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James Meincke
Global Director of Demand Generation @ 360Learning
James Meincke is an omnichannel marketer, remote-work advocate, and promoter of curiosity with a background in areas such as startup marketing, demand generation, and brand marketing. He holds a Bachelor of Arts in Journalism - Strategic Communication from the University of Wisconsin-Madison. James has held several marketing positions in various organizations including 360Learning, Demodesk, CloserIQ, and WISE. With experience in marketing analytics, SEO, and event marketing among others, James Meincke is skilled in marketing automation, copywriting, PPC advertising, and social media.
Highlights
One thing that sets our marketing team apart is our dedication to experimentation.
The best marketers constantly adapt and look for ways to improve.
Here is a rough framework for how our team continues to level up our efforts.
- Monthly schedule
At the beginning of each month, everyone on our demand gen team launches new experiments, and closes old ones. Some experiments can be closed out in a few days, while others can take a full quarter.
The monthly cadence is a forcing factor to ensure we're always trying new things.
- Incremental vs step level improvements
Most of our experiments are incremental (e.g. improving landing page CVR by X%). And while incremental improvements add up, there can be diminishing returns. Sometimes, to make a real improvement we need to go for something big.
We hold ourselves accountable to launch a few big step-level experiments each quarter. It could be a new channel, a brand new offer, anything that has potential to drastically impact marketing metrics (above a few %).
For example, we launched a new product tour video for folks that aren’t quite ready for a demo, and our homepage conversion rate increased by 200%.
- Set a specific hypothesis and validation criteria
Every experiment needs to have a hypothesis tied to a concrete number. It should be fairly objective whether or not an experiment is successful or not (e.g. Cost per Opportunity below by $X, or website conversion rate rises above Y%, etc).
When experiments are launched, the hypothesis and validation criteria are clearly laid out so there is no ambiguity when we close it.
- Document everything
Every experiment is launched with a specific Trello card, with the following details included:
- Context
- Goal
- Hypothesis
- Validation criteria
- Action plan
- Budget
- Timing
And when experiments are closed (successful or not), they’re added to our master “experiment library” for other folks on the marketing team to review in the future.
- Post Mortem / Scaling our successes
A crucial step is to make sure that we learn and continue to adapt.
If an experiment is successful, we document what the next corresponding experiment should be to continue to see improvements. If not successful, we try to pinpoint why, and decide if more experimentation is needed, or if we should drop it and move on.
Everything is communicated to the wider team either in a team sync, or asynchronously (we use Trello). This is another forcing function to ensure we’re not getting complacent.
Clearly none of this is rocket science, but this basic framework has led to some of the biggest gains we’ve seen in our demand generation efforts.
This week marks my one-year anniversary at 360Learning. It went by super fast and I’ve had a blast.
Here are a few takeaways after a year with an amazing marketing team:
- Always be experimenting
Our team has cultivated a robust culture of experimentation -- in fact 10-20% of our Demand Gen budget is earmarked for testing.
Every month, we kick off new experiments and share learnings with the team -- successful or not.
Within a few months, we scaled multiple new opportunity-generating initiatives costing much less than current programs.
Simply because we weren’t afraid to try new things.
- Throw things out the window if needed
“This is the way things have always been done” should never have a place in your marketing mix (or any decision you make).
When I joined the team, I noticed a few channels were wasting money. Previous team members felt strongly about them, so nothing changed.
Cutting legacy programs can be tough when you’re new, but it’s worth it.
We used the extra budget to launch new (and exciting) experiments. It took time, but the result was a drastic decrease in cost per opportunity.
- Over-communication is better than no communication
Transparency is better for everyone.
Share your wins -- it’s good for your career.
But you also need to escalate quickly when things don’t go as planned.
Get ahead of bad news so others can trust you to be on top of things.
- Slow and thoughtful onboarding leads to a faster ramp up
360Learning has a well-polished onboarding program, and it shows.
New hires don’t jump into things too fast. They get time to understand the product, business, and culture.
We hired two Paid Media Managers this year, and they both started crushing it in months 2 and 3 because they had a solid foundation to start from.
- Teamwork makes the dream work.
I’ve been on teams where every department is siloed -- luckily that’s not the case here.
My biggest wins of the year only happened because I had the privilege of collaborating with some amazing folks across BDRs, copywriters, website + graphic designers, and more.
Break down silos. Celebrate wins together. It’s better for everyone.
#marketing #demandgeneration #startups
