Viewpoint
Boosting Sales with Lead
Generation
Approach & Best Practices
December, 2008

Forte considers five key external sources effective in quickly creating
sales opportunities…
Companies with relevant
sales & service team
Companies with relevant
Persons with influence on (E.g. PC resellers, IT
customer portfolio
or access to prospects technical service providers)
(E.g. Commercial banks,
(E.g. Retired telecoms
Real estate developers)
Channel Partners
dealers, Entrepreneurs)
Independent Agents Business Partners
Customers which are Internal and external lists
satisfied and influential of non-customers
(E.g. Customers in ICT or (E.g. Importer/exporter
with large network) lists, Industry specific lists)
Existing Customers Lists
Sales Pipeline
2
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Forte considers five key external sources effective in quickly creating
sales opportunities…
Build win-
win
Create
Use as low- scenarios…
synergies
cost mass
for sales…
channel…
Channel Partners
Independent Agents Business Partners
Capitalize Build basis
on for cold
referrals… calls…
Existing Customers Lists
Sales Pipeline
3
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…for which the initial focus would be creation of alternative sources, after which
growth opportunities would lie ahead with the correct actions
Continuity in lead generation through these sources Winning
requires continuity in relations with them… Partnerships
Provide continuous feedback to partners for improvement, and keep channels
of communication open
Cooperate with the partners, growing their business, through
training and value added support
Accelerate
Motivate continuous referrals and sales by recognizing
and rewarding high performing partners
Cooperate
Facilitate easy and effective means of
interactions with acquired sources
Motivate
Identify alternative sources and
selectively acquire
Facilitate Evaluate
Potential Partnerships
Create
Customers, Independent Agents, Channel
Partners, Business Partners, Lists
4
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Creating additional leads with short term and long term initiatives is a cyclical
process, which requires a good understanding of the customers, competitive
environment and potential partners
Impact Need Approach
Learn About the Customers, Generate
Number of Leads Competition and Partners Information
Number of Customers Diagnose
Learn
Rapid Increase in Sales with Opportunities Instant
Accelerated Actions Impact
Take Action
Market Share Annual Sales
Continuous Increase in
Build Strategic
Sales with Structured
Customer Portfolio Value
Initiatives
Actions
5
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Interpretation of the voice of the market, the business, the customer and the
employee provides answers to key questions in lead generation process
Illustrative
Which prospect groups are more important strategically?
What are the business priorities to keep in mind in partner creation?
What would be the success criteria and targets for such activities?
Voice of the Business
How do competitors create leads for sales?
Who partners and works with whom in the market?
What are the market potential and trends?
Voice of the Market
Who would prospect customers listen to for referrals and sales?
Which customers are most likely to refer high potential prospects?
Which benefits would the referrer and referred parties expect?
Voice of the Customer
Would sales team see these new sources as competition to their role?
How would sales teams prefer to receive new leads?
What would channel and business partners expect?
Voice of the Employee
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Product, customer and channel priorities forms the basis for lead
generation process, defining the targets and objectives
Voice of the
Business
Product Priorities
Illustrative
 Increase point-to-point data revenues
 Increase long-distance market share
 Leverage ATM infrastructure
Customer Priorities
 Leverage growth in real estate sector
 Increase SME market share
 Increase presence in retail sector
Channel Priorities
 Increase indirect channel use
 Increase existence across cities
 Establish strong partnerships
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Potential by location and customer segment needs to be analyzed in
order to develop the most effective and focused lead generation
Voice of the
strategies for defined targets
Market
Commercial Entities in Top 10 Cities Sample
351053
İSTANBUL
133652
ANKARA
121470
İZMİR
Comparison of market size by location
78278
BURSA
and customer segment (e.g. industry,
68495
ANTALYA
size) would reveal untapped potential
56185
KONYA
49137
ADANA
for additional sales…
43854
MERSİN
42116
BALIKESİR
38848
MANİSA
Internet Type by Industries
Real estate 10% 46% 33% 19%
33%
Transport. & comm. 7% 47% 36% 15%
33%
Tourism 5% 59% 40% 9%
16%
Dial Up
Trade 5% 52% 26% 8%
37%
ISDN
<2 MB/sec DSL
Construction 9% 50% 14% 6%
49%
>=2 MB/sec DSL
Other BB
Manufacturing 7% 55% 27% 9%
34%
8
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For high priority prospect segments, analysis should reveal
expectations during sales cycle and potential partnership and
Voice of the
referral opportunities
Customer
Customer Category Sales Expectations Illustrative
In sales, we would look for…
Retail 9.1 6.7 8.9 7.8
4.5
Chain
Stores References Good Sales Product Discounts
Impression Promotions Information
Potential Sales Partners Referral Likelihood
We would consider referrals from… We would give referrals if we…
POS System Resellers 8.5
Receive Monetary Benefits 7.6
Systems Integrators 7.8
Receive Other Benefits 5.6
Real Estate Developers 4.5
Product Suppliers 3.4
Receive Exceptional Service 7.8
Other Retail Chains 7.6
Are Happy with Products 8.8
Technical Service Providers 7.7
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Potential partners should be also analyzed, in terms of their
potential value add for sales, as well as their expectations from
Voice of the
partnership
Employee
Partner Category Partner Potential Illustrative
 Target Segment Fit High
Overall
High  Service Offering Fit High
Potential
Performance
 Size of Operations Medium
Server 4.1 / 5.0
 Number of Candidates Limited
Resellers
 Eagerness to Partner High
Partner Expectations
Monetary Benefits 8.5 Partner Marketing Conferences 6.7
Extra Benefits 4.4
Prospect Information Sharing 8.7
Planning Support 3.4
Product Training 8.8
Sales Support 7.8
Advertising and Promotions 7.7
Marketing Support 7.6
Marketing Training 8.9
Operational Support 6.5
Approved Partner Branding 7.8
Technology Support 5.5
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Outcome of these activities should build the basis for lead generation
strategy map
Lead generation strategy map defines which for products are leads generated from which
Illustrative
segment and by whom…
Segment Partners
Technical
Retail Pos System Systems Other Retail
Service
Chain Resellers Integrators Chains
Providers
Stores
Internet
Cold Referral
Warm Referral
VPN
Products
Sales Warm Referral Cold Referral
Data Center
Warm Referral
Long Distance
Warm Referral Cold Referral
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Customer referral programs are effective means for accelerating sales
for companies with a basis of loyal customers
Key Principles
Build win-
win
Create
Use as low- scenarios…
Leverage Create
synergies
cost mass
Pro-actively
value chains for sales… for
benefits
channel…
involve loyal
Channel Partners & networks of both referred
customers
referrers and referrer
Independent Agents Business Partners
Care for the Incorporate
Capitalize Build basis
experience of referrals into
on for cold
all involved customer
referrals… calls…
parties value
Existing Customers Lists
Sales Pipeline
12
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Reward mechanism is one of the key success factors of any referral
program, balancing attractiveness/volume vs. cost of sales
Sample Case USA
Existing Customers
Case: Friends & Colleagues Small Business Referral Program
Rewards for referrals
are commonly based
on sales volume to
referred parties, and
delivered in various
forms…
AT&T provides rewards ranging between $50 and $250 for
referrals, based on sales value, presented with a Visa Prepaid Card.
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Providing benefits for the referred party as well provides additional
motivation and justification for cause for referrers
Sample Case Turkey
Existing Customers
Case: Win-Win Referral Program
Providing benefits to
both parties create a
‘favor’ affect to
referral programs…
TTNet Refer & Win program provides 5 YTL discount on bills for
both the referred and referrer.
14
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Conditions for eligibility and customer privacy should be effectively
managed to avoid potential dissatisfaction of referrers
Sample Case USA
Existing Customers
Case: Conditions & Customer Privacy
Using referrer name
can increase likelihood
of acceptance, on the
other hand, it can
decrease number of
referrals submitted…
TW Telecom (Time Warner) provides benefits for sales with 12
month commitment only, and lets referrers to choose whether
his/her name is made known to referred party.
15
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Independent agents can prove to be an efficient sales force, with
limited investment needs and quick growth opportunity
Key Principles
Build win-
win
Create
Use as low- scenarios…
Provide synergies
cost mass Avoid
Reward
limited for sales…
channel… conflicts
loyalty and
Channel Partners &
authority with existing
growth
limit liability sales teams Partners
Independent Agents Business
Motivate Turn high
Capitalize Build basis
policy and performers
on for cold
quality into channel
referrals… calls…
alignment partners
Existing Customers Lists
Sales Pipeline
16
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Warm referrals provide faster means for sales, compared to cold calls,
but require more talented independent agents
Sample Case USA
Independent Agents
Case: Warm Referral Program
Focusing on warm
referrals can create a
more efficient sales
pipeline…
Qwest referral program targets independent agents, as a source of
warm referrals, and with a sales conversion rate target.
17
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Mass communication and motivation tools and channels are required for
increasing performance of agents
Sample Case UK
Independent Agents
Case: Agent Interactive Portal
Web based portals are
effective means for
agent support and
referral submissions…
Sky provides accounts to its retail agents for accessing portal for
their customer operations.
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Channel partners with complementary service offerings which serve priority
segment prospects can rapidly expand accessible customer base
Key Principles Key Principles
Build win-
win
Create
Use as low- scenarios…
synergies
cost mass
Ensure sales…
for policy
channel…
Gain exclusive
Channel Partners
rights when and quality
possible Business alignment
Independent Agents Partners
Capitalize Build basis
on for cold
Leverage
calls… business
Create
referrals…
complementing
value in addition
products &
to cash
Existing Customers Lists
services
Target partners
Invest in lasting
serving priority
relationships
segments
Sales Pipeline
19
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Partnerships with telecommunications decision influencers and complementary
service and product providers can have substantial impact on sales
Sample Case USA
Channel Partners
Case: Computer Technician Partnership Program
Similar partnerships
are applicable for
additional companies,
such as:
•PC makers
•PC & technology resellers
•Real estate developers
•Transporter companies
•PBX makers
…
CA has partnerships with various computer technical service
providers, such as Geeks on Call, whose technicians receive
rewards for CA product sales, and receive additional support.
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Effective channel partnerships require business and tool support to
partners, creating improvements for both parties
Sample Case USA
Channel Partner
Case: Authorized Partner Support
Training and support
to sales partners not
only directly affect
sales, but also add
extra value for these
partners, increasing
their loyalty…
Sprint provides marketing and training support as well as online
tools for its authorized partners.
21
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Low-cost channels, such as web can be utilized for training and support
of partners in mass numbers
Sample Case USA
Channel Partners
Case: Preferred Sales Training Program
Web channel is
especially relevant for
technology
companies’ partners,
such as telecom
operators’…
Intel provides web based facilities to its resellers for 24x7 training
and face-to-face courses for more detailed training in both
technical and sales skills
22
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Commission-based programs are effective in creating partnerships, yet extra
rewards and recognition are necessary for long-term relations and loyalty
Sample Case USA
Channel Partners
Case: Preferred Partner Rewards Program
Recognizing and
rewarding channel
partners, in addition
to providing
commissions,
increases motivation
and loyalty…
Toshiba provides rewards ranging from jewelry to vacations to its
top performing partners.
23
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Differentiation of partners, by their value add to the company, and customized
treatments also increase return on investments into partnerships
Sample Case USA
Channel Partners
Case: Tiered Partner Certification Program
Segmentation is
commonly applied for
customers, yet, is also
a powerful tool in
partner relationship
management…
Cisco Systems classifies its partners and certifies them, with custom
support levels for each.
24
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Business partnership with non-competing companies for customer acquisition,
creating synergies in value offerings can create opportunities for both parties
Key Principles Build win-
win
Create
Use as low- scenarios…
Target
synergies
costGain
mass
Care for partners
for sales…
channel…
exclusive
brand serving
Channel Partners
rights when
alignment priority
Independentpossible
Agents Business Partners
segments
Leverage
Capitalize Build basis
complement- Give some,
on ing products for cold
take some
referrals…& services calls…
Existing Customers Lists
Sales Pipeline
25
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Bundling of business solutions to priority prospect segments is one of
the effective ways in building business partnerships
Sample Case Malta
Business Partners
Case: Start-up Package Partnership with Bank
Start-up and sector-
specific bundles can
be created in
partnership with
banks, which are also
after similar
prospects…
HSBC partners with IT & T to provide a complete start-up package
to new businesses, bundling banking, telecommunications and
consulting services.
26
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Lists are also effective means, in case targeted group lists are accessible,
or mass marketing actions are taken
Key Principles Build win-
win
Create
Use as low- scenarios…
Unify lists to cost Balance Customize synergies
mass
avoid multi- channel… vs.
quality approach by for sales…
Channel Partners
pitches to quantity of value of
one group data prospect
Independent Agents Business Partners
Utilize both Avoid
Capitalize direct and Build basis
spamming
on for cold
indirect using
referrals… channels calls…
targeted lists
Existing Customers Lists
Sales Pipeline
27
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List usage should be complemented with prospect potential and needs
prediction, in order to target the right prospects through right means and with
the right messages
Illustrative
External List Usage
List Sources
Business Rankings
Business Directories
Trade Directories
Stock Market Listing
Industry Directories
Certificate Directories
3rd Party Companies
Potential value and Prospects are solicited via
Lists are acquired by segment and company
needs of prospects different channels based on
size.
potential and needs.
are assessed.
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Internal data can be also used to identify prospects for sales, through analysis of
relations between companies
Illustrative
Internal List Usage
Potential value and
Companies which are called by existing Prospects are solicited via
needs of prospects different channels based on
customers frequently are identified through
are assessed. potential and needs.
data analysis.
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