B2B Growth: Your Daily B2B Marketing Podcast
B2B Growth: Your Daily B2B Marketing Podcast

Episode 1669 · 4 months ago

How to Leverage PR’s Impact for ABM Results with Dara Treseder


In this replay episode Logan Lyles talks to Dara Treseder, formerly CMO at Carbon, now at Pelaton

Conversations from the front lines of marketing. This is be tob growth. Welcome in to Friday's episode of B Tob Growth. I'm your host, Benjie Block, and today we're sharing a replay episode, because that's what we do here on Friday's at bb grows. We have two thousand episodes in our archive and we love to pull things from past episodes that are relevant to where we are today. Today I'm pulling a conversation that we had with Dora treceder. She is actually now the global head of marketing, communications and membership at Peloton, but formerly, and when we talked to her and sat down and had this conversation, she was the CMO at carbon. The conversations about how to leverage PRS IMPACT FOR ACCOUNT based marketing results and I thought this would be timely. We actually did an episode this week where we talked about being hyper focused and ABM approach. I know Dan has done a deep dive into abm in the past what year or so, but I love this idea of leveraging prs impact in a specific, really narrowed account based marketing approach and results. So, without further ADO, here's our conversation with Darra proceder. Welcome back to be to be growth. I'm Logan lyles with sweet fish media. I'm joined today by Dora Tracitar. She's the Como over at carbon. Dara, welcome to the show. How's it going today? It's going great. Thank you so much for having me. Really excited to be on here with you. Absolutely you and I recently connected. We had you on another podcast that we produce, building bridges, with Jamie Miller and the folks over at skybridge associate.

It's had a great panel discussion there. Today we're going to be diving into something that's near and dear to your heart, talking about abm, but going beyond the sales and marketing alignment. I think if we did another episode here that just vaguely said, hey, if you're going to do a BM, you need to be aligned with sales, people would skip right to the next episode. You are passionate about the fact that it needs to go a higher level than that and go broader in the organization. So we're going to be talking about some some things. They're a marine analogy. I know we're going to jump into that's going to be a little fun. But before we do any of that or I would love for you to share just a little bit about yourself and what you in the carbon team er up to these days. Absolutely well, I am. I'm a proud member of carbon, carbonism and Incredible d printing company that's finally fulfilling the promise of d printing. For a long time there was a lot of talk about how three printing would actually go into manufacturing, and carbon's D company that's actually making that happen, and so it's a really exciting time to be in this space. It's an exciting time. I'm a technologist at heart, so I love seeing how technology can really improve our lives and help us better protect the planet, and that's sort of what we're doing here at carbon. And before I was at Cmo at carbon, I was CMO at GE buge business innovations and geventures, and before that led marketing organizations at apple and other companies. Awesome impressive resume already so far in your career, and you know those technology routes are just evident there, from GE to Apple. You know different pieces in the technology sector really interesting. I came from selling office equipment for ten years before joining sweet fish and there was all this talk about d printing applications in the office in addition to manufacturing. So it's really intriguing to see kind of what's new, because I've kind of been out of touch and what's happening there so cool that you guys are on the leading edge there. So let's dive into our conversation about ABM.

You have come up with a different term that you kind of refer to your ABM methodology that you guys are employing there at carbon and it's all about going a level above sales and marketing alignment to drive alignment more broadly with other key departments within your organization. Right, absolutely, in fact. I actually call a precision marketing because I think when you know the target accounts, that's just a start of the journey. It's not just about alignment with sales, it's about alignment with product, it's about alignment with operations, it's about a alignment with supply chain. I think in order for us to better serve the customer, the target based that we're going after, it's going to take a deep cross functional alignments across the board for us to deliver and communicate with our customers in a way that we're actually going to reach them and, most importantly, deliver on the promise. Right. It's one thing to go to a customer and say, Hey, here's what I can do. It's another thing that you to exceed, and we have kind of a mantra here carbon meets or beat. We always want to beat but at the very least meet any expectations we put out into the market. So I think that cross aunctional alignment is really important and I think that goes even deeper than sales and marketing. So I really forge to be market as in order to be successful. I think you got to get out of the bubble of just oh, it's just about sales and marketing. That's just the start. You have to start thinking about how we working with product, how we working with operations, how we working with all of the other different aspects of finance, the other different aspects of the organization, in order to be able to deliver an unparalleled offering that is going to absolutely help you dominate the market. Yeah, absolutely, and some of those, as you and I were talking offline, are kind of Tangental to sales, sales enablement, sales training, and somewhat they might be close to marketing depends on kind of your organizational structure. COLMS IN PR. I think we're going to dig into that here in a little bit as well. But events. You know, how do you create ate that seamless journey...

...from digital to in person, which is extremely important with everything going on in the world today, as you think about it? You know, I was kind of picking your brain earlier, Dara, and you mentioned to me that the key to all of this, to driving this alignment, is not just to realize, okay, it's not just sales. I love how you said that's that alignment is just the start. Then you've got to go broader. Now how do you do that? Tell us about kind of what's been key in your mind as you've gone to these other department heads and try to create an integrated approach across product operations, finance, sales, COMMS PR from the marketing team that you lead. So I think the most important thing is setting a North Star, and I always say marketing is responsible for partnering with the CEO to get that future vision and painting it right. What is the future vision of the company? Where are we going? And I think once you work with the CEO to paint that future vision, then it's a lot easier to come up with the right positioning. And positioning is so important because it's not just about its positioning across everything from the product all the way to the corporate positioning, to how we talked to our employees, to it's thinking about positioning in the three hundred and sixty degree holistic way. I think once you've painted that future vision, the positioning is the storytelling, it's the expression of that vision and when you have those things locked in, dialed in, then you're much better positioned, pun intended, to be able to work with the different functions within your organization to March towards that right so it's almost like it's got to be. Everybody in the company has to be marching towards this, towards this future state, and I think it's like it's imagining the future, it's calling it what it's supposed to be, articulating what it's supposed to be and then pushing all functions of the organization working together to bring that future closer...

...faster one. I love the Pun that you dropped their Jeremy Wellman on our team, who is the resonant pun master is going to love that if he's listening to this and said Yes, absolutely. And number two, what you're saying there reminds me of some of the common things we've talked about on this show before, from what's kind of become known as the best sales deck ever, from Zora right painting that picture of the future state. They weren't talking about, Hey, we can help you take subscription payments. They were talking about there's a bigger shift in the world, here's the promised land of taking advantage of this shift, or at least avoiding the pitfalls of being left behind, and here's how we help you get there. You know, I want a double click on something real quick. Are you mentioned that relationship with the CEO and you know you've been in organizations of vastly different sizes, you know, throughout technology, as we talked about earlier. Any tips for other CMOS in navigating that relationship with the CEO when it comes to this positioning and overall alignment? You know, kind of the theme of this conversation is around, you know, the different organizations, but you mentioned that that crucial relationship between CMO and CEO. Anything from you know, kind of your current position or anything historically coming from from that conversation that you think other marketing leaders need to learn from. It's interesting because there's so many studies that have shown that while a lot of CEOS have faith in their CFOs and other members of Nir c suite, when they asked about their CMOS, they don't necessarily have that faith. So I think the relationship between the CEO and the CMO is so critical. It's critical for the company and, of course it's critical for the CMO in order to be effective. And I would say I think the key thing is, you know, there's there was something that when I when I first of all took over a communications functions, I used to always tell my comms leader, let's never believe our own press release. You know, it's like, you know, that's kind of like you don't you don't believe your own press release a little bit, and I think as marketers we have to drink that our own our own I don't want to say coolates. I'm going to say, you know, our own healthy fresh half water. But but you...

...know, I think we need to we need to not try to market to the CEO but instead lay the facts out and have a real discussion. I think too many marketers, when they get in discussions with the CEO, instead of pointing out data that's actually useful and relevant, they're talking about things a CEO doesn't care about. The CEO could care less about your impressions right. They want to care about the business results. So I think being able to take and translate what you're doing into con Crete kpis that matter to the CEO, that matter to the board, and then being able to have that discussion with the CEO I think establishes you and positions you in a place of credibility so that you can then start to work on things like the vision and the positioning. But if you don't have that trust in place, it's going to be very difficult for you to engage at the level that you need to engage with in order for this strategy to be effective. So I think it's really important to take a data driven approach. It's really important to work to cultivate and earn that trust of the CEO and the realities. As a CMO, you know you're in a different position than someone like a CFO. You know, whereas I think the CEFFO has the trust and has to lose it. As a CMO, we need to earn the dress. It's kind of an interesting dynamic because of course it's so much spend on marketing and it's not always they're not always able to see directly how the spend is translating into business results. So that's your job, is to tie that and it's I know it's hard, right, you know it's sometimes it's complicated, but the more we work to tie the connection between activity to impact, the stronger will be able to have a good relationship with our CEOS and ultimately be able to be the champion for our organizations that we need to be and we can be. And so much that you just unpacked their Dur I mean one realizing that you're starting with the decks act against you, I mean according to the content and the studies that you reference there, you know, meanwhile the CFO is saying, Hey, we cut cost ten percent, be because I did this one thing...

...over the last quarter and boom, there it is right. So there's that realizing kind of that dynamic and not, you know, saying what was me but taking action on it, being data driven, but translating that, not saying well, we got this many mqls and this many impressions and this social feed has this many followers, but taking the time to take that data driven approach and translate it into the things that the CEO cares about. And one thing I I've seen, even on a small team. You know, our CEO, James, wants to see you know like three, four or five things you know, and sometimes we have conversations like well, what about this? And I hadn't kind of taken the time to go that next level there. So, whether it's it you're a team of five thousand employees or twenty five like like ours, I think what you're saying holds true. Hey, everybody logan with sweet fish here. You probably already know that we think you should start a podcast if you haven't already. But what if you have and you're asking these kinds of questions? How much has our podcast impacted revenue this year? How is our sales team actually leveraging the PODCAST content? If you can't answer these questions, you're actually not alone. This is why I cast it created the very first content marketing platform made specifically for BEB podcasting. Now you can more easily search and share your audio content while getting greater visibility into the impact of your podcast. The marketing teams at drift terminus and here at sweet fish have started using casted to get more value out of our podcasts, and you probably can to. You can check out the product in action and casted dot US growth. That's sea St Ed dot US growth. All right, let's get back to the show. I want to come back to something as we were talking about broader alignment throughout the organization between marketing and other key...

...stakeholders that are going to help you drive your ABM initiatives, what you call precision marketing, and that's PR and calm. So I want to come back to that marine analogy that we mentioned at the top of the episode. Tell us a little bit about how you think PRC and calms, their relationship with marketing in this ABM approach, can really have the the maximum impact. Yeah, thank you. I'm you know, this is a topic that I love talking about because unfortunately feel like PR and comms in some organizations are divorced from marketing efforts and I think that's actually a strategy for failure. I think it's important to have PR and communications as one of the tools in the tool kit of the marketing leader. And the reason for that is because, you know, I was talking about the fact that my husband is a former marine, you know US Marine, who served in Rock and Afghanis and and if he's listening to this he probably be horrified because I'm sure I'm butchering the analogy, standing my very limits and their standing of one of the things that the Marines do is they go in to make sure that they create an environment that the other arms of the military can create, an environment that will allow and will better enable the other arms of the military to be successful. Right and I think that's that's a really important role that PR and COMMS can play. For example, if you've painted this future vision, you said this is who we are, this is we what who we want to be. It's then important that you use PR and communications to actually tell the world about that vision. And I'll give you a very real example from from where I sit. So I just talked about the fact that we're DPRINTING company that's actually going into production than into manufacturing. But that's something that's been talked about but hasn't been demonstrated until we came long and we have some fantastic use cases whether it's the adidas for these shoes, or helmets by Radel or bike seats by specialized of actual products that was d printed that consumers are buying and wearing and using to whether...

...it's improving head protection with the helmets with Ridel or or helping them have run faster and better through with the adidas shoes, or a more comfortable as successful ride with the bike saddles. These are concrete products and we use and leverage PR and communications to make sure the world knew about those products. So when we were when we were going to other other companies to say hey, you can use our technology to make great products, they're like, Oh, yes, I've heard of this. You know, we created that environment that allowed us to be more successful as we took precision marketing to go after targeted accounts. So I think that that's just a really important thing. But marketers to considers how are we using PR communications to tell the narrative and the story that will open the door for us as we begin to engage with these targeted accounts. Makes it much easier for the sales people. It accelerates the accelerates the biers journey. Is simplifies the buyers journey and it shortens the sales cycle. So I think that's a really important to one in your CMO. You're listening to this and you don't have p our communications right now reporting into you. You need to think about the conversation with the CEO about how to better leverage that aspect on that function, which is a tool kid in a cmmost tool bucks that you need to be able to use to arrive at the business results and decisions that you're capable of. Yeah, absolutely. I mean I can see that analogy playing out. I mean that air cover or kind of that that front wave. You know, as you mentioned before, you know the Navy, the air force comes in. Even though I live in Colorado Springs of Stone's throw from the Air Force Academy, I did not come from a military family. So I'm going to you know much much like you mentioned. Not Do your husband and everybody listening to this that has more experience there do a disservice by trying to work out that analogy because I don't know where I'm going. But I can see it there and I hope he appreciates that and I think it does at least paint some men told picture for folks out there.

DART. This has been a great conversation. I Love Your Passion for making other marketing leaders more effective, learning from some of the things that you've encountered so far in your career, some of the things you guys are putting into practice at carbon. If anybody listening to this would like to stay connected with you, ask any follow up questions or just be able to engage with you and continue to learn as you as you do, as you continue on your journey there at carbon, what's the best way for them to reach out and stay connected with you? Well, to learn more about carbon, please visit our website, wwwcarbon dcom. And you can follow me on social media at direct RECITA, just my first name and lasting direct RESEDA. I'm on Instagram, I'm on Linkedin, I'm on twitter. So if you want to follow me to learn more about my journey and what's happening at carbon, would love to continue to stay in touch. Thank you. BB growth is brought to you by the team at sweet fish media. Here at sweet fish we produce podcast for some of the most innovative brands in the world and we help them turn those podcasts into microvideos. Linkedin content, blog posts and more. We're on a mission to produce every leader's favorite show. Want more information? Visit Sweet Fish Mediacom.

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