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Closing the loop between marketing and sales
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Closing the loop between marketing and sales

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  • 1. Closing the Loop Between Marketing & Sales in the Channel
  • 2. How the channel works VENDORS MARKETING FOCUS & ££ DISTRIBUTOR DISTRIBUTOR CHANNEL RESELLERS End Users/Consumers Source: GfK MACRO & MICRO ECONOMIC FACTORS
  • 3. Key vendor challengesThe Enterprise market is sown up, the mid-market is diverse and theSMB market is fragmented.Key vendor challenges:•Scale: volume of target organisations (Mid-market-SMB)•Cost of sale to high for direct model•Speed to market•Closed loop multi geographic regions•Repeatability many different product lines high volume of channel partners
  • 4. Key distributor challengesDISTRIBUTORS have huge customer bases and can’t manage eachcustomer personally, so have to rely on marketing to reach out to theircustomers and disseminate special offers and promotions.Key Distributor challenges:• Very tight margins• Competitive marketplace – mass-market• Treated as a commodity service by resellers multi geographic regions many different product lines high volume of channel partners
  • 5. Key resellers challengesMany RESELLERS are overwhelmed by the sheer volume of channel-driven marketing programmes, which are often not relevant to thereseller or the clients. They are busy running their own businesses, andneed to focus on what brings sales through the doors.Key reseller challenges:• Reseller market is shrinking as market dynamics change• Competitive marketplace – need to differentiate & be more sticky• Deliver profitable business growth single geographic regions min different product lines low volume of channel partners
  • 6. Our buyer journey has changed Changes Changes Recognition Recognition Problem Problem Evaluate Evaluate Select best Negotiate and Implement over time over time of needs of needs defined defined options options option purchaseCompelling Recognition of Scoping of Evaluation of suppliers against Final Customer on-event need to problem – and specific criteria validation boarding and change to how best to Select best in-lifeCompetitive Pressure deliver against address it option Negotiate – managementNew business plan: business Best and finalStrategic intent objectives offer Develop specificationChange in customer or briefbehaviour May issue RFI toLeadership change potential suppliersContract renewal Followed up by formal RFP processMarketing led, in-bound/out-bound Sales led, direct / face-to-face
  • 7. What does this mean?Because our audience does its research, thinking, problem definitionand needs recognition largely online, we need to ensure we get inearlier in the buying cycle.At any given point, only 10-20% of the market would be in the stage 4(evaluate options) point – so we need a constant way of being infront ofpeople…
  • 8. Why marketing needs change?Customers want more for less……..more customers, more sales,more return on their investment and take less risk!If you have ever spent a single £ on lead generation, you knowhow expensive it is and often how risky that investment is.Many companies do a good job at generating leads – attractingprospects to a website, an exhibition stand or respond to an email,but the reality is that most prospects whom respond to your email,attend your stand or pick up your telephone call are just not readyto buy and certainly do not qualify as a lead………..yet.Fact – on average only 20% of well qualified leads generated bymarketing and passed to sales are successfully closed. Thequestion is, what happened to the rest?
  • 9. The case for lead nurturingFor complex sales, up to 95% of qualified prospects on your website are thereto research and not yet ready to talk with a sales rep, but 70% of them willeventually buy a product/service from you or one of your competitors. BrianCarroll, CEO InTouchAn typical qualified sales prospect, ready to engage with sales hasfollowed a lead nurturing process, which has delivered up to nine (9) piecesof content and generated five (5)+ telephone calls, just to reach the pointwhere the prospect is ready to engage sales. Marketo 2011On average, nurtured leads produce a 20% increase in sales opportunitiesvs. non-nurtured leads. DemandGenCompanies that excel in lead nurturing generate 50% more sales-readyleads and reduce % of leads ignored by sales from 80% to 25%. B2BMarketing
  • 10. The 360 Channel Marketingcommunity represents allstakeholder groups within the ITchannel including.The objective of the community is toshare knowledge and best practiceon how to deliver improved valuefrom effective channel marketing.Member Think Tank sessions identifyhow to overcome the challengesaround delivering better ROI fromchannel marketingwww.360channelmarketing.com
  • 11. Typical challenges faced in channelmarketing • Too many ad-hoc campaigns with limited measurement or follow through by channel partners utilising marketing development funds (MDF) • Channel partners fail to pick up opportunities and nurture them – looking for the quick wins • Valuable information is lost through start stop tactics, lack of process or experienced people • Limited internal bandwidth to manage both marketing and sales / channel engagement tactics • Lack of dedicated and knowledgeable market & channel intelligence • Lack of lead generation resources, with ability to nurture the long term value
  • 12. The lead nurturing process
  • 13. Lead nurturing – one size does not fit all
  • 14. Content Map – Lead Nurturing• Map content for every stage ofthe customer buying process.• Create content for every jobfunction involved in the buyingprocess (CEO, CFO & CTO etc)• Use content to help driveprospects through the leadnurturing pipeline• Localise content for each “geo”
  • 15. Nurturing in line with buying stage Not aware of risk/impact
  • 16. Nurturing in line with buying stage Not aware of risk/impact
  • 17. Aligning marketing with salesNot aware of risk/impact
  • 18. Suspects to Prospectsstatistics
  • 19. Jon Clarke: m: 07590 992009 e: jon.clarke@cyance.com w: www.cyance.com/channelwww.360channelmarketing.com