Speaker: Matthew Heinz, President @ Heinz Marketing Inc

2. Predictable Pipeline
Strategies & Tactics To
Increase Your Confidence In
Hitting Your Number
Matt Heinz
Founder & President, Heinz Marketing Inc
@heinzmarketing
matt@heinzmarketing.com

3. Why is selling so hard today?

4. Is it how we sell….
….or how they buy?

5. Impact on the entire
lifecycle

6. What has changed?

7. Five customer changes impacting your
success

8. Your customers are:
1. Busier than ever

10. Your customers are:
1. Busier than ever
2. Self-educated

11. When do they call you?

12. Your customers are:
 Busier than ever
 Self-educated
 Skeptical
 Distrustful
 Jaded
 A lot like you!

13. Are we helping or hurting?

14. Are we helping or hurting?

15. Are we helping or hurting?

16. Depressed yet?!

17. So what IS working today?

18. 4 lessons from The Challenger Sale

19. Let’s not pretend this is new…

20. 1. How you sell is more important than what
you sell

21. 2. Challengers teach, tailor & take control

22. 3. The value of your insights
trumps the quality of your
product

23. 4. Be memorable, not agreeable

26. Generational detail & differences
Source: SnapApp & Heinz Marketing, Sept 2017

27. Channel integration = effectiveness

28. How do you break through?

29. The Five Foundations of Customer
Commitment

30. The Five Foundations of Customer
Commitment
1. Attention

31. The Five Foundations of Customer
Commitment
1. Attention
2. Interest

32. The Five Foundations of Customer
Commitment
1. Attention
2. Interest
3. Trust

33. The Five Foundations of Customer
Commitment
1. Attention
2. Interest
3. Trust
4. Interaction

34. The Five Foundations of Customer
Commitment
1. Attention
2. Interest
3. Trust
4. Interaction
5. Engagement

35. The Five Foundations of Customer
Commitment
1. Attention
2. Interest
3. Trust
4. Interaction
5. Engagement

36. The buyer’s journey

37. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success

38. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success
Plan & Understand
Execute
Measure

39. Pipeline Development Framework:
Plan & Understand
Target Market
Sales Cycle
Team
Message
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter
expertise (need/outcome), trust validation

40. Pipeline Development Framework:
Execute
Reach
Enabling
Technology
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal
tracking

41. Pipeline Development Framework:
Measure
Metrics of
Success
Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

42. The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of
Success
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter expertise
(need/outcome), trust validation
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal tracking
Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

43. Pipeline Development Maturity Model
Initial Ad-Hoc Defined Managed Optimized
Target Market
Lack of clearly defined target market
and Ideal Customer Profile (ICP), no
personas
Limited/assumption-based
approach to market/customer.
Limited to no qualification criteria
defined
Ideal Customer Profile defined,
personas defined and articulated
Known accounts, defined and
agreed to qualification criteria,
defined and confirmed personas
Iterative approach to target
account identification, dynamic
personas, qualification criteria
drives targeting
Sales Cycle
No known or defined repeatable
approach
Ad hoc approach &
understanding of how customer
buys
Understood time and decision
making process, friction remains
Known and articulated buying
journey, enablement focus
Selling process aligned with
buying process, all known friction
removed
Team
Undefined roles and responsibilities,
no skills mapping/development
Major functional roles defined,
high churn, low performance
Roles, responsibilities, and
competency profiles defined and
operational
Responsibilities and hand-offs
known and operational, team is
performing
Aligned team structure, career
path and skill milestones
Message
No unified message and/or
compelling value proposition
Confusing and disorganized
message, no consistency and
company-centric
Defined messaging and
positioning mapped to audience,
speaking to market and needs
vs. feature/benefit
Content editorial calendar in
place, major trust validation
content in production, defined
industry “point of view”
Versioned strategic messaging
framework approach, content
editorial calendar speaks to
customer need/outcome
Reach
One-off bulk emails, direct ask
outreach
“Every person for themselves”
with no coordination
Sales playbook(s) in place but
used for reference vs. execution
Coordinated efforts among email,
phone, online, offline channels
Integrated and executed
outreach “plays” across channels
Enabling Technology
Limited to no real technology in
place. Basic email, phone,
spreadsheets
Individual purchase decisions
drive technology, low utilization,
no integrated plan
Major categories purchased and
in place, some coordination
among teams
All current tools configured and
utilized to justify expenditures
Technology aligned with process,
approach in place to test new
tools
Metrics of Success
Random and inconsistent
measurement
Individual teams and contributors
track and promote their metrics
Major categories tracked but bias
towards actions vs. outcomes
Alignment around creating
opportunities and revenue
contribution across all activities
Full funnel measurement and
accountability

44. Sales + Marketing = Pipeline Development
Process
Focus Sales Marketing
Define Target Market Support Lead
Understand Sales Cycle Lead Support
Build and Train Team Lead Lead
Create Compelling Message Support Lead
Reach Prospects Support Lead
Choose Enabling Technology Lead Lead
Apply Metrics of Success Lead Lead

45. A3 PhaseApproach
REVIEW DESIGN DEPLOY

46. Conduct a Pipeline Development Review
 Ideal Customer Profile defined and approved?
 Target personas for all involved in buying process?
 Messaging by audience?
 Compelling positioning?
 Content mapped to funnel stage?
 Internal sales process defined?
 Aligned metrics and incentives?

47. The Pipeline Development Review
Review Step Details
Ideal Customer Profile defined and
approved?
Definition includes attributes of your “best”
customers – lifetime value, revenue growth,
satisfaction, etc
Target personas for all involved in
buying process?
Who can say yes? Who can say no? Who slows
things down?
Messaging by audience? Speak to their need and desired outcome
Compelling positioning? Rats vs. Dents
Content mapped to funnel stage? Not about you, about them
Internal sales process defined? What happens when? Who does what?
Aligned metrics and incentives? Are you closing to the right thing?

48. How we doin’?

49. Don’t try this all at once

50. Matt Heinz
President, Heinz Marketing
@heinzmakreting
matt@heinzmarketing.com