Eloqua Experience Presentation on Sales-Marketing Alignment at Basware


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Describes Basware's Markie Award winning implementation of an SLA and pipeline management process in 2013

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Eloqua Experience Presentation on Sales-Marketing Alignment at Basware

  1. 1. Eloqua Experience, London, June 2013 PLUGGING (HOLES IN) A LEAKY FUNNEL “Process and automation increase lead volumes, improve quality and significantly increase SALs at Basware ” Ceri Jones Marketing Director Basware UK Limited ceri.jones@basware.com
  2. 2. About me • 30 Years B2B Marketing • Enterprise solutions/ SaaS background • Focus on integrated marketing: demand generation, content marketing, funnel management and marketing automation • Marketing ROI Evangelist – analytics culture • Basware Field Marketing since 2011 • Now driving the Demand Center roadmap Eloqua Experience, London, June 2013 • • • • • • Contact: http://uk.linkedin.com/in/cerijones/ j_ceri (T) cerisjones@gmail.com (g+) ceri.jones@basware.com www.cerijones.me
  3. 3. What I‟d like to cover • The Business Challenge • No Lead Left Behind (NLLB) Scope • Sales-Marketing Alignment –Pipeline Management Process/ SLA –Lead Handover –Escalation & Reporting • Lead Scoring/ Nurturing Pilot • Benefits to date Eloqua Experience, London, June 2013
  4. 4. Basware - Driving financial performance forward Cut 3rd party spend by Basware provides open, secure, cloud-based purchase-to-pay and e-invoicing solutions to organizations of all sizes, resulting in greater efficiencies in procurement, accounts payable and accounts receivable. Companies use Basware solutions to drive sustainable cost savings, proactive insight to cash flows and improved buyer– supplier relationships. Reduced invoicing costs by Receive 97% 75% of invoices as electronic invoices Reduce costs of processing expense claims by over Reduce costs of Accounts Payable function by 50% 60% Pay over 85% Of suppliers within 7-10 days to capture discount Eloqua Experience, London, June 2013 10% Process over 90% of invoices without any manual intervention
  5. 5. Basware in Numbers History • Founded 1985 • Publicly listed 2000 • Offices in 14 countries around the world • Growth through acquisition Eloqua Experience, London, June 2013 Corporate performance • Net sales >€120m • 1,400+ employees • Partners in 30+ countries • >1m users in 2,000 customers, >60 countries The Open Network • 1.9m suppliers listed • 0.8m active buyers/ suppliers • $254b total annual spend across network
  6. 6. Eloqua Experience, London, June 2013 THE PROBLEM
  7. 7. The Business Challenges Process disconnect & lack of accountability Low confidence in sales forecasting threatens business predictability Blocked Funnel! €s locked up in dormant leads & €€€€€ locked up in dormant leads & opportunities opportunities Inconsistent working practices in lead management Poor insight into conversion ratios and pipeline velocity Eloqua Experience, London, June 2013
  8. 8. The Sleeping Pipeline Marketing Qualified Leads Piling up Ageing of 10% Winning Probability Sales Opportunities Opportunity Created Count (From Marketing Sourced Leads) Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 8 14 9 7 59 89 45 45 34 27 5 Total 342 28% older than 6 months 81% older than 3 months 35% not modified* in last 90 days 49% not modified in last 30 days Eloqua Experience, London, June 2013
  9. 9. Eloqua Experience, London, June 2013 NLLB PROJECT “No Lead Left Behind” Data Management & Quality N L L B Technology & Platforms Business Control & Insight Sales & Marketing Process Service Level Agreement
  10. 10. The Process Challenge: Sales & Marketing are not always aligned!! Eloqua Experience, London, June 2013
  11. 11. Tuesday, 9:30 | Campaign eBlaster 101 Eloqua Experience, London, June 2013
  12. 12. “Hey Sales, how are the leads?” Eloqua Experience, London, June 2013
  13. 13. “They suck and we need more of them.” Eloqua Experience, London, June 2013
  14. 14. Work Stream: Sales & Marketing Process Objectives: 1. Agree a Basware-wide process to manage the 2. 3. 4. Sales and Marketing pipeline, from lead creation to closed opportunity and clarify naming conventions Define how the process should be executed at a detailed level in supporting systems. Identify weaknesses in the current system support for the process and recommend changes Recommend target metrics for each of the stages in the process and document the process and the metrics in an SLA between Sales & Marketing Recommend how training and adoption of the defined process should be managed Eloqua Experience, London, June 2013 ALIGN MENT “Revenue is a team sport” Bob Apollo, Inflexion-Point
  15. 15. Marketing and Sales High Level Process Process Lead Qualification Lead Creation Lead Handover Lead Opportunity Pipeline Pre-lead Customer for Life Sales Opportunity Management CONVERT New Marketing Lead „Sales Ready‟ Lead Owner Marketing Opportunity SO-0 (Marketing Prospect) Opportunity SO-10 (Qualified Prospect) Telequalification Opportunity SO-50 (Proposal Given) Opportunity SO-70 (Decision Due) Opportunity SO-90 (Pending Sale) Sales System Eloqua CRM Reporting Eloqua Google etc SQL Server Report SQL Server Reports & Sales Analyzer (CRM Data) (CRM data) Eloqua Experience, London, June 2013 Win Lost Basware
  16. 16. The devil‟s in the detail! ALIGN MENT Eloqua Experience, London, June 2013
  17. 17. Focus: Lead Handover & Recycling • • • • Agreed levels of qualification (B.A.N.T.) Formal process Established expectations Common pipeline definitions • Rejected lead management – lead nurturing • Clear rejection reason codes • Formal re-qualification process ALIGNMENT Eloqua Experience, London, June 2013
  18. 18. Eloqua Experience, London, June 2013 LEAD SCORING & NURTURING UK Pilot Vice president of sales Downloaded a white paper Has signing authority for up to $50,000 Need connects well with our solution set Four call centers in the U.S. Presence in four foreign countries Has spoken once to inside sales Plans to buy within six months Has not committed formal budget yet 1,530 Employees Last interacted three months ago $120 million company
  19. 19. Nurturing and Scoring Nurturing • Basware nurture offers contacts who have completed form content appropriate to their job role and buying cycle stage • Our nurture targets „top of funnel‟ early interest only – 4-stage automated email – brings people back to the site • Engagement with emails and web content drives the lead score Eloqua Experience, London, June 2013 Scoring • Scoring automates the means of comparing web visitors to our „ideal customer profile‟ • Our ideal profile is based on authority and readiness to influence or buy products and services from Basware • Scoring measures both behaviour and explicit data requested in forms • Form data is presented progressively on each „high value‟ download
  20. 20. Top-of-funnel Nurture Automated Top of funnel Nurture Reach threshold Score Inside Sales follow up Persona-based Outbound Contact Database (Eloqua) Landing page Scoring Inbound Eloqua Experience, London, June 2013 Progressive Form AP Operations Finance Manager/ Controller CFO Purchasing/ Procurement IT SMB
  21. 21. Scoring drives a lead rating Qualification Level (fit) Interest Level Lead Rating (buying behavior) C B B A Eloqua Experience, London, June 2013
  22. 22. Lead rating drives ownership Marketing Qualified Lead (MQL) Qualification Level Medium Low Eloqua Experience, London, June 2013 C B A D C B D High D C Low Medium Interest Level High
  23. 23. Progressive Profiling Eloqua Experience, London, June 2013
  24. 24. Explicit lead data captured to support NLLB Process Eloqua Experience, London, June 2013
  25. 25. What did we learn from the pilot? • Scoring should act as a continuous measurement, not as a „sluice gate‟ • More work needed on aligning content to personas and buying cycles • Nurture rules should not be too tight initially – or everyone can be qualified out immediately! • Test, Test, Test progressive forms and Subject LInes! • Start and learn. It will never be „perfect‟. Eloqua Experience, London, June 2013
  26. 26. Eloqua Experience, London, June 2013 RESULTS TO DATE
  27. 27. Service Level Agreement SALES : MARKETING Sales will receive sales-ready leads from Marketing in a timely manner once all lead qualification criteria are met. Sales-ready leads should be handed over as soon as all criteria are met. All marketing leads converted to opportunities by Marketing will be measured in pipeline reporting. Eloqua Experience, London, June 2013 MARKETING : SALES Marketing requires Sales to review all sales-ready leads (which are CRM opportunities with the Sales Process Status of ‘Marketing prospect’) in the timeframe specified in the SLA. Leads which are qualified to the agreed standard should be accepted by changing their status (see next process step). Leads to be rejected should follow the process detailed below. Sales-ready leads should be processed in 3 working days. Sales should process all leads within 3 working days by accepting or rejecting them.
  28. 28. Escalation & Reporting Escalation Example ‘All opportunities that are still set to a Sales Process Status of ‘Marketing prospect’ after 3 working days will trigger an email alert to the opportunity owner. Sales Management will receive weekly reports on all opportunities that do not conform to the SLA. Escalation will be managed through normal line reporting practices.’ Eloqua Experience, London, June 2013
  29. 29. Project Roadmap Phase -1 Phase 0 Forming Scope/Build Phase 1 Deploy Feb 2013 Mar 2012 • • • • • Process definition & agreement Service level agreement Business reporting • Process change communication CRM/Eloqua changes • Management training Training materials • Field training • • Change management • • • Eloqua Experience, London, June 2013 Phase 2 Measure Refine Today Exception reporting Performance against objectives Corrective action Process improvement
  30. 30. Benefits from starting the journey 1.Pipeline Dynamics Pipeline Conversion MQL to SAL SAL to SQO SQO to Order (CRM) Conversion Target 54% 39% 24.3% 3. Education Eloqua Experience, London, June 2013 2012 Actual FY2011 Conversion Conversion 62.7% 43.6% 34.9% 57.5% 23.0% 24.3% 2. End-to-end reporting
  31. 31. NLLB Performance Since Go-live - Q1‟12 versus Q1‟13 PIPELINE VELOCITY Q1‟2013 Average No. Days 84 53 Q1‟2012 Average No. Days Q1‟2013 Average No. Days 31 LEAD LEAD PRODUCTIVITY CONVERSION Q1‟2012 Average No. Days 7 NML to MQL* Q1‟2012 3% Q1‟2013 17% MQL* to SAL Q1‟2012 3% Q1‟2013 17% SAL to SQO Q1‟2012 39% Q1‟2013 40% Q1‟2012 Q1‟2013 2,800 3,300 Q1‟2012 Q1‟2013 250 590* NML to SAL SAL to SQO New Marketing Leads Sales Accepted Leads Eloqua Experience, London, June 2013 *Equivalent to SRL in 2013 18% 136%
  32. 32. Small steps… Sales & Marketing ALIGNMENT No Lead Left Behind ‘Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever-lengthening, ever-ascending, everimproving path. You know you will never get to the end of the journey. But this, so far from discouraging, only adds to the joy and glory of the climb.’ Sir Winston Churchill (1874 - 1965) Eloqua Experience, London, June 2013
  33. 33. Eloqua Experience, London, June 2013 NO LEAD LEFT BEHIND Ceri Jones Marketing Director Basware UK Limited ceri.jones@basware.com @ j_ceri