The document outlines steps to optimize a lead life cycle including driving interest and capturing leads, qualifying leads, nurturing leads, distributing leads to sales teams, following up on leads, maximizing conversions, using reports to improve performance, and continuously refining the process. Key aspects are driving leads through marketing, qualifying leads based on criteria, nurturing leads with multiple touches, distributing to sales, following up on leads, analyzing results to improve the system.
The document discusses online content curation and provides tips for becoming a trusted source through curation. It defines curation as identifying, selecting, and sharing the best online content on a specific subject for a specific audience. It recommends developing a core routine of listening, updating and evolving content. The "seven S's" of online curation are discussed as surfing the web, sourcing content, skimming content, swimming or fully engaging with content, sharing content using appropriate tools, speaking to develop expertise, and working together to share information.
Sharing is caring: becoming a trusted source through online curationMarco Campana
The document discusses online content curation and provides tips for becoming a trusted source through curation. It defines curation as identifying, selecting, and sharing the best online content on a specific subject for a specific audience. It recommends developing a core routine of listening, updating, and evolving content. It also suggests strategically sharing curated content using appropriate tools to reach the intended audience. The goal is to find the right information for the right people at the right time.
Ideas for Social Media Strategy for Southern Rural Development CenterAnne Adrian
This presentation was adapted from the National eXtension Conference http://www.slideshare.net/aafromaa/introducing-ideas-for-social-media-strategy
Please read the notes. More ideas, concepts, and references are given in the notes.
The document provides advice from a startup founder on starting, growing, and exiting a company. It discusses choosing a committed founding team and mentors. Validation involves proving customers are willing to pay for the problem being solved. Bootstrapping and leveraging funds is emphasized over raising capital initially. Having an exit strategy from the start and positioning the company for acquisition are advised for growing and exiting. Negotiation and advisors are important when exiting. Most startups fail due to founders giving up, so perseverance is key to success.
The document discusses the use of social media by Cooperative Extension programs. It notes that while only 27% of the US adult population is familiar with Cooperative Extension, 75% use the internet and over 60% will use Facebook by 2013. The benefits of social media for Extension include flexibility, efficiency, scalability, timeliness and collaborations. Challenges include managing expectations of transparency, influence occurring through small social circles, and the "fire hose effect" of a constant stream of information. The document provides tips on integrating social media, including defining goals and audiences, participating in communities, choosing the right tools, and references many additional resources.
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
The document discusses online content curation and provides tips for becoming a trusted source through curation. It defines curation as identifying, selecting, and sharing the best online content on a specific subject for a specific audience. It recommends developing a core routine of listening, updating and evolving content. The "seven S's" of online curation are discussed as surfing the web, sourcing content, skimming content, swimming or fully engaging with content, sharing content using appropriate tools, speaking to develop expertise, and working together to share information.
Sharing is caring: becoming a trusted source through online curationMarco Campana
The document discusses online content curation and provides tips for becoming a trusted source through curation. It defines curation as identifying, selecting, and sharing the best online content on a specific subject for a specific audience. It recommends developing a core routine of listening, updating, and evolving content. It also suggests strategically sharing curated content using appropriate tools to reach the intended audience. The goal is to find the right information for the right people at the right time.
Ideas for Social Media Strategy for Southern Rural Development CenterAnne Adrian
This presentation was adapted from the National eXtension Conference http://www.slideshare.net/aafromaa/introducing-ideas-for-social-media-strategy
Please read the notes. More ideas, concepts, and references are given in the notes.
The document provides advice from a startup founder on starting, growing, and exiting a company. It discusses choosing a committed founding team and mentors. Validation involves proving customers are willing to pay for the problem being solved. Bootstrapping and leveraging funds is emphasized over raising capital initially. Having an exit strategy from the start and positioning the company for acquisition are advised for growing and exiting. Negotiation and advisors are important when exiting. Most startups fail due to founders giving up, so perseverance is key to success.
The document discusses the use of social media by Cooperative Extension programs. It notes that while only 27% of the US adult population is familiar with Cooperative Extension, 75% use the internet and over 60% will use Facebook by 2013. The benefits of social media for Extension include flexibility, efficiency, scalability, timeliness and collaborations. Challenges include managing expectations of transparency, influence occurring through small social circles, and the "fire hose effect" of a constant stream of information. The document provides tips on integrating social media, including defining goals and audiences, participating in communities, choosing the right tools, and references many additional resources.
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
The document discusses how businesses should view ongoing changes and advances in technology as opportunities rather than threats. It emphasizes the need for businesses to anticipate future trends, rethink their business models, value propositions and go-to-market strategies. Specific opportunities mentioned include the rise of cloud/SaaS applications and the changing computing landscape driven by mobility and laptops/devices becoming more disposable. The document provides advice over 3 main sections on leveraging these shifts by finding new opportunities, targeting tomorrow's customers, and mastering the buyer's journey.
A look at Social Media Marketing strategy and tactics for businesses who have already dipped their toes into the Web world.
Learn more at www.schipul.com
Freak Out, Geek Out, or Seek Out: Dealing with Tech Change and Customer Engag...David King
This document discusses how libraries can respond to changes in technology and customer engagement. It suggests that libraries should embrace a digital presence and focus on customer experience. Libraries need community managers, digital branch managers and other roles to engage patrons both inside and outside the library. The document provides examples of libraries interacting with patrons through social media, focus groups and visiting where patrons gather online. It emphasizes designing services around customers and improving customer journeys. Libraries should also gauge staff readiness for change and find champions to help lead transformations.
The document outlines strategies for effectively marketing a website, including using paid and earned media, impressing visitors with an intuitive design, attracting them with remarkable content, promoting the site on search engines and social media, engaging users through commenting and sharing, converting visitors with calls to action, nurturing relationships through content and communications, improving through analytics and testing, and demonstrating success through metrics. The strategies are accompanied by example photos.
A Knowledge Exchange Strategy for EnterpriseAaron Silvers
The document discusses implementing a knowledge exchange strategy within an enterprise using social networking and communities of practice. It describes how an organization has used Yammer for employees to share information and collaborate more effectively. Establishing communities of practice is presented as a way for leaders to develop talent through peer-to-peer learning and coaching without costly traditional training programs.
The Cloud changes everything. What made you successful in the past will not make you successful in the future. The Cloud changes everything in the GTM model - the value proposition, price points and the decision maker are all different. Things have moved on, the world has change and you had better change to! The key to success: "Change before you have to change."
Building Together: Nurturing Leadership through Communities of Practice - LMI...Virginia Pannabecker
In the current era of never-ending change, effective library organizations must be nimble and flexible. Formal committee structures and reporting lines often get in the way of making changes quickly and may not provide opportunities for leadership development. Communities of Practice (CoPs), as realized at Arizona State University Libraries, provide a flexible model to gather employees from diverse areas and levels of an organization to address a common interest, project or problem. The issues and projects addressed by CoPs at ASU Libraries have benefited overall organizational dynamics and promoted management/staff interpersonal relations, leadership skills, self-awareness, and increased involvement from employees of all areas. Many who participate in these groups go on to participate in further leadership roles in formal groups within the organization. In this workshop, participants will learn about CoPs as an organizational and leadership development resource, including discussion of the theory behind the practice, resources useful for these collaborative working groups and an interactive discussion break-out time for an opportunity to consider how such groups might work in individual organizations.
Technologies to Maintain Your Online Teaching PresenceKimberly Eke
This document provides an overview of various technologies that can be used to establish and maintain an online presence. It categorizes the technologies into areas like community and collaboration, communication and feedback, and content curation. Examples of specific technologies mentioned include Facebook, Google+, WordPress, Skype, Twitter, YouTube, Scoop.It, and others. The document encourages exploring how one technology could be used to establish and maintain an online teaching presence, then posting about it online.
Strategy, execution, and a bit of luck - Startup Founder's DreamJeff Thompson
The document provides guidance for startup founders on starting, growing, and exiting a company. It emphasizes that starting a company requires strategy, execution, and luck. Founders must choose a strong founding team, validate their idea with customers, and plan their exit from the beginning. While failure is possible, successfully balancing execution, intuition, and luck can help founders navigate the lonely adventure of building a startup from initial planning through eventual exit.
This document discusses using Web 2.0 technologies in libraries to engage and empower users. It encourages libraries to embrace new technologies like social media, user-generated content, and collaborative online communities to make libraries more interactive, participatory, and relevant to modern users. Specific strategies proposed include developing a Web 2.0 marketing plan, creating social events, helping content spread online, and learning through experimentation. The goal is to harness collective knowledge and continually adapt to changes in technologies.
This document discusses the importance of content strategy and social media engagement in today's media landscape. It notes that old ways of marketing and media have been disrupted, and that people now want to engage with brands and each other through social networks. It advocates defining a content strategy, committing resources to digital and social media, standing out from amateur competitors through better content and conversation, and adapting to new technologies and forms of media to remain relevant with audiences.
This document discusses how libraries and librarians can use Web 2.0 technologies to connect, create, and collaborate. It argues that libraries should find "pivot points" or small changes that allow them to evolve, such as using social media, cloud computing, and new literacies, rather than trying to change everything at once. The document provides examples of pivot points, such as participating in conferences virtually, expanding definitions of literacy, and integrating social media into research guides. It encourages libraries to keep traditional services but innovate in other areas through these pivot points.
Connecting, Creating, and Collaborating: Pivot Points for Change for Librari...Buffy Hamilton
This document discusses how libraries and librarians can use Web 2.0 technologies to connect, create, and collaborate. It argues that libraries should find "pivot points" or small changes that allow them to evolve, such as using social media, cloud computing, and new formats to share information while keeping traditional services. The document provides examples of pivot points, such as expanding definitions of literacy, integrating social media into research guides, and cultivating personal learning networks in addition to face-to-face connections.
The document discusses innovation and provides quotes and images related to different types of innovation. It discusses efficiency innovation, evolutionary innovation, and revolutionary innovation. Management approaches that support innovation are discussed, such as setting strategies, encouraging risk-taking, and leading by example. Innovation is described as an iterative, messy process driven by curiosity. The last slides emphasize that innovation starts with imagination and is a culture that organizations should support.
The document summarizes a workshop on social networking. It provides an overview of various social media platforms and statistics on their usage. The workshop goals are to learn how to use social media technologies and develop ideas for using social media in financial management education. The document outlines tips and best practices for social media engagement, including choosing the right tools, participating in communities, being transparent and real, and adapting to changes. It emphasizes exploring social media to stay relevant and utilizing others' expertise.
Non profits and the Web - May the (social media) force be with youEd Schipul
This document discusses using social media and online tools to build communities. It provides tips for using tools like blogs, Facebook, Twitter, YouTube and Flickr to tell stories, engage audiences, and grow communities. Specific tactics covered include using images and videos, listening to audiences, asking questions, promoting events and finding industry leaders to follow online. The overall message is that social media can help non-profits connect with supporters and spread their mission when used strategically to share stories and engage people.
The document discusses the rise of MOOCs and online learning and raises several questions about their implications. It questions who will own knowledge in the future - universities, companies, society or individuals. It also ponders the effects of MOOCs on the prestige of degrees and their legal validity. Additionally, it raises concerns about completion rates, practical components, and whether online education could increase access to a universal higher education.
Marketing is tomorrow's Sales. A recent study by CEB suggests that up to 60% of a customer's decision-making process is completed before they speak to/meet with a salesperson. That means that Sales is moving to the backend of the Buyer's Journey and Marketing is now critical to start customer conversations and keep them engaged before they interact directly with Sales. This is more than Sales and Marketing alignment. Tomorrow's successful companies will align all their Sales and Marketing activities with their Buyer's Journey.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The document discusses how businesses should view ongoing changes and advances in technology as opportunities rather than threats. It emphasizes the need for businesses to anticipate future trends, rethink their business models, value propositions and go-to-market strategies. Specific opportunities mentioned include the rise of cloud/SaaS applications and the changing computing landscape driven by mobility and laptops/devices becoming more disposable. The document provides advice over 3 main sections on leveraging these shifts by finding new opportunities, targeting tomorrow's customers, and mastering the buyer's journey.
A look at Social Media Marketing strategy and tactics for businesses who have already dipped their toes into the Web world.
Learn more at www.schipul.com
Freak Out, Geek Out, or Seek Out: Dealing with Tech Change and Customer Engag...David King
This document discusses how libraries can respond to changes in technology and customer engagement. It suggests that libraries should embrace a digital presence and focus on customer experience. Libraries need community managers, digital branch managers and other roles to engage patrons both inside and outside the library. The document provides examples of libraries interacting with patrons through social media, focus groups and visiting where patrons gather online. It emphasizes designing services around customers and improving customer journeys. Libraries should also gauge staff readiness for change and find champions to help lead transformations.
The document outlines strategies for effectively marketing a website, including using paid and earned media, impressing visitors with an intuitive design, attracting them with remarkable content, promoting the site on search engines and social media, engaging users through commenting and sharing, converting visitors with calls to action, nurturing relationships through content and communications, improving through analytics and testing, and demonstrating success through metrics. The strategies are accompanied by example photos.
A Knowledge Exchange Strategy for EnterpriseAaron Silvers
The document discusses implementing a knowledge exchange strategy within an enterprise using social networking and communities of practice. It describes how an organization has used Yammer for employees to share information and collaborate more effectively. Establishing communities of practice is presented as a way for leaders to develop talent through peer-to-peer learning and coaching without costly traditional training programs.
The Cloud changes everything. What made you successful in the past will not make you successful in the future. The Cloud changes everything in the GTM model - the value proposition, price points and the decision maker are all different. Things have moved on, the world has change and you had better change to! The key to success: "Change before you have to change."
Building Together: Nurturing Leadership through Communities of Practice - LMI...Virginia Pannabecker
In the current era of never-ending change, effective library organizations must be nimble and flexible. Formal committee structures and reporting lines often get in the way of making changes quickly and may not provide opportunities for leadership development. Communities of Practice (CoPs), as realized at Arizona State University Libraries, provide a flexible model to gather employees from diverse areas and levels of an organization to address a common interest, project or problem. The issues and projects addressed by CoPs at ASU Libraries have benefited overall organizational dynamics and promoted management/staff interpersonal relations, leadership skills, self-awareness, and increased involvement from employees of all areas. Many who participate in these groups go on to participate in further leadership roles in formal groups within the organization. In this workshop, participants will learn about CoPs as an organizational and leadership development resource, including discussion of the theory behind the practice, resources useful for these collaborative working groups and an interactive discussion break-out time for an opportunity to consider how such groups might work in individual organizations.
Technologies to Maintain Your Online Teaching PresenceKimberly Eke
This document provides an overview of various technologies that can be used to establish and maintain an online presence. It categorizes the technologies into areas like community and collaboration, communication and feedback, and content curation. Examples of specific technologies mentioned include Facebook, Google+, WordPress, Skype, Twitter, YouTube, Scoop.It, and others. The document encourages exploring how one technology could be used to establish and maintain an online teaching presence, then posting about it online.
Strategy, execution, and a bit of luck - Startup Founder's DreamJeff Thompson
The document provides guidance for startup founders on starting, growing, and exiting a company. It emphasizes that starting a company requires strategy, execution, and luck. Founders must choose a strong founding team, validate their idea with customers, and plan their exit from the beginning. While failure is possible, successfully balancing execution, intuition, and luck can help founders navigate the lonely adventure of building a startup from initial planning through eventual exit.
This document discusses using Web 2.0 technologies in libraries to engage and empower users. It encourages libraries to embrace new technologies like social media, user-generated content, and collaborative online communities to make libraries more interactive, participatory, and relevant to modern users. Specific strategies proposed include developing a Web 2.0 marketing plan, creating social events, helping content spread online, and learning through experimentation. The goal is to harness collective knowledge and continually adapt to changes in technologies.
This document discusses the importance of content strategy and social media engagement in today's media landscape. It notes that old ways of marketing and media have been disrupted, and that people now want to engage with brands and each other through social networks. It advocates defining a content strategy, committing resources to digital and social media, standing out from amateur competitors through better content and conversation, and adapting to new technologies and forms of media to remain relevant with audiences.
This document discusses how libraries and librarians can use Web 2.0 technologies to connect, create, and collaborate. It argues that libraries should find "pivot points" or small changes that allow them to evolve, such as using social media, cloud computing, and new literacies, rather than trying to change everything at once. The document provides examples of pivot points, such as participating in conferences virtually, expanding definitions of literacy, and integrating social media into research guides. It encourages libraries to keep traditional services but innovate in other areas through these pivot points.
Connecting, Creating, and Collaborating: Pivot Points for Change for Librari...Buffy Hamilton
This document discusses how libraries and librarians can use Web 2.0 technologies to connect, create, and collaborate. It argues that libraries should find "pivot points" or small changes that allow them to evolve, such as using social media, cloud computing, and new formats to share information while keeping traditional services. The document provides examples of pivot points, such as expanding definitions of literacy, integrating social media into research guides, and cultivating personal learning networks in addition to face-to-face connections.
The document discusses innovation and provides quotes and images related to different types of innovation. It discusses efficiency innovation, evolutionary innovation, and revolutionary innovation. Management approaches that support innovation are discussed, such as setting strategies, encouraging risk-taking, and leading by example. Innovation is described as an iterative, messy process driven by curiosity. The last slides emphasize that innovation starts with imagination and is a culture that organizations should support.
The document summarizes a workshop on social networking. It provides an overview of various social media platforms and statistics on their usage. The workshop goals are to learn how to use social media technologies and develop ideas for using social media in financial management education. The document outlines tips and best practices for social media engagement, including choosing the right tools, participating in communities, being transparent and real, and adapting to changes. It emphasizes exploring social media to stay relevant and utilizing others' expertise.
Non profits and the Web - May the (social media) force be with youEd Schipul
This document discusses using social media and online tools to build communities. It provides tips for using tools like blogs, Facebook, Twitter, YouTube and Flickr to tell stories, engage audiences, and grow communities. Specific tactics covered include using images and videos, listening to audiences, asking questions, promoting events and finding industry leaders to follow online. The overall message is that social media can help non-profits connect with supporters and spread their mission when used strategically to share stories and engage people.
The document discusses the rise of MOOCs and online learning and raises several questions about their implications. It questions who will own knowledge in the future - universities, companies, society or individuals. It also ponders the effects of MOOCs on the prestige of degrees and their legal validity. Additionally, it raises concerns about completion rates, practical components, and whether online education could increase access to a universal higher education.
Marketing is tomorrow's Sales. A recent study by CEB suggests that up to 60% of a customer's decision-making process is completed before they speak to/meet with a salesperson. That means that Sales is moving to the backend of the Buyer's Journey and Marketing is now critical to start customer conversations and keep them engaged before they interact directly with Sales. This is more than Sales and Marketing alignment. Tomorrow's successful companies will align all their Sales and Marketing activities with their Buyer's Journey.
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
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𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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3. 1. About SmartLead
2. Driving Interest & Capturing Leads
3. Lead Qualification & Nurturing
4. Distribution &
5. Follow Up
6. Maximizing Lead Conversions
7. Valuable Reports
8. Continuous Improvement Recommendations
http://www.flickr.com/photos/tinou/453593446
Optimize Your Lead Life Cycle 3
5. CAM: Customer Acquisition Management
CRM: Customer Relationship Management
http://www.flickr.com/photos/jimnix/4769541659
Optimize Your Lead Life Cycle 5
6. The Right Leads + The Right People + The Right Time = Increased sales
http://www.flickr.com/photos/badcomputer/4887980714
Optimize Your Lead Life Cycle 6
7. Drive Interest Capture Qualify
Improve
Nurture
Nurture
Distribute
Report Convert Follow Up
Optimize Your Lead Life Cycle 7
9. Drive interest via
social, web, email,
banner advertising,
re-advertising, TV,
radio, print, etc.
http://www.flickr.com/photos/wvs/3072989373
Optimize Your Lead Life Cycle 9
11. Products of interest
Methods of generating leads
Sources of the lead
http://www.flickr.com/photos/techthis/4058657114/
Optimize Your Lead Life Cycle 11
20. Determining how many nurturing touches is the right amount.
http://www.flickr.com/photos/mikep/32079784
Optimize Your Lead Life Cycle 20
21. Each year the company fields approximately 100,000 inquiries.
The company’s average sale is $5,000
Design a series of tests to determine max ROI
http://www.flickr.com/photos/mikep/32085898
Optimize Your Lead Life Cycle 21
Hello and welcome to today’s webinar… How to optimize the life cycle of a lead. Thank you for joining us this afternoon.During today’s event please feel free to ask questions from the questions pod. We will be answering those throughout the webinar and passing the trending and most relevant questions to our speaker to be answered at the end of this session. We will also be making a recorded version of this webcase available for you should you want to share this information with other co-workers or associates.
CJ Cunniff is the SmartLead Vice President of Marketing He has over 12 years of marketing experience in private and public sectors 5 years in web programming 7 years leading teams in digital and mixed media efforts He is Google analytics certified and he specializes in lead generation and lead management throughout the sales life cycleHe prides himself in responding to any connection requests or questions within 24 hours, so feel free to put him to the test, and use one or all of the contact methods provided for you.
SmartLead is Software with a service, not software as a service. We specialize in lead management, nurturing, ranking, qualification, distribution, and reporting. Since 1981, we have increased profits by maximizing the value of marketing and compressing the sales cycle.
Where we operate: 1) macro: Customer Acquisition Management a) new lead nurturing, ranking, qualification, distribution to dealers, etc. 2) macro: Customer Relationship Management a) ready for sales to show likelhood of agreeement b) dollar ammountasssigned to the opportunity c) sale has occured in the past d) sales nurturing occurs
CJ: Need to addIncrease your number of leads which convert to sales Save you from expensive marketing mistakes Generate more Marketing and Sales qualified leads Assist you in accurately projecting your sales pipeline Drastically improve efficiency between your marketing and sales teams
Lead Life Cyclea) Promote — The process starts with a promotional event which can come from a web form, phone inquiry, trade show, direct/bulk e-mail or a combination.b) Capture — This step involves optimizing your lead generation methods to give you as much information about your inquirers as possible without negatively impacting lead volume.c) Qualify — The range between qualified and unqualified leads can vary immensely. Understanding when someone is ready to buy can give a competitive edge. d) Nurture — Developing and using a consistent approach to reach prospects that have expressed interest but are not ready to buy is important for any company. This section will look at developing dynamic nurturing campaigns depending on the rank of your leads and their position in the sales process.e) Distribute — Quickly distributing leads to your sales channel is a necessity to getting the sale. Minimizing the time it takes to accurately distribute your leads while maximizing the accuracy of distribution is key. We’ll teach you how to drastically improve both time and accuracy.f) Follow Up — It’s important to track all the activity taking place with the lead throughout the sales cycle and to get your sales and marketing to report accurately on each stage of the process.g) Convert — Converting a lead into a sale is one thing, but doing it in a way that your can track that sale back to your original inquiry is completely different.h) Report and Optimize — Tie the lead back to the original event that generated it and analyze what the sale was worth, how long it took to close, what product/service was sold and what promotional event generated it.
Step 1: Drive interest a) marketing becoming more complex b) to show true roi you need a central database of record c) the ability for systems to talk to each other to dynamically drive interest
Setup initial campaigns: social, display, ppc, seo, email, phone, radio, tv, print, etc.
Step 2: capture the informationa) optimize forms to gain maximum informationb) be careful not to drive your audience awayc) don't treat al leads the same, assign values to them
Ideas for types of information that will likely provide the highest value
Step 3: differentiate between good and bad leadsa) Marketers must change from lead generators to sales facilitators. They can't just provide leads, they must be qualified and have value for sales.B) for quality leads, we must determine how valuable
Lead Quality Detail:a) determine which fields are requiredb) Get agreement on business rules for determining qualityc) common rules to considerd) Some companies find manual reviews helpful (discuss this)
You now know that the lead’s information is accurate, but not how valuable it is. There are an infinite number of ways to Lead Ranking Detail:a) lead is quality, but how valuable?B) infinite number to determine, but some examples include: - Contact information - Q&A sets - Product interest - Events - Prizm/Hoovers demographics - Propensity to purchase or Projected scale of purchase.
Step 4: Lead Nurturinga) Ranking and Qualifying should take 15 minutes or less a1) (share experience from recent trip)b) now begin the communication processc) could include, thank you email, contact center, physical mail, etc.d) look at case study
Contact Center Detail:a) most companies take 1-2 weeks to rank, qualify, distribute and call - time should be less than 24 hours for calling - the early bird gets the wormb) can't stop there… gather info from call to rerank and update nurturing plan on the flyc) the complexities of this can be daunting without integrated systems but the reward is worth it
Electronic Fulfillment Detaila) can include, email, e-brochures, e-books, webinars, webcasts, etc.b) tracking data from sends, opens, clicks etc. and assigning back to lead can increase your nurture value and tell you sales people how to close the dealc) example: tell sales that user opened three of four emails, and click on one product twice to help them close the deal.
Direct Mail Detail:a) We know from SiriusDecisions and Gartner research that the fulfillment to reach the user first generates much greater close ratesb) print is complex: creative, print shop, proofing, mailing lists, address verification, warehousing, shipping etc.c) an integrated LMS will automate all of these steps with minimal human involvement, reducing, time, money and human error
Case Study 1: How many touches equal a wina) note: this is one case and will vary by client and product lines
An analysis of nurturing programs implemented over the course of a year by one SmartLead client revealed the optimal number of times it takes to maximize revenue from prospects.
Each piece of communication works togethera) any type of communication will be a win verses none at allb) integrated comms that update one another will add value with fewer touchesc) example: warm lead->call->hot lead->print package/sales person call/emaild) The way to make these pieces talk together and dynamically change the communication flow is to utilize your LMS as the central database of record.
Step 5: Distributiona) ranking/qualifying/nurturing is great, but you will see better returns if you match certain lead types with certain sales types.B) Sirius decisions: 15% of leads are distributed incorrectlyc) due to lost times, customers can feel ignored and tend to buy from a competitor (we have found this to occur in up to 75% of leads for some clients)d) sales will begin to devalue leads if not distributed accurately as welle) don't have to limit yourself to one piece of infof) tiered systems can be a great way to get buy in and increase lead value
Case Study 2: Did you buy?A) once leads were distributed the client wasn't getting feedback from their dealers
Leads were sent to the company’s designated sales force automation (SFA) system without pre-qualification. The lead distribution logic for the SFA system had flaws. Often the wrong lead went to the wrong sales person. The sales people had low confidence in the leads
A Contact Center regularly contacts each dealer to follow-up on the leads distributed to the dealer. Dealers are encouraged to record sales results in the manufacturer’s web-based Lead Management System.
Step 6: Follow upa) this can by far be the biggest challenge with lead management as we just sawb) a few proven sollutions can be implemented to solve this prioblem
Carrot approacha) make sales team feal supportedb) if you help them sale when they give feedback, they are more likely to do itc) consider knowledge management: ongoing training and phone support will be necessary or the tool will eventually lose overall value
Stick appracha) if a dealer doesn't need leads or value them to reach their goal, there is no reason not to reassign those leads and eventually downgrade their tiere level
Step 7: converta) a key challenge marketing and sales faces: what really lead to sales and what was the return ratio?
Systems generally stop tracking leads once they are opportunities. A) you are forced to try to create statistical models to determine campaign effectivenessb) or worse you settle for reporting on which campaigns generate opportunitiesc) valuable info: - What campaigns generated the leads - What leads moved most successfully through the marketing/nurturing funnel - What leads most effectively were converted to opportunities - What opportunities turned into proposals - And what proposals turn into salesd) accurate data for the entire sales cycle makes long term marketing decisions easier and more effective
Step 8: reporta) would you like to have one dashboard report for your entire sales cycle? B) how valuable would trends and identifications of bottlenecks be within a single platform from initial lead generation to to sales and beyond to post sale?C) you can easily identify new target markets, how to communicate, what is effective across multiple variables (product, demographic, vertical, etc.)
Your sales team has a lot of different tasks going on at any given time so marketing support can help a great deal. The most effective way we have found to get them interested in your lead management initiative is to offer an incentive program. It may be that by meeting a certain quota of activity you offer some marketing support. Some potential incentives could include: - Reviewing their marketing materials or how they are using your marketing materials- Reviewing their data with them to help them see where bottlenecks are occurring- Ongoing education and self-paced learning regarding maximizing their leads is another great opportunity to provide
SmartLead is Software with a service, not software as a service. We specialize in lead management, nurturing, ranking, qualification, distribution, and reporting. Since 1981, we have increased profits by maximizing the value of marketing and compressing the sales cycle.