcast Episode 40 – Marketing and The Marketer in Today’s World with Michelle Killebrew

“There should be a healthy tension but it shouldn’t be a brawl between sales and marketing in terms of what is quality - what marketing is able to deliver.” ⠀ ⠀

Now leading new ventures marketing at PwC, Michelle has seen organizations flourish or flounder based on the interactions between organizational leaders. ⠀

A must for everyone unifying teams or building bridges within the organization. Marketing is not just pretty colors and fonts, but has moved to help unite companies in their strategy to connect with customers.⠀

Founders Place Podcast, Episode 40

Founders Place Podcast, Episode 40

From food to software: why you need digital transformation

Interview published on the Skuid blog on August 17, 2017.

Michelle Killebrew knows a little something about digital transformation.

She led the strategy for the social business division at IBM, where she expanded the product line from 89 to more than 400 products to help the company’s clients understand and successfully undertake digital transformation. This covered everything from internal collaboration solutions and communication systems, talent management and analytics, digital marketing solutions, infrastructure security, and information technology (IT)—everything an organization needs to transform to meet the customers’ high digital expectations. In her time at IBM, she was passionate about helping to build that story so that IBM’s customers would know where to begin the daunting journey of enterprise transformation.

Not only has Killebrew won multiple awards as a senior marketing executive, she’s been a TEDx speaker and written numerous articles on the topic of digital marketing. I spoke with her over the phone about her newest role, trends we are seeing in digital transformation, and the growing role of citizen developers in the enterprise.

Skuid: Let’s talk about your background a little bit. What is your current role?

Michelle Killebrew: I’m the chief marketing officer for a food technology company called Nomiku. The founders of Nomiku created the first ever sous vide (precision cooking) immersion circulator for the home. The story goes that the founder was working at a Michelin-starred restaurant in New York and had a desire to bring home one of these sous-vide machines they keep in the kitchens of all of the top restaurants. But they were thousands of dollars and really bulky. While on the first date with her now husband, who’s an astro and plasma physicist, they created the first home immersion circulator. This was in 2010. They’ve since had two successful Kickstarters. They’ve been invited to the White House for an honored Maker Award. Now, we’ve just launched our third generation product.

It’s really exciting because it’s bringing Internet of Things technology into the kitchen. But their focus has always really been on the food; with a mission of “how can we eradicate every obstacle between you and a delicious plate of food?” Which is why we’ve just launched our food program, which is revolutionary because of its RFID inventory management capability as well as future opportunities around health data. For me, it’s a wonderful opportunity to be at the crossroads of health, food, and technology, and how digital transformation of all kinds is making its way into every aspect of our lives, including how we prepare our meals.

Before that, I was working in financial services—wealth management to be specific—where they found me to lead their digital marketing transformation. As you may know, digital transformation is especially challenging for the financial services industry at-large. Given the regulations that financial service organizations are bound to, keeping up with consumer expectations has been difficult.

For me, digital transformation is all about customer-centricity regardless of industry, and customer’s expectations are shifting dramatically towards instant, personal, seamless experiences — B2C and B2B.

While we’re talking about digital transformation, it’s a topic that’s on a lot of people’s minds—not just in the tech industry, but in established enterprises. I’m curious if, in your experience, you see digital transformation as a trend that’s been around for a few years and then in a few more years it may go away? Or do you think it’s something that’s here to stay?

It’s certainly not a trend. I think that things will continue to change as technology changes and consumer expectation changes. What digital transformation is today may not be what digital transformation is tomorrow. It’s interesting if we look back at the transformations that have happened in business history, whether it’s through, say the advent of the telegraph or just in terms of condensing that communication cycle. Or in our more recent history with e-business, when we introduced email and the internet to how we operate on a standard business practice perspective—digital transformation is yet another one of those moments in time where we are pivotally shifting to meet consumer expectations which is advancing rapidly.

Part of this, of course, is the fact that we’re all walking around with smartphones in our pockets. We expect to be able to access information, from corporate information to customer information, to any type of information, at the swipe of our fingers. Those expectations are shifting how businesses need to meet their customers’ demands. It’s easy for customers to switch to their competitors very easily with the next click of a mouse or the next touch of their fingers on their mobile phones. There is less loyalty for loyalty’s sake. You really have to win that loyalty from a customer, and integrate that customer experience across all of your channels, to make that experience seamless and desirable for your customers. There’s a really high expectation. I think that that’s really where the pain points of digital transformation are coming from.

We’ve obviously seen it this year in 2017. We’ve been talking about the retail industry shift over a number of years. But I think we saw the closure of 2,000 retail stores this year. We’re starting to see, just now, that it’s impacting areas that I’m certainly focused on with food and technology. Especially with the acquisition of Whole Foods by Amazon and some of the other food and technology integrations, with people ordering their groceries online. I think that in other industries, some of this change has been happening a little bit less visibly than perhaps retail. But it’s really coming to the foreground in terms of customer expectations and how they pivot their companies to meet those expectations.

How do you see digital transformation affecting the way employees use technology within the enterprise?

Well, similarly to consumers, employees have high expectations from their employers as well. They expect that they’ve now been groomed with a technology experience. Think about your Apple experience and your iPhone. If you go into an enterprise and you’re still leaning in to lengthy, archaic database systems to get your work done, it’s frustrating. You really don’t have the patience for it from a productivity perspective, especially when you’ve got this “Apple” experience for your personal life. We’ve seen this extensively in enterprise technology; just the expectations of employees with how they’re able to communicate, whether it’s their email systems or their instant messaging systems, how they’re able to collaborate in real time. Document sharing, especially over locations, because you don’t often need to be in the same location. How can you bring those collaboration solutions into a ubiquitous format so that you can collaborate with your colleagues all over the globe?

It’s certainly something that’s just part of that social business category, the solutions for employee empowerment and collaboration. Ultimately, if your employees aren’t happy, your customers will not be happy because your customers are being served by your employees. They’re the frontline of your brand expression and that customer experience. I think over the last several years, digital transformation has really brought home the importance of employee engagement and meeting the needs for their technology requirements. And making sure that the work they are doing is fulfilling and that they’ve got those growth paths. Because it certainly impacts the bottom line.

Do you feel digital transformation is a luxury, or a necessity? And is it strictly for larger, more established enterprises? Or do you feel that’s something that even smaller companies can achieve?

I think it’s for survival. All companies will need to address it. It’s actually probably more difficult for a large company because they’ve got established systems and databases. You really have to think through your data flow and how your systems and processes and people are actually speaking to each other in effective ways to embrace new ways of doing things. For small companies, though, it may be taken for granted that they don’t need to worry about it. But that’s not true. We see this even, say, with small, local restaurants that need to adopt food delivery. Whether it’s on a Grubhub or an Eat24, customers want to be able to either order their food and have it ready for them to pick up immediately, or have it delivered straight to their door. These are just customer behaviors that small businesses need to adapt to as well. Just really being accessible to their clients and thinking through how their clients want to be able to engage with them for communication or for services. That’s why there is a huge market for meal delivery services, like a Blue Apron our our Nomiku Sous Chef Meals, consumers preferences have shifted. They’re extremely time constrained, but want to know what’s in their food, where it came from and have it ready-to-eat on their terms.

Is it something that should always be led by sales and marketing teams? Or, is it something that IT is starting to lead the charge on?

We’ve seen industry-wide that Marketers have really carried the torch. But that’s because they’re customer-facing, and the requisite to change has really been born by the customers’ expectations. That said, for digital transformation to effectively stick within an organization and to be carried-off successfully, it really needs to happen collaboratively between all of the departments. There may be aspects of digital transformation that may be explicit to the department.

Thinking through IT, for instance—it may be restructuring the database or bringing on different technical solutions. However, all of the departments need to collaborate to make sure that they’re not transforming in the wrong directions, that their transformation is happening in a synchronized fashion, so that it truly becomes just as effective across the organization, and that information is flowing. Because the customer experience traverses all departments. Your customer doesn’t care that your call center’s on one system and your email system may be on another. They just know that they’re speaking with you as a brand and want to be able to have their problem resolved as quickly as possible. It doesn’t matter which department spearheads the initiative. It needs to be collaborative between the different departments. There needs to be a clear vision as to what digital transformation means for that particular organization, milestones and roadmaps for how we’re going to get there. Then a real understanding that legacy key performance indicators (KPIs) and measurements of success of before may not be the same KPIs that you need to measure in the future.

If you’re operating differently and you’re then optimizing how that engagement may be expressed, you need to look at a different set of optimized KPIs to reach that goal. And then look at your foundational KPIs and make sure that you’re really focusing on profit and growth margin, if that’s where you are in your digital transformation. Or, if you’re trying to really protect and grow market share, and you have a longer-term strategy to survive the digital transformation and then focus on growth and profit at a later date. That’s one thing that I think is really challenging is that you’re going through and changing systems and practices. But a lot of the reporting and how business has been run and measured in years past needs to be shifted as part of that transformation.

What’s the role of citizen developers when it comes to digital transformation and enterprise technology?

It’s an interesting question. I think the concept of the citizen developer in every single department outside of IT is going to be standard. We’re going to grow into that whether it’s developing marketing apps or HR apps. We can’t operate in waterfall anymore, right? Everything has to be agile. For everything to be agile, you’re going to have a lot more of this pod-style development where you’re going to be able to iterate fast and test it. And then once it proves that it’s worth expanding upon, bring that into a more formalized development process. Because that’s how we’re going to be able to evolve in a very competitive digital transformation world where everybody’s trying to figure it out. Nobody’s written the guidebook because everybody’s going through it together. Quite honestly, that guidebook is going to look different for each organization.

That said, I think that we need to be mindful of not going rogue. As we know, in today’s technical and digital world that we live in, cybersecurity is one of our biggest concerns. We just need to be very mindful that while we may be trying to iterate and develop very quickly, that we have really robust sets of security regulations, especially around customer data or employee data, and to be mindful of the potential risks. I certainly think that the citizen developer is going to be the core to how we reorganize our teams and how we function as we go through this transformation and into the future. But the risk right now is that we are shifting so quickly that we need just to be very mindful of the potential risks that may come along with that.

Dreamforce is coming up in November. Since you live in San Francisco, is it a conference you usually attend? Will we be seeing you there this year?

I’ve been in the lucky position of being able to attend a lot of the satellite events over the years, which has been great for me. I still feel like I’m connected to the community but not necessarily in the throes of the conference itself. The great thing about Dreamforce and being at the amazing event that it has become—and quite honestly it’s truly remarkable, the production level of the event that it’s become …I don’t know how they pull it off—is that there are so many ways to participate in that content, even if you’re not here. People are syndicating or writing a perspective or bringing video live from the event floor. Whether you’re able to make it or not, it’s a wonderful place to bring this whole concept of digital together and get some great minds and hear some perspectives. I’m looking forward to see what the biggest news is this year!

Charlie Moss, Senior Copywriter

Charlie Moss has written for The Atlantic, The Washington Post, The Week, Slate, MOJO, VICE and other publications. He has a passion for comic books, Star Wars, and The Beatles.

Is Social Technology Making us More or Less Human?

Show Recap

Michelle Killebrew is a “social optimist.” In this episode of The Social Network Show, she speaks with listeners about her conviction that social technology is helping us be more human, rather than less, as many fear.

Ms. Killebrew leads customer-centered marketing strategy for Social Business at IBM. Since earning a BS in Economics at Santa Clara University in the heart of Silicon Valley, Michelle has worked in IBM’s Enterprise Marketing Management division, thoroughly integrating Coremetrics analytics into campaigns. She then headed up IBM’s World Wide go-to-market and demand generation organization in the Smarter Commerce initiative. Now she is refining the definition of social business and creating research-based content to guide businesses in embracing it.

Together Michelle and Dr. J discuss whether engagement with online communication seal us off from genuine face-to-face relationships. Whether we are inclined toward optimism or skepticism, it is important to realize that technology can be used for good or ill. Public engagement in debate and analysis of the issues involved, such as privacy, security, social skills, and human empathy, is crucial, while apathy and defeatism is a worse enemy than any of the threats technology presents.

Michelle Killebrew’s talk on this subject, delivered at TEDx, University of Nevada in Reno, can be watched on YouTube and you can visit her website to learn more about Michelle.

Michelle Killebrew is passionate about marketing, especially innovative online marketing strategies that deliver a superior brand experience – from initial acquisition through to loyal customer – and increase growth and profitability. She currently leads the go-to-market strategy for IBM Social Business, where her team focuses on messaging and solutions that define social business and demonstrate how organizations can embrace this next information revolution in the workforce. Previously, she headed up the worldwide go-to-market and revenue-bearing demand generation campaign strategy for IBM’s new Smarter Commerce initiative, where her team was responsible for marketing B2B/commerce and enterprise marketing management solutions to meet the needs of the empowered customer. Michelle has over 15 years of high-tech marketing and holds a B.S. in Economics from Santa Clara University.

You can connect with Michelle on LinkedIn and Twitter, and read her recent articles on ClickZ.

Jane Karwoski, PhD

Dr. Jane Belland Karwoski is Chief Science Officer of Social Network Intermedia and The Social Network Association as well as the lead host of The Social Network Show. She holds a doctoral degree in experimental psychology and dedicated her early research efforts to combining social, cognitive and health psychology as they relate to the influence of key opinion leaders in spreading best practices.Prior to the availability of formal online social networking tools, Jane developed Genomicus Americus, an e-newsletter connecting North American and South American social scientists studying genetic and genomic issues. She has been a Research Assistant at the Centre for Economic and Social Aspects of Genomics (Cardiff, South Wales), an ORISE Fellow with the National Center on Birth Defects (CDC, Atlanta, GA), and a Post-Doctoral Fellow with the Center for the Study of Healthcare Behavior (VA of Greater Los Angeles/RAND Health/UCLA). She has held adjunct professor positions in the psychology departments of The University of Nevada, Las Vegas; Excelsior College; and Drexel University.

IBM’s Michelle Killebrew Discusses the Growth of Social Content Strategy

Social media and content marketing go together like peanut butter and jelly. However, creating a content strategy that takes advantage of social media’s growing power isn’t that easy.

In this week’s Innovator Series interview, I speak with Michelle Killebrew, program director of strategy and solutions for IBM’s Social Business arm. Killebrew has spent the last five years at IBM working to improve demand generation and social content marketing strategy on a global scale. Today, Killebrew answers my questions about her approach to social content marketing—as well as how IBM encourages employees to think differently.

Question: What are three ways you know your social content strategy isn’t working, and how can you course correct to see improved results?

1. Listen: The most basic evidence of engagement is a bidirectional conversation with your audience. If they are not conversing with you as a brand, then you are not engaging them in a discussion—you are talking at them through various channels. Be sure to have a community manager overseeing each of the channels that you are interacting in, and arm them with both the tools and policy to effectively respond to your audience. It’s important to understand how your audience wants to be engaged; not everyone uses the same platform to engage brands. And don’t forget to empower your employees beyond those community managers. Your employees can be your best brand advocates, and we all know it takes a village. Encourage all employees to take an active role in social engagement and content creation.

2. Analyze: Look at engagement metrics to see what is resonating. There are many tools and key performance indicators (KPIs) to investigate here; start small and expand to delve into deeper insights. Look at social interaction metrics to see which conversations are resonating, who’s in the conversation, and to determine your share of voice around a topic. Look at site metrics for engagement with the content that you’re driving to. Things like site visits, returning visitors, conversion metrics, sharing metrics can all start to inform how you optimize your content strategy.

3. Think and Learn: Hopefully most of us realize that just because we’ve always done things a certain way doesn’t mean we should persist. Things are changing so quickly that we need to think about why we’re creating content; in the B2B space we’ve traditionally created white papers, but what are we trying to achieve? We’re trying to inform a buyer about something, so we should consider if we can achieve the same goal more effectively with a video, an eBook, or an infographic. Remember that your audience is going to have different content preferences based on things like where they are in the buyer journey, device, learning style, and personal taste. We need to learn from each other. Read trade publications. Be observant of good marketing in action in both B2B and B2C spaces, think about what made it compelling, and apply those concepts to your initiatives. Understand how other marketers are applying strategies around marketing, social, and publication platforms.

Q: How can you improve user experience to surprise and delight your audience?

Understand Your Audience: Think through your audience’s likes and dislikes and create personas and profiles around them. Do you know their major turnoffs and turn ons? Before you even begin designing an experience, make sure you have a baseline understanding of who they are. Blanket campaigns are no longer effective today because we are trying to reach a “market of one.” You need to personalize the experience to their preferences. You should look to your analytics to fine-tune your understanding over time.

Provide Value: Make sure your experience provides the individual with value. You need to truly think of the person you are creating for: What is going to serve their needs? Can you answer a question or entertain them? Can you offer them content to save them time in a way your competitors can’t? People are busy; provide them value—they’ll appreciate it!

Be Beautiful: Literally. Your user experience needs to offer visual appeal and intuitive functionality. In order to compete for attention, your visual creative needs to be distinct and engaging. It needs to capture the eye and pull it in. The design of the user experience needs to be intentional, providing clear calls to action or value propositions for the individual.

Foster Engagement: If your content is good, people will want to share it with friends, peers, other brand loyalists, and, ultimately, the world. When you think about your user experience, part of that planning should be around planned sharability. Make it easy for your audience to share content, engage with others, co-create, and further the conversation, and make sure that you’re part of that conversation, listening to ideas, frustrations, and new opportunities.

Iterate and Optimize: Instrument your digital experiences, look at the metrics, and, more importantly still, take action on the insight! Look at what your audience is gravitating toward and create more of it. Be intentional in your pursuit to understand whether is it theme or format. For instance, is it a high-value microsegment of your audience that you should customize a new experience for? Never stop iterating.

Q: Can you offer some examples of successful IBM content marketing campaigns?

The Rethink Campaign: A demand generation campaign that was created based on the learnings of several years of campaign optimization (from Coremetrics, acquired by IBM in 2010). Thinking through the 11 new audience profiles in eight recently acquired companies we needed to speak to, the value proposition for each, and the type, quality, and quantity of content was the challenge here; its success was based on driving marketing qualified leads (MQL). Ultimately, MQL and sales qualified leads (SQL) were the success metrics here, but along the way we optimized based on conversion and interaction data.


The Economist Social Business Leaders: An IBM-sponsored awareness campaign that co-branded with The Economist and celebrated the achievements of social business leaders in a variety of accomplishments, including internal collaboration, sophisticated customer engagement, philanthropic endeavors, and more. The success of this campaign is based on visibility and awareness: social impressions, site visitor data, and influencer engagement.


Q: What advice do you have for marketers big and small when it comes to social content strategy?

I was asked at a conference recently if a midsize business should split its social channels as it ventured into a new direct-to-consumer model, adding to its bulk manufacturer-to-installer sales model. The product was the same, but the value proposition to each audience was drastically different. In this case, it was fashion versus function. My advice: Split the channels so that you can effectively engage with the audience’s unique perspective (if you can support the channels effectively). We all know that you can’t create a social engagement channel and then not monitor it for interaction, questions, trolls, or worse. If you don’t have the resources to split the channels to ensure that they are unique, develop a content marketing strategy that engages with each audience based on their specific value propositions, especially around key events. As your resources grow, prioritize the most effective channels to support (in a measured way) those audiences.

Q: Are there any in-house mantras for how IBM approaches this discipline?

One of the (many) wonderful things about IBM is that we truly believe our employees are the best representation of our brand; in fact, it has been said that IBM employees are our brand. To this end, we were one of the first companies to create a Social Guideline for employees to engage and advocate on the company’s behalf. These guidelines were created in 2005 (before Twitter, and only a year after Facebook was founded) by crowdsourcing across the hundreds of thousands of employees through our internal wiki. The intention was to unleash the smart and wonderful people of IBM to engage with users, buyers, inventors, thought leaders, students, and the world.

At IBM, our in-house mantra is “You are our brand: Go out and represent our brand!”

IBM Social Business for Small-Medium Size Businesses and Enterprises

Video interview focused on "IBM Social Business for Small-Medium Size Businesses and Enterprises". In the video we discuss various business drivers and include a few of IBM's tools that can help any company looking to sell more products, increase customer retention, employee engagement, collaboration, and innovation.


Surprising Lessons from IBM in Successful B2B Content Marketing

Michelle Killebrew Sheds Light on Why Business Customers Crave Engaging Content

Published in the Content Insight Blog on September 11, 2014.

Selling candy, appliances, or fast food can involve rapid-fire, high volume social media campaigns driven by the latest trends in website, mobile, and social content. By contrast, B2B products and sales cycles appear bland. Yet, B2B customers and prospects are people, too. Shouldn’t the same B2C engagement principles apply to B2B content marketing?

Michelle Killebrew

Michelle Killebrew

Michelle Killebrew answers with a resounding “Yes!” However, she points out that leveraging those trends requires a granular understanding of your audiences. Once you understand what content your audience craves, Killebrew says you then know what content they will view, share, and use to eventually buy your product or service.

In this interview, Killebrew offers plenty of insights about IBM’s successful Rethink Business campaign that highlight the importance of audience analysis, effective translation of B2C marketing techniques into the world of B2B content marketing, and measuring success.

Many trends seem to blaze like wildfire through the B2C marketing world but sometimes lag with B2B content marketing. How do you leverage content marketing trends in video or social media to help engage a B2B audience?

B2B marketers need to remember that they sell to people, and they need to engage with those people. It’s easy to look at B2C marketing from a transaction viewpoint as if any of those trends don’t apply to B2B’s longer sales cycles. However, much of the B2B sales cycle leverages an engagement strategy before the prospect passes over to sales. B2B marketers are starting to see that the sales cycle begins with that initial engagement—and what captivates and engages B2C audiences can also apply to a B2B audience. To leverage B2C trends for B2B content marketing, put yourself into the shoes of your target audience, understand their challenges, and build a campaign around those insights.

People crave different content depending on their role. How did you go about segmenting and differentiating content for different roles and audiences for the new IBM Rethink Business website?

We focused on a roles-based messaging approach and really rolled up our sleeves to get in-depth and in touch with each of our target audiences. When creating a digital campaign, we not only look at different content and messaging for various roles but also take look and feel, usability, and interaction into consideration. For example, digital marketers want a slick, engaging, visually-rich, and high impact experience. They’re upheld to that kind of standard in their roles, and they want to learn how to up their game as digital marketers by seeing us practice the digital marketing best practices that we preach. On the other hand, IT professionals feel that slick websites lack credibility. They don’t like marketers marketing to them, and they prefer to hear from other IT professionals. That’s why it’s important to not only consider the content you create but also the experience around that content.

IBM’s Rethink Business page focuses on a roles-based messaging approach.

What particularly made your social content successful with a B2B audience? What ingredients worked that you feel others can use too?

Peer to peer sharing worked especially well for our social content. People like sharing content to their network with a click. For example, when people come to our website and engage with our content, we include visually appealing, sharable facts and data. Sharing this social content shows them off as thought leaders to their networks. For us, we bring their social traffic back to our site. Also, our overall social plan ties into different pieces of content. We might feature a blog post about a webinar that encourages people to participate, and that post offers links back to our main website where people can engage with more content. Or when we post something like an analyst report, we’ll blog about that content and push it out through our social media channels to bring people back to the site. And don’t forget Facebook! I’m surprised how often B2B audiences use it, and B2B marketers should not ignore that platform.

When you sell technology solutions, there’s always a risk of delivering dry technical content that falls flat. How do you avoid this pitfall and engage audiences?

Know where your audience is in their buyer journey. Our campaign primarily intended to capture and captivate new audiences. As users go through their buyer journey, our intention is not to go too deep on that “first date.” Opportunities will exist later to drive your audience toward deeper content as they journey further into the funnel. They may not be ready for a sales engagement, so we don’t overwhelm them with too much technical content out of the gate. Instead, we speak to their business pains, why our services matter, and how other people solve similar problems through sharing case studies and peer-to-peer examples.

How did you measure the success of your campaign? And what was the indicator or visible turning point when you felt a sigh of relief and knew that it all worked?

Given part of our portfolio—and my pre-acquisition legacy—we leverage IBM Digital Analytics (formerly Coremetrics) to analyze and optimize the digital experience. Obviously, we measure page views, conversions, and how people interact with our content (such as the number of video views). During a campaign several years ago (before Coremetrics was acquired), we included an interactive feature where a user needed to click something in order for a video to pop up. We noticed by looking at our metrics that only a small fraction of the visitors looked at it and took an action. In response, we made our call to action more visible so that more people saw the video. Because the video formed a significant investment as part of the total campaign cost, we used metrics to make sure we fixed any engagement problems and ultimately ensured that the video was a valuable part of the user’s experience. We had to rearchitect and reengineer the technology serving up that user experience, but by taking the time to collect analytics, look at the interaction experience, and then act on our evaluation, we increased the sophistication of our user experience.

From a user flow data collection perspective, we collect user information in a relatively short form. After that, we cookie the user. They fill out the form once, but on the backend the user submits an invisible form for each piece of content they interact with. When I pull up John Smith, I can see that he downloaded whitepaper A and webinar B. I know exactly what he likes. The person isn’t bothered with multiple forms, but I can see a user’s interaction and behavior within the site to see what’s working and not working with our content. Additionally, we can leverage those cookies for retargeting with IBM Digital Data Exchange (DDX). That helps leverage the behavioral insights gained from on-site interactions and syndicates it out to demand-side platforms (DSPs) and networks across multiple online publishers.

As Killebrew points out, your B2B campaign can absolutely leverage B2C marketing techniques IF you keep the following in mind:

  • Remember that you’re selling to people. B2B products may seem more complicated and technical than most B2C products, but you still need to captivate and interest people.
  • Deeply learn about each of your audiences. You may need to design different content and user experiences for different customer segments
  • Evaluate your content, and then act upon your evaluation. Make changes when you realize what’s not working in order to maximize your marketing and content investments.

Read more about IBM’s Rethink Business campaign.

To see the end result of IBM’s campaign, visit IBM’s Rethink Business page.