With demographic profiling you’re reaching people who are most broadly potential customers. For a consumer company demographics could include age, gender, income, where they live, race, education and so on. (B2B demographic data can include the industry of the company, location, size, departments and titles of people, etc.) But people with similar demographics may actually have very different buying habits. The people in my neighborhood are similar to me demographically but some have very different tastes when it comes to food, cars, entertainment, vacations, fashion and so on.
Marketing technology is central to the success of revenue generation programs today. Companies can use these software programs for such important tasks as email marketing, website conversion optimization, search advertising, and providing a consistent message across different channels. When properly used they can help generate significantly increased leads, opportunities and sales.
But Scott Brinker has identified over 5,000 companies offering marketing technology (martech) software in dozens of categories. This vast variety of options makes it difficult for people in many companies to decide which types of technologies to use; selecting the particular software programs is even more difficult. It is especially challenging for small- and mid-sized businesses (SMBs) that don’t have the deep staff and technical expertise that enterprises have.
I know that the Bullseye Marketing Framework can produce tremendous benefits, but it’s not for everyone.
For example, are you a senior marketing executive at a…
- Global 2000 company?
- Venture backed startup?
- Company with a robust, successful marketing program that’s exceeding its goals?
Then maybe you already have this revenue generation thing nailed. You look at the Bullseye Marketing Framework and think, “I’m good, thanks.” And that may well be the case.
On the other hand, maybe you’re a senior executive (in marketing or another area) in a small- or mid-sized company that is feeling a lot of competitive pressures.
Eight out of 10 small businesses fail in the first 18 months. I ran my own small business for a dozen years, taking it national and then selling it. I have also acted as vice president in three other businesses with 10-100 employees, coached CEOs, mentored startups at MIT, and have many small businesses as clients. As a result of this experience, and talking with countless other small business executives, I believe that these are the five main reasons why so many small businesses fail: