It’s important to take time to build your network and nurture your contacts as you never know where a good network can take you and the opportunities it can give.
MEDIA 7: Could you please tell us a little bit about yourself? What inspired you to pursue a career in marketing?
WENDY LEE: For my first degree, I had the option of deciding between either computer science or business (marketing). I concluded that I’m much more of a people person, so marketing won! Since then I’ve attempted to stay within tech (which is very close to my heart) and continued to build my marketing experience across Asia Pacific – it’s the best of both worlds!
M7: How do you create a frictionless experience for tech buyers through automation and data analytics?
WL: Blue Prism looks to create a frictionless experience for our team and the end-users/customers by practicing what we preach and automating our processes to link systems, make the best use of data and create a smooth end-to-end experience.
Take our marketing team, for example. We leverage our AI-driven digital workers to input requests into our project management systems; raise a PO, and manage our webinars, host them on our website and send out our posts across social media. There is such a huge range of ways to use intelligent automation and data to reduce our manual tasks and we as a company, and our end users, reap the benefits.
M7: What marketing channels do you use and which ones do you see as the most promising, given your target customers?
WL: We use a huge variety of channels depending on our target audience’s needs and their sector. From traditional F2F events and virtual events like webinars to roundtables, experience events, digital media – all the way to PR, analyst relations, and content building.
It’s important to note that there isn’t one channel that is the silver bullet. Most of the time a combination of different channels will help drive a more powerful outcome. For example, when targeting the C-suite, we deploy social selling to “befriend” the different C-level persona, build our credibility with them via the content we post and share, followed by leveraging paid media to continue to build the brand mindshare with these personas before inviting them for 1:1 meetings/to one of our events.
It’s important to note that there isn’t one channel that is the silver bullet. Most of the time a combination of different channels will help drive a more powerful outcome.
M7: What do you see as the most noticeable change right now happening in the workforce, encouraged by the rise of digital technologies?
WL: One of the most notable changes is around the use of intelligent automation within the workplace and using AI-driven digital workers to take on increasingly complex tasks that in turn create time for employees to undertake more strategic, meaningful work. By freeing up employees to concentrate on important tasks that cannot be automated, we help customers to reduce human error, increase employee happiness, productivity, efficiencies, and output within their organizations.
M7: What do you believe are the top three product marketing challenges in the post COVID-19 era?
WL: 1) Increasing digitalisation of the product marketing experience: COVID-19 has shifted our behaviour to be more accepting of online experiences and purchases. I expect that this behaviour shift will remain and that we will see an increase in customers expecting a fully digital product marketing and subsequent purchase experience. Companies have adapted to this well because of COVID-19 lockdowns but need to ensure that their ways of doing this are effective and future-proof.
2) Geography is no barrier – but what does that mean for your team?: Previously, we may have relied on in-country teams or those on ground in certain markets for the product marketing experience. Now, with increasingly low geographic barriers to product marketing as a result of the growth of online communication during COVID-19, in-country teams are becoming regional teams instead to ensure that they remain relevant. Marketers will be challenged to look with fresh eyes at how their team is structured and the roles that they play within the product marketing process.
3) A change from face-to-face relationship building: We have a real culture of face-to-face relationship building in Asia, which has been severely challenged by COVID-19. In a post COVID-19 era, marketers will need to manage customer preferences for both face-to-face and digital communications with clients. There’s a need to strike a balance between what works for the client, your business, and within the rules and restrictions of your market.
By freeing up employees to concentrate on important tasks that cannot be automated, we help customers to reduce human error, increase employee happiness, productivity, efficiencies, and output within their organizations.
M7: How do you prepare for an AI-centric world as a Business Leader?
WL: The key to success in an AI-centric world is preparation. Early investment into systems that automate and integrate pays dividends. Whether it’s freeing up time for your employees to concentrate on higher-value, more meaningful work or breaking down geographical barriers between customers and offices.
My advice to business leaders is to look at how automation and AI can really benefit their specific business and not delay such decisions. COVID-19 has changed the way that we work and do business, and these systems will be key to future-proofing and building resilience in the “new normal”.
M7: What is your advice for young women considering a career in marketing?
WL: My advice is to be confident with yourself, work hard, be innovative but also take the time to pause. Also, it’s important to take time to build your network and nurture your contacts as you never know where a good network can take you and the opportunities it can give.
Finally, don’t wait for opportunities to come to you, be proactive to look for them or, even better, create them yourself.