Sales 2.0 Conference Speakers Share Three Key Principles of Success for B2B Sales Leaders

At the Sales 2.0 Conference in Philadelphia on March 16, industry authors and experts will share with hundreds of B2B sales leaders three key principles for success in 2015.

Point #1: Learning How to Overcome the Fear of Failure

The fear of failure and rejection is fatal in sales organizations, yet many sales teams are held hostage by it. Author and entrepreneur Jia Jiang has personally experienced the negative effects of remaining in a “cozy comfort zone.” At the event, he will share the story of how he learned to embrace rejection so that sales leaders can take this insight back to their teams. He will also outline an action plan consisting of exercises that will help salespeople overcome fears of all kinds.

Point #2: How to Sell to the Millennial Buyer

Millennials will soon be 50 percent of the workforce. The B2B buyer will soon have styles, preferences, and habits that are totally different from those of current buyers. According to research from McKinsey & Company, this development is one of the critical megatrends that will affect sales organizations on all levels. At the Sales 2.0 Conference, Jennifer Stanley, an expert associate principal at McKinsey & Company, will share important ways sales leaders can prepare to respond to this trend, including 1) cutting the standard sales pitch, 2) cultivating a team of “social sellers,” and 3) focusing on the personal goals of buyers rather than on overall company goals.

Point #3: Focus on Developing Leadership Skills

According to author Stew Friedman, many leaders express only certain parts of themselves at work. Friedman, who is the founding director of the Wharton Leadership Program, says his research has shown that the most successful leaders live an integrated life – that is, they apply their skills holistically in all environments. At the Sales 2.0 Conference, Friedman will share how leaders can merge their skills in the professional and personal realms and achieve greater success.

The 19 Best Enterprise Tech Venture Capitalists by Business Insider

More on: http://www.businessinsider.com/the-19-best-enterprise-venture-capitalists-2013-5#

Andreessen Horowitz’s Ben Horowitz

Greylock’s Aneel Bhusri

Khosla Ventures’ Vinod Khosla

Andreessen Horowitz’s Peter Levine

Lightspeed Venture Partners’ Barry Eggers

NEA’s Scott Sandell

Sequoia Capital’s Jim Goetz

Norwest Venture Partners’ Matthew Howard

Benchmark’s Peter Fenton

Accel Partners’ Ping Li

Webb Investment Network’s Maynard Webb

Google Ventures’ Karim Faris

Shasta Ventures’ Jason Pressman

Kleiner Perkins’ Ted Schlein

Index Ventures Mike Volpi

Data Collective’s Matt Ocko

Draper Fisher Jurvetson’s Josh Stein

Benchmark’s Kevin Harvey

Ignition Partners’ John Connors

8th Annual Crunchies Awards – And the winners are…

More on http://techcrunch.com/events/winners/

Best Technology Achievement

Winner: Stella Solar-Powered Car
Runner-up: Apple Pay
Finallists: The Blockchain, Rosetta Mission’s Comet Landing, SpaceX Lateral Booster

Best On-Demand Service
Winner: Hotel Tonight
Runner-up: Postmates
Finallists: Lyft, Shyp, Uber

Best E-Commerce Application
Winner: Casper
Runner-up: The Honest Company
Finallists: Flipkart, Instacart, Warby Parker

Best Mobile Application
Winner: Storehouse
Runner-up: Acorns
Finallists: Strava, Venmo, Yik Yak

Fastest-Rising Startup
Winner: Yik Yak
Runner-up: Slack
Finallists: Lending Club, Reddit, Product Hunt

Best Health Startup
Winner: Theranos
Runner-up: Fitbit
Finallists: Misfit Wearables, Rise, Zenefits

Best Design
Winner: Airbnb
Runner-up: Medium
Finallists: 1Password, Manual Camera App, Monument Valley

Best Bootstrapped Startup
Winner: Meadow
Runner-up: MailChimp
Finallists: Daring Fireball, Grammarly, Techmeme

Best Enterprise Startup
Winner: CloudFlare
Runner-up: Docker
Finallists: GitHub, OpenDNS, Slack

Best International Startup
Winner: Line
Runner-up: Spotify
Finallists: Citymapper, EyeEm, Kik

Best Education Startup
Winner: ClassDojo
Runner-up: Khan Academy
Finallists: AltSchool, Coursera, Kano

Best Hardware Startup
Winner: Oculus VR
Runner-up: GoPro
Finallists: DJI, Fitbit, Xiaomi

Can’t Stop, Won’t Stop
Winner: Kim Kardashian: Hollywood
Runner-up: BuzzFeed
Finallists: Giphy, Threes, Twitch

Biggest Social Impact
Winner: Twitter
Runner-up: Tim Cook’s Public Coming Out
Finallists: FireChat, Girls Who Code, Internet.org

Angel of the Year
Winner: Kickstarter Backers of Oculus VR
Runner-up: Cyan and Scott Banister
Finallists: Ashton Kutcher, Alexis Ohanian, David Tisch

VC of the Year
Winner: Jim Goetz (Sequoia Capital)
Runner-up: Aileen Lee (Cowboy Ventures)
Finallists: Marc Andreessen & Ben Horowitz (Andreessen Horowitz), Peter Fenton (Benchmark), Peter Thiel (Founders Fund)

Founder of the Year
Winner: Stewart Butterfield, Eric Costello, Cal Henderson and Serguei Mourachov (Slack)
Runner-up: Brian Acton and Jan Koum (WhatsApp)
Finallists: John and Patrick Collison (Stripe), Elizabeth Holmes (Theranos), Mikkel Svane, Alexander Aghassipour and Morten Primdahl (Zendesk)

CEO of the Year
Winner: Marc Benioff (Salesforce.com)
Runner-up: Marissa Mayer (Yahoo)
Finallists: Tim Cook (Apple), Drew Houston (Dropbox), Travis Kalanick (Uber)

Best New Startup of 2014
Winner: Product Hunt
Runner-up: Shyp
Finallists: Bellhops, OnePlus, Slack

Best Overall Startup of 2014
Winner: Uber
Runner-up: GoPro
Finallists: Snapchat, Stripe, Tinder

26 enterprise startups to bet your career on in 2015 by Business Insider

Mixpanel: Watching your website

Company name: Mixpanel
Headquarters: San Francisco
Investment raised to date: $77 million

Slack: Insanely popular chat app for work

Company name: Slack
Headquarters: San Francisco
Investment raised to date: $180 Million

Zenefits: Hottest employer in the Valley

Company name: Zenefits
Headquarters: San Francisco
Investment raised to date: $83.6 million

DigitalOcean: Taking the web hosting world by storm

 Company name: DigitalOcean

Headquarters: New York
Investment raised to date: $90.2 million

Docker: From nowhere to everywhere in an instant

Company name: Docker
Headquarters: San Francisco
Investment raised to date: $55 million

Here’s just a few… A lot more on this link: http://www.businessinsider.com/25-startups-to-bet-your-career-on-2015-2015-2?op=1#ixzz3QexjjSYV

The rise of the marketer: Driving engagement, experience and revenue by the Economist Intelligence Unit

The Economist Intelligence Unit just released an intriguing report called The rise of the marketer: Driving engagement, experience and revenue. 

According to the report, marketers have seen their jobs transformed over the past ten years. The transformation is happening again—but faster this time. According to the Economist Intelligence Unit’s survey of 478 high-level marketing executives worldwide, more than 80% say they need to restructure marketing to better support the business. And 29% believe the need for change is urgent.

Marketers believe that change will occur in six areas:

1. Marketing will increasingly be seen less as a cost and more as a source of revenue. The proportion of companies where marketing is viewed as a cost centre will dwindle and the number where it is seen as a driver of revenue will grow. In three to five years, survey respondents say, approximately four of five companies will classify the marketing function as a revenue driver. (Whether marketing has a formal P&L is another matter.)

2. Marketing will take the lead in the customer experience. The customer experience is increasingly seen as a key to competitive advantage in every industry. Slightly more than one-third of marketers polled say they are responsible for managing the customer experience today. However, over the next three to five years, 75% of marketers say they will be responsible for the end-to-end experience over the customer’s lifetime.

3. Engagement is becoming paramount. A marketer’s greatest achievement is an engaged customer. And because an engaged customer keeps coming back, engagement is defined most often in terms of sales and repeat sales. More than six out of ten (63%) marketers polled say that engagement is manifested in customer renewals, retention and repeat purchases. Adding in the 15% who see engagement in terms of impact on revenue, a full 78% of marketers see it as occurring in the middle or later stages of the classic funnel.1 A minority (22%) view engagement in terms of love for a brand—still important, but part of marketing’s legacy skill set.

4. The new marketer combines operational and data skills with a grasp of the big picture (and possibly working within a different organisational structure as well). Marketers are aggressively seeking new skills—especially those who believe that change is urgent. Nearly four of ten marketers (39%) want new blood in the two areas of digital engagement and marketing operations and technology. A close third, and not significantly different, is skills in the area of strategy and planning (38%). Meanwhile, marketers are tinkering with organisational structures to foster agility, increase cross-functional co-operation and help the organisation to scale.

5. Digital and data dominate investment. Technology investment plans by marketers illustrate both the dominance and fragmentation of digital channels. Three of the four most widely cited investments are aimed at reaching customers through different channels: via social networks, on mobile devices and on the old standby of e-mail. The fourth, analytics, is needed to knit together data from multiple channels into a coherent and actionable portrait of the consumer.

6. Two trends to watch: real-time personalised mobile and the Internet of Things. Just over half of marketers expect the Internet of Things— where ubiquitous, embedded devices with unique IP addresses constantly convey real-time data—to revolutionise marketing by 2020. Almost the same proportion cites the power of real-time personalised mobile communications as the trend with the biggest impact.

Thanks to Marketo, you can download the report for FREE here: http://www.marketo.com/next-era/

4 Key Differences to PM’ing for B2C vs. B2B by Kenton Kivetsu

What’s the difference between product management at a B2C role vs. B2B? A former co-worker asked me recently and it’s a great question. Many aspects (and skill sets) that a PM needs are exactly the same, regardless of whether the end customer is a business or a consumer. At the end of the day, your job is to set a vision, wrangle x-functional resources and launch great product(s). But certain aspects change shift dramatically and I’ve highlighted four key differences below. No doubt that four is an incomplete list but hopefully a good primer on some of the most common, key differences.

• Access to the front line

• Longer cycles

• Customer insights

• The power of one

The key differences in B2B product management are often driven by the volume of customers you serve.* The smaller volume implies each must be more valuable, to make a successful business. This in turn requires a larger, dedicated sales force, to land these higher value customers. And to aid sales in landing these deals, product and sales need to get in rhythm to deliver.

You can follow Kenton Kivetsu here.

Source: http://blog.kentonkivestu.com/b2c-vs-b2b-pm

The B2B CMO’s guide to crushing sales kickoff

A simple framework for opening a sales kickoff

For example, let’s say you’re the CMO of a tech company that sponsored Dreamforce in 2014 and co-hosted a party at the event at a total cost of $300,000. Without any explanation for why that initiative was purposeful or successful, a sales team may simply view that spend as an excuse to throw a huge party and look good, without tangible sales benefits.

If, however, you stood up in front of the sales organization during sales kickoff and said:

“We spent $300,000 at Dreamforce. As a result, we generated $3 million in new pipeline, of which $1 million has closed so far in Q4 and Q1. More importantly, it accelerated our existing pipeline by an average of 21 days for accounts we interacted with at Dreamforce. Unfortunately, the results were limited to our North America mid-market business. So this year, while we’re maintaining our investment, we are excited to announce some new initiatives that will serve our EMEA and APAC regions, as well as our Enterprise business.”

Closing with a plan of action for the year

For instance, if investing $500,000 in syndicated content in 2014 helped you generate 1,000 incremental MQLs per month, $3 million of pipeline, and $1 million of revenue, then it will be significantly easier to convey why you’re doubling down on that channel in 2015. Conversely, if a particular marketing initiative was a failure, you can use historical metrics to explain why you’re scaling back on it.

Following up regularly on your plan

Of course, it’s one thing to declare the value and purpose of a strategy, and to promise certain results. It’s quite another to actually deliver them.

The best way to maintain credibility with sales post-kickoff is to regularly follow up with updates on your plan.

More on: http://venturebeat.com/2015/01/25/the-cmos-guide-to-crushing-sales-kickoff/