PRESENTED BY!
#C2C14!
Lead Nurture 2.0 - Shifting the Focus to
Optimization and Creating Leverage!
Christine Elliott , Con...
© 2011 Crowe Horwath LLP 2Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Why Lead Nur...
© 2011 Crowe Horwath LLP 3Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Crowe’s Lead...
© 2011 Crowe Horwath LLP 4Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Stra...
© 2011 Crowe Horwath LLP 5Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Map Buyer Ty...
© 2011 Crowe Horwath LLP 6Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Lead Nurture...
© 2011 Crowe Horwath LLP 7Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
E-comms & La...
© 2011 Crowe Horwath LLP 8Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Exam...
© 2011 Crowe Horwath LLP 9Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Perf...
© 2011 Crowe Horwath LLP 10Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Per...
© 2011 Crowe Horwath LLP 11Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Articulate ...
© 2011 Crowe Horwath LLP 12Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Create “Sto...
© 2011 Crowe Horwath LLP 13Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Create Mess...
© 2011 Crowe Horwath LLP 14Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Develop Spe...
© 2011 Crowe Horwath LLP 15Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Center Mark...
© 2011 Crowe Horwath LLP 16Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Top 10 Lead...
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Lead Nurture 2.0: Shifting The Focus To Optimization And Creating Leverage

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Lead Nurture 2.0: Shifting The Focus To Optimization And Creating Leverage

  1. 1. PRESENTED BY! #C2C14! Lead Nurture 2.0 - Shifting the Focus to Optimization and Creating Leverage! Christine Elliott , Content Strategy Leader, ! Crowe Horwath!
  2. 2. © 2011 Crowe Horwath LLP 2Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Why Lead Nurturing? §  Lead nurturing programs keep prospects interested and educated until they are ready for sales engagement §  According to Forrester Research, marketers who switch from focusing simply on demand generation to closed- loop nurturing are twice as productive §  Conversely, those firms that have not adopted any process for nurturing leads are likely suffering from a lead leakage problem
  3. 3. © 2011 Crowe Horwath LLP 3Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Crowe’s Lead Nurture Journey Oops Eloqua implementation and (limited) integration with Onyx Marketing planning process uncovers gap in content strategy Develop and launch PERF FS nurture program Research says…. MLR research on buyers‘ shifting behavior Phase 2 PERF FS nurture program Expand to include all of FS Launch M&A nurture program Gimme what I want More, more, more!!! Adoption of formal content strategy “Little n” nurture
  4. 4. © 2011 Crowe Horwath LLP 4Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Content Strategy Development Steps §  Determine target market segmentation §  Identify business drivers – proactive and reactive §  Evaluation of personas / buyer types §  Discussion of buy cycle -- critical stages / motivations §  Conduct competitive content review & audit your content §  Identify content strategies to employ for most impact THEN, if a lead nurture program is the best solution… §  Map your existing content to buyer types and stages of the buy cycle §  Develop lead nurture program structure §  Take a strategic approach to content ideation §  Put phased project management plan in place §  Execute
  5. 5. © 2011 Crowe Horwath LLP 5Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Map Buyer Types / Personas to Buy Cycle Determine Issues and Benefits of Solving issues (What’s the business problem we need to solve?) Define Requirements (What are the business, technical and other considerations?) Evaluate & Recommend (What are the available solutions and which best fit our requirements?) Select (Which solution will we choose and what are proof points?) Justify (Will it solve our business need? How will we measure ROI?) §  What are key motivations for each buyer at each stage? Where do they play most? §  What questions is buyer asking at each stage? §  Key messages / value propositions at each stage? §  Ideas for most compelling type of content – what has worked? EARLY STAGE MID STAGE MID STAGE LATE STAGE LATE STAGE
  6. 6. © 2011 Crowe Horwath LLP 6Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Lead Nurture Program Tracks built from business drivers Dodd-Frank Mid Stages: Evaluate & Recommend, Select 7.1 DF IM Wait and see not option 7.2 DF IM Challenges p.1 7.3 A Question of Readiness p.2 8.1 Counterparty Relationships p.1 8.2 Transactional data p.1 8.3 Timing, Uncertainty and urgency Late Stages: Approve, Implement DF: Infographic DF: Q&A DF: Interactive Executive Brief DF: Executive Brief: DF: Executive Brief: DF Checklist AML Mid Stages: Evaluate & Recommend, Select 2.1 Trends in AML Compliance p.3-4 2.2 AML Models - The Regulators' View p. 5 2.4 Four Step Process p. 9 2 versions - pdf and podcast 2.6 3 Differientiators for Crowe p. 11 2.7 Case Study p. 11 2.3 5 Data Issues AML Compliance Must Address p.6 Late Stages: Approve, Implement AML: Q&A AML: Infographic AML: Case Study AML: Interactive Executive Brief AML: Executive Brief AML: Checklist New System Selection Mid Stages: Evaluate & Recommend, Select 1.1 IM Challenges p.4 1.2 Pain points (formerly 8 things that keep you up at night) p .5 1.3 Methodology & Approach p.7-9 2 versions - pdf and podcast/video 1.4 5 Things that differentiate Crowe p. 10 9.3 5 step methodology for system selection p. 4-5 TBD Late Stages: Approve, Implement 9.4 Crowe's streamlined RFP process delivers better results p 6-7 New System: Case Study 9.5 Why Crowe? P. 7 New Systems: Infographic New Systems: Checklist New Systems: Executive Brief: Process Improvement Mid Stages: Evaluate & Recommend, Select 1.1 IM Challenges p.4 4.3 Crowe's 4 step process for streamlining loan processes p.3 1.17 Process improvement timeline p.9 PI: Q&A Differentiate Crowe TBD Late Stages: Approve, Implement PI: Checklist PI: Case Study (1.16 Process improvement case study p.9???) PI: Executive Briefing PI: Infographic PI: Interactive Executive Briefing TBD Gray box content is pulled from existing Crowe content identified in content audit Orange box content is pulled from existing Crowe content but is modified based on track Yellow box content is new content based on (mostly) later stages of buy cycle
  7. 7. © 2011 Crowe Horwath LLP 7Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® E-comms & Landing Pages
  8. 8. © 2011 Crowe Horwath LLP 8Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Content ExamplesNurture Program Recap Phase 1 Phase 2 Program Participants: 480 969 Tracks: AML AML Dodd-Frank Dodd-Frank Process Improvement Performance Improvement System Selection Vendor Selection & Mgmt. Credit Portfolio Mgmt. Big Data Content Assets: 48 95 Content Types: 8 13
  9. 9. © 2011 Crowe Horwath LLP 9Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Content Performance by Type – Sorted by Clickthrough Rate Content Type Number of Pieces Total Delivered Total Opens Open Rate Unique Click Throughs Click Through Rate E-Book 1 8 8 100.00% 2 25.00% Checklist 9 1,752 1,418 80.94% 233 16.43% Infographic 5 844 593 70.26% 95 16.02% Article 17 2,933 2,150 73.28% 322 14.98% Whitepaper 2 274 207 75.55% 31 14.98% Case Study 7 1,182 864 73.10% 115 13.31% On-page 23 4,357 3,309 75.95% 411 12.42% Survey Report 2 322 231 71.74% 25 10.82% Insert 4 605 413 68.26% 44 10.65% Q&A 5 1,088 773 71.05% 79 10.22% Exec Brief 4 518 239 46.14% 24 10.04% Brainshark 9 2,038 1,745 85.62% 171 9.80% Webinar 7 466 509 109.23% 34 6.68% Total 95 16,387 12,459 76.03% 1,586 12.73%
  10. 10. © 2011 Crowe Horwath LLP 10Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Content Performance by Track– Sorted by Clickthrough Rate Track Total Delivered Total Opens Open Rate Unique Click Throughs Click Through Rate Dodd-Frank 3,571 2,181 61.08% 413 18.94% AML 3,073 2,905 94.53% 348 11.98% VSM 2,186 1,417 64.82% 168 11.86% Performance Improvement 6,918 5,479 79.20% 628 11.46% CPM 415 392 94.46% 24 6.12% Big Data 224 85 37.95% 5 5.88% Total 16,387 12,459 76.03% 1,586 12.73%
  11. 11. © 2011 Crowe Horwath LLP 11Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Articulate Key Market Issues Example: Performance Improvement (PERF FS) Key market issues identified by thought leader and then prioritized by nurture program participants: 1.  Mobile banking 2.  Loan processing 3.  Revenue generation 4.  Technology 5.  Credit cards / debit cards 6.  Branch performance
  12. 12. © 2011 Crowe Horwath LLP 12Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Create “Story” for Each Key Market Issue – Mobile Banking Mobile banking offers customers the flexibility they demand – yet banks need to carefully examine the risks and rewards with leveraging technology, fulfilling customer expectations, managing risks and ensuring ROI for this emerging channel.
  13. 13. © 2011 Crowe Horwath LLP 13Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Create Messaging Map for Buyer Groups – Mobile Banking Mobile banking offers customers the flexibility they demand – yet banks need to carefully examine the risks and rewards with leveraging technology, fulfilling customer expectations, managing risks and ensuring ROI for this emerging channel. CFOs Customers are expecting more options in terms of their banking, and mobile seems to be a priority. But how do we balance meeting customer expectations with maximizing revenue? We need ROI on our investments… CROs The pressure to expand into mobile banking is strong, but there are significant risks with quickly adopting these new technologies. I need to make sure that in our efforts to get to market quickly we don’t overlook key risks. CIOs Our business leaders are not taking the appropriate time to evaluate the technological implications of developing new channels. I’m having to react to decisions that have already been made. COOs It’s great that we are taking advantage of opportunities like mobile banking, but we need to think through the implications on our existing processes and address them proactively.
  14. 14. © 2011 Crowe Horwath LLP 14Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Develop Specific Content Ideas Based on Story – Mobile Banking Technology: (e-Book) Improving Your Mobile Banking ROI: A Guide to Aligning New Technology and Business Opportunities This e-Book will discuss key areas of rapid innovation in mobile banking; cover the business implications in terms of new revenue streams, customer retention and other factors; and offer tips for selecting and implementing. (Brainshark) Making Smart Mobile Banking Investments: 4 Tips for Prioritizing Your Mobile Technology Spending Where should banks focus their mobile banking investments in order to maximize ROI across revenue, customer retention and other key goals? This Brainshark offers guidance on this question by helping banks make appropriate mobile banking technology investment choices. Managing Risk: (White Paper) Mobile Banking Security: A Guide to Assessing Threats and Selecting Secure Mobile Solutions This white paper will provide an overview of the current mobile banking security environment, discuss the potential impact of internal as well as external risks, and offer guidelines for evaluating mobile solutions that offer a suitable balance between security, functionality and convenience. (Checklist) Assessing Your Mobile Banking Security Strategy: Key Issues and Considerations for Risk Managers This checklist will walk decision-makers through key internal and external security issues, including the impact of security on customer perceptions, weighing the costs and benefits of various security offerings, and creating a roadmap for a forward-looking mobile security strategy.
  15. 15. © 2011 Crowe Horwath LLP 15Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Center Marketing Initiatives Around Key Stories §  Identify 1-2 key stories to focus on for each priority service area §  Align marketing initiatives around stories for maximum impact STORY: Mobile banking offers customers the flexibility they demand – yet banks need to carefully examine the risks and rewards with leveraging technology, fulfilling customer expectations, managing risks and ensuring ROI for this emerging channel.
  16. 16. © 2011 Crowe Horwath LLP 16Audit | Tax | Advisory | Risk | Performance The Unique Alternative to the Big Four® Top 10 Lead Nurture 2.0 Considerations 1.  Review your Phase 1 results with a critical eye 2.  Make sure your program / project management is as efficient as possible 3.  Prioritize market issues and develop a story-based approach to create leverage 4.  Understand what content is working and repurpose / atomize shamelessy 5.  Guess and test, guess and test, guess and test 6.  Become an evangelist for content strategy in your organization 7.  Use the story-based approach to integrate across all marketing channels, making each effort exponentially more powerful 8.  Constantly refine your lead score / measurement strategy 9.  Challenge your team to foster continuous improvement 10. Celebrate your successes AND your failures! Email: christine.elliott@crowehorwath.com Twitter: Im_Christine44

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