Harnessing the Power of First-Party Data
Megan McDonagh shares how Amperity is harnessing the power of their first-party data to retain and acquire customers and solve specific persona pain points.
[MUSIC]
Welcome to Pipeline Visionaries.
I'm Ian Fais on CEO of Cast Mein Studios.
And today we are joined by special guest, Megan.
How are you?
I'm good.
How are you?
Thanks so much for having me.
Thanks so much for joining.
Really excited to chat into all things in parody today.
And of course, your background.
So let's get into it.
How the heck did you get started in marketing?
I've always been fascinated with marketing ever since I was in,
I don't know, probably high school and thinking about what I want to do in
college.
And I was actually a marketing major and undergrad as a business major with
an emphasis in marketing and kind of started off my career by,
an entry level marketing jobs and moved my way up.
In between there, I got an MBA, which again,
another focus on emphasis on marketing.
But I've kind of always been fascinated with how humans behave and
how you can message and influence them to drive to your brand or
have them be interested in the products that you're driving.
So it's kind of always been a lifelong passion that I've had and
kind of always been tied to around a marketing role in my career history.
So flash words today tell us about what it means to be CMO.
What it means to be CMO.
So now I'm kind of in charge of the buck stops with me on all things marketing.
So I had several jobs amongst my career where I had a very deep focus in a
certain
area.
And as a CMO, you kind of have to be the specialist in at least a certain
level of knowledge in all of the functional areas, right?
And I have to also make sure that everything's tied together and
everything works together.
It's different being, in my opinion, being the CMO of a B2B company,
where I tell my team all the time that it's our job to make the sales team's
job
easier.
>> Yeah. >> So everything we do on a daily basis
makes the sales team easier.
In fact, we just had a sales conference and a sales kick off.
And our entire theme of our marketing presentation was, hey, sales, we have
your
back, marketing out your back, everything we do.
And that's the kind of the filter that we evaluate things through is, is this
going to actually help the sales team's job to make it easier?
If not, then let's not do it.
So that's a very kind of macro way of us viewing or
evaluating things, different ideas that we come up with.
>> Let's go to the first segment, the Trust Tree, where you go and
feel honest and trusted and share those deepest, darkest demand, gen, and
marketing secrets.
Tell us a little bit about Imparity.
What does the company do?
>> So Imparity is a customer data platform company.
And so if everyone's probably like, what does that mean?
We actually help B2C brands unify and
stitch together their first party customer data to make it really effective and
efficient.
So it actually can help retain and acquire customers.
It can help the analytics team better analyze the effectiveness of different
programs that are running and the ITEM to really gather and
implement, pull together all the data that they're within the company.
So most of the time, let's take for example with the marketer.
They're trying to evaluate who is our most valuable customer.
Well, how do you understand that and know that if you don't truly know who your
customers are, right?
You have data coming in from offline sources, maybe it's transactional from the
store.
You have your online sources with your e-commerce, maybe it's your loyalty
programs.
But how do you know if that data is not all unified and
stitched together?
Unless that's done, it's really hard to understand how to build really
effective marketing programs.
So the biggest challenge is we have three different audiences that we have to
make sure we keep up to date with, right?
First you have the IT persona that is usually in charge with managing a lot of
the different data feeds that are coming into the company, or
that the company has in which customer data sits in.
And then you have the analytics team that's in charge of making sense of all
this data.
How do we analyze and understand what's happening in the business and
what are the most impactful things that the company's doing and what are those
trends?
And you have the marketing team that's in charge of how do we actually retain
and
create great experiences and actually acquire new customers.
And ideally you want to acquire customers that are similar to those that
are your most effective customers.
So there's a lot of different challenges on the way that we have to
think about our marketing strategy.
And so we're, and each one of those three audiences are all experiencing
different pain points.
And so you can't talk them all in the same way.
Like what a marketer really wants to hear is very different than what an IT
wants to hear, the different than an analytics team wants to hear.
So we really have to think about what is the pain point of that audience?
Where do they show up within the marketing channels?
What kind of information are they looking for?
How do we communicate that we're solving their specific persona problem?
So it's kind of multi-dimensional of things that we have to think about,
which can create some complexities.
So we have to kind of break it down and think about our approach from who we're
targeting, what problem are we solving, and then what size company are we
talking to?
So we can kind of really narrow in and focus on that target audience and
making an impact.
>> So looking at those three audiences and those three sort of personas,
how do you build your overall marketing strategy that impacts those three?
And where does sort of pipeline generation or
demand gen fit into that?
>> Yeah, I mean, that's a really good question.
We try to think about within each of those audiences,
what's the biggest pain point?
And what does our product do in order to solve that?
And we develop campaigns that are specific to those particular personas.
If you think about the buying group of a product like ours, right?
It's an expensive annual investment to buy our product.
So we're really thinking about what's the right way in?
Like who's going to actually engage with our message?
And start going down the cookie crumbs or the rabbit hole that we're pulling,
that we're pulling that particular persona down.
Once we start getting into the sales cycle,
we know that the buying committee is much larger than just the persona that we
are actually tapping into.
And so we have to think about things or what are each of these audiences
going to relate to at the top of the funnel?
And how do we start pulling them in?
So some of that is we can think about looking at some search terms to say,
what are the most common search terms for our particular ideal customer profile
And what are they searching for?
And how do we relate to those through the different audiences?
And how do we build the right messaging and content around them?
So we can capture them in the right places within the funnel and pull them
down into our nurturing process to make sure we're educating them.
It's a complex product.
So we're not selling a pair of tennis shoes, which may be a little bit easier
to communicate.
There's a lot of education that has to happen.
If you think about the customer data platform category,
it's incredibly complex and it's very, very crowded with a lot of companies
that, at least from our point of view, are not full CDPs from end to end.
They deliver different value to the customer, but not quite the comprehensive
value that our product delivers.
But we have the extra challenge of not only having three different target
audiences.
We have a category that's very complex with messages that are all over the
place.
And anybody shopping for a CDP is naturally very confused as to what to choose.
And so we also have to add in a layer of education and making sure that we are
educating those three different personas on what's our definition of a CDP
and what value do we deliver comprehensively across the category?
That's going to actually help them make money, save money, and be much more
efficient
as a company, which every company is trying to do those three things.
So we have one layer of a campaign that's what is a CDP that can kind of relate
to multiple audiences,
where we really help educate them on what is our category,
and how do we help you kind of just wade through all of the information that
you need to
by highlighting the things that you should really care about.
And then we have individual campaigns to each of those audiences that are
addressing their pain
and showing how we solve that particular problem.
One of the newer initiatives that we're driving is around how
amperity by unifying your customer data. You can actually send those unified
really
accurate and comprehensive profiles directly to a Facebook, an Instagram, a Tik
Tok, a Crideo,
a trade desk. And actually what we're seeing is really incredible
match rates better than you've ever seen that we've seen before.
And the brands have been telling us this, as well as reduction their customer
acquisition costs,
and a really strong increase in efficiencies in the campaigns that they can run
against these
audiences. Because you're taking these comprehensive profiles with your first
party data,
and you're no longer relying on the third party cookie graph to actually find
those audiences.
So we call it as owning your own database
allows you to be much more effective than renting databases or audiences like
you have before.
Where you've called up your media agency and said, "Hey, this is the target
persona I need to find."
Instead, you're saying, "Here's our highest value customer. Here are the
customers that we know
are shopping with our brand, not only find them within your media database, but
actually
build us look-alike audiences based on the first party data that we are going
to send you."
And so we at least send the anonymized first party data, not the actual people
's names,
obviously. So that actually helps brands acquire customers that they actually
have not been successfully acquiring before because that third party cookie
data is diminishing
day to day. It's getting worse and worse and harder to find. So we're now
having a lot deeper
conversations with the CMO and the paid media side of companies, as well as
agencies who are
trying to help deliver constantly, increase the value that they're delivering
to their clients
by helping them use their first party data instead of renting, as we call
renting the audiences as
they have before. Yeah, it's such an interesting time for your product because
there's this
gigantic thing that happened to the industry. That's this a huge lightning bolt
that forces
behavior to change. You kind of aren't fighting organizational change pre-pand
emic when IT was
fighting up a hill on things like remote work or video conferencing or whatever
. And then all
of a sudden they're like, "Okay, well, pull off the band aid, we're doing it
now." So some of the
brands that we work with, we have a lot of really great brands and case studies
that we publish on
our website. Some of the brands we work with are very forward thinking and they
're kind of ahead
of the curve. But there's a lot of, there are brands that are, they're nervous.
They're like,
"What do we do? This is how we've always worked before." Right? We're using a
webinar agency and
renting our database and finding our audiences and seeing great return on
investment. And when
those things start to erode, it's, people are very nervous and what do I do?
And so what we're
trying to do is educate them saying, "It's okay, we have your back. First party
data is your new
current, this marketing is new currency. And it's the way that you're going to
be successful long
term. It's just a matter of like, how quickly is that cookie graph going to go
away? We're already
seeing it, right? You know, with, especially with iPhone users and you get the,
you know, the
notification, do you want to opt in to be followed? And most people are saying,
"No, don't follow me."
And with some of the privacy laws, especially as they're rolling out across the
US, starting with
California, now Virginia, and others, those privacy and consent is becoming a
really important
factor that brands have to understand. And by owning your database and being
able to control it,
and being able to unify it and understand, "Oh, this is my, you can actually
create a segment saying,
these are, this is my segmented audience who has not given us consent to do
anything,
you know, it's very limited. You can almost suppress those audiences saying,
let's make sure we,
we are very careful not to, not to do anything with them. But then you also
know the audiences
that have given you consent that you can actually talk to and engage with. And
that gives brands a
lot of data confidence to make sure that they're following all the guidelines
because nobody wants
to, you know, everyone wants to avoid any kind of, any kind of issues with,
with privacy or consent.
When we're talking to, when we're building shows when Caspian is working with
our customers to,
to build a podcast series, one of the things we always sort of like dive into
those personas,
and oftentimes, you know, the sort of first instinct is like, "Well, let's make
a show for all three of
these." And then you sort of realize, "Okay, nobody kind of, whatever, listen
to that." And so you
really have to dig in on, on segmenting those audiences, making something
special for them.
And I'm curious, like, do you think about those three audiences, like segment
ing them with like
your dollars? Do you think about segmenting them with like your team? Like, how
is your marketing
team structured around those audiences? How do you think about it, you know,
from a marketing perspective?
Yeah, that's a good question. You know, our product marketing team, we have a
specialist that
is, "Okay, you own the marketing audience. Someone that owns more, is more a
little bit more technical
and owns the technical audience. As far as our paid media, it kind of depends
on what the initiative
that we're running. For example, and it's kind of evolved over time. As we add
more and more features
to our product line, or to our overall, you know, product packaging, we're able
to have different
conversations with different audiences. Historically, we've had better
engagements with the IT and
analytics side of the house because they understand the messiness of data and
what's causing and
how it's causing problems. And the, you know, marketing will say, "Oh, that's
IT needs to,
you know, marketing will ask IT to kind of help us figure out all of our data,
right?" But it hasn't
really been marketing's responsibility. But now that we've seen really amazing
results with
a lot of our brands with paid media, we're now starting to, we can now relate a
lot more at the
top of the funnel to the marketing audience and saying, "Hey, you know, look at
all these great
these great results that we've had with, you know, very large QSR companies or
really large
CPG companies that brands would recognize that are seeing the results that they
've never seen before."
So there's something, you know, it's like there's something here, first party
data can unlock
growth for you that maybe you're in some of the declines you're seeing. It can
kind of turn
around that growth. So, you know, now we're seeing more engagement from the
kind of CMO and
marketing side where before the CMO and marketing team may come in a little bit
more in the sales
stage as the IT persona brings them together for that kind of buying committee.
Any other thoughts
on strategy or demand or pipeline generation? Yeah, I mean, we think a lot
about where is our
where are our audiences in their discovery? As I mentioned, this is a complex
product. It takes
a lot of education, a lot of evaluation. So we constantly think about where are
they in their stage?
Are they, you know, do we have the right content for them in the awareness
stage? And then what if
they're in the evaluation stage? What do they need to know about our product?
And, you know, maybe
there's case studies that we think will be really impactful for them. And then,
you know, when they're
closer to the purchase phase, we make sure that we, you know, get them to a
demo to really show
what we can do and really highlight, especially for their particular solution,
what we can do. So,
really splitting up kind of an understanding where they in the funnel and how
do we, what's the message
that's really going to work for them? And that's it's been more of a we have to
think a little bit
harder than kind of rules that I've had in the past at different, at different
companies, because
the stages are just they're longer, right? It just takes, it takes a longer
time to get
our audiences, you know, to the place where they're going to buy. We have to do
quite a bit of
education to do it. And understandably, because it's an expensive purchase and
it's new and it's
different. And it does require even organizational change and thinking in order
to implement our
product, because it's going to change the way you work for the positive. But,
you know,
organizational change and change management is a really important component
that we definitely
don't we don't take for granted. We know that that's it's hard across most
large enterprises,
because there's just there's lots of people that you have to bring along and
there's processes that
have to change. And so, we just want to make sure that we're kind of educating
along that way. So,
there's no surprises as they get down into the sales, into the sales cycle.
Yeah, it is it is super super complex, super complex when you have a complex
product.
And just nailing that that sort of the learner's journey versus the buyer's
journey is like where
they add in just like, you know, learning about this sort of new phase or this
new shift. And
where do they fit into their sort of, you know, people throw around obviously
digital transformation,
but it'll been around a long time. But it actually is a pretty good thing,
because you usually are on
some stage of that digital transformation and whatever, whatever transformation
you're sort of
going to if it's your whether it's a CDP or just your data, you know, you know,
going from whatever
data literacy to data data fluency as an organization and like how data driven
your organization like
really is. I mean, all those things are super important when you're selling
because if you're
like, hey, you know, you're kind of talking 401 stuff and I'm like, I can't get
my CEO to like
understand what data means, you know, or whatever it is. Yeah, so there's and
there's a lot of
education that needs to be done internally at each of the companies just
because we there's so much
utility and usefulness in the product. But if only one of our target audiences
buys it,
then they might be using it. But then you potentially could miss out on the
marketing team
benefit from it and the and the IT, or the analytics team benefit, benefiting
from it.
And let me give you one example, like, I mean, Brooks running has been a long
time customer of ours.
And the CMO at that company, you know, has a very influential role and has been
able to influence
multiple groups within the company to utilize this unified customer database
for for the good.
And in fact, you know, one of the great examples that we always like to
highlight is, you know,
there they called it stuff and said, you know, our customer service department
is now because
they have access to a unified view of the customer, they are able to actually,
you know, and you
plug it in with something like a zen desk. And they're able to actually
understand the customer's
problems before they basically before they even call call you or when when you
're calling, you know,
customer support. And someone answers and says, Oh, hi, I understand. I know
what your problem is.
You know, you bought something last week, and now you want to return it. And
your money is going to
be, you know, is going to be, you know, refunded to you in x days. And by the
what, you know, by the way,
you know, I saw that you returned the medium and you kept the large, you know,
can I get you to
maybe a product specialist that helps you understand like your size in our
brand and what what, you
know, apparel be most effective for you, right? So they can actually turn it
into a really great
experience versus, you know, most of the time when you call customer support,
it's where, you know,
it's usually not the most delightful experience. So they've actually been able
to kind of turn around
the impact and effectiveness of their of their customer support group, which is
great because
that wasn't necessarily the intention of why they bought it in the first place.
It was really more
for their marketing organization. But again, it's that change management and
that, and you,
how do you roll out a tool that can be effective for multiple groups within a
company? So that's
just one of many examples of of how having that unified profiles are able to
help all your downstream
tools. But just a matter of you plugging it into all the tools you use.
Let's get to our next segment, the playbook, or we open up that playbook. Can
you talk about
the tactics that help you win? What are your three channels or tactics that are
your uncuttable
budget items? Okay, that's good. Gosh, it's really hard to nail it to three.
But if I had to think
about it, I would probably say account-based marketing, really driving, because
we're selling to large
enterprises that are complex, being able to drive account-based marketing has
been really helpful for
us. Events and field, just field events in general have been incredibly
successful for us. And then
analysts and PR relations are really important because there's a lot, because
we're in a very
complex category, the analysts have got to be communicate. A lot of people turn
to an analyst,
especially for a new category to say, "What should I think about? What should I
look for?" And making
sure that they understand what our product does and how we're different has
been really helpful,
because these large enterprises, most of them have analyst contracts that that
's the first thing
they do is call up their gartner or forester and say, "Hey, can you help me w
ade through a lot of
the details here?" So those have been really helpful. Yeah, zooming in on the
ABM stuff,
anything you're doing that's particularly fun or exciting or has moved the
needle in terms of
generating pipeline. Well, the way we're trying to approach ABM is we take a
topic, a large topic,
and then we can create content for, and then we figure out, think about it as a
pyramid,
you think about the top and saying, "Okay, who are the 10 accounts that we can
actually
be much more specific and go deep with?" And then, "How do we build from the
same play a one to few?"
Maybe it's around a vertical or a pain point of a particular audience. And then
, "How do we build
a one to many where we can kind of scale it?" And that's where we're finding
the most
effectiveness and efficiencies, especially when you have a pretty lean and mean
marketing team
to do both ABM as well as have your kind of scale campaigns that captures a
little bit more of the
long tail of those accounts. So that's what we're really trying to drive right
now.
So it's kind of TBD if it's going to work. We're seeing early good
views into that, but over time we'll tell. It's a way to approach it that we
think we can actually
scale and without with a small team. Anything that you're spending money on, AB
M-wise,
or from the field of marketing standpoint, that's particularly ROI positive?
I mean, our most effective right now is events, webinars. Content syndication
does okay.
Obviously, you have your basic search just to make sure you're capturing the
right terms, but
I think our most effective has really been events. And as people have been
coming to,
obviously with the pandemic shift and people are actually coming to events,
those have been our most effective in driving leads. And I think the biggest
challenge with those
is, are they enough of them? And how do you make sure that you're maximizing
every single event
that you're going to? Because they are pretty expensive and they take a lot of
work. A lot of
just support to do them right, but they can pay off in spades. And so those are
some things we're
doing. But obviously around that, we build digital campaigns and experiences to
amplify those events.
And those anchor points are really helpful for us. And webinars have been a
good source as well.
So those are the things that we're constantly looking at.
Yeah, I'm curious for the events piece. Is it a blend of you doing your own
stuff,
or versus going to events versus sponsoring versus being the title sponsor? How
do you think
about that breakdown? Yeah, it kind of depends on what the event is and the
people that are,
the attendees we think are going to be there. And how, like, for example,
NRF, like we have a lot of retail customers. So that was a really great one for
us to
have a booth, because then you can scan badges and you can actually have
intimate conversations.
But at the same time, we build customer dinners. We get with our partners and
we sponsor happy
hour and events where we can have more intimate conversations. A lot of the
events
end up having kind of an opportunity to have one-on-one meetings. And we have
strategic reach
out ahead of time on the meetings that we really want to go drive with. Then we
do digital advertising,
programmatic and LinkedIn to try to geofence to get people to come to our booth
, to understand it.
Ideally, we would have a keynote speech. Sometimes we can and sometimes we don
't.
It depends on how expensive it is, how effective we think it'll be. But we have
found just the way
that a lot of events are evolving post-end pandemic. In order to really capture
leads that
are effective, you have to have that engagement. You have to have a booth where
they can come and
talk to your teams and see the product and engage with you. We try to figure
out how do we maximize
that within the two or three days that we have and really drive as many events
and touch points
for us to engage with customers who either were interested in us.
The things that are so brilliant, we hear events a lot on CadaBone. We hear
events a lot on
like, "Hey, this is one thing we're actually scaling back." It's so interesting
hearing all
the different takes on it. I think one of the things that's so brilliant about
events is that
you can get that person super casually that was like, "Hey, we're on that. We
're not
looking to buy it." I've always just wondered about imperative. I'm cruising by
. I've got five
minutes. I'll go get a squishy ball and I'm going to drink my whatever fizzy
water and just chat
for a few seconds. Those are the things that just like low stress, there's
other stuff. I have an
easy out. I can get out of the conversation. That just doesn't exist online.
When you're online,
you're disrupting what someone is already doing online. I tell this to my team
all the time when
we think about messaging. Imagine that you're on ESPN checking out the masters
because that
happens to be today. You're trying to say, and that particular persona is in
our target,
and we're trying to say, "Hey, come look at Amperity. Take time out of your
looking at who's
winning the masters to come and dive into our deep into our product over here."
It's really
hard to think about how to disrupt that in the right way. When you're at an
event,
you're there to understand what are the products and what's the innovation that
...
Let's take NRF, for example. What are the products and innovation around retail
? What's new?
And how can I improve what I'm doing? I'm going to go check out those people.
The good thing is,
then we can nurture people along. We don't expect them to buy next week, but
continue to update them on what we're doing and how we can help them solve
their problems.
They can take whatever time they need to understand what we're doing at their
own pace.
It really helps us to start that engagement. Casino, our engagement cycles,
some of them will take quite a while to nurture and get people down into the
sales cycle.
What about something that you're thinking about, perhaps not investing as much
in or cutting or
something like that? I think what has not... We have not really figured out is
programmatic display
for us just has not been working very well. Part of that's probably because the
cookie graph is going
away. We're thinking about our own messaging. When you're selling an enterprise
SaaS product that
it's somewhat complex, how do you communicate that in a banner ad? Who's going
to click on that?
It needs a little bit more. We're challenging ourselves to say, what is that
high-level message
that's going to get people to pay attention and to think about it? I'm taking
these, the
match rates. We can improve your match rates by 30 times. We have seen with
some of our brands.
If I were a CMO, I would click on that to say, how do I get 30 times their
match rates? That's
crazy. I'm not seeing that in my stuff. It's very important statistics that are
going to really get
people to think differently and to come down and understand a little bit more
about what we have
to offer. We don't spend a lot of money on programmatic display. We do a little
bit more on LinkedIn.
But it just hasn't been showing much value for us. We'll continue to fine-tune
it. We even use
six cents. We know who we're targeting in our programmatic. We're also thinking
about doing more
of competitive programmatic. If you assess with a hotel chain, we say, hey, new
hotel chain,
look how we've driven lots of value for your competitor. Click here to
understand. Again,
if I was the competitor, I'd be like, what do they do with my competitor? I got
to pay attention
to that. Everyone can get their competitor. These are some things that we're
starting to dabble in
that are going to be much more likely to get engagement than a generic display
ad.
Yeah, it's so tough. You want to use that stuff to warm people up to the brand
before those types
of conversations or keep something warm and more of a nurture face-foot. It's
still freaking expensive.
You can't measure. I'm never satisfied with just saying how many people did we
reach.
I know how long it takes. How many times do you have to run it in order for
people to pay attention?
If you survey a room and said how many people have clicked on a banner ad
recently,
you would have very few people that have raised their hands.
You know it's funny. We're running a bunch of LinkedIn ads right now for Casp
ian. One of the
things that we've been tracking internally is we try to make some funny ones.
How many people will screenshot it and send it to me? I saw this. This is
hilarious.
Well, that's awesome. You have to use humor. You have to use... We team and I
were discussing
how can we be a little bit more edgy because we're selling to B2C companies. We
don't have to be
boring B2B. We're really trying to push the envelope and how do we be much more
clever and
creative and witty and to break through? Because no one wants to see a boring B
2B ad.
They all look the same. We're really trying to break out from that B2B mold.
There's a lot of brand
strategy and design thinking that we're trying to evolve as well.
It reminds me of someone one time they were talking about a technology and it
was not a CDP.
It was something different, but they were like, "We have a five-minute problem.
You think about
this five minutes a year?" That's it. It's like, they're not thinking about it
the whole rest of the
year. They buy it once. They spend five minutes on it. This senior leader is
like, "Okay, these are the
three we're going to go with. All right, you want to do this one? Great. Let's
sign the check."
Then next year, we think about it for five minutes or renewal. It's like to do
all this other jiu-jitsu
to try to get to that thing. For them, that's not really what it's about. For
that five minutes,
we have to be memorable. All that stuff. How do you get in front of those
people?
You said to rise above the noise or cut through the noise is exactly right.
Also, just using really understanding within our ICP, who is actually showing
intent?
You're going to have much more luck. We look at that quite a bit. We have a
whole segment of
people that are showing zero intent. I tell my team, "Let's not worry about
them."
Because getting them into the intent is a heavy lift. I would rather take
advantage of the people
that are in the intent, at least somewhere in the intent journey and try to get
them over to us
versus our competitor. That's what we've been focusing on a lot. Some of that
stuff has been
much more helpful to do that. Otherwise, just a lot of time just banging your
head against the wall,
trying to get people into the funnel. It's the create-create-demand versus
capture-to-band
conversation. What are you doing for both is so important.
A small company, though, we have to pet your bets of, "Let's make sure we're
capturing the
people that are already in intention." As we grow and have a bigger team and
have bigger budgets,
maybe we can actually pull people in. Especially as the CDP as a solution
becomes more and more
mainstream, then we can start getting people into the funnel more.
How do you view your website? We view our website as our storefront. This is
our storefront. We don't
sell our product through the channel. This is how you engage with our company
and our brand and our
sales team. That's how we view it. We make sure that we're set up to capture
all of the right
journeys that come through our website because we have three different
audiences. That's really
critical for us, obviously, from even lead all the way through the sales
process.
We even see people coming onto our website when we're in the middle of a deal
process because
they're just trying to understand things. It gets complex. They're trying to
understand it.
They're trying to validate. It plays a really important role for us.
Let's get to our final segment. Quick hits. These are quick questions and quick
answers,
just like how Qualified.com helps companies generate pipeline quickly, tapping
your greatest
asset, your website to identify your most valuable visitors and instantly. I
mean instantly,
start sales conversations. That's the problem we were talking about earlier.
You're walking by,
check somebody's website. You want to talk to a person right now. You can do it
with Qualified.
Go to Qualified.com to learn more. Quick hits. Megan, are you ready?
Yes. Number one, do you have a hidden talent or skill that's not on your resume
I've doubled and I were dancing. Do you have a favorite book podcast or TV show
that you've been
checking out recently? I've been watching. I'm kind of deep in succession. I'm
all caught up and I'm
infatuated with it. What is your best piece of advice for first-time CMOs
trying to figure out
pipeline generation? Pipeline generation. Really understand who your target
audience is
and what their customer journey is and what contents needed at what place in
the funnel.
It's fairly straightforward but it's more complicated to actually do it
correctly.
Well, that's it. That's all we got for today. Thank you, Megan. So much. It's
been awesome
having you on the show for listeners. You can go to imparity.com, especially if
you know
of B2C marketer who's out there. You should definitely go check it out. Megan,
any final thoughts,
anything to plug? No, I just want to say thank you for having me. I really
enjoyed the conversation.
Awesome. Thanks so much and take care. Thank you.