Demand Generation outsource or inhouse.,

1. 9/12/2015 Gmail ­ Question 1 CPI
https://mail.google.com/mail/?ui=2&ik=4faf36100a&view=pt&cat=CPI%20Project%20Questions%201%20to%205&search=cat&th=14fbde6df8212f35&siml=14f… 1/2
John Mackay <johnmackay22@gmail.com>
Question 1 CPI
3 messages
John Mackay <johnmackay22@gmail.com> Fri, Sep 11, 2015 at 3:34 PM
To: John Mackay <johnmackay22@gmail.com>
1. Demand generation model, I assume that there currently is a marketing group or inside sales department in
place currently. I am assuming that we currently run demand generation in house. Closing business at an
improved ratio calls for a revamp of the sales strategy in concert with improved quality and demand generation.
The issue in this area is employees are recognized and rewarded on the number of leads or appointments
generated. The fixed costs associated with an in house only setup, the time associated with hiring, training and
managing new employees in this area is counter productive. In congruency with the low cost productive model I
would discuss a hybrid outsource and in house system. The outsource can be adjusted quickly, we do not
absorb setup and employment costs and the employees in the top end firms are of higher quality and having
come from that trade I suggest we look at each mode of marketing relating to demand generation. Digital, social
media, perhaps you tube and yes telephone cold calling. In concert with the Marketing Director we need to get
our competitive advantages out to our target market. The telephone work will go to York Consulting. This group
is more than capable of setting sales qualified appointments for our staff. I have seen on many occasions the
marketing qualified to sales qualified lead ratios go from 10% to over 50% consistently. The market information
and average response time is 4 to 5 times more effective than in house and other systems. Re acquiring lost
customers is an area where the York team can assist. My total cost per lead will be about 50­60% of what it is
now or better even though the rate per hour is higher. Keep in mind the virtual costless situation with scaling up
or down in usage. With York this can be achieved overnight at no additional cost for setup. The marketing
function is going to shift slightly if we really want to create a world class business unit. The lower end of
scorekeeping and co­ordinating will stay in house, KPI monitoring ect. I feel strongly about outsourcing the heart
of demand generation as the contacts I have are proven performers in all areas of this business.
Keynotes Demand Generation: All in house and outsourced marketing activities will be scripted containing our
necessary qualifying criteria. An issue outside of the box here is our sales force. There are many successful
selling styles and we need to recognize this. I want sales to go to a named adjusting system. Gone in sales are
the days of relying on ROI's only to win business. we are going to train on an ongoing basis, business in this
space is won on solving pain and yes pleasure points do not assume every firm buys only ROI. Sales as it
relates to demand generation is simple I want 1 to 2 referrals from each sale. This keeps our successful
salespeople within their personality type selling styles and less reliant on a demand generation department.
Accountability needs to shift starting immediately. The tone of this exercise tells me that sales is crying and
blaming. We will shift that to naming, referrals and gaming. North America is a focus examining the pebble
theory. I like channel partners outside of North America. Acquire any outstanding smaller players down the road
and keep flexibility in the business development area of the organization. I have not broken this down by service
type as I am only outlining a strategy treating this more like a brainstorm exercise at this stage.
John Mackay <johnmackay22@gmail.com> Fri, Sep 11, 2015 at 8:45 PM
To: notification@jobvite.com
[Quoted text hidden]
Mail Delivery Subsystem <mailer­daemon@googlemail.com> Fri, Sep 11, 2015 at 8:45 PM
To: johnmackay22@gmail.com
Delivery to the following recipient failed permanently:
notification@jobvite.com
Technical details of permanent failure:
Google tried to deliver your message, but it was rejected by the server for the recipient domain jobvite.com by

2. 9/12/2015 Gmail ­ Question 1 CPI
https://mail.google.com/mail/?ui=2&ik=4faf36100a&view=pt&cat=CPI%20Project%20Questions%201%20to%205&search=cat&th=14fbde6df8212f35&siml=14f… 2/2
jobvite­com.p30.spamhero.com. [209.105.224.179].
The error that the other server returned was:
554 5.7.1 <notification@jobvite.com>: Recipient address rejected: Access denied
­­­­­ Original message ­­­­­
DKIM­Signature: v=1; a=rsa­sha256; c=relaxed/relaxed;
d=gmail.com; s=20120113;
h=mime­version:in­reply­to:references:date:message­id:subject:from:to
:content­type;
bh=LKFKol5zWJsUAFgQOTQUw/i50PtPioUeqtMNe1Q2nT8=;
b=E9utCkzxRDDvdxINjZp8XPcMvMhThPdOzJcgKDX3ByZ80yeGQhvkv9UTwXia0RQ7cP
AShQrYsP5NPWYuQ19ba9P/z5arpoM+OZUk2wwTLJhfNwXhsNojnyiaDsiQksK3v6xkXx
Mc8K2Ef26vaj7BxfJYy7xwlV/2HYbQgUOjcnmgUTq8BQXKA01ObZdLi4tnADQ4ELeVfH
1SfoN1IoUf1OARv8AjjOQRNvGCrKqiHuG82ikjAkbHpxIx9rKG43QrkMWRCniciW8Sbv
Z+Me9ZXGpdr5eDSJ2ZbTAGUqdB+CEH8AiIab1BU7iDH/EXdGGtyz9tmZtYVE0x483aRy
l7FQ==
MIME­Version: 1.0
X­Received: by 10.112.61.193 with SMTP id s1mr1283846lbr.83.1442018754717;
Fri, 11 Sep 2015 17:45:54 ­0700 (PDT)
Received: by 10.25.41.13 with HTTP; Fri, 11 Sep 2015 17:45:54 ­0700 (PDT)
In­Reply­To: <CAGHY5YA3QA2KGjsi1=htxE7=fPOHdMQmSoKw2tbc0_4VOLh7bg@mail.gmail.com>
References: <CAGHY5YA3QA2KGjsi1=htxE7=fPOHdMQmSoKw2tbc0_4VOLh7bg@mail.gmail.com>
Date: Fri, 11 Sep 2015 20:45:54 ­0400
Message­ID: <CAGHY5YAH7COz79nB­HesqgJsz8Eo=GejhRfSvu6rcDH_Z+E=4A@mail.gmail.com>
Subject: Fwd: Question 1 CPI
From: John Mackay <johnmackay22@gmail.com>
To: notification@jobvite.com
Content­Type: multipart/alternative; boundary=001a11c3b3f2a26ecd051f822751
[Quoted text hidden]
­­­­­ Message truncated ­­­­­