Inbound organization

FFIRS 03/20/2018 13:47:46 Page ii FFIRS 03/20/2018 13:47:46 Page i I N B O U N D ORGANIZATION FFIRS 03/20/2018 13:47:46 Page ii FFIRS 03/20/2018 13:47:46 Page iii I N B O U N D ORGANIZATION How to Build and Strengthen Your Company’s Future Using Inbound Principles DAN TYRE | TODD HOCKENBERRY FFIRS 03/20/2018 13:47:46 Page iv Cover design: Wiley Author photos: Cy Cyr, Inc Copyright  2018 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750–8400, fax (978) 646–8600, or on the Web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748–6011, fax (201) 748–6008, or online at http://www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762–2974, outside the United States at (317) 572–3993 or fax (317) 572–4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com ISBN 9781119482451 (Hardcover) ISBN 9781119482482 (ePDF) ISBN 9781119482475 (ePub) Printed in the United States of America 10 FFIRS 03/20/2018 13:47:47 Page v To business owners working hard every day to build a solution, product, or service that buyers love To people working in those businesses trying their best to help To the inbound believers at HubSpot, their partners, and their customers and users To our families, who allowed us to share this book with you FFIRS 03/20/2018 13:47:47 Page vi FTOC 03/20/2018 14:1:44 Page vii Contents Foreword by Brian Halligan, CEO and Chairman, HubSpot Preface Our Stories Acknowledgments Introduction Chapter Chapter Chapter Chapter xiii xxi xxvii xxxv xxxvii Doing Business in the Twenty-First Century Change Happens Gradually, Then Suddenly Increased Competition from Everywhere Buyer Expectations Have Changed Today’s Customer Will Not Be Tomorrow’s Customer Traditional Industries Are Not Immune to the Challenge Why the Inbound Organization Philosophy Is the Right Approach The Building Blocks of an Inbound Organization The Disruptive Impact of Inbound 1 10 11 14 15 Inbound Assessment and the MSPOT 19 Inbound Organization Assessment 19 Creating an MSPOT 28 vii FTOC 03/20/2018 14:1:45 viii Page viii Contents Chapter Start with Your Mission What Is Your WHY? Document Your Mission 33 33 35 Chapter Building a Culture That Reflects Inbound Values Trust, Transparency, and Accountability Putting People First Teams and Teamwork 40 42 45 47 Chapter Inbound Decision Making Inbound Decisions Use Good Judgment 51 53 56 Chapter Create an Inbound Operating System Creating Your Culture Code Open Communication Spaces and Tools Employee Feedback Mechanisms Regularly Scheduled and Structured Interactions Chapter Chapter 10 Chapter 11 Find Inbound People Inbound Recruiting—The Candidate Experience How Do You Find the Right Employees for a People First Culture? 58 59 62 64 65 68 71 74 Cerasis—Culture Creating a Movement around a Mission 76 Inbound Strategies—Change from Selling to Helping People An Inbound Strategy Defined 84 87 BNOTES 03/20/2018 13:32:4 Page 231 Notes 231 www.salesforce.com/blog/2016/04/b2b-buyers-change-social-sell-on­ linkedin.html Google, “Winning the Zero Moment of Truth,” 2011, https://www thinkwithgoogle.com/_qs/documents/673/2011-winning-zmot-ebook _research-studies.pdf BIA/Kelsey, “Nearly All Consumers (97%) Now Use Online Media to Shop Locally, According to BIA/Kelsey and ConStat,” Cision PR Newswire, March 10, 2010, https://www.prnewswire.com/news-releases/ nearly-all-consumers-97-now-use-online-media-to-shop-locally­ according-to-biakelsey-and-constat-87221242.html Chapter 16 Centralized View of the Customer Pete Caputa, phone interview with Todd Hockenberry, October 5, 2017 Emma Brudner, “10 Major Benefits of CRM Systems (Infographic),” HubSpot, April 5, 2016, https://blog.hubspot.com/sales/benefits-crm­ system-infographic Chapter 18 Inbound Marketing Is a Strategic Imperative BIA/Kelsey, “Nearly All Consumers (97%) Now Use Online Media to Shop Locally, According to BIA/Kelsey and ConStat,” Cision PR Newswire, March 10, 2010, https://www.prnewswire.com/news-releases/ nearly-all-consumers-97-now-use-online-media-to-shop-locally-according­ to-biakelsey-and-constat-87221242.html Liz Smyth, “B2B Marketing in a Downturn Part 1: Lead Generation and Lead Nurturing,” Marketo, March 2012, https://blog.marketo.com/2012/ 03/b2b-marketing-in-a-downturn-part-1-lead-generation-and-nurture html Adam Robinson, phone interview with Todd Hockenberry, August 14, 2017 D McCullough, “David McCullough > Quotes > Quotable Quote,” Goodreads, https://www.goodreads.com/quotes/320581-writing-is­ thinking-to-write-well-is-to-think-clearly Janessa Lantz, interview with Todd Hockenberry, September 21, 2017 Andrew Quinn, interview with Todd Hockenberry, October 10, 2017 BNOTES 03/20/2018 232 13:32:5 Page 232 Notes Janessa Lantz, interview with Todd Hockenberry, September 21, 2017 Content Marketing Institute, “B2B Content Marketing: 2016 Benchmarks, Budgets, and Trends—North America,” September 29, 2015, http:// contentmarketinginstitute.com/wp-content/uploads/2015/09/2016_B2B_ Report_Final.pdf Justin Champion, Inbound Content: A Step-By-Step Guide to Doing Content Marketing the Inbound Way, April 16, 2018, http://pdfmedia co/36870420/inbound-content-a-step-by-step-guide-to-doing-content­ marketing-the-inbound-way.html Chapter 19 Bell Performance—Content Attracting, Engaging, and Helping an Audience Glenn Williams, phone interview with Todd Hockenberry, September 29, 2017 Erik Bjornstad, phone interview with Todd Hockenberry, September 29, 2017 Ibid Glenn Williams, phone interview with Todd Hockenberry, September 29, 2017 Ibid Chapter 20 Inbound Selling Dan Tyre, “Always Be Closing Is Dead: How to Always Be Helping in 2017,” HubSpot, January 10, 2015, https://blog.hubspot.com/sales/ always-be-closing-is-dead-how-to-always-be-helping-in-2015 Brian Signorelli, email exchange with Todd Hockenberry and Dan Tyre, December 6, 2017 Chapter 21 Yokel Local’s Strange Trip to Becoming a HubSpot Agency Partner Stormie Andrews and Darrell Evans, phone interview with Todd Hock­ enberry and Dan Tyre, October 26, 2017 BNOTES 03/20/2018 13:32:5 Page 233 Notes 233 David Weinhaus, interview with Todd Hockenberry and Dan Tyre, December 6, 2017 Ibid Ibid Ibid Stormie Andrews and Darrell Evans, phone interview with Todd Hock­ enberry and Dan Tyre, October 26, 2017 David Weinhaus, interview with Todd Hockenberry and Dan Tyre, October 6, 2017 Stormie Andrews and Darrell Evans, phone interview with Todd Hock­ enberry and Dan Tyre, October 26, 2017 Ibid 10 David Weinhaus, interview with Todd Hockenberry and Dan Tyre, October 6, 2017 Chapter 22 SMarketing Jeremy Miller, “Creating a First Call Advantage: Applying the 3% Rule,” Sticky Branding, April 26, 2010, https://stickybranding.com/creating-a­ first-call-advantage-applying-the-3-rule/ Andrew Moravick, “Sales and Marketing Alignment: A Primer on Success­ ful Collaboration,” Aberdeen, July 13, 2017, http://aberdeen.com/ research/8803/rb-sales-marketing-alignment-collaboration/content.aspx Brian Signorelli, email exchange with Todd Hockenberry and Dan Tyre, December 6, 2017 HubSpot, “State of Inbound 2017,” May 17, 2017, https://cdn2.hubspot.net/ hubfs/53/assets/soi/2017/global/State%20of%20Inbound%202017.pdf Chapter 23 Tube Form Solutions—Aligning the Sales Team with Buyers ∗ All quotations by Mike Thomas used in Chapter 23 are from the following source: Mike Thomas, phone interview with Todd Hockenberry, September 29, 2017 BNOTES 03/20/2018 234 13:32:5 Page 234 Notes Chapter 24 Inbound Service Matthew Dixon, Karen Freeman, and Nicholas Toman, “Stop Trying to Delight Your Customers,” Harvard Business Review, July 1, 2010, https:// hbr.org/2010/07/stop-trying-to-delight-your-customers Robert Wollan, Phil Davis, Fabio De Angelis, and Kevin Quiring, “Seeing Beyond the Loyalty Illusion: It’s Time You Invest More Wisely,” Accen­ ture Strategy, February 16, 2017, https://www.accenture.com/ t20170216T035010 w /us-en/_acnmedia/PDF-43/Accenture-Strategy­ GCPR-Customer-Loyalty.pdf Nate Munger, “Day Zero: A New Way to Define Customer Success,” Intercom, November 11, 2016, https://blog.intercom.com/day-zero-a­ new-way-to-define-customer-success/ Chapter 25 Measuring the Health of Your Relationships Michael Ewing, interview with Todd Hockenberry, March 3, 2017 Michael Redbord, interview with Todd Hockenberry, August 7, 2017 Chapter 26 Inbound Back Office Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies (New York: W W Norton, 2014) Michael Ewing, interview with Todd Hockenberry, March 3, 2017 John Kelleher, interview with Todd Hockenberry and Dan Tyre, October 26, 2017 Frank Auger, interview with Todd Hockenberry and Dan Tyre, Novem­ ber 16, 2017 John Kelleher, interview with Todd Hockenberry and Dan Tyre, October 26, 2017 BNOTES 03/20/2018 13:32:5 Page 235 Notes 235 Chapter 28 The Inbound Organization in 10 Years Suneera Madhani, phone interview with Todd Hockenberry, September 1, 2017 Bob Ruffolo, phone interview with Todd Hockenberry, October 20, 2017 Marco della Cava, “Salesforce Unveils Einstein AI to Help Close Deals,” USA Today, September 18, 2016, https://www.usatoday.com/story/tech/ news/2016/09/18/salesforce-uses-ai-help-customers-close-deals/ 90506060/ Paul Roetzer, “Seventh Sense Uses Artificial Intelligence to Optimize Email Send Times and Drive Engagement,” Marketing Artificial Intelli­ gence Institute, October 5, 2017, https://www.marketingaiinstitute.com/ blog/seventh-sense-uses-artificial-intelligence-to-optimize-email-send­ times-and-drive-engagement Paul Roetzer, phone interview with Todd Hockenberry, November 20, 2017 Dharmesh Shah, email exchange wtih Todd Hockenberry and Dan Tyre, December 1, 2017 Katie Burke, email exchange wtih Todd Hockenberry and Dan Tyre, October 14, 2017 Dharmesh Shah, email exchange wtih Todd Hockenberry and Dan Tyre, December 1, 2017 BNOTES 03/20/2018 13:32:5 Page 236 BINDEX 03/20/2018 13:42:21 Page 237 Index Page numbers followed by f refer to figures A Accenture, 186 Accountability, 42, 45 Accounting department, 198–203 Activation stage (customer journey), 187 Advantage, competitive, 12, 14 Advise stage (inbound sales process), 160 AI, see Artificial intelligence “Always Be Closing Is Dead” (Tyre), 154 Amazon, 17 Andrews, Stormie, 162, 165–166 Application content, 139 Application developers, third-party, 209 Artificial intelligence (AI), 1, 144, 216–218 Asia, inbound marketing strategies in, Assessment, inbound, see Inbound assessment Auger, Frank, 35, 46–47, 204 Automation, 94, 117, 129, 158, 217 Autonomy, 210 Awareness stage (buyer journey), 118–120 B B2A (business to appliance), 106 B2B, see Business to business B2C (business to consumer), 106, 147 B2W (business to whatever), 106 Back office, 197–207 defining, 197–198 finance and accounting in, 198–201 IT department in, 205–207 legal department in, 203–205 value of inbound strategy for, 201–203 Behaviors, buyer, see Buyer behaviors Bell Performance, 30f, 32, 146–151 Benioff, Marc, 216 Bet-your-company decisions, 56 Bezos, Jeff, 100–101 Bjornstad, Erik, 149 Blog(s), 119–120, 149–150 Bots, 217–218 Brands, 12, 75, 137 Branson, Richard, 45–46 Brynjolfsson, E., 197 Burke, Katie, 47, 74–75, 221 Businesses, traditional, 10–11, 198, 210, 215 Business to appliance (B2A), 106 Business to business (B2B), 2–4, 96, 119, 137, 147 Business to consumer (B2C), 106, 147 Business to whatever (B2W), 106 Buyer behaviors, 153–154, 169 at Bell Performance, 149 at Cerasis, 78 changes in, 7–10 and inbound strategies, 85, 86 and information technology, 206 and mission, 34 shifts in, 3–4 and SMarketing, 167–168 Buyer control, 14, 154, 215–216, 219 Buyer expectations, 6–13 about inbound service, 190–191 and changes in buying behavior, 7–10 and inbound organization philosophy, 11–13 in traditional industries, 10–11 Buyer-focused content, 138 Buyer journey, 115–125, 154, 171f, 191 in Rings of Buying InsightTM, 102 Awareness stage, 118–120 at Bell Performance, 148, 177–178 Consideration stage, 112, 120–122, 184 and content, 136 Decision stage, 122–123, 184 237 BINDEX 03/20/2018 13:42:21 Page 238 238 Index Buyer journey (continued ) defining, 115–118 and marketing, 143 SMarketing through, 168–169 Success stage, 123–124 Buyer Persona Institute, 101 Buyer Personas (Revella), 101 Buyer profile, ideal, 156–157 Buying process, insight from personas about, 101–105 C Candidate experience, of hiring process, 71–75 Caputa, Pete, 127 Car dealership (case study), 131–135 Centralized view of customer, 126–130 benefits of, 126–127 building, 128–130 and control/health of customer relationships, 128, 192 and inbound IT, 206 in inbound organization, 14 at service organizations, 185 Cerasis, 76–83, 116, 137, 212 Cerasis Central, 79 Champion, Justin, 145 Change(s): in buyer behavior, 7–10 in buyer expectations, 6–13 pace of, 1–5 Charthouse, 80 Chatbots, 144 Chief people officer, 47 Cialdini, Robert, 86 The Cluetrain Manifesto (Levine, et al.), xiii–xiv, xviii Code funnel, 96–97 Coffey, Brad, 49–50, 56–57 CoGrow, 211 Collaboration, 45 Communication: about mission, 35–38 nonhierarchical, 58 open, 48, 62–64 Company meetings, 65–67 Competition, 4–5, 212 Competitive advantage, 12, 14 Compromises, uninspired, 53–54 Conflict, trust and, 42 Connectivity, Connect stage (inbound sales process), 159 Connett, Liz, xxxviii–xlii, xliv Consideration stage (buyer journey), 112, 120–122, 184 Contact database, 196 Content: application, 139 in Awareness stage, 119–120 at Bell Performance, 148–150 buyer-focused, 138 in Consideration stage, 121 creating, 137–139 educational, 77 as marketing tool, 136–137 for recruiting, 70 service, 140 for SMarketing, 169 smart, 142 solution, 139 top-of-funnel, xli at Tube Form Solutions, 179–183 types of, 139–140 Content Marketing Institute, 141 Content strategy, 141–143 Contracts, conditions in, 204–205 Control: buyer, 14, 154, 215–216, 219 employee, 48 Corporate culture, 40–50, 205, 220 Cerasis, 80 defining, 40–42 and engagement, 95 mission affecting, 37–38 People First mindset in, 45–47 and recruiting, 68–71, 74–75 teams and teamwork in, 47–50 trust, transparency, and accountability in, 42–45 and wiki, 62 Covey, Stephen, 115 CRM system, see Customer Relationship Management system Crowdsourcing, 63, 211 Culture, xix See also Corporate culture Culture Code, xviii, 59–61 Customers: centralized view of, see Centralized view of customer BINDEX 03/20/2018 13:42:22 Page 239 Index ideal, Tube Form Solutions, 175 Customer-centric skills, 219 Customer database, 196 Customer experience, 11–12, 17–18 back office affecting, 201 and buyer journey, 116–117 and centralized view of customer, 130 engagement improving, 93–94 inbound service for, 184 and inbound strategies, 85, 89 Customer fit, 195 Customer-focused processes, Customer journey, 198 building, 189–190 and inbound IT, 206 stages of, 186–189 Customer loyalty, 186 Customer onboarding, 205 Customer relationships, 3–4, 11–12, 16–17 from buyer experience, 84 and centralized view of customer, 128 at Cerasis, 81–82 at Fattmerchant, xlii–xliv with finance and accounting, 198–199 health checks for, 192–196 service, marketing, and sales alignment in, 195–196 from service, 185 Customer Relationship Management (CRM) system, 79, 129, 176, 181–182 Customer renewal success teams, 199–200 D Database, contact, 196 Databox, 127 Davis, Natalie, 61 Day Zero stage (customer journey), 187–190 Decisions, bet-your-company, 56 Decision criteria (5 Rings of Buying InsightTM), 102 Decision making, 9, 51–57 in Advise stage, 160 components of, 53–56 and corporate culture, 47 in ecosystems, 212 and enterprise value, 51–52 good judgment in, 56–57 239 and personas, 105 pre-Internet, xv–xvi Decision stage (buyer journey), 122–125, 184 Departmental meetings, 66–67 Detail-oriented personas, 178–179 Digital disruption, 210 Digital marketing, 147 Digital revolution, Direct mail campaign, 113 Discovery meeting, 159 Documentation, of mission, 35–38 Drucker, Peter, 2, 41 E E-books, 119–120 Education stage (buying process), 97 Einstein (artificial intelligence), 216 Emotional connections, with customers, 93–95 Empathy, in corporate culture, 46 Employees: control for, 48 corporate culture affecting, 41–42 in future of inbound, 215 personas of, 70 power of, xvii–xviii Employee net promoter score (eNPS), 64–65 Employee turnover, 40 Engagement, 92–98 in Awareness stage, 118 and buyer behavior, and emotional connections with customers, 93–95 at Fattmerchant, xliii and marketing, 137, 142 SMarketing monitored, 168 technology for improving, 95–96 with try-before-you-buy options, 96–98 at Tube Form Solutions, 176, 180 eNPS (employee net promoter score), 64–65 Enterprise value (EV), 51–52, 52f, 54, 60 Evans, Darrell, 162, 164–165 Ewing, Mike, 73, 193–194, 200 Expectations, buyer, see Buyer expectations Explore stage (inbound sales process), 159–160 BINDEX 03/20/2018 13:42:23 Page 240 240 F Facebook, 95 Fattmerchant, xxxvii–xxxviii, 38, 216 FedEx, 76 Feedback: buyer, xvi–xvii customer, 12 employee, 58, 64–65 for marketing, sales, and service alignment, 196 Ferreira, Stacey, 36 Finance department, 198–201 Rings of Buying InsightTM, , 101 Fleishman, Hannah, 68, 71–72 Food Marketing Institute, 91 Forge, 32, 31f, 36 Forrester Research, 11 Freemium models, 4–5 Free trials, 4–5 Front-office departments, 197–198 G Glassdoor, 69, 72, 74 Global Sales Partner Program, 169 Godin, Seth, 93 Good fit personas, 163–166 Google, 2, 17, 150 Google Adwords, 182 Government regulations, 218 Groove Networks, xiv H Halligan, Brian, 15–16, 32, 54, 93 Harvard Business Review, 185 Health checks, customer relationship, 193–195 HEART, 60 HELM meeting, 66 Honesty, 89–91 HubSpot, 17 back office at, 199–200, 204–205 and Bell Performance, 149 buyer journey at, 117 code funnel of, 96–97 company meetings at, 66 content at, 138 creation of, xiii–xv, xix culture of, 41, 48–49, 59–60 customer health at, 193–194 decision making at, 55, 56 Index ecosystems at, 209–210 future of inbound for, 221 marketing at, 3, 15–16 mission of, 35, 38 MSPOT at, 28, 32 operating systems of, 58–59 personalization at, 142 persona representation at, 104f recruiting at, 68–72 sales experience at, 97–98 strategies of, 84–85 and Tube Form Solutions, 176 Value Lopp stage at, 189 and Yokel Local, 162–166 HubSpot Academy, 209–210 HubSpot CRM, 176, 181–182 HubSpot Pro, 176 HubSpot science fair, 67 HubSpot user groups (HUGS), 209 I Identify stage (inbound sales process), 158–159 IMPACT Branding, 37–38, 61, 216 INBOUND (event), 49, 209 Inbound assessment, 19–32 conducting, 20t–27t described, 19, 28 and MSPOT tool, 28–31, 30f–31f Inbound Conference, 165 Inbound Content (Champion), 145 Inbound ecosystems, 208–213 at Cerasis, 81–82 defining, 208–210 inbound strategies in, 89 network concepts in, 210–213 transparency in, 43 Inbound marketing, 136–145, 152 at Bell Performance, 149 at Cerasis, 77–78 defined, 14 development of, 15–16 measurable results of, 144–145 producing and publishing content for, 137–140 successful content strategy in, 141–143 at Tube Form Solutions, 183 Inbound operating system, 58–67 company meetings in, 65–67 Culture Codes in, 59–61 BINDEX 03/20/2018 13:42:23 Page 241 Index employee feedback mechanisms in, 64–65 open communication in, 62–64 Inbound organization: core beliefs of, 15 defined, 14–15 future of, 214–222 impact of, 15–18 personas, 99 philosophy, 11–13, 37 and technology, 216–218 Inbound salespeople, 157–160 Inbound sales process, 152, 154, 156–160, 158f Inbound selling, 152–161 See also SMarketing aligning marketing and service with, 195–196 defining, 15, 152–156 developing process for, 156–160 at Fattmerchant, xlii personalizing sales experience in, 160–161 traditional vs., 152, 153t Inbound Selling (Signorelli), 155 Inbound service, 184–192 aligning marketing and sales with, 195–196 building ideal customer journey with, 189–190 buyers’ expectations about, 190–191 in car dealership case study, 132–135 at Cerasis, 80 and customer journey, 186–189 defined, 15, 184–187 Inbound service teams, 194–195 Inbound strategies, 84–91 adopting, 220–222 at Bell Performance, 147–148 and buyer’s journey, 115–125 defined, 87–89 engagement-focused, 92–98 in future of inbound, 220–221 honesty in discussions about, 89–91 at HubSpot, xviii importance of, 84–87 in MSPOT, 29 persona-based, 99–109 value of, 201–203 Inbound Success, 123–124, 192–195 241 Incorporate Massage, 37 Influence: The Psychology of Persuasion (Cialdini), 86 Influencers, 144, 157 Information technology (IT) department, 205–207 InHerSight, 74 Insight content, 140 Instagram, Integration software, 209 Internal content, 144–145 Internet, xv, 3, IT (information technology) department, 205–207 J Job candidates, 70–75 Judgment, in decision making, 56–57 K Kelleher, John, 204 Knowledge base, service, 190–191 L LaBianca, Erik, 216–217 Lantz, Janessa, 137–140 Large markets, selling to, 106 Leaders: centralized view of customer for, 128 at Cerasis, 78 content production by, 137 in inbound operating systems, 59 inbound strategies of, 90 SMarketing development by, 173 transparency of, 44 wiki use by, 63 Leadership, 9, 19 Lead intelligence, 168, 202 Leads, 6–7 in Connect stage, 159 SMarketing generated, 168 stages of, 170, 171, 171f at Tube Form Solutions, 175–176, 181, 183 Legal department, 199, 203–205 Leist, Rachel, 87, 117 Levine, Rick, xiii–xiv Levitt, Theodore, 87–88 LinkedIn, 2, 69, 182 Locke, Christopher, xiii–xiv BINDEX 03/20/2018 13:42:24 242 Page 242 Index Loyalty, customer, 186 Luther, Martin, xiv M McAfee, A., 197 McChrystal, Stanley, 210 Madhani, Suneera, xxxvii–xxxviii, xl, 216 Mahon, Andrew, 60 Marketing, 167, 216–218 See also Inbound marketing; SMarketing aligning service and sales with, 195–196 automation tools for, during buyer behavior change, and centralized view of customer, 127 at Fattmerchant, xl–xliii in Identify stage, 158–159 and information technology, 206 persona, 108 at Tube Form Solutions, 180 video, 85 Marketing Artificial Intelligence Institute, 217 Marketing qualified lead (MQL), 171–172 Markets, target, 105–109 Meetings, 65–67, 159 Mentor programs, 67 Messaging applications, 95 Microsoft, xiv Millennials, 69, 220 Mission, 33–39 defined, 33 developing, 33–35 documenting and communicating, 35–38 good, 38–39 in MSPOT tool, 29 Mobile phone data plans, 88 Moore’s Law, Motivation, 41–42 MQL (marketing qualified lead), 171–172 MSPOT tool: back office use of, 206 building transparency with, 44 in company meetings, 66 creating, 28–32 and decision making, 53 inbound strategies in, 87 and service level agreements, 173 N Netflix, 17 Net Promoter Scores (NPS), 74 Networks, 210–213 Nonhierarchical communication, 58 Norrington, Lorrie, 55 Norrington decision-making matrix, 55–56, 55f NPS (Net Promoter Scores), 74 O Omissions, in MSPOT tool, 29, 53–54 Onboarding, customer, 205 One-to-one marketing, 216 Online communities, 209 Online searches, 10, 137 in Awareness stage, 120 in buyer journey, 7, 116 for recruiting, 69 at Tube Form Solutions, 182 Open book management, 44 Open communication, 48, 62–64 Organizational mind-set, 12 Organization assessment, 19, 20t–27t, 28 Outcome content, 140 Ozzie, Ray, xiv P Paid ads, 144 People First mindset, 45–47, 74–75, 212 Perceived barriers (5 Rings of Buying InsightTM), 102 Personas, 99–109 in Awareness stage, 120 at Bell Performance, 148–150 and buying insight, 101–105 and company mission, 34–35 in Consideration stage, 122 and customer journey, 189 defining, 99–100 detail-oriented, 178–179 discovering, 102–103 employee, 70 at Fattmerchant, xxxix–xli good fit, 163–166 and inbound marketing, 136 and marketing, 141, 143 in political campaigns, 110–114 and target markets, 105–109 at Tube Form Solutions, 176–182 BINDEX 03/20/2018 13:42:25 Page 243 Index Persona-based content, 140, 181–182 Persona interviews, 102–103 Personalization: and centralized view of customer, 126 and engagement, 94 in marketing, 142–143 and technology, 216–218 at Tube Form Solutions, 180 Plays, in MSPOT tool, 29 Policy manuals, 56 Political campaigns, personas in, 110–114 Power, organizational, xvii–xviii Precontact stage (sales process), 100 Priority initiative (5 Rings of Buying InsightTM), 101 Product content, 140 Productivity, 154 Product quality, PR 11/11, 217 Q Quality, product, Quinn, Andrew, 48–49, 139, 216 R Radical change, 1–2 Radical transparency, 43–44, 203 Recruiting, 68–75 candidate experience in, 71–73 and corporate culture, 40 importance of, 68–71 for People First culture, 46, 74–75 Recruiting funnel, 72 Redbord, Michael, 196 Relationships, customer, see Customer relationships Respect, in corporate culture, 46 Results-oriented personas, 178–179 Revella, Adele, 101, 104–106 Revenue goals, 170, 172 Richard, Eric, 48 Robinson, Adam, 76–83, 116, 137 Roetzer, Paul, 71, 217 Ruffolo, Bob, 37, 61, 216 S Salesforce, 216 Sales funnel, 115–116 Sales model, evaluating current, 156 243 Salespeople: in Consideration stage, 121 development of inbound sales process by, 157–160 impact of inbound selling for, 154–155 role of, in buyer journey, 115–116 traditional, 154–155, 159 Sales process: and buyer journey, 116 at HubSpot, 182 inbound, 152, 154, 156–160, 158f Sales teams, 154, 206 Sarasin, Leslie G., 91 Scott, David Meerman, 16 Searls, Doc, xiii–xiv Self-service, 190–191 Selling, 152, 153t See also Inbound selling Senior executive meetings, 66 Service, inbound, see Inbound service Service content, 140 Service departments, traditional, 195–196 Service knowledge base, 190–191 Service level agreement (SLA), 170–174 Seventh Sense, 216 Shah, Dharmesh, xiii, xv, xix, 16 on corporate culture, 41, 46, 49 on decision making, 53 on future of inbound, 217–218, 221–222 on inbound strategies, 86 on mission, 38–39 on operating systems, 60 Shea, Mary, 11 Sheridan, Marcus, 6, 11, 100 Sherman, J.D., 41, 48, 54, 58–59, 62 Signorelli, Brian, 155, 169 Sinek, Simon, 34 SLA (service level agreement), 170–174 Slack (tool), 64 SMarketing, 167–174, 218 defining, 167–170 implementing, 170, 171 service level agreement in, 171–174 Smart content, 142 Socially conscious companies, 34 Social media, 2, 69, 96, 155 Solution content, 139 S&P 500, 17 Sponsored promotion, 144 BINDEX 03/20/2018 244 13:42:29 Page 244 Index Spotify, 17, 142–143 Sprint, 88–89 SQL (sales qualified lead), 171–172 Stanley McChrystal’s Law, 210 State of Inbound (HubSpot), Strategies: inbound, see Inbound strategies in MSPOT tool, 29 Success factors (5 Rings of Buying InsightTM), 102 Success stage (buyer journey), 123–124 Success teams, HubSpot, 199–200 Suggestion box, 65 T Targets, in MSPOT tool, 29 Target markets, 34–35, 105–109, 151 Teams, corporate culture in, 47–50 Team meetings, 66 Technology: and buyer journey, 117 and centralized view of customer, 128–129 changes in, 1–2 and future of inbound organizations, 215 impact of, xiii, 17 improving engagement with, 94–95 and inbound IT, 206 in inbound selling, 155, 158 personalization with, 216–218 TFS (Tube Form Solutions), 10–11, 175–183 They Ask, You Answer (Sheridan), 11, 100 Third-party application developers, 209 Thomas, Mike, 175–177, 180–183 Time to Value stage (customer journey), 188 Top-of-funnel content, xli “Top 2%ers”, 70 Trade shows, 181 Training, 124 Transparency, 161 in company meetings, 66 in corporate culture, 43–45 at Fattmerchant, xxxviii–xxxix in inbound ecosystems, 212 in inbound operating systems, 59 Trigger events, 119 Trust: in Awareness stage, 119 and buyer expectations, 12 in Consideration stage, 121 and corporate culture, 42–43, 45 engagement creating, 94 and inbound operating systems, 63 marketing to build, 142 and SMarketing, 169 and technology, 206 Try-before-you-buy options, 96–98, 189 Tube Form Solutions (TFS), 10–11, 175–183 Turnover, employee, 40 Twitter, U Uber, 17 Uninspired compromises, 53–54 University of Texas, 94 UPS, 76 V Value, of inbound strategy, 201–203 Value Loop stage (customer journey), 188–189, 196 Vectors, corporate culture, 49 Verizon, 89 Videos, 85, 120 Vision, 151, 208 W Websites, 119, 147 Weinberger, David, xiii–xiv Weinhaus, David, 162–166 Wikis, 62–64 Wilcox, Amelia, 37 Williams, Glenn, 146–148, 150–151 Y Yokel Local, 162–166 Z Zappos, 17 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley's ebook EULA ... the Inbound Organization Philosophy Is the Right Approach The Building Blocks of an Inbound Organization The Disruptive Impact of Inbound 1 10 11 14 15 Inbound Assessment and the MSPOT 19 Inbound. .. Ideas behind an Inbound Ecosystem 208 The Inbound Organization in 10 Years Technology Will Drive Marketing and Sales Personalization The Inbound Organization in 10 Years Adopt Inbound 198 201... 192 193 195 Inbound Back Office Do Finance and Accounting Help Your Customer’s Experience? Finance’s Role Moving Forward Inbound Value on the Balance Sheet Inbound Legal Inbound IT 197 Inbound Ecosystems