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Case Study: Building A Multi-Touch Lead Nurturing Program
 

Case Study: Building A Multi-Touch Lead Nurturing Program

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This session will share a real-world example from Crowe Horwath, a leading consultancy in the financial services industry, on how their marketing team helped map out a progressive series of content ...

This session will share a real-world example from Crowe Horwath, a leading consultancy in the financial services industry, on how their marketing team helped map out a progressive series of content offers that supported key topics relevant to different buyer personas.

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    Case Study: Building A Multi-Touch Lead Nurturing Program Case Study: Building A Multi-Touch Lead Nurturing Program Presentation Transcript

    • Content2Conversion ConferenceCase Study: Building a Multi-TouchLead Nurture ProgramChristine Elliott, Crowe Horwath LLP April 23, 2013
    • © 2011 Crowe Horwath LLP 2Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Why Lead Nurturing?§  Lead nurturing programs keep prospectsinterested and educated until they areready for sales engagement§  According to Forrester Research,marketers who switch from focusingsimply on demand generation to closed-loop nurturing are twice as productive§  Conversely, those firms that have notadopted any process for nurturing leadsare likely suffering from a lead leakageproblem
    • © 2011 Crowe Horwath LLP 3Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Demand Creation – Sirius Decisions ModelAAAAClosed loop recycling – ifdeal dies or is postponed orno opportunity identified,recycle back to MQLcategoryBuyers andinfluencersat companiesin “sweetspot”Lead Scoring / Market IntelligenceTriggers orlead scoreindicatespossibleopportunityTrigger Event Campaigns
    • © 2011 Crowe Horwath LLP 4Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Crowe’s Lead Nurture JourneyAttendedMarketingProfs B2BLead GenConf. InBostonEngagedThe KernOrganizationand MichaelBrownIt startedwith awhisper…Zzzzzzzz..A greatidea thatwon’t workOopsEnterEloqua and(limited)integrationwith OnyxWe havenocontentstrategyDevelopandlaunchPERF FSnurtureprogramResearchsays….MLRresearchonbuyers ‘shiftingbehaviorPhase 2nurture
    • © 2011 Crowe Horwath LLP 5Audit | Tax | Advisory | Risk | PerformanceThe 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 impactTHEN, 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
    • © 2011 Crowe Horwath LLP 6Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Personas or Buyer Types? – Just Don’t Use Titles!Innovator§  Wants best practices§  Make organization moreefficient – set up processesdifferentlyService Seeker§  Worried that customers and/or employees arecomplaining§  Need to know things will runsmoothly with Crowe – nohassleNumber Cruncher§  Efficiency ratio not where itshould be – need to improve§  What is ROI?§  Operating under a constraint– do more with less§  Paid money for this in thepast, did not see savings§  Taking big gamble, don’twant to stick my neck out –can I trust Crowe?§  What can go wrong?Buyer / InfluencerTypesPersonasSource: “Influencing the Newly Empowered Customer”, July 2011 CorporateExecutive Board Marketing Leadership Roundtable
    • © 2011 Crowe Horwath LLP 7Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Map Buyer Types / Personas to Buy CycleDetermine Issues andBenefits of Solvingissues(What’s the businessproblem we need tosolve?)DefineRequirements(What are thebusiness, technicaland otherconsiderations?)Evaluate &Recommend(What are theavailable solutionsand which best fitour requirements?)Select(Which solution willwe choose andwhat are proofpoints?)Justify(Will it solve ourbusiness need?How will wemeasure ROI?)§  What are key motivations for each buyer at each stage? Where do they playmost?§  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?EARLYSTAGEMIDSTAGEMIDSTAGELATESTAGELATESTAGE
    • © 2011 Crowe Horwath LLP 8Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Lead Nurture ProgramTracks built frombusiness driversDodd-FrankMid Stages: Evaluate &Recommend, Select7.1 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.18.3 Timing, Uncertainty andurgencyLate Stages: Approve,ImplementDF: Infographic DF: Q&A DF: Interactive Executive Brief DF: Executive Brief: DF: Executive Brief: DF ChecklistAMLMid Stages: Evaluate &Recommend, Select2.1 Trends in AML Compliancep.3-42.2 AML Models - The RegulatorsView p. 52.4 Four Step Process p. 92 versions - pdf and podcast2.6 3 Differientiators for Crowe p.112.7 Case Study p. 112.3 5 Data Issues AML ComplianceMust Address p.6Late Stages: Approve,ImplementAML: Q&A AML: Infographic AML: Case Study AML: Interactive Executive Brief AML: Executive Brief AML: ChecklistNew System SelectionMid Stages: Evaluate &Recommend, Select1.1 IM Challenges p.41.2 Pain points (formerly 8 thingsthat keep you up at night) p .51.3 Methodology & Approach p.7-92 versions - pdf and podcast/video1.4 5 Things that differentiateCrowe p. 109.3 5 step methodology for systemselection p. 4-5TBDLate Stages: Approve,Implement9.4 Crowes streamlined RFPprocess delivers better results p6-7New System: Case Study 9.5 Why Crowe? P. 7 New Systems: Infographic New Systems: Checklist New Systems: Executive Brief:Process ImprovementMid Stages: Evaluate &Recommend, Select1.1 IM Challenges p.44.3 Crowes 4 step process forstreamlining loan processes p.31.17 Process improvementtimeline p.9PI: Q&A Differentiate Crowe TBDLate Stages: Approve,ImplementPI: ChecklistPI: Case Study (1.16 Processimprovement case study p.9???)PI: Executive Briefing PI: Infographic PI: Interactive Executive Briefing TBDGray box contentis pulled fromexisting Crowecontent identifiedin content auditOrange box content is pulled fromexisting Crowe content but ismodified based on trackYellow box content is newcontent based on (mostly) laterstages of buy cycle
    • © 2011 Crowe Horwath LLP 9Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Lead Nurture Invitation Strategy§  Offer different “topic/track” messages by target audience to generateengagement§  Incorporates A/B testing of subject lines§  Clicking on content puts them in a track – they will get new content every 3weeks
    • © 2011 Crowe Horwath LLP 10Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®In-Track Program Structure§  Once “in track”, they will receive an ecomm every three weeks§  There are always options that allow them to change to another track
    • © 2011 Crowe Horwath LLP 11Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Dodd-Frank E-comms & Landing Pages
    • © 2011 Crowe Horwath LLP 12Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Dodd-Frank Content
    • © 2011 Crowe Horwath LLP 13Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Sales Reporting§  Explicit criteria: contact information, sales rep, client/prospect, asset size, geo.§  Implicit criteria (digital body language): specific details on content assetsdownloaded, answers to progressive profiling and survey questions, websiteactivity§  Initially set two triggers – download three pieces of content, or download onepiece of late-stage contentTRIGGER LIST?NURTURETRACKPERF Nurture LP HistoryOUTSIDEASSISTANCEBARRIERS TOL E V E R A G I N GDATAB A R R I E R S T OL E V E R A G I N GTECHNOLOGYUNREALIZED PERF.IMPROVEMENTBENEFITSCEO PRIORITIESYes ProcessImp.PI-L4 Process ImprovementChallenges - 15 Questions That WorryManagers MostPI-L42 Mapping Risk ControlsPI-L44 Taking a Three-Phase Approachto Improving the Lending ProcessPI-L44 Taking a Three-Phase Approachto Improving the Lending ProcessPI-L45 Case Study Portfolio - ProcessImprovementPI-L45 Case Study Portfolio - ProcessImprovementSystems /technologyprojectsCustomeranalytics and/or other datavisualizationinitiativesMaster datamanagementOperational /performancebenchmarkingDifficult todeterminecurrent stateof dataeffectivenessCompetingbusiness andproject fundingprioritiesbetweentechnologyand businessleadersEfficiency gainsin businessprocesses thatlead to lowercostsAsset quality ::Expensereduction ::Mobiletechnologies
    • © 2011 Crowe Horwath LLP 14Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Program Results
    • © 2011 Crowe Horwath LLP 15Audit | Tax | Advisory | Risk | PerformanceThe Unique Alternative to the Big Four®Top 10 Lead Nurture Considerations1.  Start the discussion at the strategy level2.  Target segmentation – focus versus reach3.  Objectively assess your internal capabilities4.  Research your competitors’ content – and audit your own5.  Focus your “tracks” around issues, not your own services6.  Take a phased approach to execution7.  Don’t underestimate the power of e-comms and landing pages8.  Guess and test, guess and test, guess and test9.  Stand your ground when it comes to sales follow-up10. Remember…it’s a journey.Christine ElliottChristine.elliott@crowehorwath.com@IM_Christine44