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Breakdowns and Breakthroughs: Handoffs Between Sales and Marketing

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Hear about Iron Mountain's process journey in the uncharted waters of sales and marketing, including:

Insight into typical sales and marketing processes that are commonly in need of improvement
The challenge of applying process concepts into functions that traditionally resist formal process design
Ways in which the organization was able to make process improvements stick

Published in: Marketing
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Breakdowns and Breakthroughs: Handoffs Between Sales and Marketing

  1. 1. Process Discipline & Marketing Oxymoron or greenfield opportunity? John Donlon Research Director, Marketing Operations Strategies October 22, 2014
  2. 2. Agenda • Process improvement examples in marketing • Marketing’s process priorities • Key takeaways • Q&A © 2014 SiriusDecisions. All Rights Reserved 2
  3. 3. Example 1: Marketing Asset Production Problem Statement: The cycle times for producing marketing assets that support demand generation activities have great variability. In particular, producing an email took between 6 and 84 calendar days, with an Interquartile Range (IQR) of 28 days. With inefficient asset production, lead generation was inconsistent, resulting in surges and droughts of leads for the sales team. © 2014 SiriusDecisions. All Rights Reserved 3
  4. 4. Fewer Snowflakes Goal Statement: In six months, shrink the variability of email production in half—from 28 to 14 calendar days—as measured by the IQR. © 2014 SiriusDecisions. All Rights Reserved 4
  5. 5. Customer Quotes We try to work quickly and stick to the deadlines we establish, but when the demand managers drag their feet on reviewing their assets, it causes delays and there’s nothing we can do about it. (Shared Services) © 2014 SiriusDecisions. All Rights Reserved 5 We need the Shared Services team to take on more internal customers. The move to bring this function in-house has started paying dividends, but now we need to standardize the process so that it can be scalable. (Management) If I want to take a long time reviewing the assets for my own campaign, that’s my prerogative. (Demand Manager) Leads come to me in waves and that’s difficult to manage; either I’m overwhelmed or I have nothing to do. (Sales) It’s getting to be the norm that demand managers wait until the last minute and then request a rush job. We probably enable that behavior by allowing it, but what can we do– they’re our customers? (Shared Services)
  6. 6. Production Requests Job Management Jobs performed in order of due date Requests logged months in advance Required info not ready at time of request Asset Reviews Multiple people reviewing the asset for the same thing Lack of accountability in timeliness of review Legal review time highly variable Timing of Web team engagement is inconsistent Poor coordination with Marketing Ops © 2014 SiriusDecisions. All Rights Reserved 6 Cycle Time Variability Systems Demand managers not responsive after requests are logged Systems require admin work to record activities & times Supporting systems require multiple handoffs Production Partners Resources work on multiple jobs at once Multiple reviews required Requests logged at the last minute Work duration managed to due dates Cause and Effect Diagram
  7. 7. © 2014 SiriusDecisions. All Rights Reserved 7 • Primary goal was achieved: IQR was reduced from 28 to 11 (Goal of 14) • Median cycle time also dropped from 20 to 14 days • Both Total and Production Only showed clear reductions in median cycle time and variability Results
  8. 8. Example 2: Lead Management Problem Statement: An effective lead management process was put into place two years prior, but lacked ownership. As a result, lead flow procedures were followed inconsistently, leads would go unattended for long periods of time, and feedback mechanisms were not monitored. © 2014 SiriusDecisions. All Rights Reserved 8
  9. 9. Own It Goal Statement: Assign distinct process ownership and improve MQL-to-Close conversion rate from 7.2% to 10% by end of year. © 2014 SiriusDecisions. All Rights Reserved 9
  10. 10. Rearchitected Demand Waterfall © 2014 SiriusDecisions. All Rights Reserved 10
  11. 11. Root Cause Analysis: Why Don’t Leads Convert? 25% 20% 15% 10% 5% 0% Disqualified Nurture - Marketing Duplicate Nurture - © 2014 SiriusDecisions. All Rights Reserved 11 Sales Engagement 24% 11% 4% 2%
  12. 12. Root Cause Analysis: Why Are Leads Disqualified? 40% 35% 35% 30% 25% 20% 15% 10% 5% 0% 25% 14% 8% 6% © 2014 SiriusDecisions. All Rights Reserved 12 3% 3% 2% 2%
  13. 13. Four Metrics that Matter Volume Conversion © 2014 SiriusDecisions. All Rights Reserved 13 Rate Cycle Time Deal Size
  14. 14. Results 7.2% 10.0% © 2014 SiriusDecisions. All Rights Reserved 14 15.4% 13.3%
  15. 15. Top Process Priorities Key Processes Characteristics Approach © 2014 SiriusDecisions. All Rights Reserved 15 Audit Assess Optimize Monitor • Many handoffs • Historically poor coordination • Regional variations • Unclear ownership Tier 1 • Lead Management • Campaign planning • Content management Tier 2 • Demand execution • Planning & • Measurement • Data management
  16. 16. Key Takeaways • Alignment between sales and marketing is a constant challenge • Sales and marketing are more data-driven than ever • Lead with the business outcome, not the process mumbo-jumbo • Snap a baseline, measure results and publicize wins • Assign ownership, utilize playbooks and consider gamification to kickstart compliance © 2014 SiriusDecisions. All Rights Reserved 16
  17. 17. @L2R_Guy © 2014 SiriusDecisions. All Rights Reserved 17

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