Genpact's intelligent operations program successfully transformed its marketing strategy, boosting its contribution to the sales pipeline from 5% to 27% and achieving a remarkable pipeline value of 277 times its marketing investment within six months. The campaign targeted senior decision-makers in various industries and utilized a multi-channel approach, including direct mail, digital advertising, and thought leadership content. This innovative strategy not only enhanced Genpact's brand awareness but also laid a sustainable foundation for future growth and competition against major rivals like IBM and Accenture.

1. 23Best lead generation or nurturing campaign:
Intelligent Operations
Programme
for Genpact by The
Marketing Practice

2. An integrated demand-
generation engine delivering
277x marketing investment
and 27% of the total pipeline
requirement (up from 5%)
Entry category 23: Best lead generation or nurturing campaign
Summary
How could business operations specialist Genpact meet ambitious growth targets and
compete with heavyweight rivals including IBM and Accenture? What’s more, with previous
demand generation limited to sponsored events, how could it transform marketing’s
contribution to pipeline generation from just 5% to over 20%?
The strategy was to build an integrated demand-generation engine and develop a
message and position based on audience insight – all underpinned by bespoke thought
leadership content, a central data hub and an Inside Sales team working in collaboration
with Genpact’s Account Managers. The communications were delivered using marketing
automation and a full range of targeted direct marketing techniques.
Six months in and the programme had exceeded target, delivering over 277 times the
marketing investment and 27% of the total pipeline requirement, from over 30 qualified
opportunities with C-level decision-makers in major global businesses. Not only has it
delivered great commercial results, it has also provided a sustainable platform that will
allow Genpact to compete effectively and meet ambitious growth targets for years to come.

3. Entry category 23: Best lead generation or nurturing campaign
About the client
Genpact (standing for “generating business impact”) designs, transforms and runs intelligent
business operations including those that are complex and specific to a set of chosen
industries. Founded as a division of GE, the business serves hundreds of long-term clients,
including more than a quarter of the Fortune Global 500. Genpact employs 68,000
employees in 25 countries and has an annual turnover of $2.28bn.

4. in
5yrs
Double
revenue
Entry category 23: Best lead generation or nurturing campaign
Strategy
Since becoming an independent company in 2005, Genpact has grown rapidly (from
19,000 to 68,000 employees) by bringing its Smart Enterprise Processes methodology
to clients beyond GE. The business has a declared aim to double its revenue in five years,
which means winning in the market against the likes of IBM and Accenture, who have more
established brands and much bigger budgets.
A major factor limiting Genpact in the market was the company’s relative lack of profile. Its
growth to date has come largely from referral and reputation, a strategy it could not rely on
alone to meet its highly ambitious growth targets.

5. Entry category 23: Best lead generation or nurturing campaign
Objectives of the campaign
To punch above its weight and support its growth strategy, Genpact’s objective was
to develop and deploy an integrated demand-generation engine from the ground up
that would:
• Leverage high-quality thought leadership content to grab the attention of a very
senior-level audience;
• Increase awareness of the Genpact brand in a way that would resonate with these
time-poor individuals; and
• Generate a high-calibre marketing-sourced sales pipeline.
The specific targets for the programme included:
• Generate £100 of pipeline for every £1 of marketing investment
• Increase marketing’s contribution to the required sales pipeline from 5% to 20%
• Improve brand awareness in chosen geographies by 20%

6. 1. Organisational Model
Mature FP&A organisational leverage global or regional shared services and outsourcing
more often than their less-mature peers – allowing them to realise economies of scale,
improve service levels, and share best practices while building capabilities for supporting
enterprise-wide strategic roles.
Finance Executives see FP&A as a crucial lever to mange the most material
organisational challenges.1
* Percentages are the number of respondents selecting these top challenges
An independent survey of FP&A leaders shows that mature organisations
should focus their attention on organisational models, technology and
data accuracy.
FP&A’s increasingly strategic role
in today’s environment
Advanced operating models can
strengthen FP&A in 3 ways
FP&A helps meet these top challenges:
Enable agility
and adaptability
Manage
risk
Increase growth
and scalability
Reduce
costs
87% 64% 62% 53%
Mature FP&A organisations are two
times less likely to use de-centralised,
organisational models.
53% of immature
FP&A orgainsations
Two-thirds of FP&A organisations have
target models that include global and
regional SSCs for:
Decision Analysis
& Management
Performace
Management
Planning &
Budgeting
Research insights
More robust Financial Planning and Analysis can help CFOs to meet
their strategic business partner role.
CFO + advanced FP&A
= data driven strategies
Entry category 23: Best lead generation or nurturing campaign
The target audience
The Intelligent Operations campaign was designed to target:
• A carefully selected account list of large global organisations across key industry
verticals, including Manufacturing, Media, Financial Services, Oil & Gas, Construction,
Consumer Goods and Retail
• Very senior decision-makers, including Group CFOs, Finance Directors, Global
Technical Officers and Group COOs in some of the biggest businesses in Europe
• 5,000 contacts in total across EMEA
Given the need to engage and build genuine dialogue with this calibre of audience, we
needed something tangible to capture their interest. The key insight that underpinned
the campaign was that companies with agile operating models are more likely to
succeed commercially.
This insight was verified by research:
• Genpact’s research team created a ‘volatility index’ to demonstrate the link between
an organisation’s ability to adapt to changing market/business conditions and its
commercial performance.
• We synthesised these findings with primary research conducted with LinkedIn, with
900 leaders globally across Finance, Procurement, Risk and Operations, which looked
at the most effective levers for transforming to smarter, more agile operating models.
Together, these assets provided the basis for valuable thought leadership that we could share
with the target audience to help them understand where they could gain most from better
operating models. This provided our conversation opener and the backbone to the campaign.

7. Entry category 23: Best lead generation or nurturing campaign
Media, channels or techniques used
Intelligent Operations was a multi-channel programme that was designed to take Genpact’s
highly distinctive thought leadership content and use it to open doors and nurture opportunities.
• We created a fully integrated demand-generation platform to reach the target
audience as illustrated in the programme timeline (see image 1: timeline), which
combined:
• High-impact direct mail and personalised eDM
• Marketo-driven nurture streams
• Paid and organic social activity
• Hyper-targeted digital advertising
• Hosted discussion events
• The creative treatment supported delivery across these multiple channels
• An Inside Sales team was set up to work closely with Sales to nurture and qualify
opportunities and support progression through the pipeline.
• The Inside Sales team was aligned to vertical sales leads, working closely with them
and their teams to develop the target list, share intelligence and agree priorities.
• Lead handover included detailed information sheets, a handover call and regular
follow-up to ensure the opportunity was progressing.
• Salesforce.com was used as a central data hub, integrated with Marketo and Genpact’s
CRM systems to provide closed-loop reporting and track pipeline progression.

8. Entry category 23: Best lead generation or nurturing campaign
Timescales of the campaign
Intelligent Operations is an ongoing, rolling programme, launched in August 2014
Sales enablementDemandResearch / profiling
• Open rates: 19%
• Marketo email
• Nurture stream
Awareness
1. Organisational Model
Mature FP&A organisational leverage global or regional shared services and outsourcing
more often than their less-mature peers – allowing them to realise economies of scale,
improve service levels, and share best practices while building capabilities for supporting
enterprise-wide strategic roles.
2. Technology
Mature FP&A organisations expect high business impact from improved use of advanced
technology and are more aggressive at deploying it.
3. Data Accuracy
61% of organisations state that variations in progress and data quality significantly
impact FP&A performance.
Mature organisations are more acutely aware of the importance of data standards and
quality and its impact on FP&A performance
Finance Executives see FP&A as a crucial lever to mange the most material
organisational challenges.1
* Percentages are the number of respondents selecting these top challenges
An independent survey of FP&A leaders shows that mature organisations
should focus their attention on organisational models, technology and
data accuracy.
FP&A’s increasingly strategic role
in today’s environment
Advanced operating models can
strengthen FP&A in 3 ways
FP&A helps meet these top challenges:
What technology implementation is a priority
Enable agility
and adaptability
Manage
risk
Increase growth
and scalability
Reduce
costs
87% 64% 62% 53%
Mature FP&A organisations are two
times less likely to use de-centralised,
organisational models.
Who expects high impact?
Master Data Management
and Governance
Immature FP&A
Planning and
Forecasting
Moderately Mature FP&A
Global Data
Warehouses
Mature FP&A
Where is big data a priority for FP&A?
53% of immature
FP&A orgainsations
27% of immature
FP&A orgainsations
25% of
immature FP&A
organisations
19% of
immature FP&A
organisations
33% of
immature FP&A
organisations
27% of immature
FP&A organisations
22% of mature
FP&A organistaions
44% of
mature FP&A
organistaions
48% of
mature FP&A
organisations
43% of
mature FP&A
organisations
48% of
mature FP&A
organisations
54% of
mature FP&A
organistations
Two-thirds of FP&A organisations have
target models that include global and
regional SSCs for:
Decision Analysis
& Management
Reporting
Performace
Management
Planning &
Budgeting
Research insights
More robust Financial Planning and Analysis can help CFOs to meet
their strategic business partner role.
CFO + advanced FP&A
= data driven strategies
High Impact High Impact High Impact
Very High Impact Very High Impact Very High Impact
29% 41% 46%
17% 6% 27%
Advanced organisational model and related practices
are an untapped lever. They help evolve the CFO’s
role into a data driven strategist with the ability to turn
insights into enterprise action.
Genpact Limited (NYSE: G) is a global leader in transforming
and running business processes and operations, through an unbiased
combination of smarter processes, analytics and technology delivered
by 64,000+ employees in 24 countries, with key management based in
New York City.
For more information:
Visit www.genpact.com or www.genpact.com/home/solutions/finance-accounting/
financial-planning-analysis
1 Survey conducted by Zenesys of 150 Finance and Accounting executives from large enterprises in mature markets.
103384-001_GEN_FY14_infographic_A5 5pp concertina.indd 1 7/17/2014 4:12:47 PM
underpinned by marketing automation
pipeline value
277xinvestment
27%marketing
contribution
to pipeline
(up from 5%)
Inside Sales
follow-up
calling
eDM2
Digital
advertising
• Web ads
• Banners
eDM1 eDM3
Asset creation
Bespoke to job roles:
• CFO,
• CPO
• COO
• Account-specific insight
High-
impact
DM
Sponsored
updates
Social
listening
to identify
influencersLanding page
• Gated content
Webinars Search-optimised
content
promotion
• SlideShare
• Social selling from Genpact companies
• Social ambassadors
Thought
leadership
research
Social media
promotion
(ongoing)
Aug 2014 Sep Oct Nov Dec April 2015Jan 2015 Feb Mar

9. Entry category 23: Best lead generation or nurturing campaign
Results
Six months into this lead generation campaign, Genpact has a proven, integrated demand-
generation platform which is increasingly recognised as best-in-class for Genpact worldwide.
And the Intelligent Operations programme has specifically delivered:
• Pipeline value of 277 times marketing investment
• 30+ qualified sales meetings with C-level contacts
• A marketing-sourced pipeline for Genpact of 27% of total pipeline requirement (up
from 5% before the programme began)
• A full brand tracking survey has yet to be completed however an initial survey in
the UK showed that awareness of the Genpact brand has doubled since the start
of the programme
Now that the Intelligent Operations infrastructure is in place, the intention is to expand the
programme to further geographical regions and double its scope by the end of 2015.
pipeline value
277xmarketing
investment
27%marketing
contribution
to pipeline
(up from 5%)

10. Entry category 23: Best lead generation or nurturing campaign
Client testimonials
“From a standing start, the Intelligent Operations programme
has enabled Genpact to engage our market, with a programmatic
model of relevant, targeted thought leadership. This has
developed to be a recognised model for best practice for Genpact
worldwide. Not only has the programme delivered great
commercial results but it has also provided a sustainable platform
that will allow us to compete effectively and meet our ambitious
growth targets for years to come.”
Neil Dowling, Marketing Leader, Europe, Australia & Japan, Genpact