“If your right eye causes you to sin, gouge it out and throw it away. For it is better that you lose one of the parts of your body than for your whole body to be thrown into hell. And if your right hand causes you to sin, cut it off and throw it away. For it is better that you lose one of the parts of your body than for your whole body to go into hell.”
---Matthew 5:30-31
 
 
American film and music account for nearly one-third of entertainment produced on an annual basis worldwide. Combined, they are one of America’s largest exports and they influence culture around the globe to a considerable degree. That said, much of the entertainment produced within the United States has become nihilistic and corrosive in recent decades.
 
It’s not surprising really. Hollywood and pornography happen to go hand in hand. Pornography is a byproduct of the film industry and the products both industries produce largely serve the same purpose for the media moguls that back them. They slowly erode Biblical teachings and open doors to temptation resulting in lustful pursuits of the flesh.
 
Most people have no idea the pervasive impact film and video have on American culture. Like music, film is a narcotic form of media. and the values movies and video montages espouse trickle into our lives whether we realize it or not. This is particularly true for poor and working-class men as well as the women in their lives.
 
Within dysfunctional and broken households, the effects of all three forms of media are most profound. Especially with young, impressionable children. Film and television oftentimes become surrogates for parenting and proper education, and they tend to have lasting and blinding impacts.
 
Similarly, music oftentimes becomes a motivational tool and emotional crutch. The tone and tenor of popular music within a given geographic region is somewhat indicative of the rising generation’s prevailing attitudes. The songs and lyrics that resonate with teens tend to last their lifetimes.
 
This isn’t a new phenomenon. It’s been going on for decades. I for one, grew up in a highly dysfunctional home in a blue-collar town in the 1970’s and 1980’s and music and television greatly influenced my beliefs and value systems.
 
Musically, I tended to gravitate toward songs and artists that told a story and painted vivid pictures within the lyrics. The types of music I listened to varied with my mood and the given household circumstances I experienced.
 
Through television, baseball and football became passionate childhood interests. Throughout my adolescent and teen years, both offered escapes from the abuse I suffered at home. Both sports provided me a sense of balance and focus as well as hope.
 
Similarly, during the late 1970’s and early 1980’s, ABC television ran a feature film every Sunday night. The network occasionally showed World War II epics and James Bond films and I made a point to watch them when they aired. Those films inspired me and profoundly influenced the career decisions I would eventually make.
 
I was drawn to the films and aspired toward a career in the military after I graduated from high school in part because of them. A capable student, I set my sights on attending one of our nation’s service academies. Consequently, I buckled down in school and made good grades. I wound up receiving appointments to both the U.S. Air Force Academy and the U.S. Merchant Marine Academy during my senior year in high school. That said, I never attended.
 
During my interviews, I was persuaded to forgo my Academy ambitions by agents of a foreign intelligence service and accepted the offer. The branch of intelligence I served opened the doors to Princeton and I followed them through. I was enticed with visions of becoming a 007-type of operative and imagined my life unfolding in a similar fashion.
 
To a certain extent this was true, but the realities of the life were far different than Ian Fleming’s novels described or the Bond films portrayed. I spent 33 years within the intelligence community. The first 20 as a double agent for Great Britain’s GCHQ, and the remaining 13 associated with the American CIA in a black ops capacity. All in all, it was a lonely, grueling, and empty existence.
 
When I was first recruited, the United States was engaged in a Cold War with the Soviet Union. I had an Eastern European heritage and had taken Russian language courses in junior high and high school. Consequently, I was originally supposed to be assigned a post in within the Eastern Bloc to conduct espionage and take out high-value targets upon graduation. After the Berlin Wall fell in 1989, I was reassigned to a Clandestine Operations unit based on U.S. soil instead.
 
To a degree, the James Bond lifestyle became a way of life during college and into the early years of my career. I was a heavy drinker, used tobacco on occasion, and became a womanizer.
 
Some of the womanizing went with the territory. I infiltrated Cosa Nostra and Bratva criminal syndicates on behalf of the GCHQ and fornicated with women I was introduced to in order to fit in with the criminals I had friended. The encounters also allowed me to extract information about individuals whom I was assigned to gather intelligence. On the side, sexual encounters became a way of releasing the stress of leading a double life.
 
My life changed in an unexpected way in 1994. I was living in Kansas City at the time and met my soulmate. I had gone out for drinks with some coworkers on a Friday night and she waited on our table.
 
Despite the fact that I told lies for a living , I was so struck by her that I could barely speak when she asked for my order. My associates could see that that I was lovestruck, and they liquored me up to get me to talk. Even so, it took all the courage I could muster just to ask her out.
 
She met me at my apartment for our first date. When I opened the door, she took my breath away. I looked into her eyes, and I knew she was the one.
 
We went out for dinner and the night flew by. I happen to have an eidetic memory, and I cannot tell you where we went or what we ordered that night. I was so focused on what she had to say that the rest of the evening is a blur.
 
She happened to have a daughter from a previous relationship. As things between us became serious, that weighed heavily on my mind. I loved my soulmate's daughter as an extension of her, and knew I couldn’t be a suitable father figure to her given my vocation.
 
Resigning my commission was an impossibility. I was in deep and did not want my activities to risk the welfare and safety of my soulmate or her daughter. I had concealed my espionage activities from her for her safety as well as the security of my missions. After I stopped to consider just how much she meant to me, I decided to break off the relationship .
 
Within a year, I was engaged to be married to another woman I had met. The marriage was mostly a cover, and I was miserable. She happened to be an artist, and she was good for dinner parties. Other than that, there was no depth or substance to the relationship.
 
We only conversed on the surface, and she had no idea of my covert activities. Consequently, my drinking accelerated, and I turned again to pornography to release stress.
 
Needless to say, the marriage didn’t last. She ended the relationship within three years. I had no desire to meet other woman after the relationship ended and didn’t entertain the idea of a date for the next seven years.
 
During that seven-year time period, my activities became much more dangerous and I routinely turned to pornography to relieve the stress. Rather than pay for the product, I visited sites that offered free pornography over the Internet.

As I was nearing the end of my service obligations, I dated a couple of women for a short time and never felt a connection. I also briefly dated a woman I was introduced to when I was recovering from the first assassination attempt on my life. After that relationship ended, I realized that I would never date again. If you happen have a soulmate and are no longer with them for some reason, then you know where I’m coming from when I say this.
 
After my service obligations were competed, I engaged in black ops activities for a few years and again returned to pornography to relieve stress. That said, that pattern of behavior became distasteful as my faith in Christ grew. As I began to take stock of myself, I surveyed trends and patterns I had observed in the pornographic content I had visited online over the years and recognized a gross metastasis in the level of perversion.
 
If you’ve been wise enough to steer clear of porn, you’re probably unaware that feature style films went out of style in the mid-1990’s. Instead, sex scenes are generally filmed in 25 to 40-minute clips and bundled into themes. Over the years, once taboo subjects have now become mainstream on these sites. Most notably: adultery, incest, rape, and extortion.
 
The increasing level of perversion within the themed content is deliberate. And through my professional experiences I know that two primary sources are driving the strategy: The first being organized criminal syndicates beholden to Satan; and the second being deliberate destabilization efforts orchestrated by national governments hostile to the United States. Both these statements are true and neither is an exaggeration.
 
Both sources frequently collaborate with one another and their ties to Hollywood are indisputable. Foreign intelligence services including Great Britain’s GCHQ and China’s Ministry of State Security frequently fund porn producers and porn content aggregators to facilitate subversion efforts. The American CIA does much the same. Oftentimes, Hollywood shell companies are formed to funnel and launder money into the hands of the criminal syndicates that front these companies.
 
Some of the largest and most widely known companies in the porn industry are heavily influenced or greatly controlled by some of the world’s wealthiest and most powerful individuals and institutions. For example, Phillip Anschutz presently controls Pornhub through a combination of shell companies as well as extortion of the company’s minority shareholders.

Pornhub happens to be the world’s largest producer and distributor of pornographic materials as well as one of the most sophisticated players in the market. He also happens to control Brazzers and that company's network of 33+ websites in much the same fashion.
 
Similarly, the British Crown and the GCHQ control Naughty America and plot the direction of the company’s thematic content. That company openly promotes adultery as a way of life and has taken direct aim at the American family by playing up themes of incest within divorced and remarried households, sexual trysts between male students and their teachers, and the sexual trysts mothers and their teenage daughters with random strangers.
 
Prior to World War I, Great Britain used similar tactics to destabilize the Ottoman Empire to great effect through print media and they did much the same within China prior to World War II. The Chinese Communist Party learned from their efforts and have facilitated the production and distribution of pornography within the United States and other Western adversaries to a great degree in recent decades.
 
China’s Ministry of State Security has staked pornographic ventures through Anschutz and his business associates as well as the Weinstein Brothers, and the Rockefeller family. The nature of the content funded by the Chinese through these three sources happens to be more graphic than ventures funded by the British Crown and the GCHQ. It is arguably more deviant as well.
 
Evil Angel, Extreme Associates, and Reality Kings are three of the biggest names funded in part by the Chinese government, and the content these companies produce is downright misogynistic. Oftentimes, they frequently hire young women with low IQ’s to perform in their features and then proceed to humiliate and debase them as they perform in front of the cameras.
 
China and Great Britain’s efforts to destabilize American society through pornography are disturbingly effective and infectious. The free flow of X-rated images and films through online sources has numbed the public to the insidious effects of viewership and also allowed the perpetrators to quietly tear at the heart of American culture by lowering moral standards and tricking smut into mainstream entertainment and advertising.  
 
Hypersexualized content and the normalization of perverted sexual activities such as cross dressing, pedophilia, and genital mutilation are regularly glorified and promoted by media companies funded and supported by foreign entities hostile toward Western civilization’s Biblical foundations and the American way of life. As with pornography, Great Britian’s GCHQ and China’s Ministry of State Security consistently fund mainstream entertainment projects at destabilizing American culture. Both intelligence agencies are aided by wealthy and powerful individuals sympathetic or beholden to the worldviews these intelligence agencies tasked with fulfilling.
 
For example, individuals within the Bilderburg Group openly fund film ventures that support pedophilia, transsexuality, and abortion with their own funds or through private equity firms under their control. In effect, they are a real life version of Spectre as portrayed in recent James Bond films.

Ironically, Bilderburg owes its founding to the British Crown.  The collective actively works to establish a One World Government bent on conquering the heavens through slavery and the establishment of a “New Roman Republic” of sorts. Debasing Western civilization through the erosion of established Biblical values and principles is a means toward achieving this end.
 
China has employed similar tactics through a different approach. In addition to financing films that glorify Communism and disparage Western values through venture capital companies like Hollywood’s Slated, their Ministry of State Security has poured tens of millions of dollars into nihilistic American popular music in recent years. The growth in popularity of trap music within urban American ghettos owes much of its success to dark money funneled through American drug trafficking facilitated by China’s Ministry of State.
 
American bureaucrats and politicians are either blind to efforts by the Chinese Communist Party, the British Crown, and various criminal enterprises to destabilize American society through pornography and popular entertainment, or they are willfully complicit in facilitating these efforts. Aside of issue of Internet censorship, scant attention has been given to American media and entertainment by the Federal government in recent decades.
 
The United States Federal Communications Commission was originally formed to combat subversive media activities. The agency was formed during the height of the Great Depression and Communism was a very real threat at that time.
 
The Communications Act of 1934 chartered the FCC: "for the purpose of the national defense" and "for the purpose of promoting safety of life and property through the use of wire and radio communications.” The agency was largely neutered prior to the advent of the World Wide Web and its authority has been weakened even further in recent years.
 
As the motion picture and radio programming industries grew during the 1930’s, 1940’s, and early 1950’s, the FCC closely monitored entertainment to ensure public content met basic ethical and moral standards and did not implicitly undermine values and principles outlined in the United States Constitution and the Bill of Rights. For the most part, the system worked, and film, radio, and television became staples of American life largely because of it.
 
Flash forward to today: The World Wide Web is much like the Wild West. Unregulated and largely unchecked it is a playground for organized criminal syndicates and America’s foreign adversaries. And while Federal bureaucrats and our elected officials are culpable for the erosion of America’s national security, much of the blame for the inaction with regard to pornography rests in the hands of the United States intelligence officials.
 
The CIA is very much beholden to the America’s Federal Reserve and the Catholic Church as well. Both have cozied up to China and hedged their bets on a policy of appeasement and the CIA abates both their wishes. The Chinese Communist Party has leveraged this to their full advantage as have European royalty, royal banking interests, and the politicians and bureaucrats beholden to them.
 
The National Security Administration is in a similar position to that of the CIA. The NSA owes its allegiance to holdovers of the George W. Bush’s Presidential Administration, and they have also blinded themselves to China to a considerable degree. Both sold the nation out years ago as they too are banking on the formation of a New World Order. Like European royalty they view ordinary citizens much like chattel.
 
As for American military intelligence, there seems little hope under present leadership. Since Barrack Obama’s first term as President, there has been a consistent purge of Christian servicemen from military personnel, particularly within the leadership ranks. Furthermore, the upper echelons of the nation’s military leadership, including the Joint Chiefs of Staff, have become increasingly politicized in recent years.
 
To fight a war and defeat an adversary, its necessary to rely on wisdom and constantly outmaneuver your opponent. American military and intelligence officials have chosen to forgo wisdom and instead embrace “woke” values that have metastasized through years of gradual declining moral standards and the silent tolerance of evil.
 
2 Timothy 3 teaches us that in the last days, “men will be lovers of self, lovers of money, proud, arrogant, abusive, disobedient to their parents, ungrateful, unholy, inhuman, implacable, slanderers, profligates, fierce, haters of good, treacherous, reckless, swollen with conceit, lovers of pleasure rather than lovers of God, holding the form of religion but denying the power of it.”
 
Open tolerance and acceptance of pornography and of nihilistic popular entertainment exemplifies this teaching. The failure of America’s intelligence top officials to trumpet the intrinsic threats both pose to national security threat both pose and push Congress for action is a grave and glaring professional oversight. Their dereliction in this matter has allowed hostile actors to effectively pump heroin into the bloodstream of Western civilization through the Internet for nearly three decades.

"Success doesn't necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won't win a game or a battle; the win comes from basic blocking and tackling."
---Naveen Jain (Entrepreneur and Philanthropist)


In a game of American football, two competing teams vie for control of a ball, which can be kicked through a set of goalposts or run into the opponent's goal area to score points.  If you're a fan of the sport, you probably know that the game has evolved dramatically over the years.  In fact, nearly every aspect of football has changed to some degree since the game's inception over a century ago: the rules, the equipment, the venues and even the on field tactics.  The game constantly evolves, innovates and modernizes.   

Despite, the game's ongoing evolution, the end objectives of the contests have always remained consistent.  Score more points than your opponent and you win the match.  Win the most important matches and and you're crowned champion.  Consistently win championships and you solidify your team as a dynasty.  

I doubt that any dynastic football coach would dispute Naveen Jain's quote we cited above.  Having played the game myself, I can tell you that the best teams on paper don't always win the contests on the field. The bottom line is that ongoing success on the gridiron typically requires consistent and near-flawless execution of basic fundamentals in every facet of the game. 

Suffice it to say, the end objectives of nearly every business enterprise are parallel to the game of football: you play to win.  In our first article of this series, we discussed why a high percentage of companies that have adopted Demand Generation practices and principles are ineffective.  In this article, we'll address the four strategic pillars of successful enterprise Demand Generation programs and examine some of the fundamental tactics that distinguish the champions from the also ran's.   

​The First Pillar: Your Process
As we discussed in the first article, Demand Generation defines your organization’s personal relationship with your leads, prospects and customers.  Needless to say, every customer touch-point offers an opportunity to strengthen your relationship with your customer. Consequently, your organization needs to be structured around your customer rather than your products or services to fully optimize your Demand Generation efforts.

Unlike traditional Lead Generation programs where interested (warm) prospects were turned over to a sales professional to close deals, Demand Generation programs nurture the relationship through the entirety of the Revenue Funnel.  In other words, you're not just looking to close a deal.  Instead, you're seeking to establish long-term relationships with your buyers; where satisfied customers become loyalists and loyalists become vocal brand advocates.  

​So why is having a dynamic, ongoing relationship with your buyers so important these days?  First and foremost, the digital revolution has dramatically altered buying processes and decision making over the last few years. In effect, buyers are more knowledgeable and better informed than ever before.  They're turning to friends, colleagues and other key influencers to research their purchases long before they ever engage with your sales team.

Recent studies by Forrester Research, DemandGen and CSO Insights all reveal some startling figures that support this claim. For instance:

• 74% of business buyers conduct more than half of their research online before making an offline purchase.  – Forrester
• 72% of buyers turn to peers for relevant content when researching purchasing decisions. – DemandGen
• Companies with superior Demand Gen platforms generate 50% more sales-qualified leads and a 33% lower cost per lead – CSO Insights

​These figures indicate that your customers' needs and buying patterns must be at the center of your Demand Generation strategy.  The stats also suggest that you need to actively engage with customers at every point in the revenue funnel principally on their terms. 

An effective demand generation process does just that.  It more closely aligns your Marketing and Sales functions, and it creates a seamless buying process that eliminates the gap between Interest and Desire:

​The Second Pillar: Your People
​Traditional business models typically view Marketing as a cost silo and Sales as a revenue silo. Effective Demand Generation generally requires a blended model approach. In our experiences, we've found that a combined marketing/sales organizational model, built around the touch-points in the revenue funnel, typically works best.   

For startup companies, adopting a blended organizational model is usually a relatively easy task.  Conversely, established businesses with traditional lead generation models seem to experience difficulties.  To be successful, you will most likely need to change the skill-set of your personnel, the reward structure based on changes in goals and performance metrics and the organizational structure to align to the buyers' purchase path.  This requires a shift away from the traditional way of thinking of both marketing and sales.

It's important to remember that organizational change Is difficult and that people sometimes resist the efforts. Your marketing personnel and your sales team need both support and leadership in order to make the strategic shift pay off.  Consequently, clear communication of your overall mission, vision and objectives from the top on down are critical for transition. 

As we mentioned earlier, effective Demand Generation processes bridge the gap between marketing and sales.   Over the years, we've found organizations that appoint a C-Level leader to oversee the whole process are generally more successful than their peers who draw territorial lines between marketing and sales functions.  Therefore, we strongly urge our clients to appoint a "Chief Demand Officer" (or a Chief Revenue Officer if you prefer), who owns the he entire Customer Life Cycle.

The CDO / CRO leads a team that is responsible for meeting the revenue objectives for your products or services,  Their functional org chart generally looks something like this:

The CDO / CRO's functional teams exist to create awareness, nurture prospects, close sales, up sell, cross sell and strengthen relationships.  Support staff (Marketing Ops) support the entire organization.  Along with traditional sales and conversion metrics, two critical financial  measurements tie the teams' activities together:

• $CPC ($ Cost per Customer - The total amount spent to establish, build and maintain a customer relationship)
• $LTV ($ Lifetime Value - Total revenue generated from an individual customer relationship)

Again, we stress that effective Demand Generation is built around customer-centric strategies rather than product-centric strategies.  Customer needs, preferences and behavior should drive activities.  Organizing your people around the customer generally improves your ability to execute and typically streamlines your operating costs in the long run. 

 ​
​The Third Pillar: Your Content
Once you've fully committed to a customer-centric business model, it's time to turn your attention to your content strategy.  Like every marketing program, success is a matter of being in the right place at the right time with the right solution. An ideal Demand Generation program establishes your organization as the expert in your particular line of business. Therefore, each and every interaction with your prospects and customers should affirm and strengthen the perception that you are the leading solution in your category.

First and foremost, you need to find and target the best touch points to engage customers.  This isn't an exact science. Tactics vary by industry and product type. Additionally, every business has varying strengths and deficiencies. Therefore, we strongly suggest you begin with category best practices that seem to fit your model. Test them out for yourself and quickly adapt and expand the ones that seem most promising.  Here are some basic tactics to consider through the various stages of the revenue funnel:

With this model in mind, here are our five fundamental recommendations for developing an effective content strategy:​ ​

​​The Fourth Pillar: Analytics
Although it doesn't directly appear on your balance sheet, your company's structured data is an extremely important and valuable business asset. To a large degree, your ability to access, analyze and interpret the data generated through all of your customer interactions drives the effectiveness of your Demand Generation campaigns.  As a recent report by DemandMetric / Radius demonstrates:

• Over 50% of companies with an ineffective Demand Generation process indicate their customer data richness is lacking.
• 47% of ineffective companies reported severe data accuracy issues.
• Marketers who have adopted predictive analytics are much more likely to also have an effective Demand Generation process.
• Over 90% percent of companies with effective Demand Generation processes are able to use their customer and prospect data to execute various marketing campaigns.

We recommend that you take stock of your data as early as possible! Missing, inaccurate or poor quality data impedes effective Demand Generation as well as the successful application of predictive analytics. You may wish to consider a full audit of your CRM applications, gathering and storage systems, personnel, as well as the depth, accuracy and quality of your structured data.   That way, you can quickly begin to harness your assets and pull together an action plan to address your deficiencies. 

A real opportunity exists in most industries to develop a sizable competitive advantage through structured data.  Believe it or not, the DemandMetric / Radius report suggests that only 44% of CMO’s understand predictive analytics well; and only 11% of those that do understand are actually implementing or using predictive analytics for Demand Generation activities.  Even more surprising, only 55% of companies that employ predictive modeling are using their data to find new revenue opportunities!

We'll state once again: Demand Generation programs are an ideal pairing for predictive analytics.  Even if you're a very lean organization, commercial solutions do exist to help integrate predictive analytics into the process.  If your current Demand Generation campaigns are yielding less than desired results, chances are there's room for improvement if you unlock the full power stored within your enterprise data systems. 


Conclusions
Effective Demand Generation is an enterprise-wide endeavor. It requires a firm foundation built upon each of the four strategic pillars we described above. Whether your company is new to the discipline or you're a seasoned player, you need to ensure that you're executing the fundamentals efficiently and effectively. Otherwise, you're likely to be steamrolled by your competition.

You may be wondering why we haven't listed technology (e.g. automation systems, adaptive control technology, CRM systems, etc.) as a fifth pillar. While the right technology certainly speeds delivery, improves effectiveness and can also lower costs, we'd argue that technology systems are complementary tools to each of the four pillars we've described above.  In our next article in this series, 12 Things to Consider Before You Automate Your Demand Generation Processes, we'll discuss the benefits of several Demand Generation technologies as well as  some serious technological pitfalls you'll want to avoid.       


​Author: Erik Gagnon - Managing Partner, Chi Rho Consulting
 
Note:  This is the second of a five-part series of Jumpstart Strategies articles examining the discipline of Demand Generation. Here are links to the other live articles in the series: 

• PART 1: Why Nearly 60% of Enterprise Demand Generation Programs Underperform