An ABM Adventure

I am Head of Product for Engagio, a SaaS application with lots of features and users who use them. (Is there any other type of SaaS application?)

Warning: This blog post throws data around the web with total abandon and gets confusing. You have been warned.

My Mission: To activate and spur usage in the system.

First Step: Usage Tracking
If you can’t measure it, you can’t manage it. (Thanks, Avinash for that lesson over 10 years ago.) We use Pendo for application usage tracking and other stuff. We spent a few weeks tagging every feature in the app and rolling up those features so we can have usage charts like this:

Users –> Contacts
The next step was to get users from the application into Salesforce. This required some engineering help (Thanks, Shaun and Abhishek!). We had some issues with parsing Full Name into First and Last Name. Plus we ended up with some duplicates before we tweaked the system to get it just right. Finally, all users were automatically created in Salesforce as contacts.

Segmentation
I wanted to focus on the group of people that I would have the most success with. I thought the Sales users with some usage in one part of the product but not the other would perfect. However, I didn’t have everything I needed to do that. We used a series of partners, ClearBit, UpWork, LinkedIn, and their user profile to create a field called Best Title.

By using Marketo, we automatically had those contacts sync down to the marketing automation system. I used a smart campaign to use all of those possible titles to create one field called Best Title. Then I used the Marketo Segmentation tool to group different titles into departments. Sales, Marketing, Ops, Executives, etc. I still have some that defy interpretation. However, I had my department segment.

Usage Fields
We created several different fields in Salesforce/Marketo called Pendo (Feature) Usage 7d.  I chose 7 days as a decent measurement of activity, but I imagine we will need 14 or 30 days in the future. I also created definitions for Alive (Normal Use), Dead (No Use) and Life Support (Minimal Use).

Last Mile for the Data
Finally, we figured out how to pump the usage data from Pendo into Salesforce which would sync down to Marketo. I could then make smart lists of the different segment/usage patterns and craft a report that had roles and usage in a matrix. Also, I could pick the particular segment I wanted. (Sales users with one product use, but not another.)

Taking Action
I didn’t just want to send a mail blast to these users. What would be the point? You can’t spur action with a generic message. It has to be specific. This is where we come full circle back into Engagio. I created a Play to reach out to this segment. It wasn’t super complicated.

  • Step 1: A personalized email
  • Step 2: Wait for a week and check their usage
  • Step 3: LinkedIn connection request

By setting up a trigger, I could have this play automatically kicked off and give me tasks to do. The email looked/felt/was totally hand-written, but the system lets me scale that effort to reach more people easier. Plus, it kept track of who I reached out to so I could follow up without needing to create a bunch of tasks in my calendar.

Results
I just got started with this initiative, but so far I have a 50% reply rate. Not click rate or open rate. This is a REPLY!  Most of the replies have indicated that they were unaware of the feature. I follow up with each person to see how we can get them aware. Plus, I am working with our onboarding team to make sure we focus on awareness in the product rollout.

Account Based Journeys
Everyone knows Top of Funnel. This is going on a journey from never having heard of a product to closing the sale. You can break this down into funnels like Aware, MQA (Marketing Qualified Account), SQA (Sales Qualified Account), Opportunity, Closed-Won. In addition, there are other journeys such as:

  • Onboarding
  • Healthy Usage
  • Advocacy
  • Renewal
  • Up-sell/Cross-sell

Each journey involves coordination/orchestration, communication (phone, email, direct mail), sales and messaging. Each journey does their job in a slightly different way, although they all share common characteristics. The one I was working on was Healthy Usage. I was using Sales, Marketing and Product functionality. I consider these systems to reside in the same “cloud”. Data should move fluidly from one system to the next.

I think this little adventure is hard for people to wrap their heads around, but the results are important. I believe Marketers need to wrap their heads around projects like this if they want to expand their career horizons and become more strategic. Hopefully, you found it useful and entertaining.

Why I eat food

I can think of five reasons I eat food.

  1. Hunger
  2. Boredom
  3. It tastes good
  4. Food is in front of me
  5. Other people are eating in front of me

Hunger
I almost never eat food because I’m hungry. When I was 17 I was hungry all the time. I could eat ALL DAY. However, this has waned for me in recent decades. I don’t think I have been truly hungry all year. I know there are plenty of people in the world who are hungry. I am just not one of them. Let’s call this 0%.

Boredom
I’d say I eat because of boredom about 5% of the time. Not that often, and it usually is on the weekends if I am by myself. It kills time and is something to do.

It tastes good
This is true for probably 20% of all my food. Specifically, if I make a meal and it’s too much food, I will keep eating until it’s gone. Maybe it’s my heritage that I was brought up to not waste food, but I have alot of trouble stopping mid-meal. In most restaurants, the portion size is twice what I truly need. Finishing meals is not a virtue.

Food is in front of me
Let’s say I am at a party and there are hors d’ ordres being served. I will eat it even if it tasted bad. It’s one of those things where the food calls out to you like a Greek siren in Odysseus. This isn’t all that often, maybe another 5%.

Other people are eating in front of me
Let’s call it 70% of the time, I eat because it’s a social setting like a family dinner or team lunch. I can’t just sit at a table while other people eat. Even if the food is terrible, even if I am not hungry, I will at least pick at the food. I went to a family event on the east coast last month and they had all kinds of eating moments. Pre-party, morning brunch, lunch, dinner, etc etc etc. I found myself eating WAY more than normal. Most of the food I eat is in social situations. When I am alone for a day or two, I eat less. My doctor said that “3 square meals a day” a fiction foisted on us by lobbyists of farmers and other food industry companies. They wanted to sell more food. We don’t need three meals a day. We are actually fine with just one.

DISCLAIMER
None of this is meant as a diet or a suggestion of how to lose weight. It’s just an introspective look at myself. I find looking at details of one’s life is an excellent exercise for the designer’s mind.

Update
At the beginning of the year, I had this weird thing where I wasn’t very hungry. I started losing weight because I was eating about half as much food. I have had no other symptoms since then. I think that last year, I ate for the same reasons as above, but I just had no desire to stop. I just kept stuffing food in until I couldn’t eat another bite. Since losing weight, I have tried to make it a habit to avoid eating as much as I did previously. I hope that habit will stick for the long term.

 

Sphere of Influence, Control, Concern

An interesting way to frame an employee is by spheres, specifically three of them:

  • Sphere of Control is the stuff you can decide on your own. This is people you manage and project you do the work personally.
  • Sphere of Influence is stuff that you can guide through collaboration or subtle techniques. Your friendly co-worker is part of your sphere of influence.
  • Sphere of Concern is stuff you care about but you have no way to influence it. This might be happenings in other departments in which you don’t have strong connections.

Let’s take a look at some different circle widths and how they change things.

The Influencer
These are the best people in an organization. They don’t control a whole lot, but they influence a ton of things. Product Managers usually have little managerial control, but work with many people in the company. In general, you want people like this. However, they can get very unhappy if their sphere of influence diminishes. I used to be a person like this at Marketo. I had the ear of many of my fellow co-workers. Unfortunately, under one of my less favorite bosses, my influence slowly melted away. (long frustrating story) That left me in the state of the next archetype.

The Complainer
I became the complainer because I had this little tiny sphere of control, not much smaller than my sphere if influence. Most people hate to be in this position, and I certainly did. The problem with this diagram is that the sphere of concern is enormous, but the person can’t do anything about it.

The Individual Contributor
See how much better this is? They have the same influence and control as above, but they have a much smaller sphere of concern. They are happy because their world is smaller and their ability to influence their sphere of concern is “proportional”. That’s a key insight here. Proportionality is the key to success and happiness. Don’t let your sphere widths get out of whack.

The Group Manager
Of course, you can give someone more power, more control by promoting them and giving them many people to manage. If they have a circle like the following then I would propose they should care more about the other areas of the company.

The Perfect Balance
The best situation is when you balance out people’s aspirations of concern and their influence and control. You generally want people to be influential, but not at the cost of their own areas or their sanity.

Is this blog post the most wisdom filled block of text I ever wrote? Probably not, but they can’t all be zingers. I need to keep it balanced!