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Proving Marketing's Worth: What B2Bs Need to Measure and Why [Marketing Metrics]
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Proving Marketing's Worth: What B2Bs Need to Measure and Why [Marketing Metrics]

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Marketing metrics have changed. The evolution of marketing automation tools and business analytics has made it easier to obtain measurements, but many sales and marketing organizations still struggle …

Marketing metrics have changed. The evolution of marketing automation tools and business analytics has made it easier to obtain measurements, but many sales and marketing organizations still struggle to prove marketing's worth. Join Sales Engine International's CEO and Founder, Paul Rafferty and Kim Cool, Sales Engine International's Director of Customer Success, for a discussion of common B2B measurement challenges and a demonstration of dashboards built to track KPIs.

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  • 1. Today’s Presenter Paul Rafferty, CEO Sales Engine InternationalPaul Rafferty is the FoundingPartner and Chief ExecutiveOfficer of Sales EngineInternational. Paul is a richlyexperienced senior salesexecutive whose unique insightsand steady hands are greatlyvalued by all Sales Engine clients.Prior to founding SalesEngine, Paul spent 20 years with aFortune 500 company, rising fromField Sales Rep to Regional VP ofSales and finally National VP ofSales Operations, with aresponsibility for a sales forceexceeding 600.
  • 2. Kim Cool Director of Marketing ProgramManagement, Sales Engine International Kim Cool oversees account management for all Sales Engine clients. Kim’s strong project management, database building and marketing measurement expertise bring value to every aspect of a client’s engagement with Sales Engine.
  • 3. About Sales Engine International
  • 4. Why We Need More Content? The World of Selling Has Changed- 85% of Cold Calls Go to Voice Mail- 80% of B2B Buyers “Find” the Sellers
  • 5. Integrated Marketing:The Starting Point for Sales 2.0 Integrated Marketing and Sales Acceleration Map to FIND, CONNECT with and ENGAGE Prospects
  • 6. So what’s the Problem with Measurement?• We live in the “Age of Complexity”• CEO’s need to know where to invest funds, and where to cut• Marketers need to prove out the ROI of their People and Programs• Marketers need to communicate with their Sales counterparts He who has the data stands a much better chance of winning the argument.
  • 7. Agenda• Determining What to Measure• Suggested KPIs You Can Control• Establishing Benchmarks• Sample Dashboards• Extracting Actionable Insights
  • 8. Why do B2Bs struggle with measurement?
  • 9. What to Measure: Deciding What is ImportantWhat does the CEO need to know? •Are sales growing? •How can I improve them? •How is Marketing building the brand? •How is Marketing driving revenue? •Is my Sales Function effective? What does marketing need to know? •Are my people and programs driving revenue?What does sales need to know? •Are we competing in enough opportunities? •Are we winning our share of them?
  • 10. Demand Generation Stages •SEO / PPCSuspect •Events •Campaigns •Fit Score >X MQL •Interest Score >Y •Total Lead Score >Z •Budget •Authority SQL •Need •Timeframe •Sales Stage; or Opportunity •Opportunity Scorecard •Won Win/Loss •Lost – Competitor •Lost – No Decision
  • 11. Demand-Gen Engagement Process Lead Suspect score >X Campaign response, Trigger MQL Yes(Marketing Qualified event, etc. Lead) Sales Contact Call Ready No record Yes SQL Opportunity(Sales Qualified Lead) recordOpportunity • First “Stage” of sales process; or • First action in “Opportunity Scorecard” Win/Loss
  • 12. Demand Generation Metrics • Database Size &Suspect Segmentation • Social Media • Opens, Clicks, Lead MQL Scores • % of Database Engaged SQL • # and % Converted to SQL • Pipeline Value Opportunity • Opportunity Scorecard •Revenue Won Win/Loss •New Names •Cross Sold
  • 13. Demand Generation Metrics •Data Base Size andSuspect Marketing Segmentation •Social Media •Opens ,Clicks, Lead MQL Score (Marketing •% of Database Engaged Qualified Lead) •# of MQL-3, 2, 1s SQL (Sales Qualified •# and % to Converted Lead) SQL •Pipeline Value Opportunity •Opportunity Scorecard •Correlate Win/Loss Wins toSales Campaigns
  • 14. The Funnel as a Communication Tool
  • 15. Opportunities Needed: Start at the finish line and build backwards $10 M Annual Sales Goal $1 M Average Win Size 10 Number of Wins Needed 25% Opportunity Win Rate (% of True Opportunities That You Win) 40 Opportunities Needed/SQL 5%Lead Conversion Rate (% of Companies Showing Interest That Conduct a Formal Evaluation 800 #MQLs Needed
  • 16. Database needed to hit goals: Known Prospect Database Size 10%Prospect Conversion Rate (% of Prospects Who Become MQLs) 25% % Leads From Other Programs (Referrals, Trade Shows) 6000 Database Size Needed (Known Prospects)
  • 17. Sample Dashboards• Proprietary dashboards built by Sales Engine for our clients• Developed based upon years of experience• Integrated with SalesForce.com and our marketing automation platform, Manticore• Released April 2012
  • 18. Demand-Gen Engagement Process Lead Suspect score >X Campaign response, Trigger MQL Yes(Marketing Qualified event, etc. Lead) Sales Contact Call Ready No record Yes SQL Opportunity(Sales Qualified Lead) recordOpportunity • First “Stage” of sales process; or • First action in “Opportunity Scorecard” Win/Loss
  • 19. SummaryAgree on an Integrated Sales and MarketingProcess – Soccer Not Football!Establish KPI Goals for the ProcessAssign the KPI’s to the Appropriate leaderEstablish the Tool Set to Capture KPI ResultsManage to Them!
  • 20. Map OfferIf you are interested in taking a closerlook at Sales Engine’s IntegratedMarketing Map, visitwww.salesengineintl.com to downloada copy.
  • 21. Thank you Q&A’s