REVENUE DRIVEN FOR OUR CLIENTS
$500 million and countingJoin Harshit Gupta and Aurobindo Mukherjee, a leading expert in enterprise demand generation from Cvent, as he shares valuable insights and practical advice for navigating the complexities of generating demand in the enterprise market. Learn about the diverse channels, tactics, and innovations employed by Cvent to drive demand and engage enterprise customers effectively. Whether you’re a marketer or business leader, this discussion offers actionable tips for enhancing your enterprise demand generation efforts.
Cvent is a global leader in event management technology, empowering businesses to create memorable experiences for their attendees.
Hello everyone, and welcome to another episode of Wytpod. My name is Harshit, and I’m the Director of Business Analysis at Wytlabs. We are a digital agency specializing in SaaS and e-commerce SEO. I’ve got Aurobindo Mukherjee with me today. He’s the Head of enterprise Demand Gen at Cvent. Cvent is a global market-leading meetings, events, and hospitality technology provider. A big welcome to you, Aurobindo. I’m so happy to have you with me today.
Thanks for having me, Harshit. Looking forward to this.
Brilliant, buddy. Can you please provide a brief overview of your role as Head of enterprise, and demand gen at Cvent?
Absolutely. As you said, I’m heading the demand generation team for all enterprise accounts at Cvent. Part of this role is I oversee a team dedicated to driving high-quality leads, and nurturing prospect journeys, all within the enterprise segment. A lot of the stuff we do is around strategy and planning and data-driven decisions. We try to do some innovative stuff here and there. At the end of the day, we aim to generate demand as the role dictates, and of course, accelerate revenue at the end of the day for CWET. It’s a role that allows me to collaborate with numerous cross-functional teams, identify new market opportunities, and ultimately deliver a lot of innovative and creative campaigns tailored to the unique needs of various enterprises.
That’s brilliant. What led you to your current position and what has been your journey in the demand gen field altogether?
As a bit of a cliché, I am an engineer-turned MBA. After my MBA, I joined the engineering services marketing team at 8CL. I spent a long time there, over eight years. My role there was pretty wide in the sense it was a business marketing role. Demand Gen was one of the things that I did. But apart from demand gen, I was doing content, I was doing digital, I was doing events. So pretty much everything that was related to outbound customer communications fell under my purview. So that’s where I owned my demand generation skills. And post-HCL, I spent a bit of time over at eLearning. And then that eventually brought me to my current role here at Sievent, leading the enterprise demand Gen team.
Where did you do your MBA from?
My MBA was from the Faculty of Management Studies at Delhi University.
That’s a great college to be in. Let’s talk Cvent more. I would love to understand what are the main channels that you’re leveraging or your demand in activities.
In short, as outbound channels, we use email, we use paid social media, and we combine that with more physical channels such as round tables, and both in-person and virtual product seminars. We do a lot of content syndication here and there. In terms of inbound, the website is, of course, our biggest source of leads.
Got you. Okay, I would love to understand. Let’s talk about some of the winning channels, main channels, and how exactly do you approach each channel strategically. You can pick your favourite channel here. How exactly do you strategically try to maximize the results and engagement through it?
Without going in-depth, we could be sitting here talking through the night. But every channel has its nuances in terms, let’s say, email. We have a very extensive database that we use to send emails to our target personas. Now, the risk there being if we send too many emails too frequently to a common domain, then we risk being blacklisted by that domain. Whereas that issue isn’t there on digital. We can continue to show any ad at, of course, a certain cost, but we simply do not risk being blacklisted. But then the issue becomes, am I targeting the exact personas that I’m able to do on email? And are my key personas even on social media? There’s no way to find out. There are pros and cons to news, like I said, to everyone. And that’s what we try to work our way around. Now, these outbound channels give us the bulk of our leads in terms of numbers. Not all of them are very high-quality leads. So that’s another That, in turn, can be solved by more in-person stuff such as round tables, which give us very high-quality leads, but leads that are extremely low in number.
At the end of the day, it has to be a combination of all of this.
That makes sense. You have recently started experimenting with account-based marketing as well. I would love to understand what basically promoted this move. What are the goals that you’re aiming to achieve through ABM?
Let me try and structure this because this could be a slightly longer answer. What prompted this? Initially, this came from sales, wherein sales came to us and gave us a list of our top certain number of accounts, enterprise accounts. What can you do for these? And that was a huge list in three digits. We were like, I mean, we can do stuff. We’re already doing a lot of stuff, and they wanted it highly customised. W.customizedldit doesn’t work that way, unfortunately. We simply do not have the resources to do one-on-one for such a huge number of accounts. We sent the poll back in their quote, and asked them to give us a more concise list, a more targeted list. We were able to, after a couple of iterations, bring them down to about 10 accounts. That was a small win in itself, getting sales to agree to trim down their focus account list. Now, once we had this list in place, that’s when the real fun began. We picked two accounts, and I’ll get to what happened because of the accounts that we picked. We picked two accounts right at the top of the fun.
No engagement. They weren’t even aware of Cvent per se. In one of the accounts, our account managers had actually been given the cold shoulder. It was slightly brave of us to pick these two accounts, but in our excitement, we’re doing something new. We went for these. Now, the first step itself was trying to bring about a change in the hot process. From working, we have a huge shared services team, and generally, we work with them in a waterfall model, and that simply wouldn’t work. If we wanted to kick our account-based marketing program off the ground. The first step was to move to a more agile model so that things could move faster. Account-based marketing at one-to-one level is all about customization. In order to do that, there’s no way this is happening through a Waterfall model. Planning for 30, 60, 90 days, you’re not going to get anything off the hook. Like I said, the first step, move to an agile methodology. Then the steps that followed were pretty much standard ABM stuff. We went to the account manager, had a very extensive discussion on what the account situation was like, what were the challenges that the account manager was facing, was there any communication about a decision that had happened.
Like I mentioned, that one account, wherein they had been given a cold shoulder by the head of events, and just took their opinion on what the account was like, why the account was part of this list. So did they actually see a very high growth potential in this account? Once we had all that information on board, which took at least 2-3 brainstorming workshops with these guys, we then went to work with our research team to find out everything we could about that account that was relevant to us, right from what they did, what was their major source of income or revenue, how were events playing a role in generating that revenue for them, right down to who were the key personas or key decision-makers over there at these accounts? Who would be our main target audience for this whole program once we had, and of course, looking at if we could get, what was their marketing tech stack like? Would we have a situation wherein Cvent fit perfectly into their marketing tech stack? This was a huge exercise that we had research to do for us. It was not something that they had done to this extent.
The first time we did it, this took almost a month to do. After we had this in place, that’s when we finally got together, my team got together, and tried to chart out what exactly we’re going to do with guys. We even spoke with the product marketing, tried to understand their point of view, and tried to do a lot of product mapping with the account overall, with the various personas or key decision-makers and influencers that we had identified. I’m a big believer in positioning. Any marketing student would know the value of branding and positioning. The number one thing that I did was to create a positioning statement. See what was as a positioning statement out in the market. But what would be our positioning with respec to tis particular Cvent account? Could we tailor something very specific to their needs, where while keeping the overall Cvent positioning, which is an event every event, Cvent has got you covered in mind and having something as a subset of that? Once we had that in place, as I said, we went to work on mapping different products and solutions against their challenges, mapping products and solutions at the level of the various decision-makers and influencers, and then putting together content journeys.
If, for example, for their head of events, we were proposing something like strategic meetings management. Our nurture went or our journey went something like if they showed interest, if that person showed interest in strategic meetings management, then continue to show them more stuff around that. Or if it didn’t, then let’s move on to the next topic, and the next topic, and so on. Those are the extensive journeys that we put together on both email as well as digital. Then once we had this plan in mind, we went back to sales to get their opinion. Is there something that’s in line with your expectations? Is there something that you feel you don’t want to do? Is there something that you feel we’re missing out on, we should be doing? And after that, it was more execution-level stuff. We put together an entire content calendar channel-wise in place. That was at least 8-10 weeks in the beginning. And then we continued to extend it as we went along. And we were in terms of tracking, of course, any marketing campaign, the key end goal or metric is to track whatever you’re doing. We were a little overzealous to begin with tracking it every day, but eventually, we settled down to tracking whatever we were doing weekly and bi-weekly and looking for any intent signal from these guys.
Now, generally, tracking intent signals is a big task at scale when you’re doing one is too all or even one is too many. But for one is to one, since we had an agile process in place, we were tracking everything manually. We were able to do this at the frequency we were doing. Like I said, and this particular person that I spoke about, the head of events, I remember an email from that person’s side to our account manager actually read, Currently, we do not outsource our events to an agency. Please do not reach out to me. That statement told so much.
They’re not aware of your offerings and stuff.
Exactly. Not just our offerings, but not aware of the category in general. They thought of Cvent or any event management platform in general as an agency, so they weren’t even aware that such a product existed in the market. The first level of communication or messaging from us was trying to educate them on what event management software is and how it can help them overcome the pain points that they might have in organizing events. There was a lot of, for lack of a better term, stalking involved.
Their social media accounts, what are they interested in, whether it was personally, professionally, LinkedIn Facebook, and so on. By the end of it, we could tell you what her dog’s name was where she was eight years ago, and what her hobbies were. Those are the events we went to, into researching about these guys and just trying to get an in for our sales teams, in whatever way we could.
Any specific tools you use to do this, or is it like a manual on your end?
That’s a great question, Harshit. In the beginning, a lot of this was done manually. Our research team uses a few tools in terms of rich print and so on, especially concerning getting information about their marketing tech stacks. But at our end, at the gene level, a lot of this stuff was being done manually. Of course, we have our email automation software and then paid social media is fairly automated. But essentially, we were managing everything manually. That’s how we did it for these two accounts, and we had varying degrees of success. We eventually managed to get meetings and demos with both of these accounts. There are ongoing conversations still with one of them. We have an open opportunity with one. Unfortunately, the other one told us that they simply aren’t looking to outsource at this point. We paused our communication to maybe get back at them in six months, considering we had done pretty much everything we could to convince them. You mentioned tools, right? This is about six months into the program, we’ve done two accounts. Now, the next obvious step was, how can we scale this?
From accounts in three digits down to top 10 accounts, sales had quite a few expectations, and we were just at two accounts, six months into the program. There was a slight change in strategy from our side. Rather than going after completely cold accounts, can we look at accounts that are more bottom of the funnel, where there is knowledge of not just event management platforms, but knowledge of Cvent, and there’s clear intent? Can we push these more middle to bottom-of-the-funnel accounts towards taking demos, having meetings with our sales teams, and eventually converting? Pick the low-hanging fruits. What we did was, not only the top 10, but we extended the exercise to a lot more accounts. We manually created an account scoring model, taking into account several tactics, and assigning different weights to them. This whole activity in itself took weeks to get the exact data in place and then fine-tune the scoring model that we were going to use, running this by various stakeholders. We finally put together on our own an account scoring model that told us which accounts, which focus accounts from sales, were actually at this stage where we would classify them as middle or bottom.
After doing all this effort, this is the interesting bit, after we did this effort, we identified these accounts, which is when we got an account-based marketing tool onboard. That was the conversation that had been going on for quite some time. And call it coincidence, call it bad or good timing, that was when we got this tool in place, which is, of course, 6sense. And it made the entire exercise of that account scoring model completely redundant. Because that’s exactly what the tool is supposed to do. Tell us which accounts are in which stage of the buyer panel. So that’s where we are at.
That’s brilliant. I would love to understand because your paid social is, again, one of the biggest channels that you are leveraging. I would like to understand, especially from your enterprise demand generation point of view, what are the core challenges and some of the giveaways that you have for fellow marketers.
Challenges in terms of digital, I already spoke about the challenges we face in terms of the availability of people on social media, but that’s simply out of your control. If they are there, they’re there. If they’re not there, then there’s nothing you can do about it. But beyond that, there are issues with GDPR, although that’s more for email, but even for digital. At times, it can be an issue. There’s now the whole California Act that’s in place. There are issues with third-party data first-party data and so on that we can or cannot use. So that is there. And then, especially from an enterprise point of view, there is this challenge about using tools beyond LinkedIn. Now, LinkedIn is the most obvious tool to use when you are talking about a P2P audience. But again, if these guys are not present on LinkedIn, then you have to look to go beyond LinkedIn and look at other types of social media, whether it’s the various gamut of platforms that Facebook has, whether it’s the erstwhile Twitter or something else.
Twitter makes better sense than Facebook, I believe, right?
Yes. Ideally speaking, and I do feel it does. I am a very avid user of Twitter myself, but somehow we just don’t find enough people there. The number of so-called active users on Twitter just doesn’t fulfill our criteria for scalable campaigns. Somehow, still, the numbers are there with Facebook Instagram, and so on. But the biggest challenge with these social media, personalized or consumer-centric social media platforms is the availability of enterprise data, which is simply not there. Can we get creative? Can we use cookie-based data? Can we read? Can we do UTM-based targeting? Can we use third-party databases to map out our database on Facebook? Can we get the corporate email? Now, nobody uses their corporate email ID for a social media account, even if it is on LinkedIn, let alone Facebook. Our database contains corporate email IDs. Can they be somehow mapped to personal email IDs that would allow us access to similar enterprise audiences on Facebook and Instagram? These are the various challenges that we face and how we try to work on them. Of course, nothing is Perfect. But again, for us, it’s a numbers game.
And of course, the quality of those numbers. But if you can keep the numbers coming in, then considering a certain level of quality, that will certainly continue to benefit us from a pipeline and top-line perspective.
That makes sense. Can you walk us through the process of funnel mapping that you follow and how it aligns with your demand generation efforts?
Great question, Harshit. That’s actually what I was hired to do in the first place. Even before I took on this account-based marketing project, the funnel-based mapping, as you called it, the initial big project as it were that I took on. Again, just setting some context. Before I came on, there was no structure in place concerning mass campaigns. There was a lot of ad hoc stuff that was going on. And of course, I’m not saying it wasn’t successful. It was very successful over the years before I joined, whether it’s the enterprise or mid-market segment. But essentially, there was a lack of structure. Campaigns were a little ad hoc in nature, sales used to come and put together a request, and corresponding campaigns used to be done. But there was no talk of a prospect journey, as it were, through the various stages of the funnel. Can we treat any market that would understand the logic? Can we treat prospects at different stages of the funnel differently? Whether it’s in terms of the types of assets you send them, whether it’s the type of messaging you send them, and whether it’s the type of, whether you’re sending them product-related information or thought leadership information.
All of that needs to change the basis where the prospect is at his stage of the journey through the funnel. Again, this was a huge exercise from a database point of view. We have in terms of a TAN on the enterprise side, we have in terms of just parent accounts I’m talking about. It goes into the thousands. Then if you talk about subsidiaries of these parent accounts or parent logos, as we call them, that goes further into the thousands and almost into the hundreds of thousands.
What exactly are you using for your data management?
In terms of databases, we have, again, a whole host of databases. We’re using Athena as our overall marketing database. Then we have Salesforce, of course, for sales. Then that syncs up into Marketo, which we’re using as a marketing organization. Then coming back to the funnel strategy. The first step was to identify how many accounts were at which stage of the funnel. If we just have five accounts at a certain stage, then that’s simply not enough numbers to focus on that stage. Can we just merge that stage with a different stage? And once again, there was no tool. We didn’t have our 6sense in place at the time when I was doing this. So again, the whole account-based funnel was created manually by us. So right from the top of the funnel to the middle of the funnel to accounts that were right at the bottom of the funnel, we used to call them red accounts at the time, we created that entire funnel at an account level on our own, looking at our database. The definitions were very binary, to begin with. For example, if we have an MQL, even if we have one MQL, we are calling that account a red account.
If we have zero MQL, we’re calling that account a blue account. And then further segmentations inside red and blue. If there are SQLs present, we are calling that a very warm or hot account. Whereas without SQLs, there are MQLs, we’re calling that a warm account, a loop of whatever the terminology was at that time. That’s the extent to which we went in defining the funnel. Now, once we have the funnel in place, then like I said, what are the assets, what are the messages, What’s the messaging that’s going to go to all of these prospects? This was done from an email point of view at the prospect level, not at the account level. At any stage, a single account could have prospects that were spread across the funnel. Now, you could have one person who’s a junior event planner at an enterprise account, who’s well aware of this event, who’s engaging with our content, and who could be at a state where they’re ready to take a demo from us. They’re so interested in event management. Whereas their head of events was the ultimate decision maker is not even aware of the event or not even aware of event management.
We saw this in our account-based marketing scenario. They’re right at the top of the funnel. Every account will have people who are at the three stages of the funnel, and we need to treat them differently. After that, it was a case of setting up nurture, both on email and digital. Now, digital, of course, Sending up nurture is much more complicated because you simply don’t have personal information. We had to do it at a count level. Then once we had these complicated notches in place, our word prospect flowed from one stage to the next. That was complicated in itself. What type of assets are we going to send at each stage? What exactly is our demo offering going to be at the bottom of the funnel? Are we going to have different types of segmentations and lanes at each stage? Can we, just to add further complexity, can we have vertical-based leads? Can we further segment our verticals into persona-based? If I have to drill down a prospect in the middle of the funnel, can we treat someone who belongs to, let’s say, the manufacturing industry and is an event planner differently from, let’s say, a marketer who belongs to the financial services industry entirely differently, just for the middle of the funnel.
And similar segments apply to all stages. I’m not saying we did it at every stage, but that is the level to which we defined the structure. And then, of course, again, we studied the data. Did it make sense to complicate things that much? Would every segment and lane have enough data to justify that level of complication? That’s how we went about creating this. Getting everybody on board with such a large program, nothing like this had been done before at Sievent. So once again, getting shared services on board, getting on-site, or ensuring stakeholders were on board with this because it meant scrapping a few programs in a few places, replacing a few programs in a few places. That was going to ruffle a few times. But that’s what bringing a new structure entails, essentially.
Makes sense. Did you also, or even focus on the post-purchase funnel activities as well, or was it?
Yeah, it’s a really good question again, Harshit, to be honest, and this is a big consideration when we’re doing one ABM as well. The ticket sizes for Cvent are much smaller. It’s a numbers game for us like I said. The ticket sizes are much smaller when compared to a larger billion-dollar organisation. This was a question that we had, we pointed upon even for a one-to-one. Ticket size at Seven is much smaller when you compare it to a very large organisation, let’s say a multi-billion dollar organization. For that reason, we’re always trying to evaluate, does it make sense to go down to that level, whether it’s doing one-to-one ABA or whether it’s getting into a post-purchase? Sorry, not post-purchase, but you mentioned purchase, right? Yeah.
Post-purchase, if you want to increase or just introduce a few more operators.
My bad. Yeah, I got the question from. In terms of post-purchase, there is actually a separate team that does what we call customer demand gen, which takes on the role of upselling and cross-selling and so on and so forth. Then there is a separate team that’s just in charge of customer programs. No selling per se, but just customer advocacy programs and so on. There are actually two separate teams that are dedicated and they have very detailed programs and mergers in place in order to do that with a very specific cool-off period and taking care of at-risk accounts. Then where in the renewal cycle is it ideal to start reaching out to accounts to ensure that they renew with us? Just to answer your question, there are separate teams. It doesn’t entirely fall into my overview, but yes, that is something that CEO and marketing do.
I’m going to be a little biassed over here because SEO is our core forte. Is SEO helping you with your demand and strategies and those activities?
Absolutely. It is. Once again, I have to be very transparent and say that SEO doesn’t fall directly under my overview. However, having said that, I mentioned already, a significant chunk of our leads does come through the website, and SEO drives a significant number of those significant leads to the website. I can’t stress enough about the role that SEO plays in getting us a big percentage of all our overall leads. And of course, the quality is right there. So yeah, and just on the topic of SEO and inbound, that’s something that we’ve been trying to do recently. I talked about the whole prospect journey framework that we put together. So recently we’ve been trying to identify what is rather Coursing or putting together this entire journey and scripting it. Can we identify what is the organic journey that a prospect might take before eventually coming on to our website and booking a meeting or demo with us? Can we identify that journey? This is, again, a very extensive exercise, as you can imagine, going into details about web visitors. The majority of them are unknown. Can we work out some trends from there? Can we work out some patterns?
Which channel did they come from? Can we use UTMs to identify that? The complexity in this whole exercise is endless.
To be honest, the scale at which Cvent is, I think, organic alone, you’re close to a million visits per month. Doing that and then mapping again is a mammoth task question.
Yeah, it’s a nightmare. It’s something that’s still ongoing. We haven’t actually managed to nail down an exact pattern or It’s an exact journey that a good number of our prospects take before they look at Emo, but we’re still at it. And hopefully, we’ll find something that we can then push to all our prospects.
Okay. Aurobindo, tell me one more thing. Just curious to know how exactly you keep track of your competitor’s activities, especially in your domain. How exactly does that happen?
Okay, so very interesting question again, Harshit. And I don’t want to sound arrogant or condescending, but competitors are something that we actually don’t worry about too much, I see. Now, I’m not saying we don’t do anything, but Seavant is at that stage and at that scale, wherein we are larger than our next 10 competitors combined. In terms of sheer numbers, like I said, we don’t worry about our competitors too much. In fact, I remember this discussion at a recent All Hands, wherein it was asked that in five years’ time, who do you see being our biggest competitor in the market? And not unanimous, but the most common answer that we got was maybe that competitor doesn’t even exist today. For example, when we went into the pandemic and in-person events were completely banished and everything went virtual, Cvent’s virtual offering wasn’t great, and it took us a few months. Of course, I wasn’t on board at the time, but it took Seven a few months to come up with a virtual offering. New players on the market who were offering virtual platforms and virtual offerings got a significant amount of funding and ended up with a significant amount of top-line at the time.
Now, that’s a different story, now they’re having a really hard time, which is why we still comfortably dominate the market. But again, coming back to your question, we do have a competitor research team separately, which does competitor research for us, tells us what our competitors are doing from a sales perspective, from a marketing perspective, what are the various updates, if any, in case we’ve had so many cases with so many layoffs, they overhired during the pandemic. That’s not just limited to the events industry, that’s limited to tech overall. But especially so in the tech industry, wherein virtual was moving at that time. Now it’s completely back to in-person knowledge.
Now, Aurobindo, tell me one more thing. With Concerning main KPIs, for your demand gen, what are you tracking and part of your reporting basically?
Yeah. So very straightforward shit. Number of MQLs, number of SQLs, what is the MQL to SQL conversion, and what is the marketing attribution? The last one being the most important for obvious reasons.
Okay. Coming to my very last question, the very last serious question, what advice would you give to fellow marketers looking to enhance their demand in strategies, especially in your own space, like B2B space altogether?
Just go back to basics. Understand your target audience and understand their pain points before you do anything at all. I think until you empathise with your audience, a lot of the stuff that you’ll be doing will be, I hate to use the term, but spray and drink. Invest time in research, invest time in how you can segment the audience. There’s something called the bowling pin strategy, if you’re aware. Rather than targeting the entire time at one point, can you target small niche segments and take them on one at a time? That will then allow you to conquer bigger segments as you go along, just bowling and pins, a bowling ball and pins. After you’ve done your research, after you’ve done segmentation, tailor your messaging. Hyper-personalise your messaging as much as you can and map your solutions and your products to the pain points that you identified.
Got you. Since you mentioned hyper personalization is a very interesting term, especially for a lot of people who do it on email marketing, and you’re doing it at scale. Your email marketing audience size is huge. Are you doing hyper personalization, specifically to your email campaigns, or that’s not something scalable at the moment?
That’s a really good question, Harshit. I think just an hour ago, I got off a call where we are trying to do the same thing. I mentioned, for one-to-one, we were doing personalization at the point where we just couldn’t personalise anymore. We were targeting exact individuals with messaging tailored to their hobbies. I remember, sorry, I’m going off-topic. There was a person who was a big Star Wars fan in one of the accounts. We actually tailored our emails to that person in a way that Master Yuda would have written them. If you’ve seen Star Wars, changing the active to the passive. I wrote those emails myself. That’s the level of personalization you can go to when you’re doing one-to-one. Now, when you’re doing it at scale, that’s a whole different ball game altogether. Once again, go back to the basics. Can you segment Can you create niches somewhere? Then can you identify data points in order to use for the segment? Of course, there’ll be a lot of tools involved and a lot of dynamic fields involved, possibly in accessing data, whether you’re accessing it offline or you’re accessing it in an automated manner through the system.
But if the systems are in place or even if they aren’t, it’s something that definitely can be done. It’s just a matter of setting your mind to it and seeing that person I feel like this is the way to go.
We’re still trying to do a bundling, in a sense, with the dynamic fields and trying to scale it up. Yeah. All right, let’s have a quick rapid fire. We’re coming to an end and let’s do that. Let’s make it a bit of a fun session. Okay. What habit holds you back the most?
I don’t want to sound very pedantic, but I think between overt and between perfection. We all talk about 80 as the new 100. If it’s there to a certain limit, then just go for it. But yes, especially with the AVM program we ran, we are trying to perfect everything, and at some point, you just have to run.
Makes sense. What’s your biggest distraction? My instructions?
My Phone.
What chore do you absolutely despise doing?
What chore do I despise doing? Cooking.
Yeah. What subject do you find to be most fascinating?
What subject? Interesting. We’re on a marketing podcast, so I should say marketing, but back in school, it was maths.
What career did you dream of having as a kid?
I am still a big sports buff. Either playing cricket or football was a childhood fantasy, but I’m pretty happy where I am right now.
Okay, now coming to your very last question, what did you last search on Google?
What a last search on Google. I’ll have to check my search history, but I guess something work-related, possibly. We just discussed this, right? There’s a new exercise that we’re doing around We are personalising content. I’m sorry, I’m giving a very boring answer, but how can we personalize content and how can we do that at scale in our CRM? Or how can we tag content, specifically? Which prospect consumes which type of content? And then can we cater the journey?
When you take consumption on your website?
Yeah, exactly. See what content did they consume and can we then feed them similar content?
There are a lot of tools out If you’ve done the mapping right, you can still go ahead and have that personalised effect. A lot of companies have been doing it successfully. Maybe when we meet next, we will share the results.
Sorry for the boring answer.
Interenting for the marketers, so that’s the audience.It makes sense. Thank you so much, Alvin. I enjoyed this session. Thank you for sharing your experiences, and your wisdom. Yeah, I love chatting. Thank you so much. I appreciate your time.
Same as Harshit. Thank you for having me. Let’s speak soon. I hope for everyone listening, I was able to help them out in some way.
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