Growth Marketing Camp
Growth Marketing Camp

Episode 30 · 1 year ago

Intercom’s New VP Has The Blueprint For World Domination


Marcio Arnecke recently took on the role of VP Global Demand Generation & Regional Marketing at Intercom. He calls his childhood experience in Brazil a distinct advantage in his approach to growing the Intercom brand internationally. As he lays out the story of his first big campaign in his new role, you’ll hear how he focuses on conversions & revenue, not just top of funnel metrics. Bonus: He’s hiring a lot and might just be looking for you. Give this one a listen!

Welcome to growth marketing camp, where we sit down with our favorite marketers to de mystify growth and give you the insights to help turn your next campaign into a major success. Let's get into it. Welcome to this episode of Growth Marketing Camp. I'm REX Biverston, director of sales and marketing at open sense, and I am joined by my newest friend, Marcio our neck, the VP of global demand generation and regional marketing intercom. Marcia, welcome to the show, rex. Thank you so much for having me to day. Absolutely now, if you haven't heard of intercommunity, to crawl out from behind whatever rock you're living under. There's no reason you shouldn't heard of these folks, especially if you're a marketer. Marcia, what a pleasure to have you talk about what you all are doing in intercom today. I know we're going to get into that, but you actually just recently joined Intercom about five months ago, after eight years at Zendesk, where you move from a marketing manager role over Latin America all the way up to vp of regional marketing over the Americas. What was that like for you? So that's a quick question. So I live in Zone CI school I'm basing San Francisco. However, I was born in Brazil. You know, part of my education and my early days in marketing were in Brazil and I was able to laverage in a lot of the experience and when I joined zend ask to a build in support lack in America and from there I was able to move on in know, to actually lead all regions across the globe for the company and including a lot of different the mansion programs. So really that it was a great opportunity to really be able to own a different aspects of marketing right and also to take a company from private public, you know, which was my experiences and ask, which I fit really well with me moving too, intercom, sharing in all the experience in our all the globe experience from a new role a intercom where I am building the dimension teams and also our regional marking strategy. Yeah, that's really exciting. I mean you bring a ton of experience to that. What led you to make that leap, though, from a company where you've been successful for over eight years to something different to what was the impetus for that? Into a couple of things here. One, intercom has a fantastic product and I have to be a I need to be able to sell a product. I believe and I admired intercom product and platform from a distance in over prison time and on the second lens here as a marketer, I was looking for new challenges and intercon being more than the earlier stage, it was a great to putting from me to be a which to rebuild again and leverage a lot of my learnings from my past. You know, as I bring on board a new team here INTERCON, tru lead mansion. So that from us the right combination and he felt about the right time. After eight years of my previous company, which you know in the Silicon Valley. As you know, that's a long time, to thousand years. You've been there privates, I be there forever. It was just a all time for me to find a new opportunity and intercom felt like the right place from it would be and as we have no regrets, that makes perfect sense. Just looking back. You mentioned your experience growing up in Brazil and going to school there. You got your bachelor's degree there and then you came to the US for your masters and then throughout your career you've been here. What was that transition like? I'm curious, you know, knowing the success stories of other recent Latin American founders and like, what have you found to be the experience in transition here to the US? What advantage is what things have you learned? I think I had a few advantages actually by having great knowledge of international expansion really being able to work of American companies on those early days and bring those products, you know, to new markets. So that for me was a bit advantage, as I got myself, you know, more aligned to my marketing vol throughout the years, and the companies here could only appreciate of finding talent in our people with that more global preview and experience. A lot of companies I join do have a very strong global presence, and so does intercom now,...

...which was found it in Ireland as a headquarters here in San Francisco, is a global company. So I find myself, you know, well aligned of all of these companies, a lot of these global companies, which I fits throughly all my background. Yeah, now, that makes sense. In this is a good stage for you to come in there and apply that experience from your last role, but also just from growing up outside of the US. Now intercome having had such a large international footprint. Do you know roughly the percentage of customers coming from outside the US versus inside the US? We don't officially share some of those numbers, but I have to say that it's a very high percent way ship. I think that, ever, that's directions you give here, which shows they'll port tunity to really build, you know, more across markets in the media, Latin America and Asia Pacific. So there's a lot of Portunity for growth in those markets for intergral. But a large percentage of our customers come from abroad. And because I haven't done a lot of international business myself, so I did live in Chile for a while, I'm curious how much of what you're focusing on now is new in those areas outside the US. Like we sometimes live in a tech bowl when you live in California or somewhere near the the bay area, or even if you live in the US, there's this sense that everyone is as advanced as Sass companies in San Francisco. But how much of this is is new overseas outside of the US, or is this like an emerging market place where they all very familiar with this technology as well and kind of just looking to adopt new platforms. I think things have changed from matically in the past ten years and those early days, I remember, there was actually selling first the cloud concept over, you know, this Sass concept. There was a baby steps in there in terms of introducing, you know, a company to new prospects. But things have evolved, you know, in the pasting years quite quickly, which is great. So there is a lot of a Portunity in through dous new technologies. Abroad, especially some emergin markets, there's a lot of needing of for digital transformation. Those mark kits. However, companies are more familiar with the technology that is available. So it's more about introducing other right features and really having a great connection to the right industries and having the right conversation with CEO, ceios and founders, and perhaps a little less of actually introducing the new wave of technology, which you know. I feel that a many, many thunders have changed another perception or understanding or what's available. Sure, and just last not on that. You mentioned over the last ten years that's changed, but over the last eighteen months, have you seen that accelerate dramatically with the onset of covid and just global changes in how we do business very much, especially if you think of the small business side, where the small business across different markets and countries were not online, and all those business have to move to online rather quickly, either by leveraging what's up as a general communication, the Messenger, chat and Messenger incause of Intercom and other support tools to be able to have conversations with their customers. So that has changed dramatically in the less eighteen months, which really support and help a lot of companies just celebrate, you know, their customer basis, but also help them together technology, you know, the hands of a lot of people that before have never seen it, you know, such platforms and market or have never leverage such platforms to communicated their customers. So I think those things are here to stay and, if anything, there's a major opportunity to leverage those new open doors to embrace those new prospects and customers, to help companies to even for they know, the brand presence, you know, and build on top of that as wingfold. HMM. Yeah, now that makes a lot of sense and I was noticing that one of the positioning statements and Intercom uses is calling itself the conversational relationship platform. You mentioned a lot about customers, but this is how we have conversations with customers, which seems really fitting given the global changes. That's that's how we have those conversations. That's how customers are expecting to hear from us. You also mentioned prospects, so this is bigger than just conversational marketing. It goes beyond just that. How do we reach out to people who are trying to buy from us today? How do we make it easier for them to get ahold of us? But you're talking about a larger...

...or maybe a larger movement of digitizing the way we have conversations with our buyers, Presale, post sale, all of that. Is that right? They's quite most of prospects and customers. First of all, they're looking for a humanized conversation, and that means, that really means having an integrated conversation between when you start talking to a company, you know, when you're on boarding and overall, when you're engaging afterwards. So having the entire view, that so the three hundred and sixty view around a customer is. It becomes quite important and really this is where the Messenger base experience really comes to play, which helped to drive the more personal customer relationship of those prospects and customers, which is, I mean it's the experience we all want, right with the vendors that we do business with, even with the places where we by our household product. We want that relationship. I love that it's well spoken. Yeah, no one wants to call a company and wait for hours on the phone. No one wants to identify ourselves three or four times over. You know, to a business people want to have a continuous conversation across different channels. Right. They want to be heard and the one quick answers. Hence platforms like Intercom really growing the market was offering that single point of view across entire journey of customer and that's, you know, where people looking for, which really comes down to their more human interaction. Right. I love that emphasis on the human side. Now, you clearly have a lot of passion for this and coming from the digital background, it's and that's you. You've had a lot of conversations about how we work with our customers. Certainly we're going to dig into a campaign that you've had build out at Intercom and I'm excited to have you explain going after this, this outbound motion, as you called it before we hit record here. Describe to us what is the outbound marketing motion for you all and what is the purpose of that campaign? Yeah, so a part of my team is dedicated to build art marketing, lad outbound machine. So that what basically means is a focus on converting non core leads into mqls and leveraging account based marketing, you know, as our engine to create that machine. And a lot of this focus is to support our move intercom to anup market buyer, you know, to really target in a mid marketing enterprise companies. So right now there's a lot of focus in the company and a lot of hooks of my team of building them motion and we're running a number of campaigns right now focusing on specific industries and audiences, but one of my favorite right now we're running is really against ECOMMERCE. I think is won't specific sample they were running right now where we're seeing a quite a bit of success, even in my early, you know, three months in the company, where really seeing quite a lot of success out of that campaign. So first of all, I think it's amazing that that you're even getting into the guts of a campaign. As you said, three months into the company. How much time did you get to really like, breathe and absorb that information, and how much were you just really hitting their road? And, like you know, rubber meets the road. You're having a campaign launching already. I think as you start a new job, there's a few things, you know, I try to get accomplish. Number one is really to hit the ground of running by finding low hanging foods or opportunities that we can get things moving. I believe on my first week I really start working on the campaign with my team, because I just knew by a fact that such campaigns and such formless. You know, they work really well in my past, and I knew that by just introducing the framework, will be able to move rather quickly and drive more in twelves and stage one opportunities. But on for my end of building in all the strategy, though, overall strategy for the demand generation team, hirying in out. There's a lot of hiring going on right now and so forth. So it's it's a finding the right balance of building, building for the future, building a strategy, but also getting, if you can, paint them to the door, because there's definitely a few things that impact the business in a very short term. Now that makes sense and as a new market leader you learn a lot by doing something while observing all of the other things already going on before you got in there.

So I see why you would want to do that. When we think about the ECOMMERCE campaign in particular for your upoud motion, going up market, looking at those mid market enterprise players in ECOMMERCE, what are the channels that you use to promote that campaign? Where are you going to find them and to reach them? So we use a number of pay and organic channels to drive to this campaign. So to drive contact acquisition, we leverage contents indication tack targets. One example of a tool that I use. I've using the past and it's great enough to drive that contents indication. We also drive a lot through email linkedin ads, which is another platform. This the has been highly used these days, you know, especially for enterprise marketers, to drive outbound engagement as well. And on the contact acquisition side we leverage zooming for lead space and a few other you know, tools are all there to drive in a contact. The position at skill, the NRTY campaigns that we put in place, a rapt around emails with additional Webinars, you know, very specific webinars, and direct nailers, you know, as another source in a the touch point to really create an integrated view of how we run this campaigns right. We want to bring a quiet those contacts. We want to run the right contents indication to warm this contacts, to Recom base marketing. We want to have the right nurtures in place and really create the right environment, you know, just celebrate and create in quols to drive through stational opportunities. Awesome. So when you think about those coming out of the you know, let's say this is the end of your funnel and it's going into another funnel, of course for someone else to be working as you're making a transition. What are the qualities of an mql for you all when you look at those mid market and enterprise leads? Yeah, so we have a lead scoring for noncore ntols where we qualify when a contact is really to move to the next level, when the contact is warm enough. You know that we, ever, are on lead score in that we created here intercom, but if anything, it's really about talking to the right audience with the right content at the right time, and that creates the right engagement. What we're seeing throughout this campaign, it's at our conversion rates from lead to in Ql and in quil to s one has grown dramatic in the past couple months. She makes me pretty happy to, you know, to prove the case of one campaign and those changes are really do because of the integration of the contact acquisition through the nurtures but also, you know, truly the right content that we put in place and the right audience that we're trying to talk to you. So all know it's really coming together from that perspective. Sure, what are some of those kpis that you're looking at along that funnel and you're saying, Hey, these are going even better. What are some of those things that you're measuring right now? It's there a couple things important lead to M ql conversion. It's important because that would give me a lot of great perspective of how my campaigns are performing. To have the right quality campaigns and I working with the right vendors who I have the right notiture compaigns in place. So that's a great matric tap intol to stage one opportunities. That would drive me the quality of the intralls and my providing sales the right quality for them to follow up right to our SCR ORG with the right quality of intrals. That I have seen skyrocket and the past couple of months that conversion rate, which is fantastic. And the last one in there, which is think is really important if you think of an enterprise strategy, is the average deal sizes. By me talking to a specific audience and creating a campaign for a specific industry with great content, I'm able to drive, you know, larger deals or just based on the conversation unerstanding the needs of those buyers, and that is also growing as well, which is quite important, you know, and overall of market strategy. So in the funnel, those are the things that I pay things on the most. As some book in those campaigns. That makes total sense. And when you're looking at that, when the str comes in, you mentioned that these get transition over the STR team. Do you currently oversee the str functions at under marketings out under sales in your org? So right now is under sales however, they are my partners. The way, the best way...

I described here to my team is that basically, where we build a know in the mansion in marketing is a sales lab culture where we truly work very aligned with our secur partners in their sales organization. And I've seen, you know, different models. Were Seis Work of marketing, work of sales. You know, I think every single company has a different view how that works, but for me, the end of the day it's important. It's the alignment. You know, I realigned. Are we able to enable the scrs with the campaigns are running? Do we all agree on the content and the industries and so forth? So there's a great partnership in place in the now. That makes sense. What would you say are some of the things that you're doing to enable that positive relationship with sales? You mentioned that there are partners. It certainly, I'd imagine, starts in just a way you talk about sales in the marketing team, but what are some of those things that you're doing to closely align with them and make sure that you you both agree on what is the definition of a good lead and how do you know that these conversion rates are the right ones and what are you guys doing there? There's a lot of alignment, direct alignment of the Sales Organization and marketing, where we together as a group, we agree what an MTL is going to look like, what I stage one topportunity looks like and so forth. But there's a lot of partnership as we build those campaigns as well, where we're here to listen to the org, to the wing, to the s organization and to the Sales Organization of Industries and Personas, where we have quite a lot of opportunities to drive more engagement. So there's a lot of that alignment as well and in the end of the day, I truly believe that, you know, as marketers, we should have a great understanding of the funnel right then, meaning even beyond the stage. Want to put twins, no stage shoe and so forward to closing and understand in the pain points we're seeing throughout the funnel and really be able to be the best partner to sales by understanding their pains right and be able to solve those pains other than just building a campaign, put in a package and give him to sales and sort of washing our hands and moving fortunate and ask them to the next campaign. It doesn't work like that. We need to be through partners and really look things through, you know, to the end, to the actually have revenue. Yeah, and would you say that that is the thing to which you would attribute most of the success of these recent campaigns? Is it that starting first with alignment? Is there something else going on that you're seeing that these are just seem like runaway successes, especially the e commerce campaign? What would you attribute that to? I would to a couple things. Number One, alignment. Yes, across organization, but really just enabling, you know, sharing what we're doing, what it's the plan and really getting everyone on board. compings at times are not successful and that's okay. You know, you got to be able to task, you got to be able to push a lot out of the tour. So there's that alignment at first, you know, in building that relationship with sales is incredibly important for the success. And another side to the compaign success, which I think is important, is that we really put thought behind that buyer. ECOMMERCE was just a really UN organic buyer for Intercom. There's a lot of great use cases. The organization could talk to ECOMMERCE companies rather organically and easy right, which she made it much, much easier for us in marketing to build a campaign and maybe, if they help us on the enablement side of the house. So that was really important as well, especially this early days, you know, to prove the case that those campaigns can work. So those are the two things that I think you know. We made this campaign quite successful. Now that's awesome. And when you think about some of the messaging that you're putting your campaigns, for example, you talked about how this speaks to the buyers specifically. Are you using any particular tools or tactics to get the voice of the customer in there? Like, I know understanding them inherently better than maybe other industries. You Commerce seems like a really good fit because you might better understand like that digital transaction and understand how you want to have the same kind of relationship that maybe sas those with our customers. Maybe speak to me a little bit about that, like was there anything in particular that you got voice of the customer from someone and put it in there? How are you getting that message? So there's a couple of ways we do that. One we do quite a bit...

...of research of our own customers, our own customer base, and try to under send their paying points. If anything, if I think of a campaign, I think about providing US solution to buy it, and that solution has to make sense for the industry, you know, and really has to help, you know that by their own problems. So, based on the research we do our own customer base, in alignment of just industry data and information that we have in place, we're able to narrow down to information we want to share with those bias. Hence why we had such a great engagement throughout build emails, very, very high engage on those emails, you knowing follow ups through the web in ours and so forth, is really because of those. The combination those two things I can to play. What would you say that you've learned from this, because obviously it's worked. What do you now want to take from this and apply to more campaigns where you finding I really will apply the concept of building campaigns they are meaningful to the buyer or the persona that we're trying to reach through. And how do we do that? I skill, is my question that I keep asking myself in my team. How do we build that is skill. So we're looking to build additional industry campaigns as we move forward, you know, leveraging content that we have in house, industry content and the same acquisition tools that we have building place. So we're just looking to scale that, not just in the US but globally of course. But I think there's one thing I learned a lot of through discompaign and I have learned a lot through my past experience as well running such compaigns. But there's one learning here I think is important for knowledge of things that have not worked for me in the past that also bring to my team, which is it's very easy to drift into a building a large volume, you know, of content, contact acquisition around these campaigns, which is probably not the way to go. I want to make sure you know it's waving forward. Our campaigns have to be just a bit more target right, if even if it's the right persona, the right industry, but just setting ourselves of more a target views to be able to provide a right communication and content. And in the past I have feel a little bit where I tried to brought my campaigns too much. They're true large which you know, not great success in terms of version so this is a the direction that you know, I am taken the team in the direction and to strupply as we've build our q four and x sea compaigns. I noticed that when I asked about KPI's you didn't say the volume of lead acquisition, that that wasn't the number one thing that you were focused on. It was so much around the conversion rates, which is great because you can, you can almost always scale that up, but getting a big, big campaign to not really convert, well, you don't know what leverage to pull. You don't know what was working what wasn't working. I've often talked about the formula of target, message, channel and timing, and target matters more than all of the above, because if you got a great message but you're sharing with the wrong audience, that doesn't really get you very far and it's really hard to identify if we've messed up. Was At the message? was at the target? was at the Channel? Do they just not read emails? Do they just not answer calls? You know whatever that is. And then timing ultimately is kind of a combination of all those things. So I'm glad to hear you say that because it reaffirms for me. You've really gotta speak to that buyer. You've really got to be focused, you got to be narrowly focused and you can always scale that up. Now, what are some of the ways that you are looking to scale that up? Is it just hiring more folks to put in the hours to get that content specific to those industries? Are there are some partners you're working with? How do you guys think about scaling that? Definitely a couple ways to scale that up. I have challenge my team that now we have narrowed down the right conversion rates that we want to see, how do we two three x that in ql volume and men say the conversion rates, which I think is the challenge that we have a handsome move and food. So we scaling in the couple different ways, by adding more partners on the top funnel, you know, more acquisition partners for our contacts at skill, but also I do I am in the market to resource my team with additional people to be able to scale those campaigns, you know, into new industries or really just a new contacts that come into place when I reinforced that hiring a note as well. Welcome everyone to check into conduct on for jobs we're...

...definitely know, you know hiring trains are right now here in marketing, but it's a combinational book resources and the new channels that we want to open up moving forward. Okay, so we kind of cheated because I typically ask this question near the very end, but we're kind of talking about this idea if you could double your staff, your budget or the time available to your current resources, which would you pick? It kind of seems like you have to do them all the same time, especially when you're in hypergrowth mode. But if you had to pick one of those, would you double the number of people on your staff, would you get a much larger budget for acquisition, or would you just have more time in the places and things you're already doing? I think it's a combination of the three of the enterr point and then think we have a lot of options and a hypergrowth environment where we can pick one on another. But I do acknowledge that in order to actually be able to spend money, to double my bussion, order to spend money, you got to have the right resources in programs in place. You know, spending money sounds incredibly easy, but it's not, you know, especially spending money at skill with Great Roy. So I am focused right now on resource in the team, bringing new leaders in place in order to be scale our budgets, you know, any skill or programs as we move forward, and I'm doing a little bit of all that, you know, in a package where myself I'm leading a lot of the campaigns and programs directly as we build in the new team for the next year. Well then, talk to me about the structure and the components of your marketing team as you're building now. What is it today and what do you want it to look like in a few months as you keep resourcing the team? So when I came on board, I basically had two teams that were reporting to me, which was a Navy M team and performance marketing team, pay channels and organic. What I'm extending the team is I'm creating a global performance marketing team. We're bringing folks from all over the globe in not just city, in different regions to really scale or how we buy media globally, which I think is quite important, or we are to support, you know, all the album campaigns suppuring place. I'm also building a strong integrated marketing campaigns team which is going to own and owns the album campaign. So really expanding ABM into a more holistic campaign view. So we're building a large global team as well and I'm building my regional teams in so hiring ahead of a media I had of Wapack I had on North America, in Latin American so forth. So really bringing more regional leaders in place to run more of the original campaigns which really drive a lot of our enterprise engagement as we move forward. So I'm expanding the team quite dramatically, really evolving in the leadership, which is Great. It makes sense for the phase we we are as a company and the treasuretory we're taking, especially moving up market. That's exciting I'm sure at times very overwhelming, but you seem like the perfect fit for the role. I'm sure that's part of part of the stage of growth that you're at. was they brought you in because you're the person to help them do this, to get them to that level of scale. That's got to be quite an honor and exciting for you. The opportunity in front of you, for those listening, for those who will find this content down the road, and you're still hiring one are the qualities that you look for in a marketing higher that you bring onto your team? There's there's generally like a culture that you're trying to build their. What would you say are those qualities, besides the obviously experience based on the role and whatever else would like? Who's that person that you're looking for and this faith that we are of hyper growth, I'm really looking for leaders that can truly take ownership of their channels. I think that that's quite important and was important for me in my past in other jobs, as we've went through different phases of growth in the companies that work for. So I really looking for the right marketers that will be building those channels, someone them from scratch, and I'm expecting those leaders to be the next wave of leadership in marketing intercom and that, you know, it comes ownership and really building as well that sales culture we've been marketing. You know, understanding that we got to hit targets, you know we got to build the right campaigns, you know, really understand the funnel and so forth, which at times, you know, I think it comes about saying by it's great ringforce that that's really important. But owner shape for me is the keyboard in there on the hyper growth environment.

There's so many questions one person can mince or so many projects one leader can support and lead. So we need their had to write people in place to just really move, you know, the machine foward. Yeah, and you mentioned in passing that you know it's just should go without saying that we should also care about revenue on the marketing side. But that actually starts at the top. That starts to you as a leader, dictating that and sharing that and saying like this is the culture that we're building here. We do care about the outcomes, we don't just care about the inputs, and that that certainly matters. So you're looking for those people who can get on board with that message. Hopefully a few of them here and they go to intercomcom and they find you all in there. Looking at the broader marketing world and those who you've come up with, who you've learned from, the brands that you've been following. Who else should we be learning from out there? Who Do you think is just one of those names that we should be found? It could be a person or a brand. Yeah, I definitely have a few mentors of people I look up to. I think I'm calling to call out one and among the clay as. She's a cro I fake mass. She's my former leader Zen desk and someone I really look up to and I think we all. We all see the FIG my story as a great story. So that's someone you know that has great marketing in depth knowledge and so forth. And from the bread perspective, tell everyone to keep an eye on the intergral. We are in the right presutory. You know, things are really move into the right place and there's a lot more that we want to accomplish in the next couple of years. So here's a going to be a great example as well where you're going to be seeing a lot more from our marketing intercram. I'm really excited about that. I've been aware of the product for years. I've known some of the team members, all fantastic people. It's an exciting space because it's grown so much from something that's just a simple chat interaction or chat bots, or there's this one type of touch point to a much larger digital engagement with your customers and your buyers, which is exciting. So really excited to see as the intercom team grows. Where do we find you online? Marcia where do you like to spend time? So you're going to find me on Linkedin, Mars or nick. You want to find me and tweet two. It's been quite a little time, and tweet two add much to our Nacki as well. You're gonna find me very active in those channels, you know, posting about industry, News, marketing and so forth. Awesome. And where do we find out about intercom? You've mentioned it once or twice, but let's throw it here at the end. So intercoloncom course, as a main landing page website if you're looking for, you know, marketing jobs. The intercong just interclocin's last jobs as well, and you can find a lot more about lust. They're very good. Well, Marcia, thank you so much for joining us. I'm sure the audience is going to love it. We appreciate you. Thank you so much. Thanks for listening to growth marketing camp. If you enjoyed this episode, we'd love it if you would give it a quick five star rating or share it with a friend or colleague looking to get a little more inspiration for their next campaign. If you want to learn more about the company behind the show, had to open sensecom. That's open sken skecom will catch you on the next episode.

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