The document provides an overview of a Business Process Review (BPR) workshop. The objective of the BPR is to document current go-to-market and CRM processes to better handle daily, monthly, quarterly, and ad-hoc business activities. The BPR will involve reviewing processes, identifying risks, estimating resource needs, and setting expectations. Key areas that will be reviewed include segmentation, lead definition, sales stages, marketing and sales alignment, and CRM operations. Various worksheets and tools will be used to conduct a fit/gap analysis and define roles and responsibilities.
This IDC study discusses the results of IDC's research of the sales operations function. This research provides a detailed evaluation and analysis of the best and emerging practices across sales operations teams at the technology industry's largest and best-performing companies. A framework is provided to help sales operations teams identify key weaknesses and gaps in their current structure. Also provided is IDC's guidance on the key components required to enable the transition to the next-generation sales operations team, including recommendations sales operations staffing levels.
"Sales costs are outpacing revenue growth, sales organizations are increasing in complexity, and IT buyers continue to indicate that sales reps are out of touch with their needs," says Michael Gerard, vice president of IDC's Sales Advisory Practice. "The sales operations team must be the key driver and catalyst for increased productivity across the sales organization, setting the vision for its future and maintaining the path toward this vision. However, significant organizational and structural changes are required with sales operations teams to achieve this goal. With the right strategy and individuals in place, sales operations teams have the potential to be the catalyst for establishing a best-in-class, agile sales organization."
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
This IDC study discusses the results of IDC's research of the sales operations function. This research provides a detailed evaluation and analysis of the best and emerging practices across sales operations teams at the technology industry's largest and best-performing companies. A framework is provided to help sales operations teams identify key weaknesses and gaps in their current structure. Also provided is IDC's guidance on the key components required to enable the transition to the next-generation sales operations team, including recommendations sales operations staffing levels.
"Sales costs are outpacing revenue growth, sales organizations are increasing in complexity, and IT buyers continue to indicate that sales reps are out of touch with their needs," says Michael Gerard, vice president of IDC's Sales Advisory Practice. "The sales operations team must be the key driver and catalyst for increased productivity across the sales organization, setting the vision for its future and maintaining the path toward this vision. However, significant organizational and structural changes are required with sales operations teams to achieve this goal. With the right strategy and individuals in place, sales operations teams have the potential to be the catalyst for establishing a best-in-class, agile sales organization."
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
A successful business requires both a well developed strategy and the ability to execute on that strategy. Strategy without execution is merely theory. Many companies develop robust strategies, but fail at operationalizing their strategies into implementable steps.
This slideshare covers frameworks that deal with both sides—Strategy Development and Strategy Execution. In this presentation, we will discuss 12 business frameworks. For each framework, we will provide an overview, explain its proper usage, and highlight the analyses involved.
This slideshare will also provide references to more detailed documentation, guides, and methodologies if you would like more information.
The following business frameworks will be discussed:
Consolidation-Endgame Curve
Porter’s Five Forces
BCG Growth-Share Matrix
Marketing Mix (4/7 P’s)
Blue Ocean Strategy
SWOT Analysis
PEST Analysis
Product Lifecycle
Consumer Adoption Curve
Balanced Scorecard
Organizational Hurdles
Hoshin Kanri
Each framework is geared towards a specific type of analysis—pick and choose the best frameworks to use for your particular business problem.
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
Have you ever heard of building a house without a blueprint? Crazy. The same goes for updating or implementing new CRM software without a blueprint.
To see strong ROI and user adoption from your investment, you need a CRM Solution Blueprint — an action plan to drive the success of new technology.
A Path to Predictability at Scale - Sales Workshop for Foundation CapitalJoanne Chen
- how to assess product/market fit using the sales process
- how to design the first sales process and teach someone else to sell your product predictably
- how to move from qualitative sales to data-driven sales
- how to scale a sales org and use data to measure success
- a lot more!
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
A successful business requires both a well developed strategy and the ability to execute on that strategy. Strategy without execution is merely theory. Many companies develop robust strategies, but fail at operationalizing their strategies into implementable steps.
This slideshare covers frameworks that deal with both sides—Strategy Development and Strategy Execution. In this presentation, we will discuss 12 business frameworks. For each framework, we will provide an overview, explain its proper usage, and highlight the analyses involved.
This slideshare will also provide references to more detailed documentation, guides, and methodologies if you would like more information.
The following business frameworks will be discussed:
Consolidation-Endgame Curve
Porter’s Five Forces
BCG Growth-Share Matrix
Marketing Mix (4/7 P’s)
Blue Ocean Strategy
SWOT Analysis
PEST Analysis
Product Lifecycle
Consumer Adoption Curve
Balanced Scorecard
Organizational Hurdles
Hoshin Kanri
Each framework is geared towards a specific type of analysis—pick and choose the best frameworks to use for your particular business problem.
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
Have you ever heard of building a house without a blueprint? Crazy. The same goes for updating or implementing new CRM software without a blueprint.
To see strong ROI and user adoption from your investment, you need a CRM Solution Blueprint — an action plan to drive the success of new technology.
A Path to Predictability at Scale - Sales Workshop for Foundation CapitalJoanne Chen
- how to assess product/market fit using the sales process
- how to design the first sales process and teach someone else to sell your product predictably
- how to move from qualitative sales to data-driven sales
- how to scale a sales org and use data to measure success
- a lot more!
Marketing automation 101 understanding marketing automation and where to get ...Mario Kyriacou
What this presentation covers:
- What is marketing automation?
- How marketing automation can improve the overall customer experience
- How automation can improve conversions and ROI
- Why automation is applicable to both B2B and B2C
- Where to get started with your own automation program
- Getting buy-in from sales and senior management
Our signature Channel Program Blueprint (CPB) report provides a framework for understanding the primary elements associated with a successful sales channel, and helps you establish a plan that incorporates the people, processes, and systems to achieve results.
Sales Process Engineering: Marketing Planning and Automationpropatrea
Sales Process Engineering is a strategic planning system and toolset. It enables you to engineer a sales & marketing process to match the key stages in the buyers’ process - to mirror exactly how clients want to buy.
You can measure and optimise each progressive stage in your sales & marketing process. Then specify the campaigns, collateral and training that will boost performance and maximise your return on investment.
The planning system targets the key issues that trouble sales and marketing Directors:-
# Sales and marketing alignment: where there are conflicting strategies and tactics between your teams. To ensure a shared understanding of the market and what’s required to create and convert new market opportunity into growth & revenue.
# Sales and marketing process is opaque: Sales Process Engineering enables you to identify and fix problems that arise from the earliest stage of market planning - through to the sales close and retention.
# Metrics: inability to measure and evaluate performance at each key stage in the sales and marketing process. Where are the stats needed daily/ monthly to monitor and manage business development?
# Scalable: no forecasting of return on investment and time-scales. Sales Process Engineering answers such questions as: how and where to invest in sales and marketing in order to scale up the business to generate more revenue and profits?
# Buyer Behaviour: data is required on exactly how decisions are made, by whom and for what reasons during the course of the “buyer’s journey”. Can you sell effectively without knowing why customers buy and what influences them?
Specialties
marketing, crm, sales, sales process, lead generation, public relations, buyer behaviour
Explore how CRM works exclusively for your business by drilling into the details of the CRM Consultation process, and the tools required in developing your business case. We’ll address the common questions of what to look for,
how to measure it, what to demand, and much more, by introducing effective measurements of how to manage a CRM program at work.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
One of Gainsight's principles is to "Carry the Torch" for the Customer Success industry. We've shared a lot about innovations in our processes, but not as much about our organization. In this session, Allison Pickens, VP of Customer Success and Business Operations at Gainsight, will share the story of how we re-organized post-sales to drive success for our customers.
The high-level product journey in the mind of PMs.
* Understanding the scope of the area and strategy pillars
* Approach to stakeholder management and governance
* Building the digital product roadmap
* Launching MVP
* Approach to optimize the product
* Measuring ROI
* Problem solved?
* What to build next
DRIVING INCREASES IN MARKETING ROI THROUGH IMPROVED ORGANIZATIONAL SCALABILITY
A fortune 100 financial services marketing team was faced with shrinking budgets and more accountability for their activities. A need for scalability, and needed processes and technology would allow them to increase output and results without increasing staff.
Pinpoint developed an innovative method for dynamically customizing a workflow template that allowed project managers the ability to adapt their project workflows as they entered more attributes into the system. This included resource accountability, management visibility, work prioritization, organizational scalability, and process standardization. The process standardization and task standardization allowed our client to meet business objectives.
Traction Forge: Transformational Manufacturing StrategyBraden Ford
Today’s manufacturing organizations are facing a major transition; the pivot from “Cost per Unit” to “Customer Centric”. The focus is no longer on “faster and cheaper” but on “customer experience”. Learn how manufacturing companies are successfully transitioning to customer centric organizations.
Sales Performance for Microsoft Dynamics CRMHeath Turner
Sales Performance is pre-packaged functionality for Dynamics CRM that will reduce project delivery time and improve customer acquisition and retention processes within your sales environment.
Certified for Microsoft Dynamics CRM
Forrester Wave | BPM Platforms for digital business 2015Rick VARGAS
Pegasystems Leads The Pack
Forrester’s research uncovered a market in which
Pegasystems, Appian, and IBM continue to lead
the pack. Software AG, Oracle, Newgen Software,
OpenText, Bizagi, K2, and DST Systems offer
competitive options. Red Hat and TIBCO
Software lag behind.
The BPM Platforms Market Is Growing As EA
Pros Accelerate Digital Transformation
The BPM platforms market is growing because
more EA professionals see BPM as a way to
address emerging challenges for customer
experience and digital business. This market
growth is, in large part, because EA pros
increasingly trust BPM platform providers to act
as strategic partners, helping them transform
how they use technology to win, serve, and retain
customers in the digital age.
The ultimate guide to current best practices for today’s data centers, this book has been updated and refreshed to reflect the current state of Big Data technologies
Like all channels of marketing, channel and data integration are keys to success. The more complex of the two is in the data.
If you're immersing into the world of mobile or location based marketing, familiarize yourself with location data management (LDP). To start read SIM Partners white paper "The CMO's Guide to Location Data Management."
2. 2
TIME TIMETIME TIME
Objective
The goal of this Business Process Review (BPR) is to follow
and document our current go-to-market and CRM processes
within our company so that we can handle the regular daily,
monthly, quarterly, periodic and ad-hoc activities of the
business.
3. 3
TIME TIMETIME TIME
Introduction | Where are we now?
Single campaign,
simple data, little
customization
Multi-tactic,
No integration,
and limited campaign
automation
Content
optimization, multi-
touch multi-channel
campaigns,
integrated,
measurement
platform
Customer centric
optimization
fully integrated
programs &
campaigns across
all channels and
mediums
BUSINESS VALUE
PERFORMANCE
Customer
Centric
Campaign
Centric
We are here
Stage 3Stage 2Stage 1 Stage 4
Stages of Maturity | Our Trajectory
4. 4
TIME TIMETIME TIME
Factors for Success
Our success is directly tied to how we manage the different stages of customer
engagement and how quickly we adapt to the changing needs of the market
Developing a 360º view of
the customer
FormerNon-buyer
ProspectSuspect
UserBuyer
Likely attrition
customer
Sales and
Marketing must
evolve.
Developing advanced
insight, targeting and
measurement capabilities
Social networks as a
purchase advisor
Changing consumer
buying process
Shift in media
consumption patterns
Engaging consumers in more
effective and productive ways
Putting the customer at the
center of business strategy
The
digitization of
media and
channels
Socially
enabled mass
engagement
Challenging
competitive
environment
Macro-level trends are
constantly changing
Evolving consumer
expectations
Customer Experience
and Demand is
constantly changing
Buyer
5. 5
TIME TIMETIME TIME
People | Process | Technology
We will improve each stage of customer engagement while enhancing
the overall customer experience through highly effective sales and
marketing programs
5
Analytics, Data, Applications, Tools, Infrastructure, TALENT
Ex-
customer
Non-
buyer
ProspectSuspect User
Buyer
Shopper
Retain
Renew
Up-Sell
Deselect
Cross-Sell
Activate
Entangle
Stimulate
Qualify
Win Back
Acquire
Qualify
Strategy & Direction Create & Customize Manage & Perform
• Business strategy
• Brand strategy
• Customer strategy
• Segment strategy
• Offer/treatment strategy
• Media strategy
• Multi-channel strategy
• Customer experience strategy
• Insight management
• Campaign management
• MRM
• CRM/media mix mgmt
• Segment management
• Lead management
• Content management
• Experimentation management
• Performance management
• Program development
• Offer creation
• Content creation
• Message development
• Treatment
• Personalization
• Customization
CRM Management Systems
• Establish metrics, SLAs and
business rules
• Organizational structure
• Roles and responsibilities
• Decision authority
• Governance
Buyer
7. 7
TIME TIMETIME TIME
Overview
The four reasons we are conducting a Business Process Review (BPR):
1. Identify and manage risks: Identifying project risks at the outset will allow us to
proactively manage, and ultimately mitigate, them.
2. Estimate resource requirements: The BPR, by nature of its thoroughness and detail, will
lead to a much more precise estimate of the final implementation costs. (For precisely this
reason, some of our larger clients will hire us to conduct the BPR before the actual project
is kicked off).
3. Define scope of business process redesign: By breaking down the various transactions
and processes, the statement of work that follows can be very detailed as to what IS and
what IS NOT in scope for this project.
4. Set realistic expectations: By working closely with key team members and stakeholders
during the BPR, realistic expectations about the scope of the project plan, and the
capabilities of the integrated social crm system (Eloqua and Oracle CRM OnDemand) that
will be deployed, can be set and maintained.
8. 8
TIME TIMETIME TIME
Methodology
Key cross-functional team members that possess control and knowledge of certain
areas of our crm environment will provide a fuller and more detailed picture of how
our company uses technology and our crm program to go to market.
All participants are encouraged to participate and document the specific processes being
investigated. Documentation examples include:
• Taking notes
• Saving screenshots and samples of the various objects, campaigns, forms, reports and so on that are
being used throughout our sales and marketing business process
• Raise questions and share feedback: Provide the team and key stakeholders with comments and/or
key feedback (examples)
• What, why, how, where, when are certain processes running?
• Do we need others’ input and/or approval to take that step or make a decision?
• During the documentation stages, it is vital for us to conduct a multi-phased documentation approach
• Business Process Review top to bottom – follow the processes vertically
• Business Process Review side to side – follow processes that span boundaries
• Business Process Review from outside to inside – follow all processes from start to finish, including internal
and external (customers and vendors) resources
9. 9
TIME TIMETIME TIME
Goals of Our BPR
A detailed BPR will reduce certain risks, help manage budget, and produce a successful plan
to reconfigure our sales and marketing automation system. A thorough BPR will help us
achieve three goals:
1. Reduce Risks - The BPR should clearly lay out the path to creating a successful crm
environment.
2. Smoother Implementation - The BPR should broaden the base of support and enthusiasm
for our CRM system, by engaging key stakeholders early in the project.
3. Increase Customer/End-User Satisfaction - Creating a realistic end-user expectation for
the new system will lead to higher satisfaction and greater adoption by the end-users.
10. 10
TIME TIMETIME TIME
BPR Part 1: Business Definitions | Business
Requirements
• Segmentation buyer type and persona definitions
• Universal lead definition
• Universal sales stages definition
• Systems / processes impacting crm environment
• Lead lifecycle management
• Marketing alignment
• Sales alignment
• Sales and marketing alignment
• Marketing and sales adoption
• Internal technology resources / requirements
• 3rd party consultant resources / requirements
11. 11
TIME TIMETIME TIME
BPR Part 2: Business Process Review | Items
• Marketing target audience / list development
• Analyzer
• Databases (internal / external)
• Accelerate closed loop process (CLP)
• Trigger alerts to sales
• Profiler
• Engage
• Lead management
• Lead nurturing
• Lead scoring
• Opportunity qualification, validation, conversion, closure
• Sales – booking business
• Content production
• Content map
• Data model
• Campaign management / planning, design, testing, execution
• Reporting and analytics
12. 12
TIME TIMETIME TIME
BPR Part 3: Sales and Marketing GTM Operations
• Data cleansing and enrichment
• Campaign types
• Events (Bricks and Clicks)
• Renewal
• Formers
• Demand Generation
• Cross-Sell / Upsell / Open Opportunities
• Business prioritization
• Training
14. 14
TIME TIMETIME TIME
Fit/Gap Analysis Introduction
Provide a paragraph or two describing the project and a bit of background
information, if relevant. (Use the worksheet tool provided within this deck)
Scope
Provide a description of the project’s scope. This will define boundaries and set expectations
for the requirements and fit/gap analysis listed in this document.
Fit/Gap Analysis
This section contains the fit/gap analysis for the identified project requirements. This section
can be broken down by activity or business process if it makes sense to categorize the
requirements that way. In each section, it’s advisable to include a brief statement of what is
covered with the implementation for that business process or activity.
15. 15
TIME TIMETIME TIME
Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
Analyzer
Engage
Profiler
16. 16
TIME TIMETIME TIME
Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
ActivePrime
D&B
17. 17
TIME TIMETIME TIME
Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
18. 18
TIME TIMETIME TIME
Fit/Gap Analysis Worksheet
Fit/Gap
Requirement Priority Fit Partial Fit Gap Comments Recommendation
20. 20
TIME TIMETIME TIME
Marketing Roles & Responsibilities (example)
Role Responsibilities
Marketing
Enablement |
Demand
Generation Lead
• Collaborates with Sales, Technology and other team leaders to set program strategy, develop sales
and marketing assets, and build programs that raise awareness, generate demand and win
business.
• Serves as the SPOC for all activities within the marketing enabled demand gen sphere.
Content Manager • Creative asset development and management
Business Analyst
• Oversees the demand generation team’s data warehouse which will include marketable information
stored in disparate databases at Dodge.
• Collaborates closely with technology to establish SLA’s and business rules.
• Reinforces teaming and maintains strong relationship with Technology and teams involved within the
domain.
• Delivers business information to any stakeholder involved in building go-to-market programs or
activities.
• Serves as the SPOC for BI, data, reports.
21. 21
TIME TIMETIME TIME
Sales Roles & Responsibilities (example)
Role Responsibilities
Sales
Enablement
Lead
• Collaborates with Sales, Technology and other team leaders to set program strategy, develop sales and
marketing assets and build programs that raise awareness, generate demand and win business.
• Serves as the SPOC for all activities within the marketing enabled demand gen sphere.
Oracle CRM
OnDemand
Lead
• Oversees all campaigns, leads, opportunities and contacts managed through our go-to-market initiatives in
Oracle CRM On Demand.
• Responsible for closing the loop with the Eloqua lead.
• Works closely with the Eloqua lead to ensure program synergies are in order. Responsible for funnel
management.
• Supports reporting and analytics as needed.
• Develops and maintains business process documentation, manages SLAs, sets and resets business rules,
communicates with Sales teams, executes against the strategies set by the Marketing team lead.
• Serves as the SPOC for Oracle CRM On Demand
Eloqua Lead
• Oversees all marketing automation campaigns, asset development, program management, lead lifecycle
management, lead scoring, third party program integration, database integration and ensures best practices are
followed.
• Works closely with the Oracle CRM lead to ensure synergies are in order.
• Supports reporting and analytics as needed.
• Develops and maintains business process documentation, manages SLAs, sets and resets business rules,
communicates with sales and marketing teams, executes programs against the strategies set by the Marketing
team lead
• Serves as the SPOC for Oracle Eloqua
27. 27
TIME TIMETIME TIME
SFDC | CP | Data Integration - Campaign Methodology
TARGET
MARKET
DODGE
AWARENESS
(BRAND)
AWARENESS
(MARKET)
CONDITIONING
CONSIDERATION
Customer
Intimacy
DEMAND GEN
DECISION
TIME
Points where we will drive engagement
with our target market/audience
28. 28
TIME TIMETIME TIME
SFDC | CP | Data Integration Campaign
The activities that will accelerate engagement
Awareness (Brand)
• Inbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Conditioning
• Inbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Demand Generation
• Inbound | Outbound Sales
• Web | SEM | SEO | Display
• Social Media
• Email
• Events | Bricks and Clicks
Awareness (Market)
• Needs and pains
• Priority Shift
• Research
• Budget availability
Consideration
• Market assessment
• Budget availability
Decision
• Supplier assessment
• Budget allocation
• Procurement | Finance
approval
• Supplier selection
CONTENT CONSUMPTIONCONTENT SYNTHESIS
TIME
We will deliver relevant content
and messages based on our
clients and prospective clients’
level of awareness and readiness
to buy.
32. 32
TIME TIMETIME TIME
Stages Count CR
Universe
Prospects
Leads
MQL Pipeline Value Prospects
SAL
SQL
Opportunity
Sold
$ Sales
Campaign
Eloqua
Known
Closed/Lost
Engaged
Leads
Qualification
OPP
SQL
SAL
Budget
Total:
Campaign Start Date:
Campaign End Date:
Current 2a/2b Suspects/Prospects