by Jon Russo Jon Russo No Comments


Someone recently asked – ‘what advice would you give to others in this strange time?’ Mindset was my response.

The right mindset can help you adapt and protect from physical or mental hardships.  http

Today, many employees and companies are facing unprecedented hardships.  We’re all operating in a very ambiguous environment, where it is unusually challenging to confidentially forecast outcomes we were able to do in the past.

Although my career has more recently spanned high tech CMO for 10 years and current Agency owner, I draw on my early career experience in the military, where that culture was built on a mindset mantra:  ‘Improvise, Adapt, and Overcome’.

Those mindset traits are most needed today by companies and by their people.  Leaders need to encourage their people to stay on the move by taking risks, adapting to the uncomfortable environment, and overcoming the myriad of obstacles that we all face today.  It’s too easy to react or settle in the comfort of the home environment.   If people keep moving forward with decisions, acting rather than reacting, they and their company will come out stronger, with the right market feedback.

by Jon Russo Jon Russo No Comments

Jon in the Press

…I’ll soon add a dedicated section to the website of the numerous times we’ve been cited in the press, but here are a few to start:

CMS Newswire5 Ways to Prove Marketing’s Worth to the Board of DirectorsOctober 2019
Successly.ioThe 5 Biggest MarTech and ABM Mistakes Made by Marketing LeadersJuly 2018
EngagioHow to Kick-Start an Account Based Marketing StrategyJuly 2018
DemandGen ReportB2B Marketers Looking To Better Track Activity Across Buyer Stages, Channels & CampaignsJune 2018
DemandGen ReportB2B Marketers Looking To Better Track Activity Across Buyer Stages, Channels & CampaignsJune 2018
DemandGen ReportIndustry Experts, Practitioners Sound Off On The Evolution Of B2B Marketing OpsJune 2018
OpenView VentureDemystifying Account Based MarketingMay 2018
DemandGen ReportCustomer Obsession, Analytics & ABM Take Center Stage At Marketing Nation SummitMay 2018
MarTech AdvisorLessons Learned in an Account-Based Approach (ABA)February 2018
MarTech AdvisorWhat Kind of Talent is Required for ABM Success?February 2018
MarTech AdvisorWhen is Account Based Marketing Needed?January 2018
DemandGen ReportSAP America Acquires CallidusCloud For $2.4 BillionJanuary 2018
MarTech AdvisorHow to Convince Stakeholders ABA is Worth DoingJanuary 2018
DemandGen ReportMarketers Preparing For And Adapting To Email Compliance Standards Around The GlobeSeptember 2017
Chief MarketerWhat Are the Biggest B2B Pain Points?August 2017
DemandGen ReportFind Your Perfect Match: 7 Traits To Look For In A B2B AgencyJune 2017
DemandGen ReportB2B Marketers Report Stronger Results From Retargeting Programs Tied To ABM, Segmented CampaignsMay 2017
CIO ReviewMarketing and Sales Alignment Wow FactorMarch 2017
Marketing Land6 keys to more effective email marketingJuly 2016
MarTech AdvisorDigital Selling – 2017 MarTech Integration ChallengesMarch 2016
Sales Leadership Mgmt Assoc.40 Most Inspiring Leaders – Sales Lead ManagementDec 2015
SlideshareCritical KPI/ROI LessonsOctober 2013
SlideshareMarketing Automation – BtoB MagazineAugust 2013
SlideshareSales Enablement ConferenceAugust 2013
SlideshareFinding Relevant Prospects – BtoB Magazine WebinarAugust 2013
OtherDemand Generation: CMO Viewpoint #DemandConMay 2011

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2015 Sales & Marketing Predictions: Data Relevance

Michael Dell, the founder of Dell Computers, recently said, ‘Data is the key competitive differentiator in today’s business environment.’  I believe he is right.  Data is the star of the 2015 sales and marketing show; enterprises will generate new business, optimize their current state of data, and close more deals as a result of the improvement in data quality.

According to Aberdeen, nearly 91% of B2B Enterprises have not properly optimized their lead flow process.  Proper data is a key ingredient in that optimization.  Despite data not being a ‘balance sheet’ item historically was overlooked by non-marketing executives, executives will begin to assign company initiatives to improve data as they realize the direct correlation of the effectiveness of the inquiry to close conversion process to that of the quality of data in their customer relationship management and marketing automation databases.  CMO’s career credibility relies heavily on the data quality when reporting on their impact to the business and they, too, will invest more cycles in improving the current state of their data.

From this point, companies will begin to experiment with data predictability models.   SaaS based enterprises with large volumes of inquiries and with client usage data will continue to be earlier adopters of such predictive data technology.  SaaS companies will sort out the most probable to deal close or most probable to upgrade, with other companies eventually following suit.  The overall predictive market in 2015 for marketers using data will still be very nascent (<$100M for all companies in the sales and marketing use case) but will be the fastest growth as a percentage quarter over quarter of any marketing technology in 2015.

Lastly, the term ‘Big Data’ will become increasingly meaningless in 2015 as the executive question will pivot from ‘what are we doing in Big Data?’ to ‘how can our data be used to increase productivity…increase sales…decrease customer churn…etc.?’

What do you think will happen in 2015?

by Jon Russo Jon Russo No Comments

4 Reasons why Marketing Automation changes a Marketer’s SaaS Career.

I just read an interesting post from a fellow EMEA CMO/head of marketing @JWATTON with a thought provoking viewpoint that marketing automation for SaaS (software as a service) US headquartered companies would have less need for heads of regional marketing in locations like EMEA as automation replaces local headcount.    My view is slightly different.  As a head of marketing  for 3 software and service companies with 2 successful exits, I’ve hired in region expertise, spent significant time in Europe, and implemented MAP (marketing automation platforms).   He had some really interesting viewpoints that I wanted to elaborate on – some of which I agreed with and some my view differs.

Here’s how I’m seeing things on what changes marketing automation means for a marketer and her/his career:

  • Marketing automation on its own with no marketer senior level supervision is like a train running downhill without tracks.  The potential to do more harm than good exists when investing in these systems without a clearly defined business objective up front.  The caboose is the MAP, the engine is the objective, the trains that link the caboose to the engine are the process.
  • Marketing automation is a means to an end, not the end itself.   A measurable business outcome should be set with sales tying them to the outcome of the process and also involving them on why this benefits y/our selling cycle.  When automation is performing correctly, revenue is accelerated and sales teams are more informed about their prospects prior to actually contacting them.  A marketer now needs to run that dialogue, that is a new dialogue for ‘dated’ skill set sales people as well as ‘dated’ skill set marketers – it can also be ‘dated’ skillsets for board members who do not know how to measure marketing, adding another complex communication vector to the equation.
  • As @JWATTON identifies in his blog post, Marketers who are not proficient in the latest digital tactics are not going to survive in this new world.   Those that are not steeped in the language of Eloqua, Marketo, SilverPop, Pardon, Hubspot, or any other marketing software that integrates with Salesforce.com will become known as the ‘marketers of the 80s’.  Those that are not proficient in social media like LinkedIn, Facebook and Twitter (follow me @b2bcmo) and understand the social media tie to business objectives will also be ‘80s marketers’.   Lastly, those not proficient in SEO techniques an integrating SEO into the MAP platforms for B2B will also be yesterday’s marketers (NOTE:  today’s integration is challenging).
  • In my mind and contrary to his post, there is always a need to be geographically close to both internal customers (sales) and external prospects and/or customers.  It is nearly impossible for a head of marketing in the US to know and understand the marketing nuances of in region challenges.  Marketing within Germany is a challenge in and of itself;  it’s often a NA centric software company *incorrectly thinks* EMEA is one ubiquitous region to market into (just like the US!) without understanding each country has a different market and a different way of receiving information.   Privacy laws differ dramatically in EMEA and in certain countries moreso than that of the US;  this makes a marketers job in both EMEA and US more complex and raises the bar for a marketer to continually learn, as his post correctly points out.  Also note that contact software today (Dun and Bradstreet, InsideView) are largely North American centric databases, thus requiring another level of thought from an in region marketer.

It’s a round world and we all see things from different viewpoints – how do you see things if this relates to you?