The Five Most Important KPIs for Services CompaniesJeanne Urich
The 5 financial metrics critical to the success of services organizations.
How to apply these KPIs to drive new levels of growth and profitability.
Near, and long term, recommended actions.
Lessons from 400+ SaaS companies, in a first of a kind survey focused in Brazil. We are happy to announce the results of the first edition of the Brazil SaaS Landscape Research. We surveyed 597 respondents in May 2017. 49% of respondents were SaaS CEOs and that’s the segment we focused our research on. The report is a joint initiative by SaaSholic, Rock Content, Signal Hill & Redpoint eVentures.
The Five Elements of a Best-in-Class Integrated CampaignG3 Communications
View the full webcast on demand here: https://dg-r.co/2GvQMtj
Many marketing organizations claim they’re running integrated campaigns, but what they’re often doing is running a series of tactics that are loosely connected at best, and working against each other at worst.
In this Webcast, SiriusDecisions service director Craig Moore will share the five elements of an integrated campaign and how best-in-class companies approach the planning, implementation and execution of their campaigns. Craig will also:
• Define what a campaign is and isn't;
• Discuss the programs and job families that make up a campaign;
• Provide a step-by-step approach to campaign planning; and
• Offer guidance on how to adjust campaign structure for an ABM approach.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
The Five Most Important KPIs for Services CompaniesJeanne Urich
The 5 financial metrics critical to the success of services organizations.
How to apply these KPIs to drive new levels of growth and profitability.
Near, and long term, recommended actions.
Lessons from 400+ SaaS companies, in a first of a kind survey focused in Brazil. We are happy to announce the results of the first edition of the Brazil SaaS Landscape Research. We surveyed 597 respondents in May 2017. 49% of respondents were SaaS CEOs and that’s the segment we focused our research on. The report is a joint initiative by SaaSholic, Rock Content, Signal Hill & Redpoint eVentures.
The Five Elements of a Best-in-Class Integrated CampaignG3 Communications
View the full webcast on demand here: https://dg-r.co/2GvQMtj
Many marketing organizations claim they’re running integrated campaigns, but what they’re often doing is running a series of tactics that are loosely connected at best, and working against each other at worst.
In this Webcast, SiriusDecisions service director Craig Moore will share the five elements of an integrated campaign and how best-in-class companies approach the planning, implementation and execution of their campaigns. Craig will also:
• Define what a campaign is and isn't;
• Discuss the programs and job families that make up a campaign;
• Provide a step-by-step approach to campaign planning; and
• Offer guidance on how to adjust campaign structure for an ABM approach.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
This template will help Sales Development Reps (also known as SDR's, BDR's, SR's, EBR's, or ISR's) prepare strong quarterly business reviews.
It includes examples of important areas to cover in a one-hour QBR presentation.
The Customer Success Maturity Model | ClientSuccessClientSuccess
Join customer success leader, Dave Blake, CEO/Founder of ClientSuccess as he discusses a customer success maturity model that will help you build, scale, and optimize a high-impact team and culture of customer success. The webinar will help you determine your current customer success maturity and guide you through the next steps and best practices to strengthen your approach to customer success.
We held this webinar on Thursday, June 22, 2017 at 11:00 a.m. MST. The webinar is called “The Customer Success Maturity Model”. You can request the recorded version by entering the following link into your browser:
https://www.clientsuccess.com/recorded-customer-success-maturity-model/?utm_medium=Organic&utm_source=Slideshare&utm_campaign=Slideshare&utm_content=Customer-Success-Maturity-Model-Webinar-Slideshare
Start planning today in order to nail your 2020 ABM strategy. Join us so we can turn your ABM vision into action, including actionable insights on:
- Meaningful and measurable goals and objectives
- Targeting and engagement practices that convert your high-valued accounts
- Integrating ABM strategies across key marketing functions
- How to manage data flow throughout the ever-evolving and ever-growing tech stack
Walk away with a full understanding of how to turn your ABM vision into a workable plan, set it to a timeline and hit the ground running in 2020.
Customer Acquisition Management Process Complete PowerPoint Deck With Slides SlideTeam
Need to showcase your customer acquisitions strategy? This content-ready customer acquisition management process PowerPoint presentation covers set of methodologies and systems to manage customer prospects and inquiries generated by various marketing techniques. It can be presented by middle to top management. The customer relationship management PPT presentation comprises of 61 slides including customer acquisition framework, target prospects, target group segment, channels, acquisition strategy plan, demand creation strategy, sales force automation, lead generation strategy, lead conversion, lead scoring, lead nurturing tactics, lifecycle, campaigns, roadmap, growth strategy, marketing reach by channels, referral marketing funnel and report, loyalty lifecycle, loyalty program performance, social media marketing, ANSOFF matrix for growth strategy, public relation, acquisition cost, data analytics, key metrics, revenue model, CRM pipeline, CRM sales leads, CRM customer satisfaction feedback and many more. This customer retention procedure PowerPoint templates are apt to present various topics such as lead management, client retention tactics, marketing automation, client retention, acquisition management plan, b2b lead generation, client engagement, consumer retention and development, sales strategy, client lifecycle management etc. Download our customer acquisition management process PPT slides to display information in a dynamic format.Convey the inputs with our Customer Acquisition Management Process Powerpoint Presentation Slides. Feed their brains with the desired data.
The Future of Contact Centers Artificial IntelligenceJim Iyoob
It is not possible to have your company everywhere all the time, right? But today’s customers want it fast, they want it good and they want it their way. Your customer will leave you if it’s not their way; you can expect up to 95% of them to tell their friends, family and co-workers about their bad experience. Matt Rocco and I have put in a lot of work together to write “The Future of Contact Centers”.
Are you dependent on the Rigid frameworks or on the Heroes in your Organisation to institutionalise KAM process?
1
Key Account Planning & Management needs strategic planning and thinking.
2
DemandFarm brings best flexible and configurable frameworks and make this process easy
3
Get introduced to a framework which is best of both Automated tools and Human intelligence
How To Evolve Your B2B Go-to-Market Strategy With Account-Based ExperienceDemandbase
Account-Based Experiences (ABX) has become the modern approach by leaders, and its rooted in an intense focus on the customer at every stage of the buying cycle, using intelligent insights to know when and how to engage, and what to say to each account.
During this session, join Tenessa Lochner, Director of Enterprise Marketing & ABM at Demandbase, to learn how companies are evolving their go-to-market to align with the buyer experience at every stage of the journey, including:
Site customization;
Forms enrichment; and
Personalization approaches to create unique experiences for customers and prospects.
"You can download this product from SlideTeam.net"
Improve sales team’s skills to sell products and services using ready-to-use Sales Performance PowerPoint Presentation Slides. Monitor and guide salesforce with right techniques of making a sale with sales performance PPT presentation templates. Educate sales people to set goals and achieve those to satisfy the customers. Incorporate content-ready sales performance analysis PowerPoint presentation complete deck which comprises of templates such as financial highlights, products offering, sales performance dashboard, sales revenue, sales budget vs actual, quarterly sales summary review, key sales performance metrics, sales rep performance scorecard, sales KPI performance, sales activities dashboard, sales KPI tracker, and more. Enhance the process of goal setting and planning, feedback, skill development and performance review with sales performance PowerPoint presentation layouts. Keep a tab on the information like sales quotas, territories, incentive compensation, job assessment, forecasting, and more. Use easy-to-understand sales performance PPT presentation slides to boost and encourage behavior that drive sales. Be faster at it with our Sales Performance Powerpoint Presentation Slides. They assist you to gain time. https://bit.ly/3rYVhTy
Use this modern go-to-market framework to define the activities required to successfully build market-driven products & services that customers will accept.
An effective sales strategy is essential to build a brand and to generate sales and increase revenues. Do you have a strategy ready? Download these 26 content-ready sales strategies PowerPoint presentation slides and convert leads to make the difference between poor, average, and record sales numbers. Download now
https://www.slideteam.net/complete-powerpoint-decks-presentations/sales-strategy-powerpoint-presentation-slides.html
Did you know that 6 of 7 key players in a B2B buying process never visit your website? With account-based marketing you can now reach and influence your buyers across the web, by serving display ads only to your target accounts, and no one else. In this brief, educational webinar learn:
What is Account-based Marketing?
--Account-based (ABM) advertising - the basics
--Why should I run ABM programs?
--How it Works:
Prioritizing target accounts
Media buying, ad pacing, and more
Measuring ROI and reporting
Budgeting & Planning ABM programs
Account based marketing: from strategy and plans to execution and insightsEngagio
It’s time to go beyond the buzz of Account-Based Marketing and put the strategy to work. However, even some of the smartest and most sophisticated companies are struggling to align their organization and get started with ABM. It doesn’t have to be hard. In fact, it’s easier than you think. Join Engagio and Demandbase, to hear how the marketing leadership from each team has built a world-class ABM program from the ground up. You’ll discover who the key players are that you'll need for your ABM Tiger Team, critical factors for selecting the accounts most likely to close, and how to find the buyers and key influencers to cut sales cycles times in half. You'll also learn how to capitalize on anonymous buying behavior, and the biggest secrets to launching your ABM program.
Download Engagio's Clear and Complete Guide to Account Based Marketing at Engagio.com/guide
Learn more about Engagio at Engagio.com
Twitter.com/Engagio
Linkedin.com/Company/Engagio
Facebook.com/Engagio
This template will help Sales Development Reps (also known as SDR's, BDR's, SR's, EBR's, or ISR's) prepare strong quarterly business reviews.
It includes examples of important areas to cover in a one-hour QBR presentation.
The Customer Success Maturity Model | ClientSuccessClientSuccess
Join customer success leader, Dave Blake, CEO/Founder of ClientSuccess as he discusses a customer success maturity model that will help you build, scale, and optimize a high-impact team and culture of customer success. The webinar will help you determine your current customer success maturity and guide you through the next steps and best practices to strengthen your approach to customer success.
We held this webinar on Thursday, June 22, 2017 at 11:00 a.m. MST. The webinar is called “The Customer Success Maturity Model”. You can request the recorded version by entering the following link into your browser:
https://www.clientsuccess.com/recorded-customer-success-maturity-model/?utm_medium=Organic&utm_source=Slideshare&utm_campaign=Slideshare&utm_content=Customer-Success-Maturity-Model-Webinar-Slideshare
Start planning today in order to nail your 2020 ABM strategy. Join us so we can turn your ABM vision into action, including actionable insights on:
- Meaningful and measurable goals and objectives
- Targeting and engagement practices that convert your high-valued accounts
- Integrating ABM strategies across key marketing functions
- How to manage data flow throughout the ever-evolving and ever-growing tech stack
Walk away with a full understanding of how to turn your ABM vision into a workable plan, set it to a timeline and hit the ground running in 2020.
Customer Acquisition Management Process Complete PowerPoint Deck With Slides SlideTeam
Need to showcase your customer acquisitions strategy? This content-ready customer acquisition management process PowerPoint presentation covers set of methodologies and systems to manage customer prospects and inquiries generated by various marketing techniques. It can be presented by middle to top management. The customer relationship management PPT presentation comprises of 61 slides including customer acquisition framework, target prospects, target group segment, channels, acquisition strategy plan, demand creation strategy, sales force automation, lead generation strategy, lead conversion, lead scoring, lead nurturing tactics, lifecycle, campaigns, roadmap, growth strategy, marketing reach by channels, referral marketing funnel and report, loyalty lifecycle, loyalty program performance, social media marketing, ANSOFF matrix for growth strategy, public relation, acquisition cost, data analytics, key metrics, revenue model, CRM pipeline, CRM sales leads, CRM customer satisfaction feedback and many more. This customer retention procedure PowerPoint templates are apt to present various topics such as lead management, client retention tactics, marketing automation, client retention, acquisition management plan, b2b lead generation, client engagement, consumer retention and development, sales strategy, client lifecycle management etc. Download our customer acquisition management process PPT slides to display information in a dynamic format.Convey the inputs with our Customer Acquisition Management Process Powerpoint Presentation Slides. Feed their brains with the desired data.
The Future of Contact Centers Artificial IntelligenceJim Iyoob
It is not possible to have your company everywhere all the time, right? But today’s customers want it fast, they want it good and they want it their way. Your customer will leave you if it’s not their way; you can expect up to 95% of them to tell their friends, family and co-workers about their bad experience. Matt Rocco and I have put in a lot of work together to write “The Future of Contact Centers”.
Are you dependent on the Rigid frameworks or on the Heroes in your Organisation to institutionalise KAM process?
1
Key Account Planning & Management needs strategic planning and thinking.
2
DemandFarm brings best flexible and configurable frameworks and make this process easy
3
Get introduced to a framework which is best of both Automated tools and Human intelligence
How To Evolve Your B2B Go-to-Market Strategy With Account-Based ExperienceDemandbase
Account-Based Experiences (ABX) has become the modern approach by leaders, and its rooted in an intense focus on the customer at every stage of the buying cycle, using intelligent insights to know when and how to engage, and what to say to each account.
During this session, join Tenessa Lochner, Director of Enterprise Marketing & ABM at Demandbase, to learn how companies are evolving their go-to-market to align with the buyer experience at every stage of the journey, including:
Site customization;
Forms enrichment; and
Personalization approaches to create unique experiences for customers and prospects.
"You can download this product from SlideTeam.net"
Improve sales team’s skills to sell products and services using ready-to-use Sales Performance PowerPoint Presentation Slides. Monitor and guide salesforce with right techniques of making a sale with sales performance PPT presentation templates. Educate sales people to set goals and achieve those to satisfy the customers. Incorporate content-ready sales performance analysis PowerPoint presentation complete deck which comprises of templates such as financial highlights, products offering, sales performance dashboard, sales revenue, sales budget vs actual, quarterly sales summary review, key sales performance metrics, sales rep performance scorecard, sales KPI performance, sales activities dashboard, sales KPI tracker, and more. Enhance the process of goal setting and planning, feedback, skill development and performance review with sales performance PowerPoint presentation layouts. Keep a tab on the information like sales quotas, territories, incentive compensation, job assessment, forecasting, and more. Use easy-to-understand sales performance PPT presentation slides to boost and encourage behavior that drive sales. Be faster at it with our Sales Performance Powerpoint Presentation Slides. They assist you to gain time. https://bit.ly/3rYVhTy
Use this modern go-to-market framework to define the activities required to successfully build market-driven products & services that customers will accept.
An effective sales strategy is essential to build a brand and to generate sales and increase revenues. Do you have a strategy ready? Download these 26 content-ready sales strategies PowerPoint presentation slides and convert leads to make the difference between poor, average, and record sales numbers. Download now
https://www.slideteam.net/complete-powerpoint-decks-presentations/sales-strategy-powerpoint-presentation-slides.html
Did you know that 6 of 7 key players in a B2B buying process never visit your website? With account-based marketing you can now reach and influence your buyers across the web, by serving display ads only to your target accounts, and no one else. In this brief, educational webinar learn:
What is Account-based Marketing?
--Account-based (ABM) advertising - the basics
--Why should I run ABM programs?
--How it Works:
Prioritizing target accounts
Media buying, ad pacing, and more
Measuring ROI and reporting
Budgeting & Planning ABM programs
Account based marketing: from strategy and plans to execution and insightsEngagio
It’s time to go beyond the buzz of Account-Based Marketing and put the strategy to work. However, even some of the smartest and most sophisticated companies are struggling to align their organization and get started with ABM. It doesn’t have to be hard. In fact, it’s easier than you think. Join Engagio and Demandbase, to hear how the marketing leadership from each team has built a world-class ABM program from the ground up. You’ll discover who the key players are that you'll need for your ABM Tiger Team, critical factors for selecting the accounts most likely to close, and how to find the buyers and key influencers to cut sales cycles times in half. You'll also learn how to capitalize on anonymous buying behavior, and the biggest secrets to launching your ABM program.
Download Engagio's Clear and Complete Guide to Account Based Marketing at Engagio.com/guide
Learn more about Engagio at Engagio.com
Twitter.com/Engagio
Linkedin.com/Company/Engagio
Facebook.com/Engagio
Discover how to generate demand for your products and services to increase your sales. Learn the demand generation process and content strategy that aligns with lead generation and the buyers journey to effectively increase revenue for your business.
What is a Go-to-Market Strategy & How to Create OneCompellingPM
We often hear other PMs and executives say the word Go-to-Market Strategy and everyone nods their heads as if they know exactly what the other person really meant. But the reality is that within any given organization, there are as many ideas of what Go-to-Market Strategy means as there are senior level executives. And when Product Marketing is asked to develop a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders because each one has a different expectation. In this webinar, we'll help you to create a common understanding of a Go-to-Market Strategy and what Product Marketing needs to do to effectively create one.
Key Takeaways from participating in this webinar:
- Develop a common definition for a Go-to-Market Strategy that can be shared with your organization
- Learn the seven elements that go into a complete Go-to-Market Strategy
- Understand the steps to creating your Go-to-Market Strategy
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Lead Generation is one of a very important step of Sales Process. It involves cold calling, social media marketing, email campaign, webinars, events, conferences and so on. There are many things to be considered before beginning any of the lead generation strategies. Many factors needed to be into consideration for an effective lead generation.
17 Demand Generation Statistics Every CMO Needs to SeeHubSpot
Understanding which KPIs really matter is critical to determining the success of your marketing programs. Check out the highlights from our Demand Generation Benchmarks Report!
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
Predicting the future of b2b marketing with NexusCyance
How predictive analytics is transforming b2b marketing by squeezing the value from customer data and driving effective marketing targeting and campaign strategies.
Industry 4.0: Technology Insights for Channel Program OptimizationSeth Jacobsen
The concept of Industry 4.0 – also known as the fourth industrial revolution – is mostly rooted in data, analytics, autonomous learning, and the Internet of Things. The impact of smart technology, however, is not limited to the supply chain and manufacturing operations. Opportunities to innovate exist in the sales and distribution channel as well. Of course, the ultimate goal is to reduce costs, increase productivity and market share, and drive revenue growth.
Improve Sales Productivity with Digital Sales CoverageMarketBridge
Customers now spend significantly more time doing on-line research, they expect to be served up content aligned to their buying process and on their time frames.
As a result, sales productivity is suffering, with an estimated 67% of sales reps not meeting their quotas, mainly due to a lack of digital sales coverage.
In this whitepaper we outline the 5 steps required to implement digital sales coverage
This presentation covers the key trends that will impact B2B sales and marketing in 2015 and beyond. Key trends include a focus on sales metrics, social media, sales and marketing alignment, buyers funnel and importance of prompt lead follow-up.
Learn how shopping analytics can help answer these four questions:
• Is this a valuable ad moment?
• What is the value of the ad moment?
• What is my buyer’s context at this moment?
• How do I maximize the moment?
A Pinpoint Systems Corporation white paper discussing how companies must transform from being about them to being about the customer by:
-Committing to a philosophical and cultural shift
-Centralizing the 360° view of customer information
-Enabling intelligent outreach
-Enabling intelligent dialog
To support organizations in making the transformation from a product- and channel- focused organization to one focused on the customer, Pinpoint Systems has applied their expertise in the customer-centric space to create the Marketing System of Record solution, powered by the efficiency of the IBM Enterprise Marketing Management platform.
The tracking features of the solution allow analysts to complete these tasks:
• Attribute customer actions to specific campaigns and target cells.
• Use campaign and response history for audience selection and segmentation.
• Compute standard campaign performance metrics.
• Automatically report those metrics, as well as emerging sales trends, to product managers and other stakeholders.
Great article by McKinsey in 2022
The pandemic has converted B2B buyers to e-commerce in a big way. B2B sellers need new capabilities to meet their new expectations.
Let customer insight guide your bank's content marketing strategySounds About Write
While many banks and financial institutions continue to turn to content marketing to engage their prospective buyers and customers, the reality is the overwhelming majority are struggling to achieve success.
Buyer behaviour in complex B2B sales has changed dramatically in the past 5 years. In this white paper we look at the characteristics of high-tech B2B sales and marketing and what you should do today to generate demand for your technology products and services.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
2. “Our customers do not decide to start
searching for solutions to their problems
because we decided to run a campaign.
Demand is ‘always on’, 24 hours a day,
7 days a week. So why shouldn’t your
marketing be?”
Michael Brenner - Director Online/Social Marketing SAP
14. We redefine our activities
in terms of their contribution to
revenue, not leads or brand.
15. We have a new architecture
for campaigns and processes.
16. And we have continuity
in touch points.
We align with the buyer’s phases,
use the buyer’s triggers,
focus on sequenced engagement that is
right place, right time.
21. Every program must start with a
targeted buyer, and rationalize
content and pacing of nurturing in
reference to the buyer’s decision
making process.
23. Advanced B2B organizations have shared
objectives with Sales and Marketing, and
common lead stage definitions.
This is now the minimum
requirement to run Marketo and
SFDC successfully.
24. B2B organizations:
44% use last touch point
21% split across multiple
11% use market testing
3% use modeling
The latter 2 are the most
insightful.
25. Only 50% have analytics.
Very few are forecasting.
Even fewer are reporting through
to revenue.
42. B2B marketing has been on the
wrong track for a while.
B2C marketing is a large influence
and comes from the ‘Mad Men’ era
that had product-focused messaging.
43. So, we’ll all agree that
we are B2B marketers.
And that is very unrelated to
B2C marketing.
44. Buyers come first, with their rational,
complex business needs.
Relationships matter greatly,
not transactions.
45. The B2B buyer is searching
for solutions to
specific business challenges.
(Their pain points)
47. Because a successful B2B Marketing and Sales
group builds customer relationships that support
and drive additional purchases
over the long time horizon.
48. Marketing and Sales
will anticipate and address the
diverse set of B2B buyer’s concerns
throughout the buying process.
49. 1/3 of companies are now linking
revenue to marketing.
That is what is needed to succeed in this new
world of Buying 2.0 and B2B marketing.
54. It won’t be without challenges.
B2B contributes more than 50% of
economic activity.
But total marketing and
advertising spend is just 35% of
the total.
56. Our campaign mentality led us to measure
number of emails sent, number opened,
number of event attendees, number of
web page visitors, number of media hits.
We need to measure deals
won, or net increase in
revenue to know if we’re
successful.
58. To build and manage a new set of
integrated B2B demand generation
programs that can consistently and
repeatably convert prospects into
lifetime customers.
59. 2005 was the year of
incubating leads from
INQ to MQL
2010 saw a shift to
INQ to WON
61. Think in terms of how our
contributino align to moving
buyers down an integrated
(Marketing and Sales) B2B
demand generation funnel.
62. The best in class
Have granular knowledge of the buyer and
their needs throughout the buying process
63. Understand the key buyer personas:
- Demographic and behavioural characteristics
that define these buyers
- Big hairy business problems these buyers face
64. Plus the best have a complete portfolio
of content developed to address
targeted buyer persona needs at every stage
of their buying process.
66. Universal Lead Definition
Common Sales and Marketing language
Definition of a sales ready lead for each persona
Plus SLAs that clearly govern the rules of
marketing and sales in moving the buyer down
from INQ to Closed/WON
67. Closed Loop
Marketing in connected to the transactional register so
marketing can be linked directly to revenue.
- Marketing has a clear revenue target for
demand generation activities.
- Analysis is done to link content to closed sales.
- Conversion rates through each stage are
analyzed to fin dopportunities for imporvement
to the system efficiency.
68. One last detail
Sarbanes-Oxley - a law that sets standards for
how public company boards, management and
public accounting makes decisions.
It means more people involved, more diligence.
This changed B2B buying ~10 years ago.
70. Have more access to information
Have more white noise
Have more required validation
Have more colleagues in the process
There’s less buyers in total
78. Online content is no longer tactical.
It is strategic.
That’s because Buyer 2.0 engages with content
not just for awareness, but to leverage sources
to make serious and substantive decisions.
79. The result of their research determines
- potential candidates
- comparison criteria
- formalizes a purchase plan
80. During research, 42% of buyers
evaluate 4 or more suppliers.
But only 26% source quotes from 4 or more.
81. That’s why generating awareness, and trying to
get names of prospects no longer works.
We manage a substantial one to one content
based dialogue with B2B buyers in the demand
generation process, to win more deals and book
more revenue.
83. B2B Marketers engage prospects too late.
Before thinking of buying, customers are trying to sense
the next issue or problem they will face.
They research, read thought leaders, talk to people, look
for examples that will help clarify their next move. They
are researchers looking for content. Marketers need to
get involved at this stage.
Long before an RFP.
84. B2B Marketers need to become educators
and facilitators.
Actively helping customers articulate a need
they may not have known they had.
Only when a buyer has identified a need and
wishes to make a purchase can marketing
move into lead generation mode.
85. Only 5% of research is done close to a
purchase decision.
91. The Buyer’s Critical Path
The assembly of coherent engagement of
buying-stage issues, content and channels
that constitute true value, substantive
dialogue with the prospective buyer.
92. The Buyer’s Questions
Buyer 2.0 may have moved online, but still
asks the same questions and has the same
stages as 20 years ago.
We can learn from consultative and
challenger selling methods.
This is our foundation.
95. Buying stages
Our buyer only spends 5% of his time in
Satisfaction.
He may spend up to 79% of his time in
Acknowledgement. Here, he is open to our
messaging.
96. Buying stages
But in Acknowledgement, he is on the fence.
Demand Generation needs to move this
buyer from Acknowledgement to Decision.
103. - Shift attention to MOFU
- Focus on continuity of buyer’s journey
- Building relationship (one content offer at
a time).
- Staying in constant (appropriate) nurturing
contact
- Processes for handoffs and qualification
- Systems that drive continuous, efficient,
sustainable demand generation processes
104. Buyer 2.0’s Agenda
Is self-driven education, to solve business
problems - to find solutions.
105. Content and campaigns must add value to
the buyer’s own process and engage him
where and when he is in his buying process.
106. Content must be highly
relevant to his pain points
and truly valuable.
115. So, insights are critical to
identifying and capitalizing on
scale opportunities in consumer
markets - which may be a scope
far beyond the mere product or
service being offered.
117. B2B Buyers buy to solve problems.
Not merely to meet needs.
Understanding and addressing a buyer’s
most painful problems is integral to getting
Buyer 2.0 off the fence.
118. Our B2B Demand Generation program
starts with our buyer’s pain points, then
addresses these pain points.
Then we map them to the
ultimate delivery of a solution.
This is the core of our go to market strategy.
119. Focusing on pain points enables us to very
granularly analyze the process our
targeted buyer will go through to
address his/her problem.
This helps us design high targetd programs
for engagement, acquisition and nurturing.
121. We connect the dots between pain points
and an eventual purchase through our
demand generation programs.
This means we analyze, understand and
leverage the process that B2B buyers go
through when they connect the dots
themselves.
123. The Critical Path is a set of predictable and
repeatable buyer journeys that we can
position our demand generation programs to
facilitate, and that can serve as the
foundation for a successful, scalable and
sustainable business.
125. We need to understand
- The Buyer Personas that constitute the
differentiated but parallel critical paths.
- The content consumption process of each
of these personas (the steps on the path).
127. Product Marketers have one idea of what a
‘persona’ is. Often this is about product use,
in a particular situation. These may be used
by UI or UX folks.
We want Buyer Personas.
Demographics matter, but we want to
know the well trodden paths of buyers as
they consume content and go through
their buyer education process.
128. - What content did they read?
- What mediums did they use
to consume content?
129. We will have more answers when
we analyze the performance of
our own marketing programs.
What is the engagement with
our inbound and outbound
content?
131. Understanding not only who your buyer
personas are but also how they engage in
the buying cycle (and how the buying
process is defined) is a ‘new rule’ for the
creation of buyer personas.
135. Some math:
x personas
y buying stages for each persona
z content steps for each buying stage
(i industry segment - may not be required)
xyz(i) = a lot of content.
So we want to focus on 3 primary
personas.
136. NEXT STEP
We carefully analyze the buying process
of each of the personas and specifically
analyze the content each tends to
consume, and the questions each tends to
ask, at each of the stages.
This is the basis for our content marketing
program, our nurturing and our scoring
models.
137. Let’s reframe our thinking to focus on
our customers’ buying process,
rather than our selling process.
139. The lifetime of our programs is much, much
longer than traditional, calendar-based
campaigns.
We will deliver results over years, not just
months or weeks.
And we can refine it all along the way.
141. Sometimes, our persona analysis will reveal
additional personas. Procurement managers,
or Lead Developers, for example.
We need to account for Phase-Specific
Buyer Personas.
143. ROI Characteristics of Marketing
will shift dramatically.
The long-tail of the program will far offset
the initial investment, so it will yield ROI that
is many times what’s been expected from
B2B Marketing in the past.
144. With internet-based dialogue, our content
may account for up to 95% of
the Buyer’s Journey.
(SiriusDecisions estimates the average
B2B buyer is 70% through their journey
when they first speak to someone in Sales.)
146. Demand Generation
content must:
- Cover critical information is on the buyer’s mind, at each
stage of the buying process
- Convey insights on specific topics and issue aligned to the
buyer’s pain points
- Carry the buying process forward
- Be delivered via the right channel, at the right time and in
the right voice
- Be closely aligned to each persona’s buying cycle and
content consumption process
148. Lead Nurturing 101
1. Know something about our buyer (based on
‘listening’ to his/her needs, pain points or timing).
2. Tee up an appropriate content offer
targeted at addressing what you believe are
the buyer’s content needs at that moment.
3. Gauge how the buyer reacts, and based
on that reaction, tee up the next offer.
150. We learn about the buyer every
time we offer something.
And we progress buyers
through their journey with
what we offer.
151. Initial Human
Contact
Initial Buyer
Interest
Sales Follow
Up
Sales
Nurturing
Collect Buyer
Insights &
Route
Follow up with
Content Offer
Marketing
Nurturing
More Buyer Intrest and Action
Inbound Marketing
Outbound Marketing
152. Our new buyer-pull
architecture consists of a
matrix of these nurturing loops.
When mapped out, it looks like an
operational flowchart, built around a pattern
of if/then statements.
153.
154. Moving nurturing to a
buyer-pull architecture
- Lauching campaigns via a buyer trigger, not a mass push
- Serving up campaign content to match where the buyer
is in his/her buying process
- Segmenting campaigns by buyer persona
- Using each phase of engagement with a buyer to do
progressive profiling
- Driving each next touchpoint in a campaign via lead
scoring and routing logic
156. They have an
organic campaign structure.
This means that content and campaigns across
inbound and outbound channels are integrated.
This makes demand generation
less interruptive.
158. Inbound and Outbound
both have their place.
Different channels are preferred at
different stages of the buying process.
Plus, the proportion of B2B leads via
inbound is increasing.
159. A typical B2B buyer is operating
on a massively multichannel basis.
They consume content in parallel
across multiple channels.
161. 1. The need for a holistic strategy
2. The need for orchestration
3. The importance of catalyst
content
4. The importance of ‘getting found’
162. Holistic Strategy
Our strategy addresses a total
dialogue with each buyer, across
inbound and outbound channels.
ie if a buyer tends to engage with blogs when they are first
understanding their problem, then we need early-stage
content, in the blog medium.
163. Currently, more than half of all
new inquiries are generated
through the Web.
In 12 months, it will be nearly
75%.
164. Don’t be fooled by our impressions
of a certain medium.
It is about what our buyers prefer.
For example, 32% of IT decision makers said email is
the best way to communicate with them.
But only 20% of marketers thought that.
165. We must re-orient our outbound
to engage when most
appropriate.
Email marketing - less effective for
front-end engagement/lead
acquisition, but more important and
effective for lead nurturing.
166. What about the ‘From’?
Research shows that early stage email content
should come from trusted resources and
thought leaders (not a sales team member).
Later in the process, an email coming from a
sales team member makes more sense,
especially after there has been an initial
engagement.
167. Outbound channels require a
pre-existing relationship with a buyer,
thus are more effective downstream for
nurturing, not upstream at the
engagement stage.
168. 2. Orchestration
We have a total view of a buyer’s interactions
across both inbound and outbound.
From early stage, to final nurture before
a sales-ready lead is handed off.
We tie all our activity to a final revenue
outcome, so that we can measure these
interactions and tune our content and
campaigns over time.
169. The buyer always has a next logical
step in the form of a content offer.
170. Progressive Profiling
We capture critical insights about the
buyer via a pattern of progressive
profiling that we use to target
subsequent content offers and better
score/qualify the lead.
172. Research suggests there is a 50:1 ratio
on a download, no form:form.
The key is to differentiate broad-level
engagement of anonymous buyers from
targeted nurturing of specific, identified buyers.
And we ask a little more of a buyer each time we
interact with them. That’s progressive profiling.
174. The middle layer - the critical layer - of
content in B2B Demand Gen is
catalyst content.
This is the bridge between engagement
and nurturing.
Between anonymous and known.
176. What content has the unique ability
to not only get B2B buyers to give up
core contact information,
but also to be open to (and really want)
follow-up content delivered via
nurturing?
177. For Buyer 2.0,
he won’t make the leap between
unstructured/anonymous/inbound
interactions to
structured/known/outbound
interactions without a catalyst.
178. Examples of Catalyst Content
- Highest value White Paper
This content represents our answers to Buyer
2.0’s questions about buying process and pain
points, which we center all our content around.
- Or it may be the jewel of a very well planned
outbound campaign that centers on the central
pain point that is the optimal point of interaction
with a potential buyer.
179. Buyer 2.0 should make his way
to this content.
Because it is a line in the sand.
It is also the focal point in planning
both upstream engagement activities
and downstream nurturing activities.
Everything must tie into our catalyst
content in some way.
180. The content of our programs must
be truly substantive and helpful
to the buyer.
And our programs must immediately
respond once the buyer initiates
outreach.
181. We have an always-on demand
strategy that utilizes an effective
inbound marketing approach.
- Optimized Website
- Consistent Paid Search
- Drip Nurture Programs
- Marketing Automation
182. “The cost of going in and out of the
marketplace with time-bound
campaigns often cannot compare to an
effective always-on campaign.”
- Michael Brenner
184. Leads have too-often equated with net-new
email addresses.
There has been little follow-through after
initial lead acquisition.
B2B Marketers have historically been
focused at the top of the funnel - generating
‘awareness’ with interruptions.
185. We need to constantly monitor
and proactively manage leads at
all stages of maturity.
We approach both the continuous education of
buyers, and the qualification of them as leads
(powered by marketing automation) as literally a
factory-like operation.
186. And we use the operations
mindset of continuous
improvement.
Yep, just like Toyota.
187. With this mindset, we use
operations best practices like
understanding process flow,
interdependencies, throughput,
cycle times and bottlenecks, as
the basis for how we optimize
our operation.
190. 1. Outputs
Identify our objectives - both in
terms of revenues and our
definition of a qualified lead.
191. 2. Framework
Work backwards through the
qualification stages that are
required to get to our outputs clearly defining what must occur
at each stage and the role of
sales and marketing.
192. 3. Process
Map out the flows of content
offers, buyer profiling, lead
scoring and nurturing that will
move a buyer through our
qualification stages.
193. 4. Performance
Run the ‘reverse funnel math’ - ie
the total lead throughput and
conversion rates throughout our
demand generation program,
that will repeatably deliver
against our objectives.
194. 5. Continuous management
Building and operating our
demand generation program that
is designed to be run in a
continuous, always-on state,
24/7.
197. Outputs
First, we want to know the end revenue
objectives we intend to enable.
Second, we want to know what a
qualified lead looks like. ie, the one that
will have the highest potential to turn
into revenue.
198. Clear hand-off
- Who is our ideal prospect?
- What stage are they typically at in their buying
process?
- What are their questions?
- What education have they done, and what do
they need to do next?
- What does their organization look like, and what
is their role in that organization?
- What is their budget, authority, timing and needs?
200. The anchor of our B2B Demand
Generation system is being able to say
to generate X revenue, we need Y
sales-ready leads (at our current win
rate), that have Z characteristics.
201. Qualification characteristics
1. Give us a better sense of the differences between
larger populations of prospects, vs those buyers that are
ready to puchase.
2. Help us better manage middle of funnel (MOFU)
interactions by establishing nuances to the stages of
interaction.
3. Help us be more prescriptive in identifying operational
bottlenecks and/or underperformance at any point in our
Demand Gen system.
203. We map out the flows of content
offers, buyer profiling, lead scoring
and nurturing that will move a buyer
through our qualification stages.
204. Content Offers
Discrete points of engagement with
buyers, which may occur via email,
Web or other mechanism.
“Dialogue” with our buyer.
205. Buyer Profiling
Each content offer should garner a more
complete picture of a buyer’s profile and thus
support further lead qualification.
This occurs via form data and contentbased behaviours, such as ‘clicking through’
or downloading content.
We want to capture and use this to do ongoing,
continuous profiling.
206. Lead Scoring (Logic)
This is the model we use to decide where our
buyer is in his/her journey (to becoming a
qualified lead).
Based on a combination of factors - explicit
information about the buyer, and implicit
information based on their behaviours.
207. Nurturing Logic
The threading, routing and looping of our buyer
- depending on their interactions with our
demand generation system.
This is the overall organization of our flowchart.
211. One that we can measure with
performance metrics, and
baselines.
This way we can better understand how the
flow through our stages of buyer interactions
will consistently lead to the right volume and
quality of sales-ready leads.
213. Starting with the volume of sales we need, at a given
sale amount, we consider the win rate, the work the
math back upwards, to figure out how many sales
opportunities had to be created, how many leads
existed at each conversion stage before that, and given
the conversion rate at each stage, how many inbound
and outbound impressions per time period must be
generated at the top of the funnel.
(This usually results in a ridiculously large number)
215. We can check our progress against
industry benchmarks from
SiriusDecisions.
216. Our 3 Benefits
1. Our numbers are grounded. TOFU and BOFU.
2. We have a basis for reviewing and
benchmarking.
3. We have a basis for diagnosing opportunities
to improve performance at specific stages.
218. The Major Leap Forward
Moving from a push/time-based mindset for
campaigns to the idea of B2B Demand
Generation as a continuously-operating (and
continuously refined) process.
It is a living, breathing system - a lead factor.
219. We continually monitor
buyers’ progress
A live, real-time dashboard does this.
With 2 views:
- Visibility into buyer personas’ critical paths
and how they are performing
- Monitoring of back-office metrics for our lead
management process - especially real-time
performance of lead stage conversions.
220. This enables us to tune our
content offers, our nurturing logic
and our lead scoring model.
Daily, Weekly, Monthly.
We make incremental and continuous tweaks to
improve system performance.
223. We adopt and ingrain new,
sophisticated management frameworks
- ones that can help us achieve our dual
objectives and weave them together, so
that we are scalable, effective and
integrated.
225. 1. Content Marketing
The core of our engine.
The goal is to orchestrate the
delivery of the right content to the
right buyer in the right place, at the
right time.
226. We use buyer insights, to create
categories, topics and themes, then
integrate multiple touchpoints in
different mediums.
Content marketing is the buyerfacing framework.
227. 2. Lead Management
This is the ‘back office’ framework.
It governs the roles and actions of marketing and
sales team members throughout the lead
qualification process.
It helps us deliver leads that are 100% aligned
with sales’ expectations.
Its core is the Lead Qualification model, which
defines stages, definitions and criteria (and is
common to sales and marketing).
228. 3. Demand Process Integration
This is the weaving that brings content
marketing together with lead management
to integrate a pattern of content offers on
one hand, with buyer profiling and lead
qualification on the other hand.
This is the routing, the scoring and the
nurturing models.
230. 4 Elements of Content Marketing
1. Defining Buyer Personas and their
influence in the buying process
2. Mapping core buying process steps and
associated content consumption
3. Building a content marketing plan
4. Managing content marketing
performance
231. An influence process diagram can helps us
visualize the flow of content and the path of
influence through a given B2B buying
decision-making process.
232.
233. But we want to dig deeper.
What are the key pain points and
motivations for this persona to engage in a
purchase process?
How does this buyer go about finding
answers to key questions at critical stages?
Which other personas is this one aligned to,
or very similar to?
236. Mapping core buying process steps and
associated content consumption
We take our insights into the buying
influence process, and our primary
personas, and dig into the formal process
each goes through in the evolution from
pain point to deciding on a final solution.
We want granular, specific, defined.
237. Our buyer personas need to be complete
with how they consume their information
online and offline.
Psychographic and demographic
information are just the starting point.
238. We generate diagrams that show our
hypothesis for how we will align content
consumption to the core buying process.
This will show channels, and types of
content that matter in each stage in the B2B
buying process.
ie When do targets use search and social?
When will they respond to email?
239. Our content will be engaged and
substantive, for a narrowly-defined
set of needs that is 100% aligned
with accelerating the
B2B buying process.
240. Draft working plan
We bake our mapping of the B2B buying
process and associated content consumption
process and create our first working plan.
It covers the content items, themes and
programs we believe will address Buyer 2.0’s
needs, via specific channels, at specific points
in the buying process.
241. We must answer the real questions
our customers are asking.
242. Maybe it’s lifetime value.
Maybe it’s total price.
Maybe they want to know how the
products makes them a hero/
famous/lean/popular.
243. Helping Buyer 2.0
How can we help him do his job better?
How can we anticipate and meet his
needs so he sees us as a trusted source of
information?
We need to give his purchases a content.
244. Above all else
We are educating and establishing trust as
part of our goal: to sell something to our
buyer.
So the framework and context we supply
is not only helpful, but also helps the buyer
see the solution from our point of view.
245. We want the buyer to realize/draw the
conclusion that our solution is the best.
But to get there, we go through the
buyer’s pain points, the buyer’s needs and
the buyer’s process.
That way, we build a trusted relationship.
246.
247. That’s a very simple version of a Content
Marketing Plan matrix.
The working document needs to include
details on net-new content pieces to be
produced.
248. Every one of our content offers
(a content piece and nurturing email, for
example)
It must not only answer questions, it must drive the
nurturing dialogue forward with the target buyer.
Thus, the dialogue thread in the Matrix should go
from initial pain point through to teeing the buyer up
for the ‘ask’ (ready to ask more about our product/
service and wanting to engage with our sales team)
249. The Nuances
- How can content align with our progressive profiling
questions and content behavioural tracking/scoring to
drive our nurturing and scoring logic?
- How will we handle segmentation against primary vs
secondary personas? What needs separate content, and
where can we use dynamic content?
- Are we set up to engage with a buyer who is further
down the path in his buying process but goes looking for
content like ours? Will we be found? Can we bring him
into our core program?
250. Managing Content Marketing
Performance
- We monitor basic performance with typical metrics
(sends, opens, etc) plus;
- Prospect Acquisition - How predictive are certain
content items of successful prospect acquisition?
- Lead stage conversion rates - How successful are
content items at getting the buyer to take the next step?
- Revenue - How predictive of revenue outcomes are
certain content items? And in what sequence?
257. The 4 Elements of Lead
Management
1. Aligning Marketing and Sales around common
objectives
2. Defining a qualified lead
3. Establishing an integrated lead qualification
process
4. Managing Lead Management performance
259. We also need to review our lead
management definitions and
processes that are already in place.
260. So we will ‘SWOT’ our existing lead
management definitions, and
processes.
Identifying gaps will create a
common basis for understanding
why we need to evolve.
261. 2. Defining a qualified lead
What is the ideal state when a buyer will be
ready to engage with a sales team member?
How far should Marketing take the buyer, before
passing it along to the sales team?
It is this specific point that is the core.
262. MQL vs SAL
SiriusDecisions, in their Demand Waterfall,
show that alignment between Sales and
Marketing sticks when sales has to confirm that
a lead meets the qualification criteria.
This is an SAL or SRL.
263. Ultimately, our planning here must be
guided by how Buyer 2.0 wants to engage.
We can’t force an artificial qualification
point if it doesn’t suit our buyer.
Sales should not engage before the buyer
wants to move to this stage (unless a buyer is
saying ‘contact me’).
266. 2 Parts of Qualification
1. Firm-determined - demographic/
firmographic factors - role, authority, industry,
size of company.
What’s the minimum level of information we
need about him?
Who are the various influencers that should
be part of the dialogue?
Who do we NOT want?
267. 2 Parts of Qualification
2. Buyer-determined - behavioural factors
Content behaviours - number of
engagements, engagement with specific
content pieces, web pages?
Online search strings change?
Recency or frequency of visit?
Critical path of content that indicates
progression in buying journey?
268. BANT
BANT is not a separate criteria.
Needs to be embedded in qualified lead
definition - in both demographic and
behavioural level.
Remember, that buyers will be self-reporting
this data when engaging with marketing, so
certain data may not be shared.
‘Timing’ should be inferred by behaviour.
269. 3. Establishing an Integration
Lead Qualification Process
A process that both Sales and
Marketing participate in.
Both parties are involved in
delivering to one set of objectives.
270. We design a process with clear
objectives at each stage, defined
roles for marketing and sales in the
process, and clear SLAs between
both.
271. - What occurs before a lead becomes qualified?
(Marketing’s domain)
- What happens after a lead becomes qualified?
(Sales’ domain)
274. Only some leads go to sales.
Some will even come back from sales.
There is always clear separation between
marketing’s and sales’ roles.
SLAs cover things like a lead can be returned to
marketing, and sales must act on an MQL within
a set timeframe.
275. Overall, we should pay attention to Buyer 2.0
patterns, to determine if he is qualified.
Content offers should be closely tied to what is
being vetted at each stage of the lead
qualification process.
Lead qualification happens in a number of
granular steps.
277. What percentage of quarterly sales revenue (in
terms of leads) is marketing responsible?
how many leads does sales need to ensure they
hit revenue targets?
How many overall responses need to be
generated in order to arrive at the required
number of qualified leads?
What are the organizations conversion rates?
(reponse to lead and leads to sale)
278. Metrics to measure
Prospect Acquisition Performance (TOFU)
Number of prospects per channel, cost of prospects per
channel, cost per revenue per channel
Lead stage conversion rates (MOFU)
Rates between lead stages, total rate of conversion initial lead
to closed revenue.
Demand Generation Program ROI
Number of prospects acquired, number of Sales Qualified
Leads/Sales Opportunities created, total value of current
Sales Qualified Leads/Sales Opportunities at any point in time,
and ROI investment ratios.
280. We translate our content marketing and
lead management strategy into the right
language - a process management
language - to make the most of our
marketing automation.
281. This is the bridge between
“Focusing on the Buyer” and
“Adopting an Operations Mindset”
282. We accomplish 2 things
1. Weaving - make content marketing and lead
management work as one - we provide value to the
buyer and simultaneously systematically move the
buyer through our lead qualification.
We go beyond using content-offer feedback, we
also use demographic and behavioural lead
qualification criteria to score, qualify and route our
lead. This drives a two way content-based
‘dialogue’ that delivers offers, and profiles the buyer.
283.
284. We accomplish 2 things
2. Operationalizing - we have clearly defined steps
and decision points. Our goal is to construct a
continuous B2B demand generation system that
constantly transforms raw buyer interest into
qualified leads.
No more military ‘campaigns’ - our programs have
many potential, buyer-driven options.
285. Models that ground Demand Process
Integration
- The Engagement, Acquisition and
Nurturing sequence
286.
287. The first step is how to start the dialogue
with substantive content assets based on
whatever issue is on the mind of the buyer,
upstream in his buying process.
Then we get the buyer to opt in to nurturing.
But an email address is not a lead, unless
they’ve bought in.
288. Models that ground Demand Process
Integration
- Hierachical, rationalized nurturing layers
289. When building nurture tracks, there should
always be a clear sense of demand
generation route that a given buyer should
go down under ideal circumstances.
If not ideal circumstances, there should be
a different clear path, and another.
Every buyer should be in a nurture track.
290. 3 Primary Layers
- The Buying Cycle Content Track
- The Promotional Content Track
- The Drop Content Track
291. Buying Cycle Track
The most ideal path, with all the answers.
Promotional Track
Dynamic layer - ever changing set of
content offers to re-engage buyers or
onramp prospects
Drip Nurture Track
For when buyers go cold. Stay top of mind.
292. Models that ground Demand Process
Integration
- Operations theory best practices
293. The continuum of process analysis,
management and optimization.
294. Achieving Demand Process Integration
3 steps in the lifecycle:
- Demand process analysis
- Demand process logic
- Demand process execution and
optimization
295. Process Analysis
Buyer persona segmentation - main tracks and
related tracks
Dialogue thread planning - 3-10 conceptual
steps to go from ‘dating’ to ‘marriage’
Lead production planning - Tie dialogue points
to desired outcomes of lead management.
Modeling of how personas flow through the
system to lead to revenue outcomes
296. Process Logic
Nurturing Logic - Define discrete buying cycle
steps, tied together in a sequence. Align steps
to the lead qualification stages. Then align
Promo Content steps as second-chance offers.
Adjusting timing and volume of follow up. If it’s
a bottleneck, add more PC steps to it.
Also set up on ramps (discrete outbound offers,
sales-launches nurtures to net new buyers).
Build drip track with time-based touch points.
297. Process Logic
Lead Scoring Logic - Connect the dots between
lead nurturing and revenue outcomes.
Align to lead qualification stages. Use demoand behavioural. Identify progressive profiling.
Set up score thresholds. Increasing order of
magnitude. Scoring to drive buyer through
nurturing logic. Separate scoring by persona.
Keep it simple enough to manage.
298. Process Logic
Routing and assignment Logic - Enter/exit
programs, accelerate through a program.
Reroute to appropriate track (from progressive
profiling result).
Buyers who want to talk asap (escape hatches).
Late stage buyer - catch up questions and
content.
Hand off of leads to sales.
299. Process Logic
Acquisition Logic - Bridge between engagement
and nurturing.
Think about all channels you engage the buyer.
How to funnel all of that cross channel
engagement toward entry into our core buying
cycle content nurture track?
Also do quantitative modeling to show number
of leads per channel and % contribution vs all
TOFU sources.
300. Process Execution
We must intervene to improve the performance
dynamics of the overall system.
We establish a regular cadence for reviewing
the performance of our programs.
We start with a few contacts, ramp up and then
get our ‘steady state’ live and running.
301. Process Execution
We always want to check the efficiency and
integrity of the entire, closed-loop system.
How effectively is our system helping us
convert raw buyer engagement into sales
ready, qualified leads?
302. Analysis
- Demand Process Capacity
- Demand Process Velocity
- System Balance
- Integrity of nurturing logic
- Ongoing conversion rates at each
(Ideal) Content offer/Promo Content step
- Lead scoring accuracy
- Routing/assignment errors
304. - New roles as B2B Marketers
- New skills
- Reorganizing our team
- Changing the nature of engagement with sales
- New (documented) processes and (closed
loop) systems to support programs
- Rethinking marketing investments
- Committing to change
305. Our new, nuanced role, upstream from our sales
teams, is to engage, acquire, and nurture
prospective buyers through their buying
process, participating in a value-added fashion.
Then it is to remain ‘in the loop’, monitoring the
performance of qualified leads downstream and
providing additional nurturing support as our
sales-team partners deem necessary.