Whether you have specific questions about optimizing your marketing operation—or just want to know which questions you should be asking—the library of questions in the Marketing Ops Journal makes it easy to find the answers and resources you need.
Here are just a few that subscribers get access to:
- What do close rates have to do with lead generation?
- Who should be responsible for cultivating leads?
- How can pricing and discounting affect lead generation?
- My company seems to love platitudes. How do I get others to focus on real messages?
- What's the difference between lead generation and cultivation?
- What's the difference between "market" and "marketing" research?
- If we spot a potential customer defection early enough, can we turn it around?
- When it comes to calculating customer profitability, how good is “good enough”? How accurate is accurate enough?
- What's the problem with using BANT for prospect qualification?
- Once I understand the untapped potential in each account, what can I do with the information?
This question is just one of hundreds of educational resources you get access to as a Marketing Ops Journal subscriber.
More Subscriber-Only Resources From Our Library
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How to Make Insight-Based Selling Actually Work
Leveraging customer and industry insights in the selling process is a hot topic these days. In this recorded and transcribed interview, John Thackston reveals what it really takes to turn insight-based selling into an operational capability.
View This Interview -
Rethinking How You Manage Your Marketing Assets
Managing thousands of marketing assets can quickly become an unmanageable marketing headache. But it doesn't have to be. In this guide, learn about protecting your brand and increasing effectiveness with digital asset management.
View This Guide -
How to Crater a Market with Cost-Plus Pricing
For one large manufacturer, cost-plus pricing was tantamount to malpractice. In this case study, learn how the lack of strategic pricing capability reduced the value of an entire market by over $1 billion.
View This Case Study -
Preventing Bad Deals Before They Happen
After-the-fact corrective actions will do little to prevent the bad deals from happening again. Stop treating the symptoms. This diagnostic shows how to identify and correct the underlying root-causes of problems and issues.
View This Diagnostic
