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Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
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Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
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Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
Optimizing the Lead
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Optimizing the Lead

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  • 1. Optimizing the LeadO ti i i th L d A data‐ A data‐driven optimization process  p p that goes beyond lead captureBrian CarrollExecutive Director, Revenue Optimization pMECLABS
  • 2. Session Speaker Brian Carroll Executive Director of Revenue Optimization MECLABS Brian Carroll is Executive Director of Applied Research at MECLABS and  CEO of InTouch, part of the MECLABS Group. Author of the  CEO of InTouch, part of the MECLABS Group. Author of the bestseller, Lead Generation for the Complex Sale, Carroll is a leading  expert in lead generation and hes profiled and regularly quoted in  numerous publications. @brianjcarroll Carroll also speaks to 20,000 people a year on improving sales  effectiveness and lead generation strategies. He has been profiled and  regularly quoted in numerous publications such as BtoB magazine,  Selling Power, The Wall Street Journal, Entrepreneur, Target Marketing,  Selling Power, The Wall Street Journal, Entrepreneur, Target Marketing, Inc., Marketing News, DM News, MarketingProfs, MarketingSherpa, Software CEO and CMO Magazine.2
  • 3. Recent Experiments: 10,000+ Paths Tested 189% 137% 201% Conversion Conversion Conversion 124% Conversion 54% Conversion3
  • 4. MECLABS: A science lab with a consultancy • More than 10 years of research • 1,300+ major experiments • Over 1 billion emails • 10,000 sales‐paths tested • Hundreds of publications and  conferences f4
  • 5. MarketingSherpa: Research and publications MarketingSherpa provides  MarketingSherpa provides B2B and consumer marketing  professionals practical case  studies, research and  t di h d training on email, demand  gen, search, social and more. The annual research cycle  provides knowledge for  continuous marketing  continuous marketing improvement.
  • 6. MarketingExperiments: Testing and optimizationMarketingExperiments publishes testing and research discoveries, to testing and research discoveries tohelp marketers learn what really works in sales and marketing optimization.
  • 7. We build custom micro research labs within  companies around the world companies around the world7
  • 8. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 9. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 10. 1What is a lead?Inquiries are not leads  • 5 t 15% f ll i 5 to 15% of all inquiries are sales‐ready  ii l d
  • 11. 1What is a lead?Inquiries are not leads  • 5 t 15% f ll i 5 to 15% of all inquiries are sales‐ready  ii l dSales doesn t need to  accept the leadsSales doesn’t need to “accept” the leads • Confirm whether the lead met the Universal Lead  Definition agreed to between sales and marketing agreed to between sales and marketing
  • 12. 1What is a lead?Inquiries are not leads  • 5 t 15% f ll i 5 to 15% of all inquiries are sales‐ready  ii l dSales doesn t need to  accept the leadsSales doesn’t need to “accept” the leads • Confirm whether the lead met the Universal Lead  Definition agreed to between sales and marketing agreed to between sales and marketingCreate your very own version of a ULD Create your very own version of a ULD • Apply it to every lead, and iterate as you close the  loop
  • 13. 1What is a lead?Inquiries are not leads  • 5 t 15% f ll i 5 to 15% of all inquiries are sales‐ready  ii l dSales doesn t need to  accept the leadsSales doesn’t need to “accept” the leads CREATE YOUR ULD • Confirm whether the lead met the Universal Lead  Definition agreed to between sales and marketing agreed to between sales and marketingCreate your very own version of a ULD Create your very own version of a ULD • Apply it to every lead, and iterate as you close the  loop
  • 14. 1 Identify the right companies and people Action Item: ULD checklist What makes a good sales lead? • How can we raise the bar and give your better more actionable leads? • What initiative or need makes this a good fit? • What info is necessary to determine if a lead is worth the follow‐up? y p • What are the titles/job functions of economic buyers and influencers? • What does this company values? What is its culture like? • What are the common business issues?14
  • 15. 1 Identify the right companies and people Action Item: ULD checklist What information is required to qualify leads as being sales‐ready? What information is required to qualify leads as being sales ready? •• What are the characteristics of the ideal sales opportunity? What are the characteristics of the ideal sales opportunity? •• What are the questions sales want answered before getting a lead? What are the questions sales want answered before getting a lead? •• What info is must‐have vs. nice‐to‐have? What info is must‐have vs. nice‐to‐have? What info is must‐have vs nice‐to‐have? •• Which questions tend to gather the most‐needed information? Which questions tend to gather the most‐needed information? •• What should we start doing to make leads more actionable? What should we start doing to make leads more actionable? •• What things should we stop doing with leads that don’t value? What things should we stop doing with leads that don’t value?15
  • 16. 1 Identify the right companies and people Action Item: ULD checklist Use the ULD to delineate “sales‐ready” vs. “nurture” lead statuses • Will there be a time frame to evaluate and implement a solution? • Will there be a formal or informal budget in place? • Are there specific behaviors or traits you are looking for? p y g16
  • 17. 1 Identify the right companies and people Action Item: ULD checklist Identify key info a sales rep would value in speaking with a prospect Identify key info a sales rep would value in speaking with a prospect •• What fuels interest and how must we focus on it with the solution? What fuels interest and how must we focus on it with the solution? •• Where is the best entry point? Where is the best entry point? •• Who is involved in the buying process as it evolves?  Who is involved in the buying process as it evolves?  y gp •• Should anyone else be contacted? Should anyone else be contacted? •• Where’s the funding coming from and who has authority over it? Where’s the funding coming from and who has authority over it? Then, only send as many sales ready leads that the sales person can effectively handle Then, only send as many sales‐ready leads that the sales person can effectively handle17
  • 18. 1 Identify the right companies and people Action Item: ULD checklist FOCUS ON FOCUS ON Identify key info a sales rep would value in speaking with a prospect Identify key info a sales rep would value in speaking with a prospect •• What fuels interest and how must we focus on it with the solution? What fuels interest and how must we focus on it with the solution? EFFICIENCY •• Where is the best entry point? Where is the best entry point? •• Who is involved in the buying process as it evolves?  Who is involved in the buying process as it evolves?  y gp •• Should anyone else be contacted? Should anyone else be contacted? •• Where’s the funding coming from and who has authority over it? Where’s the funding coming from and who has authority over it? Then, only send as many sales ready leads that the sales person can effectively handle Then, only send as many sales ready leads that the sales person can effectively handle18
  • 19. 1 Experiment: Background Experiment ID: (Protected) Location: MECLABS Leads Group Library Test Protocol Number: TP1214 Test Protocol Number: TP1214 Research Notes: Background: An industrial testing equipment manufacturer engaged the  B k d A i d i l i i f d h MECLABS Leads Group to follow up on leads generated through tradeshows  and a PPC campaign offering a free book. Goal: To understand when to stop calling a teleprospecting list. Goal To nderstand hen to stop allin a teleprospe tin list Primary research question: At which point does the value of sales‐ready  leads from a calling campaign no longer outweigh the costs? Approach: Record and analyze teleprospecting campaign data to discover the  point of diminishing returns19 19
  • 20. 1 Experiment: Campaign path Re‐engagement eads  Leads  Leads ualified Le Generated Tradeshows PPC campaign  PPC campaign Qu Primary research question: At which point does the value of sales‐ready  leads from a calling campaign no longer outweigh the costs?20
  • 21. 1 Experiment: Results Days 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Leads 412 57 14 4 11 12 8 10 6 5 1 2 2 3 10 Percent 61.3% 8.5% 2.1% 0.6% 1.6% 1.8% 1.2% 1.5% 0.9% 0.7% 0.1% 0.3% 0.3% 0.4% 1.5% Cumulative 412 469 483 487 498 510 518 528 534 539 540 542 544 547 557 Cumulative % 61.3% 69.8% 71.9% 72.5% 74.1% 75.9% 77.1% 78.6% 79.5% 80.2% 80.4% 80.7% 81.0% 81.4% 82.9% Days 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Leads L d 7 5 3 5 2 3 5 3 4 2 3 3 2 3 6 Percent 1.0% 0.7% 0.4% 0.7% 0.3% 0.4% 0.7% 0.4% 0.6% 0.3% 0.4% 0.4% 0.3% 0.4% 0.9% Cumulative 564 569 572 577 579 582 587 590 594 596 599 602 604 607 613 Cumulative % 83.9% 84.7% 85.1% 85.9% 86.2% 86.6% 87.4% 87.8% 88.4% 88.7% 89.1% 89.6% 89.9% 90.3% 91.2% Days 31 34 36 37 38 39 40 42 44 46 47 48 49 51 53 Leads 3 2 1 1 1 1 1 1 1 1 1 4 1 2 1 Percent 0.4% 0.3% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.6% 0.1% 0.3% 0.1% Cumulative 616 618 619 620 621 622 623 624 625 626 627 631 632 634 635 Cumulative % 91.7% 92.0% 92.1% 92.3% 92.4% 92.6% 92.7% 92.9% 93.0% 93.2% 93.3% 93.9% 94.0% 94.3% 94.5% ! Point of diminishing returns: Consider the value of a lead against your  campaign cost to discover the point at which ROI is no longer favorable21 21
  • 22. 1 Experiment: Results Analysis of the calling and lead generation data showed that 90% of  successful leads were converted within 28 days of first contact • 60% of conversions happened on the first day • Another 30% take place over the next month • Conversions dropped off significantly after 28 days Conversions dropped off significantly after 28 days Looking for a decision point: • 30 d 30 days i h is when conversions stop increasing every day  i i i d • 15 days is the last point at which at least 1% of conversions occur • 9 days is where you reach 80% of conversions • 2 days is where you reach 70% of conversions *The last conversion in this data set took place on 343rd day (672 total conversions)22
  • 23. 1 Experiment: Results  450 15 days 15 days 400 last point at which  350 at least 1% of  conversions occur 30 days  ds 300 ales‐ready lead conversions  250 stop increasing  200 every day Sa 150 100 50 0 * * 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 Campaign days23 23
  • 24. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 25. 2 Sample Marketing and Sales Process Lead  Segment and  Qualify and  Sales  Analyze  Capture Score Leads Nurture Engagement Results Segment leads  ULD Overview deck Analyze data Capture leads  by potential Close the loop Normalize data Normalize data Qualify phone‐ Qualify phone‐ Opportunity Apply lead score:  Apply lead score:  Apply lead score: ready leads d l d Leads converted L d d Enrich data Enrich data Approach deck lead data  Merge de‐dupe Merge de‐ lead behavior lead behavior Distribute sales‐ Distribute sales‐ Proposal and LOA Sales pipeline ready leads ready leads Sales closed Close25
  • 26. 2 Step 1. Lead Capture Subscribers External      firmographic g p data     Web inquiries Web inquiries Social media Social  Social media Inquiries Normalize Enrich  Merge and  Event registrants  Event registrants  data data de‐ de‐dupe and attendees d d Webinar  registrants / inquiries Unusable data Sales generated Sales generated store26
  • 27. 2 Step 2. Segment and Score Leads Segment for Targeting/Messaging/Calls‐to‐ Targeting/Messaging/Calls‐to‐Action next action next a Data Hygiene,   Data Hygiene,   Segmentation  Enhancement and Consolidation based on  potential  Explicit User supplied Data Explicit User‐supplied  Explicit User‐supplied Data (quantitative) ( ) (e.g., Registration Forms) Lead  scoring Touch Points (e.g., what content have they engaged?) ( h h h d?) Phone Qualification and Discovery Phone Qualification and Discovery Human  H interpretation  (qualitative) Sales Qualification and Discovery Sales Qualification and Discovery27
  • 28. 2 Step 3. Qualify Leads Explicit Information Explicit Information Inquiry comes  into DB Ideal Customer Contacts Companies Assign to rep $ Hand off     to sales  possibilities Rep call  to qualify Sales‐ready Leads Implicit Information I li i I f i Does it meet  Touch points the ULD? User‐tracked behavior  What have they engaged?28
  • 29. 2 Step 3. Qualify Leads NO Does not meet ULD Interest Critical ULD Factor 1 Critical ULD Factor 1 Timeframe Critical ULD Factor 2 Budget Mark as  Mark as nurturing  disqualified Email  Not a fit Not a fit Call quarterly Call quarterly29
  • 30. 2 Step 3. Qualify Leads YES Meets ULD Prospects willing to speak with  sales? YES NO Set appointment Set appointment Mark as nurturing M k t i Hand off to Sales Email/Call30
  • 31. 2 Cycle back to improve your DB Webinar  Registrants / Inquiries Web Inquiries John Smith Touchpoints: 02/08/2012 ‐ Attended Workshop “Advanced Event  Social Media Social Media Marketing Practices” 10/18/2011 ‐ Email Opened “TODAY: How marketers are  Inquiries transforming change” Database  10/18/2011 ‐ Downloaded Tradeshow checklist tool 10/18/2011 ‐ Attended Webinar ‐ B2B Mkg BMR: Marketers  Event Registrants  Touchpoints 10/12/2011 ‐ Email Link Clicked “Three ways to increase leads  and Attendees and  and Attendees g generation at tradeshows and events” 10/12/2011 ‐ Email Opened “Three ways to increase leads  generation at tradeshows and events” 09/20/2011 ‐ Downloaded Q3 Event Summary whitepaper Downloadable Tool 09/19/2011 ‐ Attended Webinar – “Event budget planning” 09/05/2011 ‐ Called – Spoke with Inbound Inquiry team 09/02/2011  Message: Your question about services 09/02/2011 ‐ Message: Your question about services 09/01/2011 ‐ Web Lead – Web – Contact Page Sales Generated Sales Generated31
  • 32. 2 Progressive Profiling Capture a little more information each time you provide value First‐time download lead gen form  Subsequent download progressive profiling32
  • 33. 2 Sample Marketing and Sales Process Segment  Lead  Qualify and  Sales  Analyze  and Score  Capture Nurture Engagement Results Leads Segment leads  ULD Overview deck Analyze data Capture l Capture leads  by potential Close the loop Normalize data Qualify phone‐ Qualify phone‐ Opportunity Apply lead score:  Apply lead score:  Apply lead score: ready l d ready leads d leads Leads converted L d d Enrich data Enrich data Approach deck lead data  Merge de‐dupe Merge de‐ lead behavior lead behavior Distribute sales‐ Distribute sales‐ Proposal and LOA Sales pipeline ready leads ready leads Sales closed Close33
  • 34. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 35. 3 Relevance Timing Memorable35
  • 36. 3 Relevance TIMETiming TIME YOUR  YOUR TOUCHES Memorable36
  • 37. 3 Lead Generation Model INQUIRY CUSTOMERIdentify  Make  Need N d Decision 37
  • 38. 3 Lead Generation Model INQUIRY LEAD CUSTOMERIdentify  Research  Make  Need N d Solutions S l ti Decision 38
  • 39. 3 Lead Generation Model INQUIRY LEAD SALES‐READY  CUSTOMER LEADIdentify  Research  Develop  Make  Need N d Solutions S l ti Short List Short List Decision 39
  • 40. 3 Lead Generation Model INQUIRY LEAD SALES‐READY  QUALIFIED  CUSTOMER LEAD PROSPECTIdentify  Research  Develop  Review  Make  Need N d Solutions S l ti Short List Short List Proposals Decision 40
  • 41. 3 Lead Generation Model INQUIRY LEAD SALES‐READY  QUALIFIED  CUSTOMER LEAD PROSPECTIdentify  Research  Develop  Review  Make  Need N d Solutions S l ti Short List Short List Proposals Decision Branding Events  Lead  Advertising Tradeshows Nurture Follow‐up PR Webinars Opt‐in  Email SEO Outbound  calls Conference  ebs te Website Calls Direct Mail Inbound  800# Face to Face 41
  • 42. 3 Lead Generation Model INQUIRY LEAD SALES‐READY  QUALIFIED  CUSTOMER LEAD PROSPECT Identify  Research  Develop  Review  Make  Need N d Solutions S l ti Short List Short List Proposals Decision Branding Events  Lead  Advertising Tradeshows Nurture Follow‐up PR Webinars Opt‐in  Email SEO Outbound  calls Conference  ebs te Website Calls Direct Mail Inbound  800# Face to FaceBroadly TargetedBroadly Targeted Narrowly Targeted Narrowly TargetedLess Interactive Highly InteractiveLess Measurable 42 Highly Measurable
  • 43. 3 Multi‐modal Lead Generation43
  • 44. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 45. 4 Case Study Experiment ID: IT desktop management firm Location: MECLABS Leads Group Research Library Test Protocol: LG4028 l G 028 Research Notes: Background: An IT management firm engaged MECLABS for lead generation Background: An IT management firm engaged MECLABS for lead generation $80 million annual revenue 100 channel partners 27 sales people, 10 marketers 27 sales people 10 marketers Objective: To determine if basic lead management can improve pipeline Test Design: Creation of a ULD, lead qualification, lead nurturing, clear lead  f f handoff and feedback process.45
  • 46. 4Case Study: Challenges• < 2% lead‐to‐sale pipeline conversion• Marketing felt leads were going into a “black hole” M k ti f lt l d i i t “bl k h l ”• No closed‐loop feedback process• Unable to measure ROI Unable to measure ROI* More activity but the same results
  • 47. 4 Case Study: The approach Events, Events, Summits, Guides, Subscribers, Website,  Teleprospecting Inquiries (Level 1) Not a Fit Marketing  Nurturing (Level 2) Pipeline Level 3,4,5 Leads Returned  Prospects CRM Closed Loop Feedback HANDOFF Sales  Sales Ready  Generated  Leads Leads Sales  Existing  Clients Pipeline Measure ROI Customers47
  • 48. 4 Case Study: Results 375% Increase in sales‐ready leads 200% Improved lead to sales opportunity 200% Improved lead‐to‐sales opportunity $4.9 M Additional sales pipeline in 8 months48
  • 49. 4 Case Study: Results 375%  Increase in sales‐ready leads 200%  Improved lead to sales opportunity 200% Improved lead‐to‐sales opportunity $4.9M Additional sales pipeline in 8 months * What you need to understand:  By actively nurturing  and closing the loop, improved lead to sales  opportunity and pipeline increases are achieved49
  • 50. 4 What is lead nurturing? A relevant, consistent conversation with viable potential customers,  regardless of their timing to buy. Track Results Understand  Messaging  Organize  Execute  and  Audience Strategy gy Content Tracks Engagement Progressive Lead Movement Across Buying Stages • Touch • Touch • Touch • Touch 1 • Track • Follow‐ 2 • Track • Follow‐ 3 • Track • Follow‐ 4 • Track • Follow‐ Up Up Up Up50
  • 51. 4 Align messaging to roles and needs Multi‐track lead nurturing timeline CIO Q1 Month 1 Free executive report via direct mail with follow‐up call Connect with your personas: Month 2 Invitation to executive roundtable via email with follow‐up call • Project Leader Month 3 Link to relevant Podcast via email with follow‐up voicemail • CIO IT Director Q1 Month 1 3rd party article via email and voicemail • Contact Center Month 2 3rd party article via email with follow‐up  • Field Service Center Month 3 Month 3 Link to relevant webinar via email with follow‐up call p • E Executive Sponsor ti S IT Manager Q1 • Stakeholders Month 1 Relevant white paper via email with voicemail Month 2 Direct mail piece p Month 3 Invitation to webcast via email with follow‐up call Client Plan for Q1 Audience: 3 Contacts Deep51
  • 52. 4 Align messaging to roles and needs Multi‐track lead nurturing timeline CIO Q1 Month 1 Free executive report via direct mail with follow‐up call Connect with your personas: BUILD YOUR BUILD YOUR Month 2 Invitation to executive roundtable via e‐mail with follow‐up call • Project Leader Month 3 Link to relevant Podcast via e‐mail with follow‐up voicemail • CIO IT Director Q1 Month 1 3rd party article via e‐mail and voice mail • Contact Center TRACKS • Field Service Center Month 2 3rd party article via e‐mail with follow‐up  Month 3 Month 3 Link to relevant webinar via e‐mail with follow‐up call p • E Executive Sponsor ti S IT Manager Q1 • Stakeholders Month 1 Relevant white paper via e‐mail with voice mail Month 2 Direct mail piece p Month 3 Invitation to webcast via e‐mail with follow‐up call Client Plan for Q1 Audience: 3 Contacts Deep52
  • 53. 4 Repurpose quality content Research chart 53
  • 54. 4 Repurpose quality content Research chart  Webinar Video clip Blog post Email Tactical tool download54
  • 55. 4 Measure and refine Research chart  Webinar Video clip Registrants Views Attendees Likes/Dislikes Replays Social Shares Blog post Email Tactical tool download Page views Opens Downloads Comments C t Clickthroughs Social Shares Social Shares Social Shares Shares Lead Capture55
  • 56. Optimizing the LeadOptimizing the Lead 1 Identify the right companies and people 2 S Segment, score and prioritize Segment, score and prioritize d i ii 3 I i i a memorable conversation Initiate a memorable conversation bl i 4 N Nurture regardless of time to buy dl f i b
  • 57. Takeaways: Identify Collaborate with your sales team to determine  1 and apply your Universal Lead Definition and apply your Universal Lead Definition What information is required to qualify leads as being sales‐ready? • What are the characteristics of the ideal sales opportunity? • What are the questions sales want answered before getting a lead? Wh t th ti l t db f tti l d? • What info is must‐have vs. nice‐to‐have? • Which questions tend to gather the most‐needed information? • What should we start doing to make leads more actionable? • What things should we stop doing with leads that don’t value? Wh t thi h ld t d i ith l d th t d ’t l ?57
  • 58. Takeaways: Prioritize 2 Set up a process that allows your team  to increase pipeline velocity i i li l i58
  • 59. Takeaways: Initiate 3 Match your conversation timing and relevance with your customer’s stage l ih ’ INQUIRY LEAD SALES‐READY  QUALIFIED  CUSTOMER LEAD PROSPECTIdentify  d if Research  h Develop  D l Review  R i Make  M k Need Solutions Short List Proposals Decision 59
  • 60. Takeaways: Nurture 4 Nurture leads, regardless of time to buy60
  • 61. We continue to test these principles with Research  Partners around the world Partners around the world61
  • 62. So how does MECLABS really work So how does MECLABS really work with Research Partners?
  • 63. The research process is supported by the  d l t f t hl b development of your own custom research lab • Scientists • Analysts Research  • Statisticians Block 1 • Designers • Developers • Teachers Your  Research  Marketing  Your  Marketing  Block 2 Group Group CUSTOM RESEARCH LAB Research  Block 363
  • 64. Research Partnership Application Process Research Partnership Application Process The MECLABS  The Sciences Team  The terms of the  Application Review  Application Review reviews the data to determine if  Research Proposal are Research Proposal are  The team looks for alignment in  the initiative fits into our research  industry and project focus and  agenda and provides their  agreed upon and the Research  recommendation. Partnership officially begins. potential for growth. 1 2 3 4 5 6 7Submit your  We contact you to  MECLABS drafts the  Work begins Research  discuss your application  research proposal  The MECLABS Research Team  The MECLABS Research Team  The goal is to get a better  The goal is to get a better which helps articulate,  which helps articulate,  which helps articulate conducts preliminary forensic data Application analysis, summary competitive  understanding of your research  deliverables, timelines,  deliverables, timelines,  challenges and objectives. objectives and costs. analysis and other key deliverables  to initiate the research project and  to initiate the research project and  gain the ‘quick wins’ that will fuel  the ongoing discovery.
  • 65. Submit your Research Application: MECLABS.com/contact65
  • 66. MECLABS Research Partnership OpportunitiesMECLABS conducts rigorous experiments in the new science of optimization. We apply our discoveries to help leaders optimize the financial performance of their sales and marketing programs.Learn more about how you may be a fit for a MECLABS research be a fit for a MECLABS researchpartnership: • Select your Research  Select your Research Partnership area of interest    on the post‐webinar survey• Contact us directly info@MECLABS.com x 1‐877‐635‐0565
  • 67. Questions?Q ti ?
  • 68. Optimizing the LeadO ti i i th L d A data‐ A data‐driven optimization process  p p that goes beyond lead captureBrian CarrollExecutive Director, Revenue Optimization pMECLABS

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