Category Archives: Marketing Operations
The current environment is forcing marketers to think strategically about how to retain assets and drive new business. Sales travel has seen major cuts and there’s a new nature of client meetings. In response, marketers are scrambling to understand the new normal and make strategic decisions about their firm’s messaging, market approach, and tools.
In a blog post by our CEO, he draws a comparison between setting up a rock concert and doing an investment management content automation implementation. In the post, he points out that the critical behind-the-scenes logistics of these operations are not fully appreciated. But they’re vital to the outcome.
For example, think back to a time you arrived early to a concert. You may have noticed the roadies methodically working to get all the equipment set up and working perfectly. Because of this, the band can just get up on stage, grab their instruments, and put on a great show. The roadies and logistics teams don’t get the attention from all the screaming, raging fans, but they certainly deserve some recognition for the role they play.
It’s tough out there for investment management sales teams and only getting more challenging. Today, pitchbooks must be customer-centric, created or changed on a dime, on-brand, compliant and have digital output and tracking options. That’s like trying to make a delicious, vegan, gluten-free, nut-free, and sugar-free wedding cake in 10 minutes.
If that hits home, then this article is for you.
(If you didn’t find that amusing, you’ve clearly never tried to make a cake in 10 minutes.)
This article, “Why Pitch Decks Should be Created by Sales, Not Marketing,” first appeared in Fundfire. It was written by Synthesis Director of Client Solutions, Katie Martz.
Recently, a salesperson told us about a deal where he went “rogue.” He got an opportunity to present to a major institutional client but didn’t have an up-to-date deck from marketing. So he cobbled together a deck using slides from previous presentations. He knew he was pushing the compliance boundaries, but he needed to land this deal.
His was the first presentation to the client, and he secured their agreement before leaving. As he walked out, three competitors sat in the lobby waiting for their turn to present. “If I had waited for marketing to send me an updated deck,” he said, “We would have lost that deal because the first sales guy to show them what they needed got the business.”