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Lead generation developing an ideal customer profile

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Lead generation success is highly correlated to your ability to effectively target your best prospects. Learn how one company defined their buying role personas and achieved much better results. A …

Lead generation success is highly correlated to your ability to effectively target your best prospects. Learn how one company defined their buying role personas and achieved much better results. A presentation by Sales Benchmark Index.

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  • Contact us if you would like to understand how you can leverage ideal customer profiles and personas for lead development.Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.com
  • Transcript

    • 1. Lead Generation: Developing an Ideal Customer Profile
      How Does Benchmarking Help Me?
    • 2. The Situation
      $550M software firm faces:
      Poor results from lead development efforts
      Poor leads wasting time in the sales force
      Vast amount of money wasted on search engine keywords
      LD team does not understand who to target or where the prospect is in the buying process
      VP Marketing unwilling to increase spending until issues resolved
      VP Marketing wants:
      Defined buying profiles
      New lead generation campaigns that work
    • 3. What Did Not Work
      • Doubling monthly search engine keywords budget
      • 4. Increasing call volume quotas
      • 5. Expanding number of lead generation campaigns
    • What Did Work
      • Developed ideal customer profile (ICP)
      • 6. Defined target markets and audience
      • 7. Identified key buyer roles
      • 8. Captured wants, needs, desires, buying cycle of key roles
      • 9. Documented Personas with one-page fact sheets
      • 10. Trained lead development team on ICP and buying role personas
      • 11. Integrated ICP into new keywords strategy and lead campaigns
    • Target Market
      Higher Potential Industries
    • Target Market – Buyer Roles
      SVP of HR, CFO, and COO are all involved --- Variation by company dynamics determine influencers and drivers
      Small Companies up to 500 employees
      • The owner is the decision maker
      Mid-size Companies 500 - 2,000 employees
      • SVP of HR or COO drive the project with CFO approving
      Large companies 2000+ employees
      • Committee decision making, with an RFI/RFP process, and project leader can vary
      • 15. With in-house solutions, the CIO is driving the project with HR and Operations involved secondarily
      • 16. With web-delivered solutions, then HR and Operations are driving the project with IT involved secondarily
    • Who are our audiences?
      • HR Director/VP – Key Entry Point
      • 17. HR Manager
      • 18. Chief Operating Officer
      • 19. Operations Manager
      • 20. Payroll Manager
      • 21. Chief Financial Officer
      • 22. Controller/Accounting staff
      Secondary
      • Consultants who recommend/evaluate
      • 23. IT director
      • 24. Analysts (key influencers)
      High Level Buying Roles
    • 25. Buying Role Definition
      For each role document:
    • Audience – HR Director/VP
      What are they like?
      • Long-term employee, 5+ years in most cases
      • 32. Concerned that the senior HR role has been not perceived as a key strategic position
      What do they want?
      • Want to have a seat at the table and seen as a strategic influencer
      • 33. Major role in compliance, productivity/turnover (job satisfaction), hiring/firing,
      • 34. Compensation bonus based on turnover
      • 35. Want to avoid compliance issues/lawsuits – Avoid legal action
      What does our solution offer them?
      • Proactive alerts to compliance potential compliance issues
      • 36. Model Scenarios – Painlessly provide reports on actual labor costs and forecast projections
      • 37. Staff Scheduling- Employee satisfaction based on employees input into availability before schedule is produced. Less hassle, efficiency for operations.
      • 38. Visibility into staff resource balance (where to add or trim headcount)
    • Audience – HR Director/VP
      Desire
      • Perceived as a strategic contributor in the business
      • 39. Want to be informed of organization direction, consulted, and part of decisions
      • 40. Want a seat at the table
      • 41. Focus on strategy rather than administration
      • 42. Remain in compliance – out of trouble
      • 43. Maintains credibility
      • 44. Career advancement
      • 45. Want my employees to be happy – a great, happy workforce. Success of the business, and my success.
      • 46. Personal accolades and awards
      • 47. Make their boss look good
      • 48. Want to be on the leading edge of trends in the HR Industry
    • Audience – HR Director/VP
      Needs
      • Provide the organization with insights and powerful data
      • 49. Access to information and produce reports – Serving the organization, satisfying need of the organization
      • 50. Proactive alarms to possible liabilities
      • 51. Stay current with latest HR requirements and laws
      • 52. Perceived as the gatekeeper on workforce efficiency
      • 53. Recruit and retain top talent and onboarding
      • 54. Reduce voluntary turnover
      • 55. Organizational adherence to HR policies/practices
      • 56. Executive sponsorship/relationship
      • 57. Trusted by senior leadership
      • 58. Competitive wage scales and benefits package
    • Develop Persona One-Pager
      • Indicators of strong fit
      • 59. Buying criteria
      • 60. Buying process map
      • 61. Buyer concerns aligned to process
      • 62. Key messages
      Example on following page
    • 63. Persona: ACME Company Profile and Fit
      Indicators of high likelihood of pain, strong fit
      • Decentralized hourly workforce with many locations
      • 64. Emerging/Growing or Declining/consolidating
      • 65. Leadership change, merger or acquisition
      • 66. Ideal fits are most common in Healthcare, Retail, Mining and Manufacturing
      What are they doing today that indicates strong fit
      • In-house proprietary system, manual processes
      • 67. Legacy ERP systems
      Buying criteria:
      • Increased efficiency, time savings, Efficient deployment of resources, User friendly, Business ROI, Data integration, Employee engagement
      AWARENESS
      CONSIDERATION
      PREFERENCE
      Buyer
      • Do I have a problem?
      • 68. How does this problem relate to achieving my goals?
      • 69. How painful is the problem?
      • 70. Who does the problem impact – departments, users, employees, decision makers?
      • 71. What are my peers doing?
      Buyer
      • Can I ignore this?
      • 72. Is there a quick fix?
      • 73. Can I fix it myself?
      • 74. Do I need help?
      • 75. What are my choices if I need help?
      • 76. How should I evaluate alternatives?
      • 77. How will others on my purchasing committee evaluate alternatives?
      Buyer
      • How long will it take to get this fixed?
      • 78. How much of our time do I need to put towards it?
      • 79. How do I know the fix will work?
      • 80. How disruptive will it be?
      • 81. How much will it cost?
      • 82. What impact will it have?
      • 83. What happens if it doesn’t work?
      I Want…
      I Cant…
      Key Messages
      HR Senior VP/EVP
       
      Focus: Employee engagement/culture, productivity, accountability
      Responsibilities: Recruiting, Compensation, Performance management, payroll/benefits
      Role in purchase: Evaluates anything impacting employee engagement, staffing levels, and compliance. Always a key influencer.
      Chief Operating Officer
       
      Focus: Productivity and efficiency. Seeking Qualitydelivery to ensure customer satisfaction. Cost sensitive and process driven.
      Responsibilities: Ensures quality delivery of product/service.
      Role in purchase:User Buyer must work with the CFO to fund and approve solution purchase.
      Finance CFO
      Focus: Financial performance and productivity. Always looking for ways to increase profitability.
      Responsibilities: Delivers bottom line numbers for the organization. Financial performance reporting, evaluates large purchases, forecasting revenue, budgeting and cost control
      Role in purchase: Economic Buyer
    • 84. The Result
    • 85. Learn More
      Contact us to hear the rest of the story...
      Email - info@salesbenchmarkindex.com
      Phone - 1-888-556-7338
      Web: http://www.salesbenchmarkindex.com