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0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
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0 to 10 Million Leads : Lessons learned from the lead gen trenches

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Transcript

  • 1. Presented by Ian Smith Powered by
  • 2. My name is Ian Smith • I work for QuoteWizard • And I want to talk to you about the anatomy of a successful lead gen company
  • 3. Dillon, MT
  • 4. Seattle, WA
  • 5. Three topics • How to build great lead gen funnels • How to build great teams • How to innovate at scale
  • 6. About Ian Smith Industry Veteran • 8 years of experience • Helped sell over 10,000,000 leads • First employee at QuoteWizard • As VP of Technology: Built our platform • As VP of Operations: Drive continuous improvement of our business
  • 7. How to build great lead gen funnels Step 1: Learn to ride the rapids Step 2: Test your heart out
  • 8. Learn to ride the rapids
  • 9. Learn to ride the rapids Two hardest things in lead gen: • Getting consumers to start • Getting consumers to share their phone #
  • 10. Learn to ride the rapids
  • 11. What can go wrong • Not debugging • Building defensively • Assuming the visitor knows what to do • Failing to iterate
  • 12. Test your heart out • Your funnel can always be better • You need to test • You need to be bold • And be prepared to be surprised
  • 13. Example • We challenged our design team to make QuoteWizard look cool
  • 14. Our old home insurance lander
  • 15. Our new insurance lander
  • 16. Which one will work better? A. B.
  • 17. Which one will work better? -26%
  • 18. Why?
  • 19. Looking at the heat map for A
  • 20. Looking at the heat map for B
  • 21. What can go wrong • You make assumptions • You trust your assumptions • You fail to test your assumptions • But testing and empirical decision making isn’t everyone’s strong suit
  • 22. What can go wrong • You make assumptions • You trust your assumptions • You fail to test your assumptions • But testing and empirical decision making isn’t everyone’s strong suit : you’ll need a team
  • 23. How to build great teams Step 1: Know who you need Step 2: Hire slow Step 3: Fight crazies
  • 24. QuoteWizard’s Team
  • 25. QuoteWizard’s Team
  • 26. The four people you need • Data Scientists – To ask: Does this really work? • Marketers – To ask: What if…? • Developers – To ask: How? • Sales People – To ask: Would you like to try?
  • 27. How to find good people 1. Hire slow 2. Ask good questions 3. Stress test
  • 28. Good people are like time machines
  • 29. Ask good questions • Start with the job post – What questions do you have about our company? – What relevant experience do you have? – Do you prefer SQL or Excel to solve a problem? • Multiple in person interviews – Describe a time when you had to deliver bad news. – Describe an interaction with a difficult customer. – Describe a project that was going badly and you helped turn around.
  • 30. Stress Test Potential candidates should be able to demonstrate the required skills: • Sales person: Do a test call • Developer: Write code to solve a problem • Analyst: Derive findings from sample data • Client Services: Answer an email Get messy : multiple tests, followups, white boards Give feedback and see how they respond
  • 31. Fighting crazies 1. Set expectations 2. Aggressively check-in 3. Serve people
  • 32. Bad people are like groundhog day
  • 33. Set expectations • Verbal is not enough! • Write it down: – Job Description – Key Results Areas – Career Development Goals
  • 34. Aggressively check-in • Project and task follow-up • Regular 1 on 1s • Written weekly reports – Why should I be happy you were here this week? – High for the week: – Low for the week: • Written corrections when something is wrong
  • 35. Serve people • Your job as a leader is to serve the people who work for you • Often the best service you can provide is showing certain people the door You will never say to yourself : “Man, I fired that person too quickly”
  • 36. How to innovate at scale • You got a funnel. You got customers. You got a team.
  • 37. How to innovate at scale • You got a funnel. You got customers. You got a team. Now your problems scale exponentially. • So how do you keep focus and innovate at scale?
  • 38. How to innovate at scale • Step 1: Create a funnel for ideas • Step 2: Pick priorities • Step 3: Keep learning
  • 39. Funnel for Ideas • Your goal: Make your team compete on execution, not origination • We use the PreKickoff
  • 40. PreKickoff Basics Anyone can have an idea 30 minute meeting with 4 or 5 interested parties to ask: • What do you want to do? • What are alternatives? • What are the business objectives? • What metrics will be used to track the project? • What is the simplest test to prove the value of this idea? • What are likely internal objections to this idea?
  • 41. Pitch and Pick 1. The PreKickoff is a barrier to entry • 90% of ideas self select out before the PreKickoff 2. 50% of PreKickoffs end with the consensus not to advance a pitch 3. Every 6 weeks the executive team meets for a Pitch and Pick
  • 42. Pitch and Pick • 3 Minutes to pitch your idea • 2 Minutes for questions • Runoff voting – CEO votes last • Top 2 to 4 projects advance into the Tech / Design queue
  • 43. You keep learning
  • 44. Resources are limited • Every project is vetted by multiple groups of stake holders • Business objectives are clearly established and refined • The executive team provides clear direction as to priorities • Every project is an opportunity to learn, refine, and improve the process
  • 45. In Summary “Victory in the next war will depend on EXECUTION not PLANS and the execution will depend on some means of making the infantry move under fire.” - General George S Patton
  • 46. Connect Email: ismith@quotewizard.com Cell: 206-406-4874 Twitter: @biastoact
  • 47. Thank You!

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