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CMOs are adding or enhancing b-to-b marketing skills to help them grow and retain top talent, as well as enable and drive high-performance marketing
The annual SiriusDecisions Global CMO Study gives b-to-b marketing leaders a glimpse at what everyone else is doing in the world of b-to-b marketing, including planned skills enhancements
Marketing operations is the greatest area for planned skills enhancements, with an emphasis on measurement, analytics and reporting

Customer health scorecards are vital tools for customer success leaders and teams
Use customer health scorecards to detect and respond to issues that detract from customer relationships and loyalty
Organizations must choose indicators that best determine the overall health of accounts

Advanced manufacturers know their products, but they don’t always know their buyers
Becoming more audience-centric can help manufacturers improve the effectiveness of marketing and sales programs
The transition to audience-centricity can be broken down into three manageable activities

It takes an optimal combination of people, process and technology for an emerging company to achieve hypergrowth (more than 41 percent annual revenue growth)
Data on the people, process and technologies from companies experiencing hypergrowth can be used to determine that optimal mix
Use this data to slingshot your emerging company into hypergrowth

Train in b-to-b digital marketing with SiriusDecisions’ expertise and Manhattanville College’s School of Business faculty
B-to-b digital marketing is rarely taught in higher education – don’t miss this excellent chance to benefit
Interacting with peers and fellow marketers as well as experienced professors adds up to a great learning opportunity

Effective collaboration between the CMO and chief human resources officer (CHRO) is critical to acquiring, engaging, developing and retaining talent across an organization
Enabled and engaged employees bolster corporate brands and accelerate revenue, productivity and profitability
Strong alignment and ongoing collaboration between the CMO and CHRO can model successful leadership for the entire company

Think of your partner program as a living, breathing organism that needs to keep evolving to stay competitive
Follow a structured, phased approach to making changes to your partner program
Incorporate insight and feedback from internal and external partner stakeholders to ensure a strong partner program

With changing buyer needs and growing competition, keeping your channel partner funnel full is just as important as keeping the sales funnel full
Avoid distracting channel account managers from nurturing and developing current partners by having them recruit new partners
Effective recruitment and activation of new partners demands focus and a different persona than that of a channel account manager

B-to-b event marketing departments need to have the right people with the right skills to be successful, not just the right technology and processes
From an organizational design perspective, this means having several roles set up to cover all aspects of event planning and execution
Event marketers must be knowledgeable about the organization’s offerings and value proposition, key industries and market segments

High-performing organizations are significantly more diligent than their competitors about retiring products
Organizations that fail to rationalize their portfolio often have less satisfied customers and can show slower growth
Developing a consistent approach to product lifecycle decisionmaking and retirement planning allows for decreased risk and increased customer satisfaction