资源描述
Long-Term Competency in a Short-Term World: B-to-B MarketingChange Takes Time It demands planning. It requires healthy relationships and support. You dont shift a business, a group of people or a single individual armed with just a resolution. You make this type of shift by executing a well-formed plan with a foundation of support, persisting several weeks to several months so it sticks. This hard truth is non-negotiable when it comes to training people. Many b-to-b organizations face the huge challenge of having to transition skills and abilities to compete with the changes going on in our industries. In a digital world, it is all too tempting to buy a few videos on a topic of interest, or put together a quick workshop with virtual attendees to excite and energize the team for a new goal. The reality is a collection of videos and a two-hour lecture do about as much good as a January 1 resolution to hit the gym more often. Skills dont change because we want them to, just as habits arent formed because of one moment of self-reflection. However, skills and people can change and change dramatically if you execute a plan customized to their needs, carried out regularly and over several months, and focused on what working adult professionals need to know to transition skills (key point: adults learn differently). SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 3 What are CMOs saying? Question What does your marketing organization typically spend per person on training annually? 18% 23% 26% 20% 11% 3% $1 to $500 per person $501 to $1,000 per person $1,001 to $1,500 per person $1,501 to $2,000 per person Greater than $2,000 per person We do not spend anything on training SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 4 The Marketing Enablement Process Model In recent years, marketing organizations have seen the rise of completely new functions, new roles and new competencies, all of which have created widespread skills gaps. As a result, marketing enablement is an increasingly complex and important responsibility for all b-to-b organizations to address. To address these shifts, we recommend using the SiriusDecisions Marketing Enablement Process Model, a structured approach to operationalizing marketing enablement within b-to-b organizations. Successful enablement efforts are built on an understanding of strategic considerations and their downstream impact on the marketing organization. SiriusDecisions Inc. All rights reserved. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 5 To Begin, A Few Definitions A consistent definition of the structure and processes of the marketing organization ensures a strong and flexible foundation. Organization: A business or administrative concern constructed and united for a particular purpose (e.g. a b-to-b company, agency, non-profit or government body) Function: A group of persons organized for a specific purpose or end within an organization Team: A focused practice area within a function (e.g. product marketing, marketing operations, communications within marketing). Every function has at least a handful of teams; larger organizations may have many. Ecosystem: A model of the teams and processes of a function. An ecosystem map is not an organization chart it is a tool used to map workflows, identify functional gaps and fine-tune functional scope of responsibility. Role: A defined scope of team responsibility involving a set of tasks to be performed. The scope of team responsibility for each role varies based on the breadth and depth of required competencies and the level of experience required for success. Competency: The knowledge, skills, processes and/or tools needed to optimally perform a role. Discipline: A set of related competencies that represents a branch of learning or functional expertise. Disciplines are useful as categories under which to organize the collections of competencies required for an effective team. Enablement: The process by which a company systematically equips its people with the required competencies to succeed in their roles. Professional Development: Ongoing sustained effort by individual abilities. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 6 Stage One: Assess During this stage, marketing leaders evaluate if marketing functions and roles are optimized to support company needs, determine any organizational changes, and identify required marketing competencies. The actions and key deliverables of this stage include: 1. Re/Define Marketing Functions and Roles Marketing leaders also must ask if the roles that should comprise each function exist, making the function “complete.” Key areas to examine are role definitions, the required balance and mix of different job roles, and the existence of defined career paths to allow employees to transition as required into new marketing roles. 2. Re/Define Marketing Competencies Once marketing roles are defined, marketing leaders need to determine the competencies required to play these roles. On average, new competencies emerge every one to two years, but may occur more rapidly in organizations undergoing significant change. 3. Create Functional Competency Maps Document competency requirements for each function and use them to scope job roles and responsibilities. 4. Conduct a Competency Gap Assessment Once functional competencies are identified, marketing leaders can conduct a competency assessment to determine current skill levels and identify gaps. A best practice approach is to assess each function on its ability to complete the core activities or tasks on the functions competency map. Ideally, the assessment is structured to look at responses at individual, team and manager levels, and identifies both the importance and level of competencies. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 7 Putting it in Action The Marketing Competency Framework Align Enablement to Critical Competency Gaps A model to define and organize marketing competencies by function, analyze gaps and structure a learning action plan. Competency maps are a model to define and organize marketing competencies by sub-function, analyze gaps and structure a learning action plan. Skills Assessment Provides Actionable Priorities Gap Assessment A questionnaire designed to asses skill importance and current ability of leaders and individuals A questionnaire including 35-50 questions derived from competency maps that ask leaders and individuals to assess their current skills and the importance of those skills in their organization. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 8 Stage Two: Build With the completion of the Assess stage, marketing leaders have the information required to create an effective enablement plan. The actions and key deliverables of our second stage include: 1. Create Enablement Plan* Planning considerations include the establishment of quantifiable goals for the enablement effort, a defined strategy to achieve the goals, resource allocation that aligns to the strategy, and clear identification of actions and owners. 2. Inventory Training Assets Audit current marketing training assets to ascertain what assets exist and how closely they align to defined competencies and enablement goals. Identify gaps in learning materials and conduct research on how best to fill them. 3. Conduct Training Cost Analysis Filling training asset gaps requires addressing the build vs. buy question for each gap, analyzing options and costs. Typically, some training assets must be customized for the organizations specific needs and therefore must be developed using internal subject matter experts. Others require externally sourced knowledge transfer. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 9 Stage Two: Build (continued) 4. Determine Hiring vs. Training Needs Marketing leaders must decide in what areas they will hire to address high-priority competency gaps, and where they will focus on training to augment the competencies of existing staff. Decisions must be made if new hires will be or contractors/agencies, where they will be sourced, and the cost implications. Partner with the HR function during this step. 5. Build the Enablement Business Case* This step is crucial to gain executive approval and resource commitment for execution. Marketing leaders must establish the business drivers for marketing enablement, present the current vs. desired marketing state, articulate the strategy for closing any gaps, and define the benefits and ROI to the organization that will result from an investment in marketing development. 5. Establish Learning Curriculum* Best-in-class learning curriculums identify the target audience and prerequisites for each offering, establish learning objectives, create function- and role-specific learning pathways, and offer learning that is immediately applicable to the job roles of participating marketers. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 10 Putting it in Action Creating an Enablement Plan/Analysis Establishing a Learning Curriculum Measure enablement against both learning and performance-level objectives to evaluate impact and ROI and dont forget to establish 30, 60, 90 day and beyond manager check-points with teams. The selected learning solutions should be directly tied to your competency maps. Here youll see example of top rated skill priorities mapped to courses designed to address the identified skill gaps (these gaps were mapped to our SiriusDecisions eLearning Pathways). People do better when they have a plan for skills development, and a clear schedule so they can plan their time and be prepared. Even a simple plan that indicates content level, value to the learner, and expectations on when they can present, discuss, and share have a large impact on comprehension and completion. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 11 Stage Three: Execute During this phase, marketers participation in learning and development is encouraged through the use of quality learning solutions, motivational tactics and executive sponsorship. Actions and key deliverables of this stage include: 1. Execute Enablement Plan Leverage basic project management principles when executing the plan, such as identifying key stakeholders, establishing clearly defined tasks and milestones, and engaging in proactive communication. In addition to launching the learning curriculum, adjacent projects may be required such as setting up an intranet site, establishing a speakers bureau or implementing a learning management system (LMS). 2. Build/Buy Learning Solutions Launching the learning curriculum requires the development and/or purchase of learning solutions. Regardless of the build/buy mix, it is important to offer learning solutions that will resonate with adult learners. Learning content should be interactive, applied, visual, self-paced and delivered via a mix of media, and the solution should track the learners progress. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 12 Stage Three: Execute (continued) 3. Hire/Train to Plan In parallel to the training effort, marketing leaders should hire new employees or retain agency support to address designated skill gaps. Information acquired during the prior stages should be used to inform competency-based job descriptions and contracts. Its important to note that hiring and training are not mutually exclusive, as both FTEs and agencies require onboarding. 4. Motivate Employee Engagement Encourage marketing participation in learning and development through the use of motivational tactics such as gamification, badging, certification and recognition. Staff involvement also can be encouraged through the use of incentives, performance measures and executive sponsorship. 5. Measure and Evaluate As with all marketing programs, marketing enablement needs to be measured in order to evaluate its performance. Enablement should be measured in terms of both learning and job performance in order to evaluate impact and ROI. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 13 Putting it in Action Pair SD Learning with Advisory Services How will your team be able to implement and take action on the frameworks and best practices youre using? Learning allows your teams to make that intelligence actionable while leaders work with SiriusDecisions analysts to plan initiatives. Using a fully integrated SiriusDecisions solution puts you on the fast track to successful growth. Gamify Your Initiative We work with you to develop a curriculum that aligns to your business goals. Once we have that curriculum set, your leadership will decide on what the team prize will be. Prizes and bonuses incentivize your team to complete the learning and apply the learning. Youll break your learners into teams of 3 or more (depending on the number of total users) and then its off to the races! Well schedule leader reports to you and you can watch the progress happen. SiriusDecisions. All Rights Protected and Reserved. Long-Term Competency in a Short-Term World: B-to-B Marketing 14 Core Skills Demand Generation and Channel Marketing Product, Solution and Segment/Industry Marketing Marketing Operations Customer Engagement How Can We Help? SiriusPathways are the only training made by b-to-b marketing experts for b-to-b marketing professionals, built on years of industry research, case studies, and state-of-the-art design specifically for how adults learn best. Certification through SDLearning is the key to a high-performing b-to-b marketing team. Core Skills: Demand Management Core Skills: Demand Programs Core Skills: Demand Delivery Digital Strategy and Planning Channel Marketing for Partners ABM in the Channel for Partners Customer Engagement in the Channel Core Skills for Suppliers Data Privacy Core Skills: Demand Programs Lead Scoring Marketing Automation Events in the Digital Age Account-Based Marketing Pipeline Acceleration Lead Nurturing Demand Delivery Mechanisms Content Strategy Product Marketing Solution Marketing Segment Marketing Product Management Pricing a
展开阅读全文