Veteran Marketing Leader Heather Poulin: Five B2B Marketing Strategies That Can Help You Beat Your Competitors

…One key strategy I believe in is partnering with finance, which might not seem like a natural fit at first. Marketing requires financial investment and spend, while finance can appear to be more conservative. However, I’ve been fortunate to work with some excellent financial partners. Together, we’ve created the initial budget and maintained regular checkpoints throughout the year to monitor our spending. Being transparent has been crucial. I’ve communicated openly with my finance colleagues, informing them when we were under budget for a particular project and needed to reallocate funds to another initiative. This transparency has generally led to supportive and helpful interactions with finance. Especially when planning the budget for a new year, there have been times when I’ve needed to make cuts and felt I had nowhere left to turn. In those moments, having a strong partnership with finance proved invaluable. They’ve been able to provide support and solutions when it seemed there were none…

I had the pleasure to interview Heather Poulin. Heather stands out in the dynamic world of marketing as a seasoned executive, celebrated for her strategic prowess and her ability to foster both brand growth and team development. With a career spanning over two decades, Poulin’s journey through the marketing landscape is marked by significant roles at leading companies, most notably as Vice President of Marketing at Ricoh USA, Inc. Her expertise encompasses developing comprehensive go-to-market strategies, driving sales growth, enhancing brand recognition, and forging strategic partnerships across diverse sectors including software (SaaS solutions included), professional services, and hardware.

Poulin’s leadership style is distinguished by her commitment to team empowerment and professional growth, ensuring a collaborative environment that extends beyond the marketing department. Her tenure at Ricoh USA, Inc. saw her overseeing crucial aspects of the company’s marketing strategy, business development programs, and sustainability initiatives, alongside managing the Boulder and Georgia Customer Experience Centers. These roles underscored her ability to blend strategic marketing with operational excellence, contributing to Ricoh’s stature in the market.

Before ascending to the executive ranks, Poulin honed her skills in various marketing leadership positions, including Marketing Manager at Canon Solutions America and Product Marketing Manager at Océ. Her career trajectory, which began at Ricoh in 1996 as a Marketing Assistant, reflects a profound dedication to the field, enriched by a Bachelor of Arts degree in Journalism from Elon University. This educational foundation in journalism, initially intended to lead her towards news storytelling, eventually guided her to marketing — a domain where she could apply her narrative skills in a different but equally impactful manner.

Poulin’s personal journey, from her early days in Connecticut to her professional achievements, is a testament to the influence of family and mentorship on career choices. Following in her father’s footsteps into the print industry, she discovered her true passion lies not in the fast-paced world of journalism but in the strategic and creative realms of marketing. This pivot was not just a career change but a transition to a field where her journalistic skills could be utilized to shape narratives within the business context.

Throughout her career, Poulin has been recognized for her contributions to the industry, earning accolades such as being named a Women Influencer by The Cannata Report. Such recognitions highlight her role as a thought leader and advocate for women in the marketing and tech fields.

Beyond her professional achievements, Poulin’s story is enriched by the relationships and mentorships that have shaped her journey. She emphasizes the importance of mentorship and the value of building genuine connections with both colleagues and customers. These relationships, characterized by mutual support and shared experiences, have been pivotal in her professional development and personal fulfillment.

Poulin’s interests outside of work, particularly her involvement with horses, reflect her belief in the importance of presence and attentiveness — qualities that she finds invaluable in both her personal and professional life. Her volunteer work at a local barn is not just a hobby but a continuation of her lifelong learning and growth.

Heather Poulin’s career is a narrative of strategic innovation, leadership, and community, underscored by a profound commitment to fostering an environment where both brands and individuals can thrive. Her story is not only about the accomplishments listed on a resume but also about the journey, the lessons learned, and the people who have been part of her path to success.

It’s a delight and an honor to meet you again, Heather. Before we dive in, our readers would love to learn about your personal origin story. Can you share with us a story of your childhood and how you grew up?

Heather: Sure. I grew up in Connecticut as an only child, and I had a pretty traditional childhood. I actually followed my dad into the business he was in. He worked in the print industry at the time, and my first job out of college was at the same company where he worked. So, I kind of followed along with him a little bit.

So tell us about what led you to this particular career path.

Heather: Well, I initially embarked on a journey as a journalism major, believing that was my calling. I was passionate about writing news stories until I landed an internship at a newspaper. That experience was a turning point, as I realized the fast-paced environment didn’t allow for the depth and balance I sought in storytelling.

This revelation steered me towards marketing, a field where I could still leverage my journalistic skills. My career took its first steps in marketing, gradually shifting towards product marketing and, ultimately, focusing on go-to-market strategies.

Could you share with our readers one or two of the most interesting stories from your career?

Heather: Oh, absolutely. One of the highlights of my career happened at my most recent company. The mentorship I received there was invaluable. It played a crucial role in my professional development. Having mentors who were genuinely supportive and invested in my growth made a significant difference.

Another aspect of my career that stands out is the relationships I’ve built with customers. Getting to know them beyond just business transactions has been both fun and rewarding. We’ve shared quite a few laughs and memorable moments during customer events. These experiences are among the most cherished in my career.

That’s great. So none of us can achieve success without some help along the way. Is there a particular person you’re grateful for who made a significant difference in your professional life?

Heather: There are a couple of people. I would say the most recent was one of the senior VPs I worked with. He took the time to understand where I wanted to go in my career and helped me develop a plan to get there. He was someone I could call to bounce ideas off of, and if I needed help removing obstacles, he would advise me. He really served as a good advisor and partner. Even after I moved on and started reporting to someone else, he remained a mentor to me, the person I would go to for advice. Interestingly, sometimes he would come to me for advice as well. It was nice to have that two-way advisory role with each other.

Do you have any extracurricular hobbies or interests outside of your work?

Heather: Yes, I do. I ride horses. That’s a big passion of mine. I volunteer at a local barn working with the horses and sharing my passion with children and people who come to ride. Horses teach you to be present and listen because they’re speaking to you, but you have to be attentive and listen carefully. This skill is incredibly beneficial in other areas of life as well. I believe horses are some of the best teachers out there.

So you’re a successful leader. Can you share with us three strengths, skills, or characteristics that you think were most instrumental in your success?

Heather:

1. Yes. I think one key strength is mentorship. Taking the time to talk to your team is crucial, and it’s not limited to just your team. Sometimes, people from other teams may need support, and being open creates a safe space for them to discuss issues and receive guidance. This approach helps in advising and moving them forward.
2. Another critical aspect as a leader is to trust and empower your team. Trusting them to make their own decisions is vital, even though mistakes are inevitable. If you can’t trust them, you might not have the right people in place. Empowering your team is essential for success because it fosters an environment where new ideas can emerge. They feel safe and valued, enabling them to voice new concepts and contribute meaningfully.
3. Lastly, holding your team accountable is important. You shouldn’t shy away from having difficult conversations. I admire Brene Brown’s work, and she talks about the importance of being able to ‘rumble,’ which she defines as engaging in tough conversations. Being transparent and empathetic during these discussions is part of leadership. It not only aids those involved but also contributes to their growth and improvement in the long run.

That’s fascinating. Are there any skills that you’re trying to grow now?

Heather: Yes, I’m always looking for ways to be a better leader. Specifically, those hard conversations, or “rumblings,” don’t come easily to me. I strive to be transparent and empathetic, but they remain challenging..

Another area I’ve been focusing on is learning to let go. This was a significant part of my growth in my last role and continues to be a point of improvement. As you progress in your career, it’s essential to delegate responsibilities to your team, allowing them to take ownership. I’ve found that openly communicating with my team helps. For example, when passing a project I’ve been deeply involved in, I tell the team member that I trust them and need their help to let go. Sometimes, they need to remind me to step back and trust in their capabilities. This mutual support has been beneficial in fostering empowerment and growth.

Beautiful. Let’s now talk about leading a successful marketing team. What are some of the strategies you use to identify and attract top talent to your team?

Heather: To attract top talent to your team, clarity is crucial. You need to be upfront about the job, including the less appealing aspects, and set clear expectations. This ensures candidates understand exactly what the role entails.

Another strategy is to encourage candidates to speak with your current team members. This allows them to get a sense of the team dynamics and work environment without feeling monitored by you. For internal recruitment, visibility plays a significant role, as potential candidates are already familiar with your leadership style and the team. However, attracting external candidates requires extra effort to provide visibility into what working with your team would be like.

Explaining your leadership style is also essential. Candidates need to know if you’re the type of manager who provides close guidance or if you have a more hands-off approach. This helps align expectations and working styles from the outset.

Evaluating a candidate’s professional presence, such as their activity on LinkedIn and other social media platforms, can also provide insights into their suitability for a marketing role. Additionally, connections with mutual acquaintances can offer valuable perspectives on the candidate.

What tips do you have to motivate and inspire your team to consistently meet and exceed their goals?

Heather: Firstly, it’s important to establish clear goals. Your team needs to understand what’s expected of them to achieve these goals. Setting clear expectations from the start is crucial.

The second step involves holding team members accountable and setting checkpoints. Recognize that each person and project is unique, requiring you to adapt your leadership approach accordingly. Facilitate a supportive environment that allows for advice, empowerment, and obstacle removal. It’s vital for leaders to be accessible in removing barriers that team members might not be able to overcome on their own.

I always encourage my team to address obstacles as they encounter them. They should make an effort to resolve issues but also know when it’s time to seek assistance. Prompt communication is essential; waiting too long to address a problem can hinder progress towards goals.

Amazing ideas. How do you handle underperforming team members?

Heather: I’ve been fortunate to rarely encounter underperforming team members, but when I do, my approach begins with an initial conversation. I try to understand their situation by asking about any external factors that might be affecting their performance. This could be personal issues or distractions. Getting a comprehensive view of their life helps me understand the root of the problem. After that, I make sure to acknowledge their strengths before addressing the areas that need improvement. I believe it’s important to recognize what they’re doing well to build a positive foundation for the conversation. Then, I discuss the specific aspects they’re struggling with and explore the reasons behind these challenges. We work together to develop a plan aimed at enhancing their performance, focusing on support and coaching rather than penalties. If necessary, follow-up conversations may occur to reassess progress and adjust our approach as needed. The goal is always to have a constructive and supportive dialogue, starting with understanding their overall situation, acknowledging their strengths, addressing weaknesses, and collaboratively finding solutions.

Okay, so let’s talk about B2B marketing. Can you share some insights into how you perceive the current landscape of B2B marketing? What’s the state of the union, so to speak?

Heather: B2B marketing today is more complex than it has ever been. There are many more ways to communicate with companies, and these companies are facing a variety of pressures that differ based on their industry, size, and specific pain points. However, B2B marketing remains crucial. It’s essential to focus on the benefits your solution or company offers. The focus should be on the partnership you’re offering and the support your company provides. Honesty with your customers is key. In conversations, I’ve been transparent about our products, especially when asked how they differ from competitors’. Sometimes, there might not be much difference, but doing business with us means you gain access to additional services, development programs, and support, essentially framing it as a partnership. Companies that see themselves merely as vendors might not be as successful. It’s about understanding the needs of your business customers and how you can support them in a partnership.

Fascinating. You’re saying even B2B companies that are selling a product, not a service, could be perceived as partners. I understand how an accountant can be a partner, but if someone is selling a specific product, you are saying they’re a partner because they’re helping me, not just with the one product but with other things as well.

Heather: Exactly. Companies today can’t just sell a product; they need to offer something more, especially when others sell a similar product. It’s about what makes doing business with your company different, and it can’t just be about having the lowest price. While being the most affordable might seem advantageous, it won’t sustain your business in the long run. It has to be about more than that.. It’s about how you can support them beyond the transaction, in a real partnership role. Simply selling a product isn’t enough in today’s B2B market. Companies want to know what additional value you bring to the table alongside your product or service.

B2B buying cycles can often be lengthy and complex. From your experience, how do you maintain engagement and nurture leads through the stages of the buyer’s journey?

Heather: The key there is that marketing and sales need to work closely together. Marketing can’t operate in isolation, doing its own thing without sales, because sales is the face to the customer. Especially in some of the positions I’ve held, where the buying cycle is long, and you’re asking people to make a large capital investment, it’s not a quick sale. To keep engaged, you need to collaborate with the sales team and ask, “How can we help you?” You’ve got to provide them with sales enablement tools. If you’re running an integrated marketing campaign, you need to coordinate with sales and say, “This is what we’re sending out, this is the message. Which of your customers should this go to?” The last thing you want in marketing is to disrupt a sales cycle. So, you might ask, “How do you want to present this?” In my last position, I created two roles for marketing business development managers who would partner with sales and go out specifically to help accelerate the sales cycle. They would outline the services marketing can offer to help and sometimes even uncover additional opportunities for the sales team. Sales closes the deal in the end, but there are things that marketing can do to accelerate that sales cycle. We’ve done this in the past by integrating marketing campaigns with specific customized customer briefings and through some of our smaller private customer events. These have all helped to move things along, but it’s crucial for marketing and sales to work together.

Personalization is becoming a very strong trend in B2B marketing. From your experience, what are some ways that marketers can effectively leverage data to deliver personalized experiences?

Heather: One effective way is to really understand the customer. You can approach marketing as one-to-one, one-to-few, or one-to-many. For one-to-one marketing, it’s about you and sales working closely together to understand what the customer wants, their pain points, or opportunities, and tailoring your message specifically for them. When it comes to one-to-few or one-to-many, it’s essential to really understand the marketplace and the types of customers your company has. You should segment your customer base for your integrated marketing campaigns or communications, as different sets of customers likely have different concerns and needs.

Another crucial aspect is to closely examine the data on your customers. It’s important to know what products or services they already have to avoid offering them something they already possess. This kind of oversight can make customers feel like you don’t understand their needs. Therefore, taking the time to look at the data and to understand the customer segment and market segment you’re targeting is vital. This allows you to tailor your integrated campaigns specifically for those different areas, ensuring that your marketing efforts are as personalized and effective as possible.

This is our signature question, the main question of our interview. Can you please share five tips for your B2B marketing strategy that can help you beat your competitors? And if you can, please share an example or an anecdote for each.

Heather:

1. Firstly, don’t create your marketing strategy in isolation. When building your marketing strategy for the year, consider the overall company goals, which might focus on growth, retention, or breaking into new markets. Understand the trends in the marketplace, as some areas may present huge opportunities. It’s crucial to collaborate with sales to understand their objectives and involve key stakeholders, such as sales teams, the C-suite, marketing analysts, prospects, and customers, to grasp the opportunities and challenges in your market. For example, in my experience, meeting with the senior VP of sales to align on company goals, market trends, and sales objectives has been pivotal. This alignment helps direct resources to areas where sales need the most support, ensuring marketing efforts boost lead generation in targeted areas.
2. Second, setting realistic goals is essential. As leaders, we often want to accomplish everything, but it’s important to assess your team’s bandwidth, budget, and the company’s needs. Establish achievable but challenging goals and allocate your budget to initiatives that will have the most impact on the company. Additionally, develop an agile strategy that allows for adjustments as priorities shift throughout the year, ensuring you can stay on budget and meet evolving needs.
3. The third strategy I recommend is to keep pace with the market and technology. When working on integrated campaigns or any marketing initiatives, it’s crucial to revisit your historical data to identify what was successful and what wasn’t. Take the successful elements and refine them to achieve even greater success. It’s essential to stay informed about the latest technologies and platforms, as new ones are constantly emerging that could benefit your marketing efforts. Think about how to craft integrated marketing strategies that link various initiatives together. For example, in my experience with some companies, we’ve executed integrated campaigns that included direct mail, email, and social media posts, alongside a thought leadership webinar related to the campaign. This approach helps funnel leads from one initiative to the next. Additionally, incorporating both print and digital advertising, I’ve always emphasized the importance of including a call to action in every ad. This is crucial because you’re investing in advertising and you want to guide people on what to do next. By effectively leveraging all aspects of your marketing efforts in various ways, you can maximize your budget and impact, ensuring that your message is consistently communicated.
4. Fourth: One key strategy I believe in is partnering with finance, which might not seem like a natural fit at first. Marketing requires financial investment and spend, while finance can appear to be more conservative. However, I’ve been fortunate to work with some excellent financial partners. Together, we’ve created the initial budget and maintained regular checkpoints throughout the year to monitor our spending. Being transparent has been crucial. I’ve communicated openly with my finance colleagues, informing them when we were under budget for a particular project and needed to reallocate funds to another initiative. This transparency has generally led to supportive and helpful interactions with finance. Especially when planning the budget for a new year, there have been times when I’ve needed to make cuts and felt I had nowhere left to turn. In those moments, having a strong partnership with finance proved invaluable. They’ve been able to provide support and solutions when it seemed there were none.
5. Lastly, clear communication and transparency are not just important in the finance-marketing relationship but across the entire team and with key stakeholders. When everyone understands the strategy and goals, they’re more likely to contribute ideas and feel invested in the success of the project. Contrary to some leaders’ belief that explaining the strategy isn’t necessary, I’ve found that when team members understand the bigger picture, they become more than just executors; they become innovators. This understanding has led to situations where a team member’s idea was significantly better than the original plan, allowing us to adopt more effective strategies. Encouraging this kind of environment fosters innovation and makes it easier for everyone to contribute their ideas confidently.

Which digital channels have you found to be most effective to reach your target audience? And how does one optimize the presence across these channels?

Heather: I’ll focus on the market I’ve been involved with throughout my career. There are several digital channels that have proven particularly effective. LinkedIn stands out because the majority of customers I’ve worked with are more active there than on any other social media platform. The strategy is to engage them through social media, as everyone is on it. We’ve created specific profiles for different technologies we offer, launching dedicated weekly social campaigns that provide valuable content, such as industry trend whitepapers, rather than direct sales pitches. This approach has been very successful for us.

Another effective strategy has been partnering with industry publications for webinars. This not only allowed us to showcase our thought leadership but also to engage our customers by having both an expert from our company and a customer speak. The customer-led discussions have been particularly effective, as in the B2B sector, hearing from peers is often more persuasive than hearing from the company itself. These webinars have been excellent for strengthening customer relationships and generating high-quality leads.

Digital advertising has also been key, with ads designed to lead the audience to valuable content or to make specific requests, like in our case, print samples. This strategy has worked well for us.

Email marketing is another tool we’ve used, though it requires strategic implementation due to the high volume of emails everyone receives. When integrated into a broader campaign, email can reinforce messages from other channels and be quite effective.

In my experience, these digital avenues have been the most impactful for reaching and engaging our target audience.

This is our aspirational question. So Heather, because of your great work and the platform that you’ve built, you’re a person of great influence and people take your words very seriously. If you could spread an idea or inspire movements that will bring the most amount of good to the most amount of people, what would that be?

Heather: I think it would be to respect other people’s voices. Sometimes, I find myself guilty of this too. We’re so eager to share our own ideas that we forget to truly listen. We need to engage in active listening, not just waiting for our turn to speak, but really hearing what the other person is saying. It’s important to agree to disagree when necessary. Someone might have a different viewpoint or idea, and it may not align with yours. This doesn’t always mean you’ll find common ground, but it can lead to great collaboration. For instance, taking a part of their idea and combining it with yours could result in something even better. Having open conversations, being comfortable with differences, and truly understanding each other is key. If something doesn’t make sense or you find yourself disagreeing, ask more questions. Understand why they think it’s a good idea or how it contributes to the goal. This approach can reveal perspectives you hadn’t considered. Even if you don’t end up agreeing, you’ll gain a better understanding. It’s about taking the time to listen without being defensive, aiming for understanding rather than agreement. This fosters collaboration or, at the very least, a deeper comprehension.

Thank you so much for these incredible insights, heather and I wish you continued success.

Heather: Thank you.