Build a better service level agreement

C A T E G O R Y : M A R K E T I N G S T R A T E G Y, F I E L D M A R K E T I N G

Build a Better Service-Level Agreement
Getting b-to-b sales and marketing to align

(e.g. demographics, firmagraphics or

A key component of effective

more closely has driven even the most capable

answers to appropriate BANT-related ques-

lead management is a series

business leaders crazy for years. Team-building

tions) or the achievement of scoring thresh-

of service-level agreements

exercises, sensitivity training, group therapy;

olds/numeric values through a marketing

(SLAs) that clearly define

what hasn’t been tried? While artificially devel-

automation platform (MAP).

shared processes and

oping mutual understanding and trust is defi-

responsibilities

nitely one method of trying to improve the rela-

• Responsibilities/timeframes. Marketing

tionship between the two functions, we believe

should set boundaries for anticipated lead

SLAs should focus on two key

a far better way is through shared process that

delivery timeframes, and the expected vol-

lead passes; from marketing

leads to results.

ume of leads that will be delivered in order

The creation of service-level agreements

for the teleprospecting function to be prop-

teleprospecting to

(SLAs) within a broader lead management strat-

erly prepared. Establish how leads will be

field/channel sales

egy is a perfect example of such process. When

delivered (through what technologies and

properly developed, they bind a number of func-

in what particular format, including the

If your organization builds a

tions to one another around a common goal:

components of a prospect’s record that will

process for certain prospects

The creation and movement of better-qualified

be completed), and the amount of time a

to bypass teleprospecting,

prospects through the demand waterfall. In this

teleprospector will have to begin working a

separate rules will need to be

brief, we examine two types of SLAs that are

lead. Set guidelines for how marketing will

built between marketing and

required for effective demand creation, and

handle rejected leads, and rules for pulling

the field/channel

identify key components and best practices for

back leads from teleprospectors that are

each.

not processed in a timely fashion.

ONE: MARKETING TO TELEPROSPECTING

• Other rules. SLAs also should include

The first SLA should be aligned with the time

three other sets of rules that must be

that marketing delivers a lead to a receiving

agreed to by lead providers and receivers.

function, most commonly teleprospecting. The

First, establish the reasons why the receiv-

components and specifics of the marketing/

ing function can reject a lead and thus not

teleprospecting SLA should include:

be bound to work it. Keep these reasons to

to teleprospecting, and from

a reasonable minimum: good examples
• Program description. An overview of the

include the delivery of an incomplete or

demand creation program that includes

inaccurate prospect record; a lead that has

name, a brief executive summary and its

been delivered to the wrong rep or func-

goals. To this, add the marketing target

tion; a deal that is already in progress, or a

(e.g. vertical, sub-vertical, company size,

lead that has previously been disqualified.

job function), product/solution focus area,

Next are the reasons the receiving function

marketing team/lead provider and the

can disqualify a lead after working it; these

receiving team(s).

also should be in well-defined categories
(e.g. the rep could not reach the prospect

• Lead definition. The characteristics or cri-

after a certain number of attempts, lack of

teria of a lead that will be passed from mar-

budget). The third set of rules should be

keting to teleprospecting. Leads can be

established to determine when a prospect

defined by identifying specific attributes

might bypass the teleprospecting function

© Copyright SiriusDecisions. All Rights Protected and Reserved.

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and be delivered directly to the field or the channel. Often referred

the field/channel is the last line of defense). Define the reasons why

to as “route-around” rules, this may include leads that demonstrate

field sales can reject a lead – similar reasons to the first SLA will

extraordinarily high scores; prospects from named/strategic

apply – as well as the eventual rules that can be used to reject a lead

accounts; or those that explicitly indicate the desire to speak with a

once it has been worked. The creation of a concise, intuitive set of

sales rep. If your organization does route leads around the first line

disqualification rules will set the foundation for the other type of

of qualification defense, there should be a separate SLA established

recycled lead nurturing (“active”), whereby leads are pushed back

with the field or channel to ensure these leads are being processed

into the MAP for nurturing until circumstances and behaviors

correctly and within a desired timeframe.

change enough for the prospect to be submitted once again into
teleprospecting for requalification.

TWO: TELEPROSPECTING TO SALES
The second SLA should be aligned with the time that teleprospecting

SLA BEST PRACTICES

delivers a lead to the ultimate receiver, that being either a field or chan-

Effective SLAs are not only built on the components above; those func-

nel sales resource. The components and specifics of the teleprospecting/

tions that create them must adhere to a number of strategic watch-

sales SLA should include:

words, including:

• Program description. Since this is simply a later stage in the same

• Focus. If you want an SLA followed, keep it as concise as possi-

program, map this section to the description for the previous SLA.

ble. The more nuances and exceptions that are built in means that

One exception will be that different functions are involved, and

the functions bound by them only wind up becoming confused,

should therefore be defined differently.

and eventually resisting the entire process out of frustration. If the
SLA component isn’t judged to be critical by both sales and market-

• Lead definition. Much like the previous SLA, this section lays out

ing, leave it out.

the criteria that trigger a second lead handoff. Whereas the marketing/teleprospecting definition is increasingly being defined by the

• Evolution. SLAs should be living documents that are adjusted over

establishment of a lead score, the second handoff is typically dom-

time based on program performance metrics, data and feedback.

inated by qualification components being identified and/or verified

For example, after a program has begun, marketing may determine

by a human being through actual conversation. The definition of a

that reaching the pre-defined score threshold for passing leads to

lead at this stage is also commonly accompanied by a committed

teleprospecting isn’t feasible. In these cases, the threshold should

next step; for example, the setting of an appointment between

be adjusted downward, with teleprospecting taking on additional

prospect and field rep or channel partner.

qualification responsibilities.

• Responsibilities/timeframes. Similar to the first SLA, set bound-

• Enforcement. SLAs are only effective if those that are bound by

aries for anticipated lead delivery timeframes, and the expected vol-

them are held responsible for following them. This requires insight

ume of leads that will be delivered. Establish how these leads will

via regular reporting of key performance metrics for each involved

be delivered, ensuring specific components of a prospect’s record

function, as well as agreement between leaders – usually the chief

will be completed in the SFA system so that field reps and channel

marketing officer and the chief sales officer – on how a lack of

partners have all they need to take the baton and run with it. Set

adherence will be addressed. If field sales reps consistently take

guidelines for the amount of time a rep or partner will have to

longer than the defined timeframe to accept leads, clear steps to

begin working a lead, as well as the time that will be allotted to

manage the problem must be defined, including conversations with

either promote the lead to an opportunity with anticipated dollar

reps, alerting sales leaders, adjustment of timeframes or disciplinary

value and timeframe to close, or to disqualify the lead and place it

action.

into a lead nurturing program. Create rules for pulling back leads
that have not been promoted or disqualified back into teleprospect-

• Ownership. While a variety of sales and marketing roles must be

ing (a process we refer to as “passive” recycling).

involved in creating SLAs, it’s usually marketing and sales operations
that take responsibility for their ongoing maintenance. Marketing

• Other rules. Two out of the three other rule families set forth in

and sales leaders should sign SLAs and be responsible for commu-

the previous SLA apply here (route-around rules drop out because

nicating their contents and importance to their respective teams.


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THE SIRIUS DECISION

defined boundaries around what each party must commit to in order to

Systematic, repeatable b-to-b demand creation is much like a marriage.

keep the relationship strong. Should either get cold feet and not be will-

The creation of a series of SLAs acknowledges the relationship that must

ing to commit, we’re pretty sure both will wind up in therapy – or worse

be forged between the two functions to drive this success, and puts

– down the road.


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Build a better service level agreement

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