Media’s target audience?


mass-of-peopleLife Magazine, The Bell Telephone Hour, The Evening News with Walter Cronkite… Examples of text, radio and video specifically designed to appeal to the broadest possible audience. Long ago, organizations interested in selling their wares recognized the value of connecting their logos to this content to grab the attention of as many eyes and ears as possible.

It’s not news that over time, the breadth of the target audience for all types of media and the advertising that pays for it has grown steadily narrower. The market for $400 crank arms for bicycles, for example, is really, really narrow, but you can find information on which ones are right for you by reading Cyclecross Magazine! So what’s the point of all this for a sales leader?

The entire history of media has placed its use for business firmly in the hands of marketing people, and that’s no longer appropriate.

I’m not suggesting that we kick Marketing pros out of the media world. Not at all. Media is more important than ever for Marketing. The point is, technology has enabled Sales to exploit the power of media.

Most Sales Mangers fail to grasp the power and influence media can have on closing specific opportunities.

Think about this… It’s a big opportunity and their are 10 people on the customer decision team. The sales rep knows 5 of them well and sort of has a relationship with 2 more. 2 more are strangers and the last one, a really important influencer, is simply unreachable. That is, half the decision team is not all that interested – maybe not at all interested – in evaluating the proposal.

What if? What if your rep recorded a short video reviewing the value of the proposal and recruited the 5 influencers who are on board to get the other 5 to watch it? It’s not a face-to-face call, but it will get the message across.

execAnd think about this… Your ace sales rep just nailed a sales call with the decision maker for a major opportunity. She drove home the 3 key aspects of the value of her proposal. The decision maker loved it! Two days later, the decision maker couldn’t remember why he was so enthused. The e-mail the rep sent summarizing the discussion just didn’t seem to resonate.

What if? What if an hour after that sales call, the decision maker had gotten not only the e-mail, but also a short audio recording of the rep reiterating the 3 key value elements and why each by itself is an exciting proposition? Text and audio, reinforcing the memory of the enthusiasm.

Media no longer addresses only a mass audience. Media no longer addresses only a niche audience. Media addresses an audience as small as 10, or 5 or 1.

So, Sales Manger… As you read and hear about “social media” with all its [unintended] bias to the marketing mindset, remember that media – Sales Process Media – is a Sales tool.

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5 Reasons why Sales Process Media is so effective


Why does Sales Process Media Work So Well?

  1. Sales Process Media works really long hours
  2. Sales Process Media has “Pull”
  3. Sales Process Media is always available on-demand
  4. Sales Process Media has astounding “Reach,” “Speed” and “Odds”
  5. Sales Process Media Never Plays “Whisper Down The Lane”

#1. Sales Process Media works really long hours.

SPM is on-duty and hard at work 24 X 7 X 365.  It never gets tired.  It never gets sick.  It never has a bad day.  It never takes a vacation.  Not a minute.  Ever.

SPM puts in five times as many hours as the most dedicated of sales professionals. Do the math. Let’s say our intrepid example sales pro is out there in front of customers four days a week. A day for this individual goes nine hours. (Including that one day per week of paperwork, planning and the dreaded “miscellaneous duties as assigned.”) Only two weeks of vacation. Sadly, only one week of education and training. And miraculously, only four days a year when the selling spirit just isn’t there.

  • 4 days per week X 9 hours per day X 48 weeks/year = 1,728 hours for the human
  • 7 days per week X 24 hours per day X 52 weeks/year = 8,736 hours for SPM
  • 8,736 / 1,728 = 5.05

To repeat…  SPM puts in five times as many hours as the most dedicated of sales professionals.

#2. Sales Process Media Has “Pull.”  

This point is really, REALLY critical. It relates to how virtually all decision processes are now executed. Consider what happens when a Google search presents your SPM. The customer literally “pulls” you and your knowledge into their decision-making processes. You didn’t need to work, work, work to “push” your way in. They voluntarily “pulled” you in. Not only that:

  • 80%+ of buyers find sellers vs. the other way around
  • 70-80% of the buying process is complete before the buyer contacts the seller

80% of buyers go to Google first. They search. They research. They reach conclusions. Then, and only then do they call the human sales rep.

Was your SPM there when they searched??? If not, the customer found the other guy’s SPM.

They read the other guy’s perspective. They learned about the other guy’s products, services and value proposition. And then they called the other guy – they pulled your competitor onto their team. And maybe just maybe – long after the real decision has been made – they call you in so they can talk about the so-called “alternative” they supposedly considered.  All you get is the opportunity to waste your time on a lost cause.

#3. Sales Process Media is always available on-demand

It’s all about the customer. Whenever and wherever the customer is ready; on an instant’s notice; the SPM is ready, willing and able to be pulled into the customer’s world and to serve. Maybe it’s during regular business hours. Maybe not. Maybe it’s some random Wednesday at 3:00 AM. Maybe it’s New Year’s Eve at 11:59 PM.  Doesn’t matter.

It also doesn’t matter if 2 or 10 or 10,000 customers simultaneously want the same chunk of your SPM. Unlike its human counterpart (You!), the same SPM can be in 2 or 10 or 10,000 places at the same time – effortlessly!

#4. Sales Process Media Has Astounding “Reach,” “Speed” and “Odds”

...SPM extends "reach," increases "speed" and enhances "odds."

…SPM extends “reach,” increases “speed” and enhances “odds.”

Let’s say you make an awesome sales call on the Director of A at a key account. As you’d expect, there is more than one person in the decision network, namely the Director of C, the VP of Y and the CEO. Those other three weren’t at the meeting.  You, for example, being astute, quickly embed the essence of that call in a combination text/video e-mail and send it to your champion, the Director of A.

You include a suggestion that she forward the e-mail to the others with a strong endorsement of your recommendation.  She complies, and:

  • Your SPM “Reaches” them…
  • Literally at the “Speed” of light…
  • With great “Odds” of being opened since it’s coming from the highly respected Director of A

It takes little imagination to see how the same logic applies on an inter-company basis as well. The CEO of Company X forwards your piece of SPM content to the CEO of Company Y, who in turn sends it to the CEO of Company Z. (Imagine that… getting “pulled” into C-suite after C-suite.)

Your value proposition gets spread far and wide, essentially instantly, by people with way more clout than you.

#5. Sales Process Media Never Plays “Whisper Down The Lane”

You remember playing the game as child. Kid #1 whispers a message to kid #2, who whispers it to kid #3, etc. By the time the message gets to the final kid, it’s totally different from the original version.  Same applies to business.

What are the odds the Director of A can repeat what you said in as compelling a fashion as you did to the Director of C? If your message is complex, what are the odds she can repeat it at all? And then how distorted does it get with the next repetition? And the next?

Your SPM (literally an electronic you in that video, podcast, blog post…)  faithfully reiterates the value proposition over and over; perfectly every time.

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Big Data, say “Hello” to Human Nature


No business conversation is complete these days, without at least some mention of “Big Data.” And for good reason. Huge investments in the continuous collection, analysis, interpretation and application of the insights derived from massive data sets consistently generate better than expected quality improvements and ROIs.

WaitTimeTake Electronic Medical Record systems, for example. There is absolutely no doubt that the positive public health quality impact of EMRs, while already huge, has only scratched the surface of its possibilities. You’ve read about how the grand-kids of today’s newborns will routinely live 100 years and more… Thank Big Data for much of that massive advance in healthcare.

But beware the unintended consequences!

As with any new technology, we can’t always predict every ramification of terrific advances of things like EMRs. There’s always a down-side, indicated by things like the above notice posted in who-knows-how-many medical clinics. Like any of us needs yet more wait time to see the doctor!

But the good news continues… A few leading-edge thinkers and organizations are beginning to attack those downside consequences using the long-proven principles of Lean Management. One of the many beauties of “Lean” is its relentless focus on smoothly merging high-tech with high-touch; with our human nature.

Take “Visual Cues,” for example. To paraphrase the Lean Gurus, visual cues put a specific issue in plain sight. They give all team members the same vantage point and enable them to better coordinate their efforts to achieve an objective; like minimizing the total door-to-door time for a patient visit to a physician.

lightpanelA visual signalling system (like the one to the left) in a medical facility, for example, is uncannily effective for patient care team communications. Its hidden sophistication lies in its ability to instantly reach deep down into the depths of our human nature – our “lizard brains” – and enable extremely rapid communication and coordination of effort. Enough added efficiency so the same healthcare team can treat one, more likely two more patients per day! (Anybody out there concerned with the rapidly rising cost of healthcare??? Or the aggravation of the 10:00 doctor’s appointment that actually happens at 11:30???)

So back to the core point of this post… Big Data? Sophisticated high tech? YES!!! Forget about the low-cost integration of the human nature side? AGGHHHHHHHH!!!!!

Each alone is powerful. Both coordinated is magic!

Think about it..

Job description for the 21st Century Sales Leader


So much is different. So much is the same.

Today’s Sales Leader needs to have all kinds of knowledge and skills that couldn’t even be defined 10 or 15 years ago – the technology that brought these things into existence simply did not exist. That’s in addition to a whole host of knowledge and skills that have been hallmarks of the sales leader’s job requirements for decades.

salesVPSo here you are – the executive to whom the Sales Leader reports… Or maybe you are a Sales Leader who has been asked for an opinion… What goes into the job description? What metrics should be used to determine the sales leader’s bonus? My opinion follows (with a bit of extra commentary.)

A. Responsibilities

1. Sales Process Engineering

Ensure sales force buy-in to a clearly defined and documented sales process that supports the organization’s goals, objectives and strategies. Continuously improve the quality of that sales process, train the sales force on it and provide tools to assist with its execution.. (This cannot be accomplished without a very clear sales strategy and a never-ending willingness to change. More info on SPE here.)

2. Opportunities & Obstacles Management

Maintain a program to identify and address the Top 5 Opportunities we as an organization are positioned to exploit. Maintain a program to identify and address the Top 5 Obstacles that inhibit greater sales achievement. (“O & O” is critical to ensure continued focus on the important vs. the urgent.) Use these two programs to manage the linkage between Sales and Marketing.

3. Sales Process Media

Develop and deploy digital media (text, image, audio and video) that supports and offloads work from the sales force. Coordinate SPM actions with Marketing. (The perspective needed for effective use of SPM follows:  “Our mission is to remove the human element from sales. We know we will never achieve it. But in pursuing it we will demolish sales process obstacles.” More info on SPM here.)

4. Sales IT

Work closely with IT resources to ensure adequate systems are in place to support Sales Operations. Ensure that these systems are fully utilized. These systems specifically include, but are not limited to a robust CRM system and Sales Process Media Platform.

5. Leadership

Maintain adequate staffing of the Sales Department. Minimize turnover of the top 50% of performers. Coach weak performers up to at least average performance or out of the organization. (Great sales leadership results in top performers who continuously improve, are highly satisfied with their jobs and have zero desire to go elsewhere. Notice the wording here addresses “what” needs to be accomplished, not “how” to accomplish it.)

B. Metrics

1. Financial

(Some things will never change!)

  • Meet or exceed revenue target
  • Meet or exceed profit target
  • Meet or beat expense target

2. Sales Process

  • Sales Forecast Accuracy (An accurate forecast is dependent on effective use of the CRM system to track sales opportunities, which in turn means the sales force has bought into the sales process. This is the critical metric for judging the effectiveness of Sales Process Engineering.)
  • Funnel Performance (These are the critical metrics for judging the effectiveness of Sales Process Media. Better performance on any of these metrics means that sales work is being offloaded to SPM, enabling sales personnel to become more productive. It is also a deeper-level set of metrics for judging the effectiveness of Sales Process Engineering.)
    • Number of active opportunities per stage
    • $ Value of active opportunities per stage
    • % of opportunities advanced by stage
    • Cycle time by stage

3. Leadership

(Together, these two metrics ensure that the right number of the right people are “on the bus” and “stay on the bus.”)

  • Headcount Plan Met (Yes or No)
  • Sales force turnover

Download an outline of the Sales Leader Job Description.

The vicarious “Buyer’s Journey”


What if… What if your sales team had a document that outlined the Buyer’s Journey in great detail? A document that not only identified each step in said journey, but also the knowledge and insight the buyer needs to acquire at each of those steps? (Maybe even a multimedia document!)

Buyers-JourneyEven better, what if it were created for a “newbie” decision maker? Somebody unfamiliar with all kinds of aspects of making a decision about buying your products and services?

Do any of your potential customers really have a good grasp on all aspects of making a sound decision about buying your products and services?

The newbie decision maker (and, frankly, the seasoned decision maker) needs to know about:

  • Her industry
  • Her job
  • Her company and its goals, objectives and strategies
  • (Her own career goals!)
  • The application
  • The issues and opportunities related to the application and their implications
  • Who is affected positively and negatively before and after the decision
  • The technologies and techniques that can be applied to address the issues and opportunities (Both yours and the competition’s!)
  • The decision process
  • Influencers of the decision process
  • The decision criteria
  • Financial implications of the decision
  • Secondary and maybe tertiary consequences of the decision

Might that (multimedia) document be useful in accelerating your sales process? Might it be useful for “filling in some of the blanks” for your internal customer champion? Or addressing some nagging concerns of one or more of the influencers? Or clarifying the financial impact for the CFO? Or calming non-influencers spooked by potential impact on their jobs? Or providing a way for the “politicians” to take some credit without taking any risk or actually doing anything? Or shutting up the annoying dissenters?

Could a flesh and blood sales rep possibly address all of that “stuff” in a timely manner with all of those people?

I think not.

It’s a job for your Sales Process Media team. Have ‘em embed all that knowledge and info in a digital format. Have ‘em take that vicarious Buyer’s Journey.

Think about it…

Create, Curate and EXTRACT


A sales team without the support of strong content marketing, more specifically, a strong Sales Process Media support process is lost. If you don’t believe that, take a quick look at this and/or this and/or the other 8 million articles and blog posts written about it.. If you still don’t believe it, good luck. You’re missing the boat! (Sorry if you’re insulted…, but it’s true.)

Seems like Content Creation is nearly always the first strategy sales leaders adopt. For good reason! If you create content yourself, it is highly customized and targeted with great precision to your audience. It doesn’t take long, however, to learn that creating good content is hard and time consuming. Sales reps, for the most part, cannot or will not do it well or consistently.

Personally, I think they should, as expressed here, but that’s a different discussion. The fact of the matter is, most sales leaders find getting their reps to create content is an important, but uphill battle.

For purely pragmatic reasons, Content Curation becomes the strategy that is actually implemented. No don’t get me wrong, I’m a HUGE fan curated content. For some aspects of Sales Process Media – notably providing broad perspective from a wide variety of relevant sources – curated content is clearly more effective.

Better yet, Content Curation is something that all good sales reps are doing already. They’re all reading and learning and scouring up new insights for self-improvement. It’s quite easy, quick and inexpensive to simply collect what they’ve read, listened to and watched and re-distribute it via your Sales Process Media Platform.

Content Creation and Content Curation by themselves, however, don’t cut the mustard!

pullingteeth1Content Extraction also needs to be part of the mix. Sales Reps may not curate content well or create it at all, but they most certainly do have the knowledge necessary to make a Sales Process Media strategy catch fire. So yank it out of them!

Actually, sales reps probably won’t even balk at the extraction. They might even like it. Shoot, I know they’ll like it! Start, oh sales leader, with the two fundamental Content Extraction techniques; interview and sanitize.

Interview:  Grab your smart-phone, make like a radio commentator, and interview one of your reps. Pick any topic of interest to your customers and about which that rep is knowledgeable. Chances are, with a few minor edits to the recording, the content will be pretty darned good. (Especially since you as a sales manager have honed your ability to ask great leading questions for so many, many years.) If not, transcribe it, edit it and publish it as text.

Sanitize:  I’ll make another assumption here… Your team writes great proposals with great value propositions based on astute analysis of current customer situations, rock-solid transition plans and financial justifications to implement your products and services. (Certainly, at least a few of your reps do.) Take those proposals, those incredibly great examples of the value of your stuff, make them generic so customer confidentiality is not compromised and distribute it via your Sales Process Media Platform.

Extract, Baby, Extract!

What’s an SPM System?


You NEED a Sales Process Media (SPM) system. See last week’s post for why.

(In a nutshell, Since no sales professional in the universe has time to get everything done, every sales professional needs a digital assistant to help deliver the right, relevant knowledge to the right customers at exactly the right time. That’s what an SPM system does.)


S – T – R – E – T – C – H the day!

It’s easy to understand why a digital assistant that delivers knowledge to customers in digital form is essential. Actually building and using such a system is not so easy. (Sorry to sound like Mom, but just because it’s not easy does NOT change the fact that it’s essential!)

Now for some good news!

The basic, “starter-set” platform for a Sales Process Media System is really pretty straightforward, simple and inexpensive. Here are the three basic parts:

  1. A blog
  2. An e-mail system with distribution list capability
  3. A means to create and publish Landing Pages

A means to create and distribute “Mini-Series” courses on specific topics is also considered by some to part of an SPM starter set. Personally, I see that as part of “stage 2″ since it requires Content Harvesting. (Sign up for a Content Harvesting Mini-Series right here.)

Back to the issues at hand. You’re responsible for selling. If you have some tech help for setting up the following, great! If not, well… a bite at a time is not that hard! Either way, get to it and acquire a platform consisting of:

  • CRM System: To manage who you’re targeting with your SPM System.
  • Web Site:  Your fundamental “distribution system” for all the knowledge your customers need.
  • * E-mail:  You already know why e-mail is essential.
  • E-mail Campaign Manager:  Most e-mail systems have at least distribution list capability, as do most CRM systems. A Mini-Series/Automation function comes with tools like MailChimp.
  • RSS Reader:  You need to consume TONS of content so you can feed the best, most relevant bits of it to customers. Feedly is a good one.
  • * Blog:  Think of it as the holder for short bits of highly focused, highly valuable content. Ideally each member of the sales team will have a personal blog. Don’t worry if it takes a while, even a long while, to get there…
  • * Landing Pages:  Highly focused, single-purpose, standalone web pages, each with a very clear Call-To-Action!
  • Document Sharing System: Go read about how document sharing works on Google Drive. If you’ve ever shared and helped update multiple versions of a proposal or spreadsheet or other document with multiple people via e-mail, you-will-love-it!
  • Wiki:  Ditto the above for large collections of data, information and knowledge. Try Google Sites.
  • Screen-Sharing, VOIP Meeting Tool:   You can’t always be there face-to-face, so go with the next best thing via something like Skype or GoToMeeting.
  • Analytics Engine:  Measurement and use of statistics for web site traffic, lead quality, conversion rates and a host of other SEO-ish stuff is essential

…and a few more tools for the toolbox:


Sounds like a lot of work and it is. But do you or any member of your sales team have enough hours in the day to get it all done? How can you survive without a digital assistant to deliver the right digital knowledge to the right customer at the right time all the time? Get to it!


Why an SPM System?


Before we get to Sales Process Media Systems, a quick reflection on Customer Relationship Management Systems…

papermessOnce upon a time, the typical Sales Manager was unaware that a robust CRM System is an absolutely indispensable tool for sales professionals. Today, only the most stubbornly old-school holdouts try to keep track of prospects, accounts, contacts, opportunities, forecasts and the long, long list of action items, due dates and appointments with a notepad/scrap-paper/envelope-back/yellow-sticky/napkin-based “system.”

Thankfully, it is now common knowledge that CRM is the essential tool for sales territory and time management.

That brings us to the next battle; the next change that will be mightily resisted by sales reps, managers and executives. (Please make note here, that we sales types, we so-called “change agents,” are as resistant to changing our ways as the most obstinate customer out there!) That battle is the one over the crying need for Sales Process Media Systems.

I expect the battle to be long and hard. I expect to be repeatedly told that I’m wrong. I expect a few early adopters to hit grand slam home runs! Hopefully, I can convince you to at least begin thinking about their potential value.

Start with the need for Sales Process Media itself. Since no sales professional in the universe has time to get everything done, every sales professional needs a digital assistant to help deliver relevant knowledge to customers. That is:

  • A robust collection of core digital content:  Text, image, audio and video that articulates elevator pitches, value propositions, problem definitions, case studies, product overviews and all the other chunks of “standard” knowledge customers need to make the buy decision. (Think of it as digital replicas of everything a sales pro says on a recurring basis. Everything!)
  • The capability to quickly produce high quality customized digital content:  Text, image, audio and video that articulates the unique chunks of knowledge that a specific customer needs to address a specific problem or opportunity at a specific time. (Think of it as digital replicas of all the customer-unique bits of knowledge a sales pro delivers on an as needed basis.)

How would a sales professional keep track of, produce and appropriately deliver at the proper time to the proper place literally everything he or she delivers verbally both repeatedly and one-off? With a notepad/scrap-paper/envelope-back/yellow-sticky/napkin-based system??? I don’t think so.

Hold that thought… Next week, a few requirements for your Sales Process Media System.


Creative Discipline


Think about those two words for a minute… Think about how they represent conflicting concepts.

Creativity – the hallmark of the right-brained free spirit; freedom from the constraints of bureaucracy; independence; the ability to see and articulate the big new picture. Without it there is no progress.

Discipline – the hallmark of the left-brained engineer; methodical execution of the scientific method; adherence to mathematical standards; control; the ability to repeatedly produce identical results. Without it there is no progress.

creativedisciplineThe fact is, both creativity and discipline are pre-requisites for progress. One without the other simply does not work. All of the heroes in history – be it philosophy, government, sports, music, inventing, politics, the military or business – demonstrated “Creative Discipline.”

Most of you reading this are in a sales role. Most likely your DNA makes you very comfortable with doing creative work. That’s why most people get into sales to begin with. For us sales types, however, the discipline stuff is not so comfortable. Rules and procedures cramp our styles and seem to interfere with our effectiveness. Down deep though, we understand the need for repeatability, and appreciate the value of discipline.

As a sales leader, focus on the discipline side of the coin.


Why your sales reps SHOULD be creating content


First off, I must make it clear that I regularly consume the content of the Matt On Marketing blog. The consistently good stuff created and curated by Matt Heinz and his team makes me think. I highly recommend it.

That said, I’ve got to take exception with Matt’s recent Why your sales reps shouldn’t be creating content post. My contention is that reps who are not creating strong content on a regular basis are:

  1. Not exploiting a powerful tactical sales tool
  2. Ignoring one of the best Personal Development exercises ever
  3. Denying sales teammates access to their knowledge, experience, creativity and expertise

1) A sales rep who is not creating content is not exploiting a powerful tactical sales tool:

Here’s a specific example. Sales rep had worked an opportunity through the pipeline right up to closing the deal when it stalled. “Do nothing” was the competition. (Sound familiar?)

Customer decision team consisted of Sales Manager, President, CEO/Founder and COO/Co-Founder. Rep had built an excellent relationship with Sales Manager and President and had the support of both to go ahead. Rep had not been able to end-run the President, …and really didn’t want to!

Rep created a 4 minute video of himself articulating the customer’s situation, issues, problems and how his company’s offering would deliver value in that context. He sent it to Sales Manager and President with a suggestion that President forward it to CEO and COO, which she did.

Four days later the deal closed.

The video made it crystal clear to the never-before-spoken-to CEO and COO that this rep and company understood the specifics of their situation. It also shot the rep’s credibility with the customer top executive team through the roof.

Sales-Rep-Created-Content closed the deal.

2) A sales rep who is not creating content is ignoring one of the best Personal Development exercises ever.

Same example. The first version of the sales rep’s video ran 17 minutes. Do you think the attention span of any of those customer executives would have lasted 17 minutes? The rep didn’t think so and therefore thought, studied more, eliminated extraneous detail, identified the guts of the problem and solution and got it to 4 minutes.

That exercise (which took him just less than a full day) dramatically enhanced the rep’s visceral understanding, not only of a common customer situation, but also the true essence of his own offering.

Sales-Rep-Created-Content was far more effective in growing sales for this rep than the 4-day sales training class he attended earlier that year.

3) A sales rep who is not creating content is denying sales teammates access to his or her knowledge, experience, creativity and expertise

Same example. Rep’s company “sanitized” and re-made the video. This more generalized version is now used by the entire sales team at the front end of the pipeline for both prospecting and for engaging the attention of decision makers.

Sales-Rep-Created-Content is helping to fill the top end of the funnel for the entire sales force.


OK, so not all sales reps have the wherewithal to make a video. Ummmmmm, but any teenager with a cell phone can, …and does. Ditto for recording an audio. And if video or audio is too still too much, write it out! It’s your damn job, sales rep, to articulate the value of your wares! Verbally is the only way you can do so? Ummmmmm, but couldn’t you record what you say on your cell phone?


And a final thought. (Perhaps this was Matt’s point.) Is creating content really the highest and best use of a sales rep’s time? In the majority of cases, no.

However, creating highly customized Sales Process Media is!

One of the reasons the term “Sales Process Media” (vs. “Content”) is important is it’s specificity to sales. “SPM” is a subset of “Content Marketing.” It’s content tightly linked to already identified opportunities (like the above example,) and opportunity types (e.g., Problem A, that Functional Executive type B in Industry C typically has that can be addressed by our Offering D.)

Is Matt right? Am I right? Are we both partially right?