While current markets may be declining and operating in a well-worn pattern, the SME sector can be much more open to change. Yet the SME sector is not a green-field opportunity as they’re already buying what they need from someone/large brands – but can you offer them a better product or idea that can reach the SME decision maker?
This best practice guide looks at the culture and management within SMEs, the difference between branding and positioning, as well as barriers to communicating with SMEs. Lead generation and salesforce engagement and relationship building is also covered in detail.
This guide will help B2B marketers understand the SME market, measure brand sentiment to gain valuable opportunities, engage SME customers and identify key attributes to a successful SME-targeted campaign.
This guide will help you:
- Understand the SME market – your target market’s needs, motivations and values, and how changing technology and the economy are impacting the small business sector.
- Evaluate opportunities – create an online community for customers and prospects to measure your brand perception as well as gain valuable opportunities.
- Engage SME customers – combine good, relevant content with the right tools to communicate effectively to SME customers.
- Identify key attributes of a successful SME-targeted campaign – five companies with well-rated SME campaigns that have six common characteristics.
This guide covers:
- Strategy – leads conversion and salesforce engagement.
- Brand and positioning – create a unique position in a crowded marketplace, and evolve your brand and position in line with your target market.
- Goals and objectives – work with sales to achieve better alignment and adapt your sales and marketing plan to meet SMEs’ needs.
Who should buy this guide:
- Brand marketers
- Customer service heads
- Digital marketing professionals
- Heads of marketing
- Marketing communications managers
- Heads of social media
- Heads of data/analytics
- Marketing directors
- Marketing executives
- Marketing managers
- VPs of marketing
- Anyone involved in the process of defining or re-defining strategies for targeting the SME sector
1.1 SME definitions and the European/UK landscape
1.2 Current outlook
1.3 The marketing opportunity
1.4 Culture and management within SMEs
Section 2 – Data and insight
2.1 Understanding your existing customers
2.4 External research agency versus inhouse
Section 3 – Brand and positioning
3.1 The key difference between branding and positioning
3.2 Understanding your positioning
3.3 How to create a unique position in a congested market
3.4 Evolving your positioning to fit your target market
Section 4 – Communications channels
4.1 Traditional channels
4.2 Barriers to communicating with SMEs
4.3 Digital channels
Section 5 – Leads, conversion and salesforce engagement
5.1 Changes in the sales environment
5.2 How are leads generated?
5.3 Marketing’s involvement
5.4 Decision-making process
5.5 Sales cycle
5.6 Building relationships
Section 6 – Relationship building
6.1 SME sponsorship
6.2 Community engagement
6.3 Customer service
6.4 Targeted engagement
Section 7 – Case studies
7.2 Business empathy
7.3 Engage the individual
7.4 Innovate and adapt
7.5 Stand out
7.6 Social media
7.7 Understanding performance
7.8 ‘Transformation to social media’ by The Crocodile for Ellisons
- Small business is anything but small in the British economy. SMEs account for 99.9 per cent of all enterprises in the UK. Over half of private sector employment is accountable to SMEs and 48.8 per cent of private sector turnover comes from the market.
- Construction is the UK’s largest business sector by number of enterprises. While the UK may once have been referred to as a nation of shopkeepers, data shows there are 876,000 construction businesses.
- The bad news is SMEs are notoriously difficult to research. They can behave vastly different in specific situations and will have a lower level of consumption for your products than the major businesses you already count as customers.
- SMEs have become more hostile to anything that interrupts their day. Time pressures are more accute in smaller businesses and worsened economic conditions haven’t helped.