Marke3ng	  vs.	  Sales:	  	  	  Can	  Marke3ng	  Automa3on	  	  Help	  Bridge	  the	  Differences	  	  »	  TRACOM	  Case	  ...
a	  quick	  question…	  
about	  this	  session…	  
a	  case	  study:Tracom…	  •  50+	  year-­‐old	  private	  company	  	  •  Primary	  product	  is	  SOCIAL	  STYLE	  •  25...
b2b	  audience:HR	  •    Manager/director/vp	  •    2.5K+	  employees	  •    Mul3-­‐na3onals	  •    Broad	  business	  ini...
sales	  situation…	  •    Sales	  VP	  plus	  2	  inside	  and	  2	  outside	  reps.	  •    Salesforce.com	  is	  CRM	  • ...
marke3ng	  	  mix…	  
our	  goals	  •  Iden3fy	  qualified	  organiza3ons	  	  •  Expand	  sales	  with	  current	  customers	  •  Iden3fy	  pros...
the	  challenges…	  •  Too	  vast	  a	  universe	  •  Email	  unreliable	  •  Geng	  to	  decision	  makers	  
tech	  tools	  
the	  answer	  •  Sales-­‐driven	  marke3ng	  automa3on	  
Understanding	  	  the sales process•  Get	  in	  their	  heads	  and	  their	  shoes	  •  Talk	  to	  as	  many	  reps.	 ...
strategic	  	  selling
•    Large pro/mgr staff• •      Pro-development     Complex orgs          TRACOM	  QuickPick	  •    High growth
•    Large pro/mgr staff• •      Pro-development     Complex orgs                         TRACOM	  QuickPick	  •    High g...
•    Large pro/mgr staff• •      Pro-development     Complex orgs                         TRACOM	  QuickPick	  •    High g...
•    Large pro/mgr staff• •      Pro-development     Complex orgs                         TRACOM	  QuickPick	  •    High g...
•    Large pro/mgr staff• •      Pro-development     Complex orgs                         TRACOM	  QuickPick	             ...
commitment	  	  to sales…	  •  Use	  this	  to	  iden3fy	  opportuni3es	  for	  marke3ng	  automa3on	     and	  for	  the	...
defining	  customers	  Three	  Pardot	  Profiles	      Direct	  North	  America	      Interna3onal	      Resellers	  
Pardot	  lead grade•  Every	  prospect	  starts	  as	  C-­‐	  	                                                           ...
Pardot	  lead score	  •  Standard	  Pardot	  scoring	  with	  some	  adjustments	       •  Web	  sales	       •  Product	 ...
lead	  nurturing	  Star3ng	  in	  Summer	  ‘12	  prospects	  assigned	  to	  themes	  based	  on	  their	  behaviors	     ...
enhanced	  email•  Set	  preferences	  based	  on	  topics	  •  And	  preferred	  frequency	                              ...
tailored	  engagement	  •  Phase	  1	  —	  Nurturing	  that	  reflects	  the	  person’s	  expressed/   implied	  interests	...
Paradot	  suggests	  •  Sales	  ac3vi3es	  based	  on	  prospect	  grade	  and	  score	  •  14-­‐day	  running	  window	  ...
sales	  feedback	  Likes	       •      Ability	  to	  priori3ze	  outreach	  efforts	       •      Quick	  heads-­‐up	  to	...
1 2 3 …next	  steps•  Fine	  tune	  the	  system	  •  Incorporate	  social	  sites	  (Fliptop)	  •  Expand	  for	  associa...
key	  learnings	  •    Understand	  the	  exis3ng	  sales	  process	  •    Get	  agreement	  regarding	  specific	  wins	  ...
your	  questions…	  
Thank	  You!	  Sean	  Essex,	  Director	  of	  Marke3ng	  	  The	  TRACOM	  Group	  	  
Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?
Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?
Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?
Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?
Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?
Upcoming SlideShare
Loading in …5
×

Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?

580 views

Published on

Marketing wonders why the sales department isn’t closing more deals with all the great leads they’ve generated. Sales wonders what fantasy world marketing operates in when the latest “hot lead” simply clicked a link for a chance to win an iPad. Review this case study of how The TRACOM Group used Pardot and Salesforce.com to successfully align marketing and sales efforts. It will cover understanding your sales process and marketing’s role, identifying the buying indicators of individuals and organizations, and more!

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
580
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
20
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Pardot Elevate 2012 - Marketing vs. Sales: Can Marketing Automation Help Bridge the Differences?

  1. 1. Marke3ng  vs.  Sales:      Can  Marke3ng  Automa3on    Help  Bridge  the  Differences    »  TRACOM  Case  Study           Sean  Essex,  Director  of  Marke3ng     The  TRACOM  Group    
  2. 2. a  quick  question…  
  3. 3. about  this  session…  
  4. 4. a  case  study:Tracom…  •  50+  year-­‐old  private  company    •  Primary  product  is  SOCIAL  STYLE  •  25  employees  
  5. 5. b2b  audience:HR  •  Manager/director/vp  •  2.5K+  employees  •  Mul3-­‐na3onals  •  Broad  business  ini3a3ves    •  Mul3ple  points  of  differen3a3on  
  6. 6. sales  situation…  •  Sales  VP  plus  2  inside  and  2  outside  reps.  •  Salesforce.com  is  CRM  •  Pardot  in  place  for  1  year  •  25k  contacts  in  Pardot  
  7. 7. marke3ng    mix…  
  8. 8. our  goals  •  Iden3fy  qualified  organiza3ons    •  Expand  sales  with  current  customers  •  Iden3fy  prospects  with  expressed  need  
  9. 9. the  challenges…  •  Too  vast  a  universe  •  Email  unreliable  •  Geng  to  decision  makers  
  10. 10. tech  tools  
  11. 11. the  answer  •  Sales-­‐driven  marke3ng  automa3on  
  12. 12. Understanding    the sales process•  Get  in  their  heads  and  their  shoes  •  Talk  to  as  many  reps.  as  possible  •  CRM  should  give  you  a  snapshot  of  sales   ac3vi3es.  Use  this  data  as  a  star3ng  point    
  13. 13. strategic    selling
  14. 14. •  Large pro/mgr staff• •  Pro-development Complex orgs TRACOM  QuickPick  •  High growth
  15. 15. •  Large pro/mgr staff• •  Pro-development Complex orgs TRACOM  QuickPick  •  High growth Business Problems or Needs Training is not the answer Small audience Low people orientation Majority of employees are pro/managerial People intensive business – high touch High growth - Rapid change/M&A history Strategic initiatives in place e.g. Six Sigma Known people problems/skill gaps – development needs
  16. 16. •  Large pro/mgr staff• •  Pro-development Complex orgs TRACOM  QuickPick  •  High growth Business Attitudes and Problems or Needs Beliefs Training is not Butt in seat approach – the answer quantity over quality Small audience Committed to e-learning Training doesn’t work/ Low people orientation soft skills don’t pay Majority of employees Disciples of Style are pro/managerial People intensive Commitment to training business – high touch e.g budget, corp U, etc. High growth - Rapid change/M&A history Want a quality product Strategic initiatives in place e.g. Six Sigma Value interpersonal Known people skills – see payoff or problems/skill gaps – want to measure development needs
  17. 17. •  Large pro/mgr staff• •  Pro-development Complex orgs TRACOM  QuickPick  •  High growth Business Attitudes and Attributes of Problems or Needs Beliefs the Business Training is not Butt in seat approach – Unable to get to the answer quantity over quality decision-maker & get champion Small audience Committed to e-learning Small audience size (< 500 mgr.) Training doesn’t work/ No centralized budget Low people orientation soft skills don’t pay Majority of employees Disciples of Style Managerial changes/ are pro/managerial reorg. People intensive Use vendors for training Commitment to training business – high touch or content e.g budget, corp U, etc. High growth - Rapid Career paths in place w change/M&A history mandatory training Want a quality product Strategic initiatives in Strategic initiatives in place e.g. Six Sigma place e.g. Six Sigma Value interpersonal   Known people skills – see payoff or Training programs in problems/skill gaps – want to measure place w/ sufficient # development needs of people
  18. 18. •  Large pro/mgr staff• •  Pro-development Complex orgs TRACOM  QuickPick   Close for Pilot  •  High growth Business Attitudes and Attributes of Problems or Needs Beliefs the Business Training is not Butt in seat approach – Unable to get to the answer quantity over quality decision-maker & get champion Small audience Committed to e-learning Small audience size (< 500 mgr.) Training doesn’t work/ No centralized budget Low people orientation soft skills don’t pay Majority of employees Disciples of Style Managerial changes/ are pro/managerial reorg. People intensive Use vendors for training Commitment to training business – high touch or content e.g budget, corp U, etc. High growth - Rapid Career paths in place w change/M&A history mandatory training Want a quality product Strategic initiatives in Strategic initiatives in place e.g. Six Sigma place e.g. Six Sigma Value interpersonal   Known people skills – see payoff or Training programs in problems/skill gaps – want to measure place w/ sufficient # development needs of people
  19. 19. commitment    to sales…  •  Use  this  to  iden3fy  opportuni3es  for  marke3ng  automa3on   and  for  the  key  areas  of  building  sales/marke3ng  alignment   •  How  can  marke3ng  help?   •  What  should  we  do  more  of/less  of?   •  What  marke3ng  programs  have  had  greatest  impact?  
  20. 20. defining  customers  Three  Pardot  Profiles   Direct  North  America   Interna3onal   Resellers  
  21. 21. Pardot  lead grade•  Every  prospect  starts  as  C-­‐     C -•  Jigsaw  provides  base  data  and  marke3ng  or  sales   can  adjust  grades  
  22. 22. Pardot  lead score  •  Standard  Pardot  scoring  with  some  adjustments   •  Web  sales   •  Product  catalog  download   •  Email  content   •  Webinar  involvement  (e.g.,  plans  for  Emo3onal   Intelligence  training)  
  23. 23. lead  nurturing  Star3ng  in  Summer  ‘12  prospects  assigned  to  themes  based  on  their  behaviors   •  Email  preferences   •  Web  clicks   •  PDF  downloads   •  Search  terms      
  24. 24. enhanced  email•  Set  preferences  based  on  topics  •  And  preferred  frequency   @
  25. 25. tailored  engagement  •  Phase  1  —  Nurturing  that  reflects  the  person’s  expressed/ implied  interests  and  their  stated  frequency  preference  •  Phase  2  —  Dynamic  content  and  nurturing;  social  listening   for  sales  opportuni3es    
  26. 26. Paradot  suggests  •  Sales  ac3vi3es  based  on  prospect  grade  and  score  •  14-­‐day  running  window  •  Presented  in  Salesforce.com  •  Sugges3ons  on  same  dashboard  as  their  scheduled   tasks  and  new  assignments  
  27. 27. sales  feedback  Likes   •  Ability  to  priori3ze  outreach  efforts   •  Quick  heads-­‐up  to  determine  next  steps   •  Salesforce.com  integra3on   •  Opportunity  to  connect  socially   •  Strong  link  to  our  own  SOCIAL  STYLE  Model   •  Valuable  account-­‐level  view  Wants   •  Incorporate  all  touches  e.g.  templates,  videos,   social  media   •  More  templates   •  More  tailored  content   •  Leverage  individual  behavior  across  account  
  28. 28. 1 2 3 …next  steps•  Fine  tune  the  system  •  Incorporate  social  sites  (Fliptop)  •  Expand  for  associates  and  interna3onal    
  29. 29. key  learnings  •  Understand  the  exis3ng  sales  process  •  Get  agreement  regarding  specific  wins  •  Check-­‐in  during  development  •  Get  some  sales  champions  commimed  •  Be  flexible  •  Measure  and  finetune  •  Give  them  credit  
  30. 30. your  questions…  
  31. 31. Thank  You!  Sean  Essex,  Director  of  Marke3ng    The  TRACOM  Group    

×