This document outlines procedures for handling incoming leads, scoring them based on demographic and behavioral criteria, and qualifying them over a 2-6 week process. Leads are initially nurtured through email contact. Follow up calls are made to collect demographic data and assess interest level. Leads are scored and may be passed to sales reps if they reach a threshold of readiness. The process involves three phases of nurturing, scoring, and lastly mailings to push some leads to qualification before they are marked disqualified after 6 weeks if unresponsive.
This is a working practical session for serving the internal and external customers in business better involving how we understand ourselves and the other(s) in order to manage the difficult situation(s) in a more useful way to deliver more impactful business results. The tools and frameworks can be immediately put into use in day-to-day circumstances that up to now have been stressful.
Release planning is especially challenging for Agile teams, since both the size of the effort and the team velocity has some degree of uncertainty. The Bayesian Agile Planner (BAP) is designed to facilitate release planning, fully accounting for these uncertainties. See http://murraycantor.com/recent-webinar-upcoming-workshop/release-planning-using-the-bayesian-agile-planner-bap/
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
This document discusses the brain and memory retention. It provides examples of how much information is retained from viewing or listening to information over different time periods. The key points are:
- People retain about 27% of information presented in the first 10 minutes (prime time 1), but only 10% of information presented between 10-20 minutes (prime time 2). Retention drops to 8% for information presented between 20-80 minutes (down time).
- Retention is highest, around 90%, for information presented in prime time 1, and lowest, around 62% for information presented in down time.
- Most information is forgotten within the first 24 hours, according to the forgetting curve presented. Retention drops significantly
Templates from the online Morgenbooster 'Design Doing is Strategy on Demand'1508 A/S
This document discusses a focus area and explores three hypotheses through repetitive testing and measurement to verify beliefs. A dynamic roadmap is mentioned, along with a hypothesis card outlining beliefs to be verified through planned actions and measurements, with outcomes to track changes from initial to targeted states across customer perception, behavioral patterns, and internal processes.
This document provides an outline for a course on analytical thinking. The course aims to teach participants the systematic process of problem solving, including defining the problem, formulating hypotheses, collecting relevant facts, conducting analysis, and developing solutions. The document outlines the overall process, key concepts and tools that will be covered for each step of analytical thinking. These include techniques like root cause analysis, fishbone diagrams, benchmarking, and brainstorming to help identify issues, hypotheses and information needs to solve problems.
The document discusses agile estimation techniques. It defines estimation in agile as measuring how long it will take to complete user stories or tasks. It outlines three main levels of agile estimation: project level, sprint level, and release level. The document also discusses various agile estimation techniques like planning poker, t-shirt sizes, story points, and templates used for agile estimation.
Strategy to Execution - shipping products while adapting to new information -...Jonny Schneider
This document provides guidance on strategy development and execution. It emphasizes exploring problems through experiments and observations before defining solutions, and iterating strategies based on learning. Key points include:
- Developing strategy starts with understanding business imperatives and current conditions, not by predicting the future.
- Various techniques can be used to explore opportunities, like process analysis, customer research, and prototyping.
- Experiments are used to reduce uncertainty and refine strategies, not prove hypotheses definitively.
- Both software solutions and organizational changes need ongoing experimentation and adaptation as more is learned.
This is a working practical session for serving the internal and external customers in business better involving how we understand ourselves and the other(s) in order to manage the difficult situation(s) in a more useful way to deliver more impactful business results. The tools and frameworks can be immediately put into use in day-to-day circumstances that up to now have been stressful.
Release planning is especially challenging for Agile teams, since both the size of the effort and the team velocity has some degree of uncertainty. The Bayesian Agile Planner (BAP) is designed to facilitate release planning, fully accounting for these uncertainties. See http://murraycantor.com/recent-webinar-upcoming-workshop/release-planning-using-the-bayesian-agile-planner-bap/
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
This document discusses the brain and memory retention. It provides examples of how much information is retained from viewing or listening to information over different time periods. The key points are:
- People retain about 27% of information presented in the first 10 minutes (prime time 1), but only 10% of information presented between 10-20 minutes (prime time 2). Retention drops to 8% for information presented between 20-80 minutes (down time).
- Retention is highest, around 90%, for information presented in prime time 1, and lowest, around 62% for information presented in down time.
- Most information is forgotten within the first 24 hours, according to the forgetting curve presented. Retention drops significantly
Templates from the online Morgenbooster 'Design Doing is Strategy on Demand'1508 A/S
This document discusses a focus area and explores three hypotheses through repetitive testing and measurement to verify beliefs. A dynamic roadmap is mentioned, along with a hypothesis card outlining beliefs to be verified through planned actions and measurements, with outcomes to track changes from initial to targeted states across customer perception, behavioral patterns, and internal processes.
This document provides an outline for a course on analytical thinking. The course aims to teach participants the systematic process of problem solving, including defining the problem, formulating hypotheses, collecting relevant facts, conducting analysis, and developing solutions. The document outlines the overall process, key concepts and tools that will be covered for each step of analytical thinking. These include techniques like root cause analysis, fishbone diagrams, benchmarking, and brainstorming to help identify issues, hypotheses and information needs to solve problems.
The document discusses agile estimation techniques. It defines estimation in agile as measuring how long it will take to complete user stories or tasks. It outlines three main levels of agile estimation: project level, sprint level, and release level. The document also discusses various agile estimation techniques like planning poker, t-shirt sizes, story points, and templates used for agile estimation.
Strategy to Execution - shipping products while adapting to new information -...Jonny Schneider
This document provides guidance on strategy development and execution. It emphasizes exploring problems through experiments and observations before defining solutions, and iterating strategies based on learning. Key points include:
- Developing strategy starts with understanding business imperatives and current conditions, not by predicting the future.
- Various techniques can be used to explore opportunities, like process analysis, customer research, and prototyping.
- Experiments are used to reduce uncertainty and refine strategies, not prove hypotheses definitively.
- Both software solutions and organizational changes need ongoing experimentation and adaptation as more is learned.
Growing your business is as much a science as it is an art. Find out what parts of your business can be organized better for growth - right here in this deck!
See more at http://lifeinsixth.com
The document contains survey results from 73 respondents about a proposed startup platform called INNvolve. It includes 9 key findings:
1. 89.07% of respondents were interested in the service if their information was protected.
2. The majority of respondents felt their opinions were taken into account by companies they communicated with.
3. Respondents felt all three areas of business presented on the platform (startup tank, brainstorming, and networking) could create value.
4. Entrepreneurs valued the link to investors provided by the startup tank presentation area.
5. The brainstorming area was seen as important for getting different insights to help develop projects.
6. Top
The document provides an overview of a sales development playbook, including sections on hiring process, onboarding, call/email cadence, objections, and time management.
The hiring process section details the steps including an initial survey, phone screen, in-person interviews, writing assignment, and offer.
The onboarding plan outlines the first 90 days for a new hire, breaking it into weekly stages focusing on training, practical learning, and ramping up proficiencies like qualifying deals and setting appointments.
The call/email cadence section provides a "waterfall" template for following up with prospects over 7 days with emails and phone calls.
Finally, common objections are listed along with example responses to handle
13 0806 webinar q & a financial analysis and planningCleantechOpen
This document contains a summary of questions and answers from webinars on financial analysis and planning for Cleantech Open participants. Key topics discussed include: defining average selling price and monetizing electronic data flows; addressing low-margin but reliable industries; outsourcing manufacturing versus capital expenditures; estimating costs and revenues for software and pre-revenue companies; and using financial advisors. Mentors provided guidance on getting feedback, meeting deadlines, and formatting responses.
Gartner webinar social media analytics 23.10.2014Irene Ventayol
Virtually every modern marketer has a presence in social channels, and many use social listening tools to monitor what people say about their brands. Yet despite being a maturing discipline, social analytics remains stubbornly difficult and frustrating to apply. How much is a Facebook fan worth? Does it matter that your "net sentiment" is in the single digits? Your "share of voice" on Twitter is down this week – should you panic? This presentation focuses on the social analytics vendors, techniques, metrics and cases that can help you most.
Echelon Thailand 2017 – Leveraging On Scalable Technology To Expand Regionallye27
This document provides information from Michael Smith Jr. of SeedPlus.com about leveraging technology to expand regionally. Some key points include:
- Building a tech startup and launching it onto the global stage from Thailand is possible with the right focus on people, data, customer care, strategy, and tech experimentation.
- Developing a "Grossly Desirous Thing" (GDT) that achieves global popularity like Nike or iPhones is an ambitious goal, but starting regionally in Southeast Asia is a worthwhile approach.
- Success requires cultivating the right culture and people, using data to guide decisions, prioritizing amazing customer service, and constantly testing new strategies and technologies
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
Corporate Innovation - Challenges of Lean Startup inside a Fortune 25Kunjorn Chambundabongse
This is from a talk I gave at Lean Startup Labs Enterprise session in NYC about many of the challenges you'll run into (as well as things you can do) running a Lean Startup incubation group to focus on disruptive or adjacent innovation inside a very large public corporation, given in a fun Pac Man style theme!
Master Nurturing and Marketo Engagement ProgramsJosh Hill
Master lead nurturing with Marketo using Marketo's Engagement Programs and smart campaigns. Includes exclusive tips from marketing tech expert Josh Hill.
The document discusses effective metrics and continuous improvement for learning and development (L&D) functions. It highlights that the most important question for L&D is to what extent their work makes it more likely that behaviors change to support sustainable performance improvement. It also notes that CEOs are concerned about the lack of credible metrics that show how training impacts business outcomes like sales performance. The document provides an overview of the Kirkpatrick model for evaluating training and the Brinkerhoff "Success Case Method."
How to engage, nurture and close more prospects with Full Funnel MarketingHeinz Marketing Inc
This document outlines an agenda and presentation for a full-funnel marketing workshop. The presentation will cover an overview of full-funnel marketing, introduce various tools like persona matrices and sales process maps, and provide instructions for participants to develop 1-2 of the tools. Participants will then present their draft tools, get feedback, and discuss next steps. The presentation emphasizes quantifying goals, understanding customers, mapping the sales process, having revenue responsibility, and measuring results.
This document discusses key areas for small business success and adapting to changes in technology. It highlights the importance of having systems in place for sales and marketing, operations, finance, and team productivity. Small businesses that implement digital solutions and are responsive to changes will survive ("adapt or perish"), while those stuck in the past will struggle. The opportunity lies in embracing innovation and adapting systems like implementing accounting software that integrates with other business processes.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
The document discusses lessons learned from the UCSF Lean LaunchPad class and ways to improve future classes. Key points discussed include:
- Emphasizing clinical need validation and understanding existing solutions for medical device and diagnostic teams.
- Allowing more time for product-market fit discussions and activities prioritization for all cohorts.
- Integrating topics like intellectual property, regulatory pathways, reimbursement into the business model canvas.
- Encouraging earlier and more customer interviews to better understand needs, competition and potential partnerships.
The experts discuss cohort-specific needs and balancing learning objectives with evaluating investability of teams. Overall, the goal is to better prepare life science startups for real-world challenges.
Startup and Unicorn: What is product/market fit? Victor Lee
This document discusses product/market fit and how to measure it. Product/market fit means having a product that satisfies customer needs in a specific market. It can be measured through leading indicator surveys, net promoter scores, retention curves, and the "trifecta" of growth, retention, and meaningful usage. Achieving product/market fit should be the top priority for a startup as it focuses efforts and indicates future growth. The document provides benchmarks and recommends focusing energy on achieving product/market fit above all else.
Software Developers In Test: The Supply-Side Crisis Facing Agile AdoptorsRichard Neeve
The document summarizes the challenges facing organizations in finding enough Software Developers in Test (SDITs) to meet growing demand as agile adoption increases. It discusses:
1) How demand for SDITs is rapidly growing but supply is limited, creating a dysfunctional market. Existing SDITs are in high demand and change roles infrequently.
2) How various factors like the historical separation of development and testing, declining technical skills, and lack of attractive career paths have contributed to the shortage.
3) Potential strategic options to help scale up the SDIT talent pool over time, such as training current staff, targeting graduates, adjusting pay scales and contractual terms, and reducing demand through role changes. However
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
The document provides a self-assessment exercise for businesses to evaluate their viability in three key areas: market viability, organizational viability, and commercial viability. It contains a series of questions for businesses to assess how well positioned they are for growth. The questions are divided into blue questions for quick yes/no answers and green questions requiring short explanations. The assessment is meant to help businesses identify areas of weakness and create an action plan to improve over the next 30 to 90 days.
CallidusCloud C3 2014; Aligning Sales & Marketing Into a Cohesive, Sales Acce...Heinz Marketing Inc
Matt Heinz presented on aligning sales and marketing into a cohesive sales acceleration machine. He discussed calculating pipeline and lead needs, understanding customer needs and buying processes, developing content and lead nurturing processes, measuring collaboration between sales and marketing, and getting sales teams to utilize marketing content to help make sales. The presentation provided various frameworks and best practices for sales and marketing alignment.
How to Ditch your Timeline Roadmap for GoodJanna Bastow
It's clear that timeline roadmaps cause all sorts of tension in product teams, and in this talk, Janna Bastow explains exactly why that is, and shows viable alternatives by looking at lean roadmapping methods and how to get your boss on board with them.
Growing your business is as much a science as it is an art. Find out what parts of your business can be organized better for growth - right here in this deck!
See more at http://lifeinsixth.com
The document contains survey results from 73 respondents about a proposed startup platform called INNvolve. It includes 9 key findings:
1. 89.07% of respondents were interested in the service if their information was protected.
2. The majority of respondents felt their opinions were taken into account by companies they communicated with.
3. Respondents felt all three areas of business presented on the platform (startup tank, brainstorming, and networking) could create value.
4. Entrepreneurs valued the link to investors provided by the startup tank presentation area.
5. The brainstorming area was seen as important for getting different insights to help develop projects.
6. Top
The document provides an overview of a sales development playbook, including sections on hiring process, onboarding, call/email cadence, objections, and time management.
The hiring process section details the steps including an initial survey, phone screen, in-person interviews, writing assignment, and offer.
The onboarding plan outlines the first 90 days for a new hire, breaking it into weekly stages focusing on training, practical learning, and ramping up proficiencies like qualifying deals and setting appointments.
The call/email cadence section provides a "waterfall" template for following up with prospects over 7 days with emails and phone calls.
Finally, common objections are listed along with example responses to handle
13 0806 webinar q & a financial analysis and planningCleantechOpen
This document contains a summary of questions and answers from webinars on financial analysis and planning for Cleantech Open participants. Key topics discussed include: defining average selling price and monetizing electronic data flows; addressing low-margin but reliable industries; outsourcing manufacturing versus capital expenditures; estimating costs and revenues for software and pre-revenue companies; and using financial advisors. Mentors provided guidance on getting feedback, meeting deadlines, and formatting responses.
Gartner webinar social media analytics 23.10.2014Irene Ventayol
Virtually every modern marketer has a presence in social channels, and many use social listening tools to monitor what people say about their brands. Yet despite being a maturing discipline, social analytics remains stubbornly difficult and frustrating to apply. How much is a Facebook fan worth? Does it matter that your "net sentiment" is in the single digits? Your "share of voice" on Twitter is down this week – should you panic? This presentation focuses on the social analytics vendors, techniques, metrics and cases that can help you most.
Echelon Thailand 2017 – Leveraging On Scalable Technology To Expand Regionallye27
This document provides information from Michael Smith Jr. of SeedPlus.com about leveraging technology to expand regionally. Some key points include:
- Building a tech startup and launching it onto the global stage from Thailand is possible with the right focus on people, data, customer care, strategy, and tech experimentation.
- Developing a "Grossly Desirous Thing" (GDT) that achieves global popularity like Nike or iPhones is an ambitious goal, but starting regionally in Southeast Asia is a worthwhile approach.
- Success requires cultivating the right culture and people, using data to guide decisions, prioritizing amazing customer service, and constantly testing new strategies and technologies
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
Corporate Innovation - Challenges of Lean Startup inside a Fortune 25Kunjorn Chambundabongse
This is from a talk I gave at Lean Startup Labs Enterprise session in NYC about many of the challenges you'll run into (as well as things you can do) running a Lean Startup incubation group to focus on disruptive or adjacent innovation inside a very large public corporation, given in a fun Pac Man style theme!
Master Nurturing and Marketo Engagement ProgramsJosh Hill
Master lead nurturing with Marketo using Marketo's Engagement Programs and smart campaigns. Includes exclusive tips from marketing tech expert Josh Hill.
The document discusses effective metrics and continuous improvement for learning and development (L&D) functions. It highlights that the most important question for L&D is to what extent their work makes it more likely that behaviors change to support sustainable performance improvement. It also notes that CEOs are concerned about the lack of credible metrics that show how training impacts business outcomes like sales performance. The document provides an overview of the Kirkpatrick model for evaluating training and the Brinkerhoff "Success Case Method."
How to engage, nurture and close more prospects with Full Funnel MarketingHeinz Marketing Inc
This document outlines an agenda and presentation for a full-funnel marketing workshop. The presentation will cover an overview of full-funnel marketing, introduce various tools like persona matrices and sales process maps, and provide instructions for participants to develop 1-2 of the tools. Participants will then present their draft tools, get feedback, and discuss next steps. The presentation emphasizes quantifying goals, understanding customers, mapping the sales process, having revenue responsibility, and measuring results.
This document discusses key areas for small business success and adapting to changes in technology. It highlights the importance of having systems in place for sales and marketing, operations, finance, and team productivity. Small businesses that implement digital solutions and are responsive to changes will survive ("adapt or perish"), while those stuck in the past will struggle. The opportunity lies in embracing innovation and adapting systems like implementing accounting software that integrates with other business processes.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
The document discusses lessons learned from the UCSF Lean LaunchPad class and ways to improve future classes. Key points discussed include:
- Emphasizing clinical need validation and understanding existing solutions for medical device and diagnostic teams.
- Allowing more time for product-market fit discussions and activities prioritization for all cohorts.
- Integrating topics like intellectual property, regulatory pathways, reimbursement into the business model canvas.
- Encouraging earlier and more customer interviews to better understand needs, competition and potential partnerships.
The experts discuss cohort-specific needs and balancing learning objectives with evaluating investability of teams. Overall, the goal is to better prepare life science startups for real-world challenges.
Startup and Unicorn: What is product/market fit? Victor Lee
This document discusses product/market fit and how to measure it. Product/market fit means having a product that satisfies customer needs in a specific market. It can be measured through leading indicator surveys, net promoter scores, retention curves, and the "trifecta" of growth, retention, and meaningful usage. Achieving product/market fit should be the top priority for a startup as it focuses efforts and indicates future growth. The document provides benchmarks and recommends focusing energy on achieving product/market fit above all else.
Software Developers In Test: The Supply-Side Crisis Facing Agile AdoptorsRichard Neeve
The document summarizes the challenges facing organizations in finding enough Software Developers in Test (SDITs) to meet growing demand as agile adoption increases. It discusses:
1) How demand for SDITs is rapidly growing but supply is limited, creating a dysfunctional market. Existing SDITs are in high demand and change roles infrequently.
2) How various factors like the historical separation of development and testing, declining technical skills, and lack of attractive career paths have contributed to the shortage.
3) Potential strategic options to help scale up the SDIT talent pool over time, such as training current staff, targeting graduates, adjusting pay scales and contractual terms, and reducing demand through role changes. However
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
The document provides a self-assessment exercise for businesses to evaluate their viability in three key areas: market viability, organizational viability, and commercial viability. It contains a series of questions for businesses to assess how well positioned they are for growth. The questions are divided into blue questions for quick yes/no answers and green questions requiring short explanations. The assessment is meant to help businesses identify areas of weakness and create an action plan to improve over the next 30 to 90 days.
CallidusCloud C3 2014; Aligning Sales & Marketing Into a Cohesive, Sales Acce...Heinz Marketing Inc
Matt Heinz presented on aligning sales and marketing into a cohesive sales acceleration machine. He discussed calculating pipeline and lead needs, understanding customer needs and buying processes, developing content and lead nurturing processes, measuring collaboration between sales and marketing, and getting sales teams to utilize marketing content to help make sales. The presentation provided various frameworks and best practices for sales and marketing alignment.
How to Ditch your Timeline Roadmap for GoodJanna Bastow
It's clear that timeline roadmaps cause all sorts of tension in product teams, and in this talk, Janna Bastow explains exactly why that is, and shows viable alternatives by looking at lean roadmapping methods and how to get your boss on board with them.
2. 1 | P a g e
Table of Contents
Please press CTRL (on the keyboard) when selecting from below
Introduction ......................................................................................................................................2
Lead Phase Chart........................................................................................................................3
Lead Scoring ......................................................................................................................................3
Demographic Scoring Chart.........................................................................................................4
Behavioral Scoring Chart..............................................................................................................5
Intro Email.........................................................................................................................................6
Email Sample..............................................................................................................................6
Follow-Up Call to Email ......................................................................................................................7
If answer....................................................................................................................................7
If no answer................................................................................................................................7
Follow-Up Email to Call ......................................................................................................................8
Check-Up Call.....................................................................................................................................9
No Two Way Contact........................................................................................................................ 10
3. 2 | P a g e
Introduction
All incomingleadswill undergothe followingproceduretoqualify as“SalesReady”.ONLYsalesready
leadswill be senttoGeneral Devicessalesreps. Starttofinish thisqualifyingprocesswilltake between
2- 6 weeks.
Thisprocesshas 3 phasesbrokendownbelow:
Phase 1 is the firstweekof the qualifyingprocess.Thisincludesthe initialemail sentto prospectsand
nurturing.
Phase 2 consistsof the demographicandbehavioral scoring.Thisincludesthe follow upcall tothe initial
email yousentfollowbyanotheremail summingupthe conversationorvoicemailyouleft.Thisphase
can extendupto 3 weekslongdependingonyourandthe prospectsavailability.
Phase 3 is the lastphase of the qualifyingprocess.Thisphase isprimarilythe mailingphase:hard
mailings,article emailsandothervalue piecesasalast pushto gainprospectsattention.Afterthe 6
weeksof marketingpush,the leadeithersalesreadyqualifiedorisdisqualifieddeterminedbyour
pointssystem.
Phase 1 (week 1): lead
nurturing, initial email
Phase2 (week 2&3):
demographic and
behavioralscoring
Phase3 (week
4-6): mailings,
lead qualified
or disqualified
4. 3 | P a g e
Lead Scoring
MUST BE DONEFOR ALL INCOMINGLEADS
REMEMBER:
All leadsbeginwith+10 points campaign
1 isthe lowestscore (bador negative answer)
0 representsN/A (notapplicable)
Total ALL pointsfrombehavioral anddemographicchart
Followthe examplesbelow anduse goodjudgment
A leadisdisqualifiedafter6weeks
All leadsbeginwitha+10 score for theircontact inquiry. While movingthroughthe above phases,alead
will gainorlose pointsdeterminedby the followingscoringsystem.Whenscoring,it’simportantto
rememberthatthisprocessmeasuresthe readinessof aprospectto buyour solution.
Scoringis brokenintotwodifferent scoringcategories:DemographicandBehavioral.
Demographic scoring referstothe characteristicsof the organization.Thisalsoincludesthe
answerstothe questionsyouaskthe prospectif youconnectwiththemduringPhase 2.
Behavioral scoringrefers to the prospectsactions.Thisincludesansweringthe initialcall or
respondingtoemails.Thesepointswill come intoplayduringPhase 2& 3 andwill usually
determine the prospectsreadinesstobuy.
There are 3 tiers(foundbelow) whichwillhelpyoudetermine whenthe leadissalesready.A leadis
suspector still needsnurturingif the score isbelow 40. Asthe contact showsmore aggressionand
actions/respondstoouroutreach,the leadwill receivemore pointsputtingitclosertobeingqualified.
Once the leadhas shownenoughinterestandreceived over60 points,the leadwill thenbe passedto
the salesrep. If after 6 weeksof outreach,the contact doesnotshow any interestthe leadis
disqualified.Alldisqualifiedleadswill be putona holdlistto be contactedat a laterdate.
***If a lead should ever havenegativepoints,itis automatically disqualified fromthisprocess.
Lead Score PriorityLevel Marketingor SalesAction
0-40 Suspect/New Lead Nurture byMarketingactivity
41-60 Lead Readyto be qualified
61+ SalesReadyLead Passto SalesRep
5. 4 | P a g e
Demographic Scoring Chart
REMEMBER:
These questionsare gearedtowarddeterminingif we canprovide solutionsfortheirneedsandtofilter
out the dudleads. Whentalkingtoa prospectit isimportantto notonlyto listento whattheyare saying
but alsolistenforwhattheyare not saying.If youask themhow soontheywant topurchase a
telemedicine systemandtheysay“I don’tknow”,youprobablyaren’ttalkingtothe rightpersonand
won’tbecome aqualifiedlead. Alsolistento how theyare answeringyour.If theyseemrushed,
frustratedor irritatedyouare probablywastingyourtime.
Question Answer If Yes If no Points
Are you looking/consideringatany
other telemedicine companies?
Try to figureout which other companies they are
lookinginto… -5 +5 -5
Are you ready to purchasea
telemedicine system?
+10 -5 +10
How soon are you lookingto
purchasea telemedicine system?
If within 3 months = +10
If over 3 months = +5
I don’t know = -5
+10
What do you hope telemedicine will
do for your organization?
Quality of answers permits scoring
Based on a 1-10 scale
I don’t know = 1 | Change the world = 10
+8
What areyou lookingto use
telemedicine for?
If they have a good response = +5
If they don’t know = -3 +5
How did you find GD? (only if
website contact us)
Googled it = +5
Referred = +10
It justhappened = +1
Saw an ad = +10
+5
Have you seen our website? (only if
non website contact us)
+5 0 0
Does funding rely on a budgeted
fiscal year?
If no:
Do you have funding readily
available?
If beginning of fiscal year is within 3 months = +8
If beginning of fiscal year is over 3 months = +5
If funding is available& under 3 months= +10
If funding is available& over 3 months= +5
If funding is not available=-5
+5
Have you had any other
telemedicine systems before?
Try to find out what they used
+5 0 0
Do you currently have any
telemedicine systems in use?
-5 +5 +5
Demographic Points 43
Behavior Points 30
Total Qualifying Points 73
6. 5 | P a g e
Behavioral Scoring Chart
Behavior If Yes If No Points
RespondedtoInitial E-Mail +5 0
Answeredfollow upcall +5 -2
Returnedfollow upcall +5 0
RespondedtoattachmentE-Mail (followup tocall/vm) +5 -2
Likeduson social media +3 0
Documentdownloadfromwebsite +10 0
Demographic Points
Behavior Points
Total Qualifying Points
7. 6 | P a g e
Phase 1: Intro Email
(Week 1) MUST BE WITHIN 24 hours of receiving lead
REMEMBER:
Replace all parenthesisinformationtocorrectleadinfo
After sending email, set a reminder on your calendar to follow up the next day
Below is a sample initial email
8. 7 | P a g e
Phase 2: Follow Up Call to Initial E-Mail
(Week 2) TO BE DONE 1 WEEK AFTER INITIAL EMAIL
REMEMBER:
If the leaddidnotprovide atelephone number,skipthisstep
If you reach them, ask the following questions
1. Are you lookingatanyother telemedicinecompanies?
2. On a scale of 1-5 how readyare you to purchase a telemedicine system?
3. What do youhope telemedicine will doforyourorganization?
4. How didyoufindGD? (onlyif website contactus)
5. Have you seenourwebsite?(onlyif nonwebsite contactus)
6. How soonwouldyouwantto purchase a telemedicinesystem?
7. Wouldfundingrelyona budgetorare fundsreadilyavailable?
8. Have you had anyothertelemedicinesystemsbefore?
9. Do youcurrentlyhave any telemedicinesystemsinuse?
If you they don’t respond to emailcall & leave a voicemail/message
SCRIPT:
Hi (theirname) myname is(yourname) andI’mthe (jobtitle) forGeneral Devices(GD).I’m
followingupwiththe email Isentyouon (date email sent) tocoordinate avery brief telephone
conversation.Isee thisisnota good time,soplease give me acall at 201-313-7075 to setup a
time that worksbestforyou.If I am not available youcanaskfor mycolleague Jimmywhowill
be glad to help. (Theirname),we are eagertoget the ball rolling.Have agreat day.
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Phase 2: Follow-Up E-Mail to Phone Call
(Week 2) MUST BE DONE IMMEDIATELY AFTER CALL/VM
REMEMBER:
Determinedbypreviousactions
Thisis nota stepto be skipped
Actionfollowingthisstepwill be recordedinbehavioral score chart
If you talked to prospect on the phone…
Senda follow-upemail withthe following
o Keypointsfromphone conversation
o Mention solution(s) thatwouldfittheirneed
o Brochuresfor the abovementionedproduct(s)
o The nexttime youwill reachoutto them (phone call)
Must be within5businessdaysof sendingthisemail
If you have not made contact with prospect…
Senda follow-upemail withthe following
o Informingthemyouleftavoicemail
Make sure to include
The numberyoucalled
Time of day youcalled
o Reiterate firstemail
Want to make contact to determine if oursolutionwillfit theirneed
o If you are notinterested,we will notcontactyouany further
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Phase 3: Check-Up Call
(WEEK 3) ONLYIFYOU HAVEMADE CONTACTWITHPROSPECT
REMEMBER:
Thiscall isto score theirbehavior
o If they’ve lookedatthe brochure
o If theyhave questions
o How strongtheirinterestis
Afterthiscall,itis mostlikelythatthe leadwill be passedtothe salesrep(dependingontheirscore).
You are notrequiredtoansweranyproduct questions,we recommendyoudon’t(leave thatforthe
reps).There is noformal script forthiscall,howeverthe follow questionsmustbe answered:
1. Has theirreadinesstobuychanged?
2. Are theyinterestedinlearningmore aboutGDsolutions?
3. Are theythe bestpersonto contact movingforward?
4. Have theydiscussed the product(s) withanyonefromtheirorganization?
If all goeswell answeringthe above questionsandthe score isabove 60, passthe leadtothe local sales
rep.You mustalso move the leadfromthe inhouse leadsreportto the salesopportunityreport.
If you have not made any contact with the prospect, continue to next page.
11. 10 | P a g e
If No Contact with Prospect
(WEEKS 3-6) NOTWO WAYCOMMUNICATION WITHPROSPECT
REMEMBER:
Thisis mostlikelygoingtohappen
Don’tworry,we’ll keeptrying
You’ve sentthe initial email,followedupwithacall andan email followingthatup.The prospecthasnot
respondedtoanyemailsnoranswered/returnedyourcalls.Another4weeksof emailswillbe sentto
hopefullybreakthe silence.Theywill be sentinthe followingorder:
Week 3:Telemedicine article email
1. Sendhowto gettelemedicineprogramstartedemail
a. Bodyof email will include:
i. We thoughtyoumightlike thisarticle
ii. Contact Us wheneveryou’reready
iii. We’re notforgettingyou
Week 4:Growth of Telemedicine email
2. Sendtelemedicine value piece (one of ourwhite papersortestimonial)
a. Bodyof email will include:
i. We haven’theardfromyou
ii. Are you still interested?
iii. Is email correspondence better?
Week 5: Send Mail Card/Article & Note
3. Are you still interestedintelemedicine?
4. POSTCARD
a. Bodyof note will include
i. I’mthinkingof you
ii. Are you still interested?
iii. Thoughtyou mightlike this
Week 6:You mustnotbe ready email
5. We are removingyoufromthe prospectslist
a. Bodyof email will include
i. You will still receiveNL,e-blastsetc.fromGD
ii. Reach outto us at any time
iii. We’re alwayshappytohelp