Tag Archives: Manufacturing marketing

Marketing Automation – Is it right for manufacturing?


marketing automation for manufacturing

The decision to purchase a marketing automation platform/service (MAP) for your manufacturing marketing team is a big one.  Not only is it a big decision because of the monetary investment, it’s a big decision because of the typically large cultural change that may be necessary to support such a broadly invasive tool into your marketing team and your entire revenue generating functions.

There are many companies offering MAP services with price points from a couple of hundred dollars a month to several thousand dollars per month.  The price is usually driven by the size of the database, features and support plans.  One of the good things about these tools is that the pricing is usually posted on the websites for easy comparison.

Is it worth the investment?

When a B2B Marketer contemplates purchasing, implementing and integrating a MAP to their modern marketing tool kit, the concept is usually proposed to management with a supporting business case.   It’s fairly easy to show how MA should improve efficiency of the marketing team and increase sales, but it is very difficult to execute a plan that achieves these results.

My premise begs the question, “is MAP worth it?” and, of course the answer is “it depends”.  Your initial investment in MA will likely cost between $5000 and $40,000 per year.   It’s not a one-time purchase price, but an ongoing subscription.  It is not hard to show a robust ROI on paper based on some rosy efficiency numbers.  However, the danger in determining if MAP is worth the investment is there are many hidden costs that don’t show up in the aforementioned business case nor in the brochures and websites of the MAP companies. Hidden costs may include:

  • Staff man-hours spent on implementation and learning how to use the tool
  • Complexity = hidden cost
  • Vendor cost for set-up and training
  • Outsourced cost for maintenance and execution
  • Opportunity cost (could your time and money be better spent on something else?)
  • Internal selling cost of time and energy, not to mention cost to reputation if the project fails to meet expectations

Suppose you submit to the annual expense and agree to absorb the hidden costs, what is the payback and are you capable of utilizing the tool to realize a payback?  I hear from marketing directors and managers more often than not who have purchased a MAP subscription, excited by the possibilities, but are unable to fully utilize the tool because of lack of leadership, expertise or personnel.  They usually end up using it as an email tool.

On the flip side, those marketing organizations able to fully leverage a MAP show more effective revenue and profitability.  Naturally, this begs the question inherent in any correlation, “Does better performance lead to deeper use of MAP or does full use of MAP lead to better performance?” I don’t have the answer to that question.  What do you think?

One may think that everyone in manufacturing is using MAP and if you and your organization don’t get onboard, you’ll be labeled a laggard and end up missing the rapid growth boat to your more adoptive competitors.  This is not the reality of the manufacturing marketing landscape.  According to the 2012 Marketing Sherpa B2B Marketing Benchmark Report, only 24% of B2B marketers are using MA.  The report further states that of those 24%, at best, 53% have implemented core functions.  Only 30% have fully implemented advanced functions such as report dashboards, lead management, nurturing or lead scoring.  Therefore, only 8% of B2B marketers are fully leveraging their MAP.

More recent data from a 2014 study by Sirius Decisions as reported by AdAge states that only 16% of North American B2B companies use marketing automation.  This report shows a wide range of adoption rates as broken down by industry with the highest rate of 65% with Information Technology companies and the lowest rates with Healthcare, Financial Services and Manufacturing all with adoption rates less than 10%.

Could this be opportunity knocking for your firm to get a leg up on the competition with a shiny new MAP?  Perhaps, but there are some strong indicators of success you can benchmark against to help determine if you and your organization have a good chance to be successful with a MAP.  For the sake of this discussion, let’s define success as increased revenue growth rate as a result of a MAP.

Based on my 6 plus years of experience with purchasing, implementing and using various marketing automation platforms, these are some key success factors for marketing automation:

  1. Make sure your key stakeholders are on board and excited about what a MAP can do for them.  Key stakeholders might vary with your organization, but should start the executive team; CEO, CFO, CMO, VP Sales, etc. and their associated teams.
  2. Have at least a preliminary plan written down and shared.  Note the ‘written down’ part of this step.  If the plan is in your head or someone else’s head, be wary because the details of any plan in the head are usually absent.
  3. Own the owner.  You need to have one person who owns the MAP and is responsible for it’s success.  This person should be on your team and not nestled away in the IT department or the Sales department.  This is your champion and, ideally, s/he loves technology, is curious, fearless, innovative, creative and has a thick skin (shouldn’t all marketers have thick skins?).  Reward this person for success!  If you try to add the responsibility for the MAP on to the litany of other tools the webmaster or other marketing person owns, it will be very difficult to get any traction with your new MAP tool.  It will likely languish as a glorified email tool at best and as a forgotten resource costing you $2 – $3000 per month at worst.  Don’t rely solely on outsourcing for strategy and execution.  Outsourcing is, no doubt, a highly valuable resource and I encourage supplementing your MAP with outsourced of freelance help, but they can’t replace an in-house MAP champion expert.
  4. You will need the expertise of an outside vendor, especially if you plan to integrate MAP to other systems in place like your CRM.  The expertise of outside vendors will speed up your implementation, help get your team up to speed much more quickly and set a strong foundation for future efficient use.
  5. Communicate.  Communicate. Communicate.  Let your whole company know how this tool is contributing to the goals of the firm.  Be careful not to report vanity metrics or metrics that seem to be bragging about yourself or the team.  Talk about how a certain campaign increased sales for example.  Even better, highlight the success of one of the stakeholders because of their use of the tool.  You can’t over-communicate the success of the MAP.  As marketers, you could treat it as an internal product launch with a positioning statement, value proposition and associated messaging.
  6. Measure everything and customize the presentation of results to fit the respective audiences.

Your team should be excited and interested to learn as much about this tool as possible.  Every marketer should be assigned to become an expert in the MAP strategy and technology.  Your team should plan to be using this tool on a daily basis.  Without that kind of interest, your success will be limited.  If you plan to assign everything about the tool to one individual or a very small team of so called ‘Digital Marketers’, your success will also be limited.

Is marketing automation worth it?  No, if you’re strapped for resources and won’t be able to invest in the time and absorb the hidden costs that are incurred to optimize the MAP.  No, if your culture is not eager and ready for a marketing automation tool.  Yes, definitely, if you are able to leverage the power and implement all the core functions to your marketing plan around an energized technically savvy group of marketers.

Note: This post was first published at BMA Colorado blog on November 10, 2015.


Marketing, the ‘Rodney Dangerfield’ of Manufacturing


You may not know Jacob Rodney Cohen, but you probably do know his stage name, Rodney Dangerfield.  There are some days I feel his pain when it comes to manufacturing and marketing.  The lament of Marketing in a manufacturing company is the same as Rodney’s lament, “I don’t get no respect!”  Chances are, if you are a manufacturing marketer, you feel the same way.

Granted, this is probably not true in every manufacturing organization.  B2C manufacturing is likely to respect their marketing team a bit more.  Based on anecdotal experience and evidence, I feel confident in saying that the vast majority of B2B manufacturing companies do not respect their marketing team or marketing as a discipline. All you need to do is look at the marketing activities and advertisements put out by manufacturing companies.  They are usually terrible and you can’t blame the marketers.  The marketers want to be better and want to do better, but the ‘powers’ within the manufacturing organization (sales, product or executive) don’t support marketing with resources and, even worse, force just shitty ideas on the marketing professionals.  Advertisements appear to be either done in-house by someone who has no idea about design or layout fundamentals or they are done by an advertising agency.  Marketing is getting no respect in either case.

Let’s explore the reason why marketing is the Rodney Dangerfield of the manufacturing organization.  When manufacturing was in its glory days during the post World War II boom, there was really no need for marketing.  The product was king and all they had to do was invent or produce a product and people would buy it if they had the money.  If a product person or a sales manager decided they wanted to run an ad, it was usually a seat of the pants decision and the nearest secretary was tasked to ‘put together an ad’ based on a sketch on the back of a napkin.  There was no strategy or coherent plan in place beyond the sales team, an occasional advertisement and the regular trade show.  Surely, how smart do you have to be to put together a trade show was the thinking in the male dominated industry.   So it was a task someone’s assistant took on.  Note how the manufacturing culture is beginning to define the role of marketing during this time.  Marketing was being defined as a service to the sales or product team and it was just not important enough to support with any type of resources.

Cultures don’t change easily.  Even today, in our so called modern era of digital marketing, the culture in most manufacturing companies is dominated by either the sales organization or the product/R&D organization.  Marketing is seen as an admin function, subservient to all other functions.  Marketing is under funded, under appreciated and under utilized.  Marketers in a manufacturing organization “don’t get no respect”.

At this point in my little rant, I think it’s important to delve into the definition of “marketing”.  I see marketing as being divided into 2 areas; strategy and tactics.  Strategic marketing is usually formulated (and I use this term loosely) by the big boys and girls at the leadership table.  Typically, the ‘Marketing’ leader does not belong to this self-proclaimed ‘elite’ group.  So we have a group of executives who know nothing about practical marketing strategy or marketing tactics making decisions which are usually based on the latest sales persons shallow insight or the latest product under development.  They will try to bring their own personal experiences of being ‘marketed to’ into the discussion.  This leadership team will likely include the CEO, CFO, HR, and business segment leaders.  None of whom will have had any practical marketing experience.  (check out my past post, “Help, My CEO knows nothing about marketing”) Strategic marketing will usually be reduced to a few catch phrases like, “we have to be more customer focused” or “we have to use more digital marketing”.  It is from these types of meetings where strategic decisions about social media are born.  It sounds something like this from the CEO, “Hey, my daughter spends all of her time on Facebook.  Did you know there are more than a billion users of Facebook?”  Then the head of HR pipes up and says, “yeah, my son is on Twitter and he loves it.  He’s majoring in marketing at State U this year.  He says social media really boosts a company’s SEO too.”  The CFO says, “What’s SEO?”  They all have a good laugh, assign someone to tell Rita the marketing manager to get the company up on Facebook and Twitter as they move on the the quarterly income statement. Sadly, but alas, typically, that type of conversation serves as the marketing strategy discussion with the leadership team.

In the meantime, the servant class of marketer takes care of the tactical marketing which includes the daily things called marketing such as trade shows, advertisements, email blasts, etc.  Typically these disrespected marketing team members react to the sales team or the product guy.   In many cases, Product Marketing leads the marketing team.  Even worse, in many manufacturing companies, the engineering team leads marketing.  Ask any manufacturing marketer about what engineers think of marketing and you’ll see the marketer’s eyes roll around and their head shake back and forth.

True story, I was working with a large manufacturing company last Fall where the Vice President of Engineering was given the joint title and role as Vice President of Marketing.  In one meeting, he revealed his idea about what was needed from Marketing.  He wanted to see “pizzazz” and “flamboyance” from the marketing team.  He was completely clueless about marketing strategy, tactics or what a marketing team should be doing for a manufacturing organization.  Clearly, there is no respect for Marketing at that firm.

Marketing can and should be a powerful, revenue generating force within all manufacturing companies.  In this day and age, Marketing should be leading the entire revenue team, including sales, marketing, inside sales and product.  A modern, smart, adept marketing leader and organization has much to offer.  Why is it that there is little mention of marketing in most manufacturing professional organizations?  There is plenty of discussion around “lean manufacturing”,  “supply chain”, “Six Sigma”, etc., but very little mention of marketing.  Oh, but there is one place when marketing is talked about and brought into the conversation.  When budget cuts need to be made, invariably someone on the leadership team will say, “We can always cut our marketing spend”.

The upside is that there is a HUGE opportunity for the manufacturing business and its executives who are willing to change this culture of ‘no respect’ for marketing as a discipline and the professional marketers behind the discipline.  Marketing leaders and professionals are ready, willing and able to step up to the demand for growth.  Professional marketers know how to drive engagement, fill the top of the funnel, create TOMA (top of mind awareness) and, most importantly, deliver business.  Most manufacturing leaders embrace innovation and creativity as a cornerstone of their business.   Well it’s time to put up or shut up when it comes to innovation and marketing.  There is no more innovative and creative group of people than the modern marketer.  There is not a more exciting opportunity to innovate than embracing, respecting and creating a revenue driving marketing team.  Yes, I am a professional marketer and I’m proud of my profession.  As marketers, we have the technology, tools and the knowledge to contribute at the leadership table.  We, the professional marketers, are ready to earn the respect of the manufacturing organization.

10 FAQs About Webinars for Manufacturing


Let’s say, for the purpose of this post, that you are an executive at a manufacturing company.  You’re CAGR (combined annual growth rate) is about 3% over the last 5 years because of global competition and overall low GDP growth rates in the macro economy where you operate.  You’ve been tearing your hair out trying to figure out how to get back to those heady days of double digit growth.  You’ve tried pushing your sales team to do more, but realized they are doing as much as they can.  You’ve pushed your business development managers to innovate and be more creative in their product road maps, but they just can’t come up with anything really unique that resonates with your target audience.  You’ve tried acquisitions, but they just never really work out as expected in spite of those glorious hockey stick graphs.

There’s one place you probably haven’t looked.  It’s a hidden gold mine and it’s buried within your own company walls.  This hidden mine of growth inducing gold is easy to find and easy to access as long as you have an open mind and are willing to think outside your proverbial manufacturing company box.  The gold mine is your marketing department!

It’s not an easy thing to get your mind around, the fact that your marketing function could be a huge source of revenue producing activity.  Typically, in a manufacturing environment, the marketing team is merely an expense item or, even worse, a black hole where you dump money and never know what you get back.  Manufacturing is just the folks down the hall who come up with those clever ads, set up the trade shows for the sales team and maintain the web site.  Right?

I can tell you, with certainty, that the manufacturing companies that can embrace and support marketing as a revenue generating function will kill it in their competitive space!  And webinars are a great place to start mining the gold and making the conversion.

How does this tie in to a post titled 10 Frequently Asked Questions About Webinars for Manufacturing?  You’re going to get push back on the idea of marketing as a revenue generator.  You will likely need to prove your talk with some type of a pilot test program.  Educational webinars are a great way to uncover the gold mine and prove your hypothesis that marketing will be the next big growth engine for your company.

Here are the 10 FAQs about webinars as a gold mining marketing tactic:

Q.  Why should I care about webinars?
A.  As mentioned above, webinars are one of the best marketing tactics that can get you broader and deeper engagement with your target audience.  Engagement = more customers.  There is no other marketing or sales tactic that can get you in front of hundreds or even thousands of prospective customers with as little cost.  The ROI can be enormous.

Q.  How many leads will I get from a webinar?
A.  I’ve created a single webinar that generated as many as 2500 leads.  The actual number depends somewhat on your current activity and the viability of your current database as well as the makeup of your target audience.  As an example, if yours is a medium size manufacturing company with annual revenue of around $100 million USD, an educational webinar could easily draw 500 registrants.

Q.  How do I use video in my webinars?
A.  You don’t use a live video stream with a webinar.  The assumption that a webinar includes live video feed is a common misconception about webinars.  When we talk about webinars, we’re not talking about a TV broadcast.  In a webinar, you don’t use a live video feed of someone talking.  You use a couple of people who talk over the presentation.  Video adds a great deal of complexity to the webinar if you are broadcasting to hundreds of people.  Complexity increases risk of presenting a poor quality webinar.

Q.  How do I create a webinar?
A.  There are a number of ways to create an effective webinar.  Check out this Webinar Toolkit I put together for the do-it-yourselfers.  The key thing to remember is to make the webinar about something that matters to your target audience.  Don’t create a webinar about your product or your company.  There are a number of good platforms available for webinar creation, production and broadcasting on the market which are easy to find.  Like any event, there are myriad details to cover.  You’ll need someone with a little experience to help you with your first few webinars.

Q.  What is the best topic for my webinar?
A.  As I alluded to above, the best topic is one that helps the people in your audience to be better at something they care about.  Product webinars usually fail as broad engagement activities.  You need to switch your marketing thinking from, “look at us, look at our product, we are great” mentality to a “we can help you, we share our expertise, you are great” mentality.  Find a topic that is at the intersection of a pain point or pleasure point common in your target audience with your unique expertise.

Q.  Who is the best person to speak?
A.  As a manufacturing company, you have a lot of expertise lurking about the halls of your company.  Some are good speakers, some are terrified of speaking and some think they are good speakers.  Find an expert who is passionate and has some experience with speaking.  Members of a Toastmasters group are excellent choices.  Avoid choosing sales people or upper level executives because they will always fall back on pitching the product or the company which defeats the purpose and intent of your educational webinar.  Make sure you coach your speakers and practice, practice, practice!

Q.  How much resources will it take to produce a webinar?
A.  It does take considerable resources in time and personnel to earn growth with webinars.  As far as money, a webinar will give you the lowest cost per person engagement of most any marketing activity.  In other words, webinars are cheaper and provide more return than print ads, trade shows and digital ads.  Plan on 25 hours for the initial setup and about 10 hours per webinar for production.  You can purchase a webinar platform for around $400 per month as a subscription service.  The other resource you should be sensitive to is the time of your subject matter experts.  Make it easy and rewarding for them to participate.

Q.  What is the ROI for a webinar?
A.  As with all questions about ROI, it’s tricky to come up with a black & white answer.  I can say that for about the price of a full page color ad in a trade journal or about 1/3 the cost of a trade show, you can produce the webinar.  The ROI could easily be in the 10’s of thousands of percent.  For example if you invest $8500 in a webinar, a well produced and well done webinar could easily get a 100x return.  Naturally, it depends on the nature of the thing you are selling, but the point is, webinars can give you a lot of bang for your buck.

Q.  What are the specific benefits of webinars?
A.  In addition to the ROI benefit mentioned above, a well done, educational webinar produced with an audience focused topic will provide top of mind awareness, strong feelings of reciprocity, position your firm as highly credible (more credible than the competition), and all of that results in growth, growth and more growth for your business.

Q.  What are the first steps to get started?
A.  Just do it.  You, as the senior manufacturing executive, will have to devote personnel time, budget and probably help recruit the subject matter expert.  Choose a person from the marketing department to own the process.  If you tack it on as an ancillary responsibility to someone’s regular duties, you will get a half-assed result and you will discard webinars altogether missing the gold mine.

Another option to get started is to hire a webinar expert to produce a turn-key program.  At KMI, we offer that service.  Heck, we’re so confident that this will work for your company, you can pay for performance.  Pay for performance means the payment for the webinars is based on the number of registrants or attendees.  Request a price quote today!

‘How to Succeed with Webinars’ or ‘Succeeding with Webinars is Easier Thank You Think’

Team Success

The first thing you have to do to succeed is to define ‘succeed’.  This may seem simple enough, but it is a step often overlooked in many a marketing campaign.  For the purpose of this post, let’s define ‘succeed’ in traditional marketing metrics.  For traditional success metrics, I suggest ‘leads’ or ‘qualified leads’ as a good metric assuming you have agreed on a definition with the sales team.  A better success metric is ‘influenced opportunities’ or even better, ‘influenced, closed won opportunities’.  The latter requires a synchronized customer relationship management (CRM) and marketing automation platform (MAP) system with myriad other infrastructure in place.  If you’re a beginner with webinars, you could also start with basic webinar metrics such as ‘registrants’, ‘attendees’ and ‘on-demand views’.  The point is that you must first define success before you can make it easier to succeed.

If you are reading this post, chances are high that you have tried webinars or are in the midst of trying webinars you deem to have poor success or even to have failed.  Don’t beat yourself up, most webinars do fail and the number one reason for failure is choosing the wrong topic.  As long as we’re talking about definitions, you may ask, “what is the wrong topic?”  I could be coy and say the wrong topic is one that fails to meet expectations, but I’ll give you a more explicit answer.  The wrong topic is one that is about your product and/or your company.  I’ll qualify that a bit more by saying there is an exception to this rule and that is if you are working with prospective customers in the latter stage of the buying cycle.  Prospects in this stage could very well benefit from a product oriented webinar, but these audiences will usually be very small.

Are you ready for wildly successful webinars that engage with a goodly portion of your target audience?  A target audience that may not even know you exist and may even be using your competition is ready and waiting for your educational, knowledge based webinars.  Here’s how to succeed with webinars:

  • Choosing a useful, educational topic that is at the intersection of the pain or passion common in your target audience and your particular expertise is guaranteed make it easier to succeed.  Typically, when a firm decides to try webinars as a marketing tactic, they choose a topic about their product.  That is the wrong approach.  I’ve never seen a product based webinar outperform an educational webinar.  In fact, product based webinars usually end up labeled as a failure.  In my experience with creating and executing webinars for manufacturing companies, I always, repeat always, see educational webinars outperform product based webinars in the range of 1000% to 2000%!  Listen to this KMI webinar series if you want to learn more about choosing the right topic.
  • Good webinar promotion also makes it easier to succeed.  Many times a company will send one email to their house database and wait for them to register.  Surprisingly,  this will garner a lot of registrants, but it is only the low hanging fruit.  Success comes easier if you promote your educational webinars in venues outside of your house list where your target audience resides.  For the manufacturing sector, consider inviting members of online trade associations by advertising in their enewsletters or by emailing their list.
  • It always amazes me when the marketing team acts like the live broadcast is the end of the webinar effort.  I can see why the completion of the live broadcast feels like it’s over.  But, it is easier to realize your success metric if you follow up with everyone who registered, but especially with those who registered and did not attend the live broadcast.  Follow up with an email offering a direct link to the slides and the recorded webinar, a sales call, a post card, a message in a bottle – just do something to follow up!

Finally, the only way you know if you succeed is to measure the results against your success metrics.  It may seem too simple, but to make it easier to succeed, measure success.  After you measure your wildly successful educational webinar, report the results to the leadership team.  Granted, the leadership team will respect the metric that shows you created and/or contributed to new opportunities, but high registration numbers also garner attention.  Ultimately, if you can show that your webinars positively affected revenue, you’re webinars are successful.

Do these things make is easier to succeed with webinars than you previously thought?  If not, you can always hire a company like KMI to produce turn-key webinars guaranteed to succeed with high number of qualified registrants and attendees.  How do we guarantee it?  One option is to only pay for registrations.  If is sounds interesting, check it out at the KMI website.


5 Things About Webinars Your Boss Wants to Know


That’s right, there are a few things your boss wants to know about webinars.  As an innovative, modern manufacturing marketer, you’re the best person to fill him in on the potential power of webinars as a lead generation and revenue machine.  Here’s what he wants to know:

  1. WIIFM? As humans, we naturally want to know the answer to the fundamental question ‘what’s in it for me’.  We all hate to admit it, but we all know it’s true deep down in our caveman brains and hearts.  Your boss is no different.  As in any information you present, he wants to know how it will affect him, his career, his compensation, his free time, his reputation, etc.  As far as webinars go,  he wants to know how webinars further the company mission and associated goals.  If the goal is growth, he wants to know how webinars affect growth.  If the goal is more tactical, more leads for example, he wants to know how webinars will drive more leads.  Tell him that webinars do drive growth and they do drive more leads into the sales funnel as long as they are well executed.  Read this post for more insight into what makes a webinar effective as opposed to lame.
  2. How will webinars affect business performance?  Part of your boss’ job is to allocate his limited resources to various marketing personnel and activities.  Naturally, he wants to do his best to get maximum benefit out of his limited resources. Tell him that webinars will feed the sales pipeline and accelerate the buying process for prospective customers stuck in the sales funnel.  By educating the target audience he will also get top-of-mind awareness (TOMA) and credibility in the minds of the people who will one day purchase what the firm is selling.  TOMA + credibility grows the top line organically by taking market share from the competition.  Tell him you can show very specific numbers from the webinar activity that prove or disprove your hypothesis that webinars drive revenue.
  3. How do we make it happen with limited resources?  Webinars do take a significant chunk of resources up front.  However, once the upfront work is done and marketers are past the learning curve, much of the webinar process can be automated.  (shameless self promotion alert) It may require using a freelance webinar consultant or reassigning 1 or 2 people from less effective marketing activities to the webinar project.  The bigger challenge will be lining up and getting time from subject matter experts.  The good news is that you can build a process around webinars and become very efficient at creating, executing and leveraging webinars for more business.
  4. Why don’t we talk about the product?  This one can be a tough sell for a manufacturing marketer trained to live and die by the product.  It’s important to tell him that engagement with the target audience is 10x to 20x more effective with educational webinars as compared to product based webinars.  Take a look at these case studies before your chat with your boss.  He may be skeptical and here is where you plead for a pilot case.  Most senior marketers are open to a pilot test because they can say they are innovative marketers and the risk is pretty low.
  5. Why did you wait so long to tell me about webinars?  This is the question you might get after proving your point.  If you follow webinar best practices, you will get hundreds or even thousands of people directly from your target audience to register and attend the webinar.  If you have the tools in place (CRM and MAP), you can prove the webinar contribution to new opportunities and closed/won opportunities.  If your boss can attend the next leadership meeting and present the results of his new webinar initiative as contribution to 20% of new sales opportunities, you’re the winner!

How many times has your boss asked you to “think out of the box”?  How many times has he asked for innovation and creativity?  This is your chance.  Answer these 5 questions before your boss asks and you’re the next marketing hero at your manufacturing firm!