The document discusses the importance of smarketing, which is the alignment of sales and marketing teams. It notes that 87% of terms used to describe each other are negative. Smarketing is critical for inbound success and can result in 20% annual revenue growth. It involves both teams having shared goals, compensation, communication around customer personas, and visibility into each other's goals. The marketing pipeline should be tied to sales quotas. This ensures both teams are working towards the same objectives.
Maximize Conversions by Balancing Your Ecommerce & Amazon StrategyTinuiti
As your brand ramps up advertising and sales on Amazon, does your paid search cost increase and conversion rate decrease?
Identify the key insights you can implement in your Amazon strategy to allow you to get more from your AdWords campaign and vice versa.
How to balance performance marketing and brand marketing as you scale, with a specific emphasis on DTC / D2C strategies. Presented at FUTR Europe Summit 2021.
Smarketing
The ability to bring marketing-qualified leads (MQL) and sales-qualified leads (SQL) together through a process that measures, grades and follows up on possible leads for your business.
Ebook the essentials of sales and marketing alignmentKenny Wyckmans
eBook: The essentials of Sales & Marketing alignment
85% of best in class companies are aligning Sales & Marketing to improve their business. Are you next?
This free eBook will help you to:
- Get planet Sales and planet Marketing to speak the same language
- Enable a better lead conversion
- Measure & optimize team performance
- Discover how d!NK tools enable Sales & Marketing alignment
http://dink.eu/essentials-sales-marketing-alignment/
- Avaya, an IP service provider company, was looking to improve its marketing effectiveness and lead generation as its sales and marketing departments lacked communication, had disparate goals and metrics, and lacked leadership from their president.
- Two potential solutions were identified: creating a well-defined lead generation protocol and integrating the marketing and sales funnels.
- The best course of action was determined to be merging the marketing and sales departments into a single hybrid department by replacing leadership, developing standardized measures of success, and merging the individual funnels. This was estimated to cost $3.5 million but yield a 209.09% return on investment.
Avaya was facing issues with lack of communication between their marketing and sales departments, which led to misaligned goals and decreased performance. To address this, the document recommends restructuring the departments by implementing a single CRM system to improve collaboration, qualify leads jointly, and align marketing and sales strategies. This is estimated to cost $3 million initially and $1.8 million annually but yield a 416% return on investment by doubling qualified leads from marketing to 50% and increasing revenue projections.
This document provides a case report for Avaya regarding challenges with integrating their marketing and sales teams on a global scale. It outlines problems such as marketing generating low quality leads and sales being too focused on short-term goals. Possible solutions proposed include implementing a bonus compensation plan for marketing to incentivize higher quality leads, overhauling the organizational structure to better pair marketing and sales teams, and encouraging consistent feedback between departments. The report recommends the bonus compensation plan as the best first step to better align goals between marketing and sales and improve integration and communication.
Startup marketing is incredibly challenging. Finding product-market fit, building a brand from scratch, and ramping revenue from zero to millions, these fundamental startup marketing problems are absolutely daunting. As if they weren’t enough though, the difficulty of scaling startup marketing is compounded by incredibly tight marketing budgets, changing market conditions, rapid organization growth, high expectations and an uneven understanding of marketing’s role in the business.
As a career CMO and now CEO of Markodojo, I’ve repeatedly confronted the startup marketing challenge. Yet, it doesn’t get any easier. Every startup is unique and the individual startup marketing challenges vary accordingly. However, there are some common themes that startup CMOs and CEOs can rely on as the business scales from A-round to B-round to C-round and beyond. These are the ABC’s of scaling startup marketing.
Maximize Conversions by Balancing Your Ecommerce & Amazon StrategyTinuiti
As your brand ramps up advertising and sales on Amazon, does your paid search cost increase and conversion rate decrease?
Identify the key insights you can implement in your Amazon strategy to allow you to get more from your AdWords campaign and vice versa.
How to balance performance marketing and brand marketing as you scale, with a specific emphasis on DTC / D2C strategies. Presented at FUTR Europe Summit 2021.
Smarketing
The ability to bring marketing-qualified leads (MQL) and sales-qualified leads (SQL) together through a process that measures, grades and follows up on possible leads for your business.
Ebook the essentials of sales and marketing alignmentKenny Wyckmans
eBook: The essentials of Sales & Marketing alignment
85% of best in class companies are aligning Sales & Marketing to improve their business. Are you next?
This free eBook will help you to:
- Get planet Sales and planet Marketing to speak the same language
- Enable a better lead conversion
- Measure & optimize team performance
- Discover how d!NK tools enable Sales & Marketing alignment
http://dink.eu/essentials-sales-marketing-alignment/
- Avaya, an IP service provider company, was looking to improve its marketing effectiveness and lead generation as its sales and marketing departments lacked communication, had disparate goals and metrics, and lacked leadership from their president.
- Two potential solutions were identified: creating a well-defined lead generation protocol and integrating the marketing and sales funnels.
- The best course of action was determined to be merging the marketing and sales departments into a single hybrid department by replacing leadership, developing standardized measures of success, and merging the individual funnels. This was estimated to cost $3.5 million but yield a 209.09% return on investment.
Avaya was facing issues with lack of communication between their marketing and sales departments, which led to misaligned goals and decreased performance. To address this, the document recommends restructuring the departments by implementing a single CRM system to improve collaboration, qualify leads jointly, and align marketing and sales strategies. This is estimated to cost $3 million initially and $1.8 million annually but yield a 416% return on investment by doubling qualified leads from marketing to 50% and increasing revenue projections.
This document provides a case report for Avaya regarding challenges with integrating their marketing and sales teams on a global scale. It outlines problems such as marketing generating low quality leads and sales being too focused on short-term goals. Possible solutions proposed include implementing a bonus compensation plan for marketing to incentivize higher quality leads, overhauling the organizational structure to better pair marketing and sales teams, and encouraging consistent feedback between departments. The report recommends the bonus compensation plan as the best first step to better align goals between marketing and sales and improve integration and communication.
Startup marketing is incredibly challenging. Finding product-market fit, building a brand from scratch, and ramping revenue from zero to millions, these fundamental startup marketing problems are absolutely daunting. As if they weren’t enough though, the difficulty of scaling startup marketing is compounded by incredibly tight marketing budgets, changing market conditions, rapid organization growth, high expectations and an uneven understanding of marketing’s role in the business.
As a career CMO and now CEO of Markodojo, I’ve repeatedly confronted the startup marketing challenge. Yet, it doesn’t get any easier. Every startup is unique and the individual startup marketing challenges vary accordingly. However, there are some common themes that startup CMOs and CEOs can rely on as the business scales from A-round to B-round to C-round and beyond. These are the ABC’s of scaling startup marketing.
Playbook for Startup Demand Generation by Mark DonniganGoToMarketLauncher
The document provides guidance on marketing strategies for startups to build demand, focusing on category design. It discusses that companies fail due to lack of attention to engineering the market, not product development. It emphasizes that category design is foundational for demand generation and that marketing should define problems and name categories where the product solves issues. The marketing leader must craft category strategies, win over stakeholders, and execute plans to make their company the dominant choice in a market.
Michael Carney is a visionary marketing executive with over 30 years of experience growing technology and other companies through strategic marketing, sales, and operations leadership. He has a proven track record of generating significant revenue growth through integrated online and offline marketing initiatives. Some of his accomplishments include growing a company's revenues by 590% and 422% through reengineering operations, launching new products that generated over $1 billion in deposits in under 12 months, and developing marketing programs that improved sales conversion rates by up to 42% and shortened sales cycles by 31%.
How marketers can earn respect at the revenue tableAnene Wealth
How would a 10% increase in your marketing budget affect the profitability of your company?
If you can’t answer that question, budget meetings probably aren’t your favorite part of the job. When you walk into your CEO’s office, maybe you bring activity reports, industry awards, examples of jobs well done…but does she care enough to increase —
Introduction to integrated marketing sales and marketing alignmentNuno Fraga Coelho
This document discusses the importance of alignment between sales and marketing teams. It provides 7 steps to achieve alignment:
1. Get sales and marketing to agree on buyer profiles and prospect traits.
2. Develop an integrated content strategy by auditing current assets and ensuring content meets buyer needs.
3. Agree on common metrics and definitions like what qualifies a "sales ready" lead to ensure both teams are measuring the same things.
4. Establish SLAs that set targets for lead generation and handoff between teams to increase accountability.
5. Create a clear process for handing off leads from marketing to sales and feedback loops.
6. Develop a shared sales/marketing pipeline for increased visibility
This document outlines best practices in B2B marketing based on a proprietary research study. It discusses how B2B companies with over 15% 3-year growth (Growth Gurus) differ from others in their marketing approaches. Growth Gurus are more likely to lead with customers, make marketing strategic, build strong brands, execute precisely, and test and learn. Specific practices covered include understanding customers, developing value propositions, building brand capabilities, social media strategy, and implementing marketing strategies across all touchpoints.
How to Use LinkedIn Ads to Drive New Leads and CustomersHubSpot
The document provides an overview of a presentation on using LinkedIn ads to drive leads and customers. It discusses why LinkedIn ads are effective, how to create and manage ad campaigns, best practices for writing ads, what should happen after a user clicks an ad, and how to track campaign performance and nurture leads. Key points include that LinkedIn has a large premium professional audience, ads can be targeted precisely, and the platform allows tracking leads generated from ads.
8 Critical Success Factorsfor Lead GenerationGil.B
Until now, "lead generation" was associated with direct mail campaigns, sometimes supported by a flashy website, sporadic trade show appearances, intense email blasts or stabs at telemarketing, but with very little, if any, special attention brought to bear on the complex sale.
Meanwhile, marketers are constantly reminded that the company needs more sales leads NOW. Unfortunately, that immediacy often means sacrificing quality for sheer quantity.
A flood of ordinary, low-quality leads doesn\'t mean better sales - so why waste your time? The challenge is to adopt lead generation programs that will increase the odds of creating better sales leads, ultimately resulting in long-term, happy and profitable customers.
The document discusses the role of learning and development (L&D) professionals in sales enablement. It defines sales enablement as coordinating across functions like sales, marketing, and product development to provide resources and information to help the sales team generate revenue. For L&D professionals to truly support sales enablement, they must break down silos by facilitating collaboration across functions, and focus on improving sales performance rather than just training programs. By adopting this approach, organizations can increase sales productivity, speed time to productivity for new hires, and positively impact the customer experience.
- Avaya's marketing and sales departments lacked communication and had different goals and metrics, which was exacerbated by a lack of leadership from their president.
- Two potential solutions were proposed: creating a standardized lead generation protocol or integrating the marketing and sales funnels.
- The best course of action would be to merge the departments and replace the president to develop common goals, metrics, and a single integrated funnel. This was estimated to cost $3.5 million but yield a 209.09% return on investment.
How to Tell Memorable Customer Stories That Spark the ImaginationMarcom Productions
The document discusses how to craft memorable customer stories using the SOAR framework: Situation, Opportunity, Action, Results. It provides an example of a software company that was generating many new leads but few sales. They developed a content marketing program that cultivated relationships over time, resulting in a 400% increase in qualified sales opportunities and 30% shorter sales cycles.
Lead nurturing has become an integral part of a successful marketing strategy—specifically when building relationships with potential buyers across multiple channels, even if they are not currently looking to purchase a product or service. Today’s potential buyers don’t become customers overnight—they require marketing over time as they self-educate and build trust with a company. Lead nurturing helps marketers communicate consistently with buyers cross-channel and throughout the sales cycle—addressing the gap in time between when a lead first interacts with you and when she is ready to purchase.
The Definitive Guide to Lead Nurturing covers everything you need to know to get started using lead nurturing to drive revenue growth, including how to:
Create a lead nurture strategy
Nurture leads across channels
Segment a lead database
Choose appropriate content for each lead nurture track and audience
Get the most value from lead nurturing with testing and optimization
Measure and explain lead nurturing’s return on investment
The Definitive Guide to Lead Generation WorkbookMarketo
Get some fresh ideas for your lead generation plan! This fun, interactive workbook, helps marketers develop their lead generation strategies through templates, fill-in-the-blanks, group exercises, word searches, checklists, and more.
The Complete Guide to Unifying Your Sales & Marketing EffortsClearPivot
This document provides a guide to unifying sales and marketing efforts by creating a "Smarketing" organization. It outlines six key elements to implement: 1) Establish closed-loop reporting between marketing software and CRM to share lead data; 2) Define funnel stages and lead qualification metrics that sales and marketing agree on; 3) Implement a service-level agreement where marketing commits to delivering qualified leads and sales commits to follow-up efforts; 4) Use dashboards to monitor metrics and identify top-performing marketing channels and assets; 5) Hold regular meetings between sales and marketing; 6) Employ additional communication tactics. Implementing this data-driven framework can help sales and marketing teams work better together to achieve revenue goals.
AMA Customer Experience Workshop: Optimizing the Customer ExperienceFullSurge
Tutorial workshop on optimizing the customer experience prepared for and facilitated on behalf of the American Marketing Association for the 2014 annual conference, Inspired Marketing.
The document provides survival tips for B2B marketers managing key tools in their toolkit, including content, lead nurturing, email, social media, and sales enablement. It discusses using content to fuel marketing campaigns and identifying the target audience. It emphasizes that lead nurturing increases quality by choosing the right campaigns for prospects. It also notes that email is powerful for building relationships and social media connects brands with buyers. The tips aim to help marketers effectively manage these important tools.
Successful Brand Management: Moving from a Product-Centric Focus
to a Customer-Centric Business Model by Susanne Kushner at SVPMA Monthly Event May 2002
Sales Enablement: What It Is, What It Isn't, and Where It's GoingAggregage
The biggest problem with Sales Enablement is that there is no one universal definition. If you were to ask 10 different people “What is Sales Enablement?” you would get 10 different answers, none of which would show the whole picture. Roderick Jefferson, CEO and top sales enablement consultant, is here to provide some much-needed clarity on the what, why, and how of Sales Enablement.
Thomas J. Williams of MHI Global Inc. provides a summary of talent readiness solutions. The document discusses how talent readiness solutions can quantify individuals' skills and potential by answering questions about capability and upside. It also outlines assessments that measure sales skills, screen for sales potential, and analyze leadership talents compared to top performers. The assessments are designed to aid in selection, development, and benchmarking.
The document discusses marketing and sales alignment. It finds that 87% of terms used to describe the functions are negative. To achieve 20% annual revenue growth, strong alignment is needed between marketing and sales around shared goals, personas, and a marketing-sales funnel with defined stages and responsibilities. The marketing-sales service level agreement should specify lead generation commitments and follow up standards to integrate the functions successfully.
The power of smarketing 2014 - Class #9 HubSpot Inbound Academy CertificationSorin Magureanu
Smarketing is the alignment of sales and marketing teams around shared goals and personas. This document outlines five steps to integrate smarketing: 1) speak the same language by defining terms like leads and personas, 2) set up closed-loop reporting to share data between teams, 3) implement a service level agreement outlining each team's commitments, 4) maintain open communication through regular meetings and updates, and 5) rely on shared data dashboards to monitor progress and make adjustments. Strong smarketing integration can lead to 20% greater annual revenue growth.
Playbook for Startup Demand Generation by Mark DonniganGoToMarketLauncher
The document provides guidance on marketing strategies for startups to build demand, focusing on category design. It discusses that companies fail due to lack of attention to engineering the market, not product development. It emphasizes that category design is foundational for demand generation and that marketing should define problems and name categories where the product solves issues. The marketing leader must craft category strategies, win over stakeholders, and execute plans to make their company the dominant choice in a market.
Michael Carney is a visionary marketing executive with over 30 years of experience growing technology and other companies through strategic marketing, sales, and operations leadership. He has a proven track record of generating significant revenue growth through integrated online and offline marketing initiatives. Some of his accomplishments include growing a company's revenues by 590% and 422% through reengineering operations, launching new products that generated over $1 billion in deposits in under 12 months, and developing marketing programs that improved sales conversion rates by up to 42% and shortened sales cycles by 31%.
How marketers can earn respect at the revenue tableAnene Wealth
How would a 10% increase in your marketing budget affect the profitability of your company?
If you can’t answer that question, budget meetings probably aren’t your favorite part of the job. When you walk into your CEO’s office, maybe you bring activity reports, industry awards, examples of jobs well done…but does she care enough to increase —
Introduction to integrated marketing sales and marketing alignmentNuno Fraga Coelho
This document discusses the importance of alignment between sales and marketing teams. It provides 7 steps to achieve alignment:
1. Get sales and marketing to agree on buyer profiles and prospect traits.
2. Develop an integrated content strategy by auditing current assets and ensuring content meets buyer needs.
3. Agree on common metrics and definitions like what qualifies a "sales ready" lead to ensure both teams are measuring the same things.
4. Establish SLAs that set targets for lead generation and handoff between teams to increase accountability.
5. Create a clear process for handing off leads from marketing to sales and feedback loops.
6. Develop a shared sales/marketing pipeline for increased visibility
This document outlines best practices in B2B marketing based on a proprietary research study. It discusses how B2B companies with over 15% 3-year growth (Growth Gurus) differ from others in their marketing approaches. Growth Gurus are more likely to lead with customers, make marketing strategic, build strong brands, execute precisely, and test and learn. Specific practices covered include understanding customers, developing value propositions, building brand capabilities, social media strategy, and implementing marketing strategies across all touchpoints.
How to Use LinkedIn Ads to Drive New Leads and CustomersHubSpot
The document provides an overview of a presentation on using LinkedIn ads to drive leads and customers. It discusses why LinkedIn ads are effective, how to create and manage ad campaigns, best practices for writing ads, what should happen after a user clicks an ad, and how to track campaign performance and nurture leads. Key points include that LinkedIn has a large premium professional audience, ads can be targeted precisely, and the platform allows tracking leads generated from ads.
8 Critical Success Factorsfor Lead GenerationGil.B
Until now, "lead generation" was associated with direct mail campaigns, sometimes supported by a flashy website, sporadic trade show appearances, intense email blasts or stabs at telemarketing, but with very little, if any, special attention brought to bear on the complex sale.
Meanwhile, marketers are constantly reminded that the company needs more sales leads NOW. Unfortunately, that immediacy often means sacrificing quality for sheer quantity.
A flood of ordinary, low-quality leads doesn\'t mean better sales - so why waste your time? The challenge is to adopt lead generation programs that will increase the odds of creating better sales leads, ultimately resulting in long-term, happy and profitable customers.
The document discusses the role of learning and development (L&D) professionals in sales enablement. It defines sales enablement as coordinating across functions like sales, marketing, and product development to provide resources and information to help the sales team generate revenue. For L&D professionals to truly support sales enablement, they must break down silos by facilitating collaboration across functions, and focus on improving sales performance rather than just training programs. By adopting this approach, organizations can increase sales productivity, speed time to productivity for new hires, and positively impact the customer experience.
- Avaya's marketing and sales departments lacked communication and had different goals and metrics, which was exacerbated by a lack of leadership from their president.
- Two potential solutions were proposed: creating a standardized lead generation protocol or integrating the marketing and sales funnels.
- The best course of action would be to merge the departments and replace the president to develop common goals, metrics, and a single integrated funnel. This was estimated to cost $3.5 million but yield a 209.09% return on investment.
How to Tell Memorable Customer Stories That Spark the ImaginationMarcom Productions
The document discusses how to craft memorable customer stories using the SOAR framework: Situation, Opportunity, Action, Results. It provides an example of a software company that was generating many new leads but few sales. They developed a content marketing program that cultivated relationships over time, resulting in a 400% increase in qualified sales opportunities and 30% shorter sales cycles.
Lead nurturing has become an integral part of a successful marketing strategy—specifically when building relationships with potential buyers across multiple channels, even if they are not currently looking to purchase a product or service. Today’s potential buyers don’t become customers overnight—they require marketing over time as they self-educate and build trust with a company. Lead nurturing helps marketers communicate consistently with buyers cross-channel and throughout the sales cycle—addressing the gap in time between when a lead first interacts with you and when she is ready to purchase.
The Definitive Guide to Lead Nurturing covers everything you need to know to get started using lead nurturing to drive revenue growth, including how to:
Create a lead nurture strategy
Nurture leads across channels
Segment a lead database
Choose appropriate content for each lead nurture track and audience
Get the most value from lead nurturing with testing and optimization
Measure and explain lead nurturing’s return on investment
The Definitive Guide to Lead Generation WorkbookMarketo
Get some fresh ideas for your lead generation plan! This fun, interactive workbook, helps marketers develop their lead generation strategies through templates, fill-in-the-blanks, group exercises, word searches, checklists, and more.
The Complete Guide to Unifying Your Sales & Marketing EffortsClearPivot
This document provides a guide to unifying sales and marketing efforts by creating a "Smarketing" organization. It outlines six key elements to implement: 1) Establish closed-loop reporting between marketing software and CRM to share lead data; 2) Define funnel stages and lead qualification metrics that sales and marketing agree on; 3) Implement a service-level agreement where marketing commits to delivering qualified leads and sales commits to follow-up efforts; 4) Use dashboards to monitor metrics and identify top-performing marketing channels and assets; 5) Hold regular meetings between sales and marketing; 6) Employ additional communication tactics. Implementing this data-driven framework can help sales and marketing teams work better together to achieve revenue goals.
AMA Customer Experience Workshop: Optimizing the Customer ExperienceFullSurge
Tutorial workshop on optimizing the customer experience prepared for and facilitated on behalf of the American Marketing Association for the 2014 annual conference, Inspired Marketing.
The document provides survival tips for B2B marketers managing key tools in their toolkit, including content, lead nurturing, email, social media, and sales enablement. It discusses using content to fuel marketing campaigns and identifying the target audience. It emphasizes that lead nurturing increases quality by choosing the right campaigns for prospects. It also notes that email is powerful for building relationships and social media connects brands with buyers. The tips aim to help marketers effectively manage these important tools.
Successful Brand Management: Moving from a Product-Centric Focus
to a Customer-Centric Business Model by Susanne Kushner at SVPMA Monthly Event May 2002
Sales Enablement: What It Is, What It Isn't, and Where It's GoingAggregage
The biggest problem with Sales Enablement is that there is no one universal definition. If you were to ask 10 different people “What is Sales Enablement?” you would get 10 different answers, none of which would show the whole picture. Roderick Jefferson, CEO and top sales enablement consultant, is here to provide some much-needed clarity on the what, why, and how of Sales Enablement.
Thomas J. Williams of MHI Global Inc. provides a summary of talent readiness solutions. The document discusses how talent readiness solutions can quantify individuals' skills and potential by answering questions about capability and upside. It also outlines assessments that measure sales skills, screen for sales potential, and analyze leadership talents compared to top performers. The assessments are designed to aid in selection, development, and benchmarking.
The document discusses marketing and sales alignment. It finds that 87% of terms used to describe the functions are negative. To achieve 20% annual revenue growth, strong alignment is needed between marketing and sales around shared goals, personas, and a marketing-sales funnel with defined stages and responsibilities. The marketing-sales service level agreement should specify lead generation commitments and follow up standards to integrate the functions successfully.
The power of smarketing 2014 - Class #9 HubSpot Inbound Academy CertificationSorin Magureanu
Smarketing is the alignment of sales and marketing teams around shared goals and personas. This document outlines five steps to integrate smarketing: 1) speak the same language by defining terms like leads and personas, 2) set up closed-loop reporting to share data between teams, 3) implement a service level agreement outlining each team's commitments, 4) maintain open communication through regular meetings and updates, and 5) rely on shared data dashboards to monitor progress and make adjustments. Strong smarketing integration can lead to 20% greater annual revenue growth.
87% of the terms sales and marketing teams use to describe each other are negative. Not only does that make for a negative work experience, it means you miss out on significant revenue growth. Learn how to align your marketing and sales departments by goal and by persona - get on the same team!
This presentation is part of HubSpot's complimentary Inbound Certification. Get started at: http://academy.hubspot.com/certification
14th Alex Marketing Club (Smarketing) by dr. Amir HassanMahmoud Bahgat
14th Alex Marketing Club (Smarketing) by dr. Amir Hassan
to attend & Get the Address Confirm to me on Pvt WhatsApp
#Mahmoud_Bahgat
00966568654916
#Marketing_Club
Only If you are a Marketer Register as a member & or a Speaker in the link
http://goo.gl/forms/RfskGzDslP
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جروبات خاصة عالواتساب ب
محبي العمل فالتسويق فالمستقبل
غير عاملين بالتسويق حاليا للتعلم
■ أهم الإعلانات والأفكار والكتب في التسويق■
■■ *بدون كلام ولا سلام ولا شكرا*■■
فقط اشتراك الجروبات
وليس حضور اجتماعات نادي الماركتينج
■ *(الماركتيرز لهم جروبات خاصة)*■
ويستطيعوا حضور الاجتماعات الشهرية ولنا
■ اشترك في جروب واحد منهم فقط دوس على اللينك ■
Marketing club 19 (Future)
https://chat.whatsapp.com/IqDyV0a7GcPIKhcSKan8zD
Marketing club 20 (Future)
https://chat.whatsapp.com/Kt0SlWIeh3n8JPNrUKBOX8
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Marketing Club Middle East
Since 29 October 2015
We have 7 groups whatsapp
with 750 marketers
From all middle east
since 9 years
& now 13 more groups
For Marketing Club Lovers as future Marketers
Many non Marketers yet have asked to Attend the Club
((We Wish All can Attend,But Cant right now but soon we will..))
Criteria for attending Marketing Club Meetings
•••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
Must be only Marketer
Also Previous Marketing experience
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
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《 *Unmatched Criteria*》 till we allow all soon
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join our What'sApp group
Marketing Lover Future Club Group
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《 *Unmatched Criteria*》
For Conflict of Interest
Also Can't attend
If Working in a Marketing Services Provider
=not Hotel or tourism
=not Restaurant
=not Advertising
=not Event Manager
=not Market Researcher
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this Club for Only Marketers
Soon will open for all
Very Soon we will have
■ Business Leaders Club ■
For Sales Managers & Directors
Will be Not for Marketers
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جروب وصفحة الماركتينج كلووب عالفيسبوك
#Marketing_Club Group on Facebook
https://www.facebook.com/groups/837318003074869/
Now we can talk freely In all marketing topics
As open discussion all the time
On our Facebook group
Without disturbing anyone
on our 16 what'sApp groups
To keep what's app groups simple &to the point
Only 2 or 3 posts daily
■اتكلم براحتك على الفيسبوك■
وخلي الواتساب صور وكتبو وبوستات كاملة فقط حتى لا نزعج الناس
اشترك الآن في صفحة الفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
اشترك الآن في جروب الفيسبوك
https://www.facebook.com/groups/837318003074869/
لتسجيل بيناتك لتصلك بعض المحاضرات لو أمكن عالايميل
http://goo.gl/forms/RfskGzDslP
#Marketing_Club
#Mahmoud_Bahgat
00966568654916
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Sales and marketing alignment is important for driving revenue growth. It requires both teams to define common terms like leads, set shared goals around the sales funnel, use lead scoring to qualify leads, structure roles to move leads through the process, and create service level agreements to ensure leads are followed up on in a timely manner. Doing this aligns the teams, streamlines the sales process, and increases revenue.
This document summarizes key issues facing sales and marketing based on a survey of over 2,600 companies. It finds that many companies lack a clearly defined consultative sales process or don't follow the process they have. As a result, salespeople struggle to balance their time effectively and often give up too easily on prospects. The document recommends developing a formal, step-by-step sales process tailored to the company's products and customers. It also stresses the importance of implementing the process, involving customers in its development, identifying best practices from top performers, and providing competency development and ongoing monitoring to ensure the process works as intended.
This document provides guidance on aligning sales and marketing teams through defining leads, agreeing on lead handoff processes, and mapping lead generation strategies to the sales funnel. The key points covered are:
1) Sales and marketing must agree on a definition of what constitutes a lead and when leads are handed off from marketing to sales.
2) Lead profiles should include demographics, firmographics, and BANT attributes to understand buyer readiness.
3) Service level agreements can ensure sales follows up on marketing-generated leads within set timeframes.
4) Lead generation strategies should target different stages of the sales funnel based on buyer intent and interest in the product.
6 ways to achieve sales and marketing alignment throughout the buyer's journeyxoombi
Alignment between Marketing and Sales is potentially the largest opportunity for improving business performance today. When marketing and sales teams unite around a single buyer's journey, they dramatically improve marketing ROI, sales productivity, and, most importantly, top-line growth.
Bridging The Gap Between Sales And Marketingguest3d2e50c
This document discusses bridging the gap between sales and marketing. It argues that sales and marketing are currently seen as separate and sometimes opposing functions, but they need to be better integrated and aligned to improve business performance. The document provides an overview of the sales process and current relationship between sales and marketing. It then discusses how marketing can take more responsibility for business development by improving communication of key messages, making it easier for customers to buy, and enhancing the customer experience. Finally, it suggests practical steps sales and marketing can take to better integrate their processes, activities, and goals.
Qstream and RAIN Group: Creating a Top-Performing Sales Organization – Your R...QstreamInc
For sales reps and managers alike, getting to – and staying at – the top of the leaderboard is a constant battle. To discover exactly what top-performing sales organizations are doing differently to reach their goals, the RAIN Group Center for Sales Research conducted a global survey. In this exclusive webinar, Qstream CEO Duncan Lennox and RAIN Group President Mike Schultz review the research findings, outline the traits and best practices of top-performers, and offer actionable tips that can help any sales team create a roadmap for success in 2016.
The_Sales_and_Marketing_Bridge_to_boost_sales_-_TMH_Consulting_White_PaperThomas Michael Hogg
The document outlines 6 steps to align marketing and sales departments to boost sales. It discusses how the two departments often blame each other for lack of results but don't work as a cohesive team. The 6 steps are: 1) align objectives and sales methodology, 2) establish bi-directional communication, 3) define roles and responsibilities, 4) formalize metrics and reporting, 5) use standard terminology, and 6) have joined customer visits. Taking these steps can help marketing qualified leads and sales to drive opportunities, leading to a successful commercial strategy and revenue growth.
This document discusses how marketing and sales can improve collaboration to achieve their shared goal of sustainable profitability. It recommends that the two departments communicate more through regular meetings to understand each other's work and align on goals like defining quality leads. By working together on initiatives like content marketing and lead nurturing, companies can generate more sales-ready leads at a lower cost and increase sales performance metrics.
Aviva Walsh's demonstration revolved around Inbound Sales and how to implement it in your business. Watch her presentation to learn more about Inbound Sales and the alignment of Sales and Marketing.
A research report of 400 marketers' perspectives, priorities and plans for content distribution and content marketing success. Brought to you by 614 Group and OneSpot
This document provides an overview of sales training and discusses various types of sales training programs. It begins with an introduction that defines sales training as the act of educating a sales team. It emphasizes that the goal of sales training is to reinvigorate the sales team and drive revenue. The document then outlines different chapters that will cover topics like why sales training is important, benefits of sales training, types of sales training programs, and strategies for effective sales training.
Watch the full webinar here: https://www.rollworks.com/resources/webinar/advanced-persona-based-marketing/
“If you try to speak to everyone, you speak to no one.”
The days of one-size-fits-all marketing are quickly coming to an end. In this class, we’ll show you how to break away from the cookie-cutter strategies of the past and connect with your customers using persona-based marketing.
You’ll learn:
How to define your top three customer personas
How to personalize your ad messaging for better performance
How to automatically customize your email outreach
The document outlines 4 key challenges that sales leaders face: inconsistency in the sales process, lack of pipeline to hit quotas, low rep productivity, and lack of visibility. It provides strategies and investments to address each challenge, such as driving consistent messaging and actions through the sales process using software, defining responsibilities around pipeline generation and consistency, consolidating tools to reduce fatigue, automating tasks to increase capacity, and tracking key metrics like pipeline coverage and close rates for visibility. Implementing these approaches through a sales success platform can help transform a team into a high-performing revenue generating machine.
This certificate of completion recognizes that Rajesh K Raj of Same Place Solutions LLC successfully completed an advanced TCP-IP training course offered by Honeywell on October 4, 2014. The certificate is valid for two years until October 4, 2016, and re-certification may be required in the future as technology advances.
The document is a certificate from the Dubai Police Academy confirming that Rajesh Krishna Raj completed their Security Systems Engineer Training Course from April 19th to 23rd, 2015. He received a test result of 85%, passing the course. The certificate congratulates Rajesh on completing the training and wishes him the best in his career.
Digital marketing refers to a set of practices for promoting your brand and services over the web through websites. Pushing aside the conventional norms of shouting about an enterprise in every possible manner, marketing has become smarter, cheaper and more result oriented. The same takes into account a lot of permutations in fetching the most appropriate keywords, based on which the entire advertising campaign is structured. Transforming start-ups into brands following a strategic approach at syncing with the search engine behaviors, we at IT Minds Lab are a dedicated digital marketing company in India with a bag full of insightful ideas. While your competitor has incarnated a digital presence to reach out to a wider customer base, it becomes all the more imperative for you to approach the best digital marketing agency.
This document summarizes best practices for creating effective landing pages. It discusses using landing pages to guide visitors through the conversion process from awareness to purchase. Key recommendations include writing a clear headline, explaining the offer and its value, including relevant visuals, mirroring the form length to the offer value, and removing distractions to focus visitors. The document provides examples and quizzes to help readers understand and apply the strategies for optimizing landing page design.
More from RAJESH KRAJ, Digital Marketing and Data Analytics Expert (7)
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
5. WHAT IS SMARKETING?
Smarketing is the process of aligning the sales and
marketing teams around common goals within a business
or organization, focused on improving revenue.
13. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
14. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
15. Get on the
same team.
Align both marketing and
sales around the same
goal.
16. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
17. The marketing pipeline should be tied to sales quotas.
Marketing Pipeline
Sales Quota
Smarketing
18. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
19. Gain visibility into
each other’s goals.
Real-time information allows for real-
time adjustments and improvements.
FLICKR USER DON BURKETT
20. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
22. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
25. Think about how your marketing
and sales teams are organized and
rewarded.
Is everyone awarded based on the
same goal?
26. Smarketing can happen within any organization size.
FLICKER USER: MIKE LICHT FLICKR USER: JAKOB MONTRASIO
27. Both teams must have the same/interdependent organizational goals.
Compensation based on shared marketing and sales goals.
Continual communication and education around personas.
SMARKETING BEST PRACTICES
Visibility into each other’s goals.
The marketing pipeline should be tied to sales quotas.
28. BOTH TEAMS MUST SHARE THE
SAME _______ FOR SMARKETING TO
BE EFFECTIVE?
A. Manager
B. Organizational goals
C. Office
D. Commission check
29. BOTH TEAMS MUST SHARE THE
SAME _______ FOR SMARKETING TO
BE EFFECTIVE?
A. Manager
B. Organizational goals
C. Office
D. Commission check
30. BOTH TEAMS MUST SHARE THE
SAME _______ FOR SMARKETING TO
BE EFFECTIVE?
A. Manager
B. Organizational goals
C. Office
D. Commission check
31. BOTH TEAMS MUST SHARE THE
SAME _______ FOR SMARKETING TO
BE EFFECTIVE?
A. Manager
B. Organizational goals
C. Office
D. Commission check
32. HOW DO YOU INTEGRATE
SMARKETING INTO YOUR
ORGANIZATION?3
33. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
34. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
39. MARKETING & SALES FUNNEL
Top of
the funnel
Marketing's
responsibility
Bottom of the funnel
Sales’s responsibility
Middle of
the funnel
Shared marketing &
sales responsibility
40. Contact
Contact
Contact
Contact
Contact
Contact
Defining the 6 stages of the marketing and sales funnel.
The most generic term
for anyone in a
marketing and sales
funnel is a contact.
MARKETING & SALES FUNNEL
The term contact doesn’t indicate
which stage of the funnel they are in,
just simply that they exist in the funnel.
41. Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
Prospect:
Prospects are website visitors
who you’ve gathered minimal
data on or who have signed up
for a blog or an email newsletter.
MARKETING & SALES FUNNEL
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibility
Middle of
the funnel
Shared marketing & sales
responsibility
42. Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Middle of
the funnel
Shared marketing & sales
responsibility
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibilityLead
Lead:
When you use the term ‘lead’
you’re referring to a contact who
has submitted a form in return for
a content offer like an eBook,
whitepaper, etc.
43. Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Lead
Marketing
Qualified Lead
(MQL):
Contacts who have raised their
hands (metaphorically speaking)
and identified themselves as
more deeply engaged,
sales-ready leads.
MQL Middle of
the funnel
Shared marketing & sales
responsibility
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibility
44. Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Lead
MQL
SQL
Sales
Qualified Lead (SQL):
SQLs are MQLs that your sales
team has determined to be
worthy of a direct follow-up.
Middle of
the funnel
Shared marketing & sales
responsibility
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibility
45. Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Lead
MQL
SQL
Opportunity:
An opportunity is an SQL that a
sales rep has communicated with
and logged as a legitimate,
potential customer.
Opportunity
Middle of
the funnel
Shared marketing & sales
responsibility
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibility
46. Customer
Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Lead
MQL
SQL
Opportunity
Middle of
the funnel
Shared marketing & sales
responsibility
Bottom of the funnel
Sales’s responsibility
Top of
the funnel
Marketing's
responsibility
52. 60xmore likely to qualify a lead than sales reps who wait
24 hours or longer.
SOURCE: HARVAND BUSINESS REVIEW, 2011
Sales reps that follow up with new contacts are
53. EXAMPLES OF
MARKETING QUALIFIED LEADS
• Contact who downloaded an eBook on lead generation, company
is 200,000 employees and in North America.
• A contact at a company whose role makes him/her a
decision maker, e.g. a VP or Director.
54. Only
45%of businesses have established a company-wide
definition of a sales-ready lead.
2009 SURVEY BY MARKETINGSHERPA, HTTP://BIT.LY/ZL3SF0
57. Customer
Prospect/Visitor
Defining the 6 stages of the marketing and sales funnel.
MARKETING & SALES FUNNEL
Lead
MQL
SQL
Opportunity
Owned by
Marketing
Owned by
Sales
58. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
59. DEFINITION OF A
SERVICE LEVEL AGREEMENT.
A Sales-Marketing SLA defines what each team commits to accomplishing in
order to support the other in reaching the shared revenue goal(s).
61. MARKETING SALES
Number and quality of leads required
to hit company revenue goals.
Speed and depth of lead follow-up
that makes economic sense.
SALES MARKETING
SLAs GO BOTH WAYS
62. CALCULATING THE SLA
How many leads of a certain quality does a sales rep
need to make quota?
• Quota (revenue) / avg. revenue per customer = # customers needed
• Customers / avg. lead to customer close % = # leads needed
• May vary by type (quality) of lead
MARKETING SALES
63. How many call/email attempts to engage should a
sales rep make to every lead to not waste leads?
With X leads and Y hours/month, how many follow-up attempts should a
sales rep be able to complete per lead?
SALES MARKETING
CALCULATING THE SLA
64. • Marketing will deliver 100 leads per sales representative, per month.
• Sales will make 1 attempt to engage in 4 business hours,
with 5 attempts in 14 days.
EXAMPLE SLAs
65. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors 3200
Leads 1600
MQLs 800
SQLs 400
Opportunities 200
Customers 100
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
Revenue Goal
Shared Revenue Goal $100,000
Average Deal Size ÷ $1000
Customers 100
66. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors
Leads
MQLs
SQLs
Opportunities
Customers
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
Revenue Goal
Shared Revenue Goal
Average Deal Size ÷ $1000
Customers
67. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors
Leads
MQLs
SQLs
Opportunities
Customers 100
Revenue Goal
Shared Revenue Goal $100,000
Average Deal Size ÷ $1000
Customers 100
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
68. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors
Leads
MQLs
SQLs
Opportunities 200
Customers 100
Revenue Goal
Shared Revenue Goal $100,000
Average Deal Size ÷ $1000
Customers 100
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
69. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors
Leads
MQLs
SQLs 400
Opportunities 200
Customers 100
Revenue Goal
Shared Revenue Goal $100,000
Average Deal Size ÷ $1000
Customers 100
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
70. Determine the marketing and sales numbers
This is necessary for developing a useful Service Level Agreement (SLA)
Funnel Stage Quantity
Prospects/Visitors 3200
Leads 1600
MQLs 800
SQLs 400
Opportunities 200
Customers 100
Revenue Goal
Shared Revenue Goal $100,000
Average Deal Size ÷ $1000
Customers 100
In this example:
Timeframe: 1 year
Conversion rate between stages: 50%
71. Develop a Sales SLA.
Use the information you gathered from your Marketing SLA to inform the agreement.
Individual Sales Rep Weekly Capacity
Review 8 MQLs
Convert 4 MQLs to SQLs
Contact 4 SQLs
Convert
SQLs to
Opportunities
Close Customers
Sales SLA
MQLs needed to hit target revenue
Working weeks in a year ÷ 48
MQLs to be reviewed each week
Sales rep MQL review capacity
Sales reps needed for target revenue
72. Develop a Sales SLA.
Use the information you gathered from your Marketing SLA to inform the agreement.
Individual Sales Rep Weekly Capacity
Review 8 MQLs
Convert 4 MQLs to SQLs
Contact 4 SQLs
Convert 2
SQLs to
Opportunities
Close 1-2 Customers
Sales SLA
MQLs needed to hit target revenue 800
Working weeks in a year ÷ 48
MQLs to be reviewed each week ~ 16
Sales rep MQL review capacity ÷ 8
Sales reps needed for target revenue 2
Based on our revenue target, we’d need 2 sales reps, each reviewing 8 MQLs a week,
identifying 4 SQLs, and closing 1-2 opportunities into customers.
73. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
75. • Do you send leads to sales and never hear about them again?
• Do you end up creating and trying to manage duplicate leads?
• Do you send leads to sales with the basic contact information, but
without intelligence about what content those leads consumed?
• Are you unsure of the impact their marketing efforts are having
on revenue?
Questions to identify if you need to set
up closed-loop reporting:
76. Closed-loop reporting allows you to pass
more intel and get feedback from Sales.
• Benefits for Marketing
• Get up-to-date contact info and status updates
• Learn which marketing programs are working and which aren’t
• Increase Marketing ROI
• Benefits for Sales
• De-duplicate leads
• Help prioritize leads
• Help make warmer calls
• Increase close rate and Sales ROI
77. 1. Analyze which marketing sources (organic, social, referral, etc.) are producing
the most customers.
2. Use conversion assists to help you understand how each individual piece of
content you create contributes to closing customers.
3. Provide a timeline of all of the interactions a contact took prior to becoming
an MQL or a customer.
4. Pass information to sales that can help aid them in connecting and engaging
with contacts within the first 24 hours
5. Send automatic updates to your sales team when their leads revisit the
website or take other key actions, to make sure to follow up at the best time.
SPECIFICALLY, CLOSED-LOOP REPORTING
ALLOWS YOU TO:
78. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
79. Frequent Public Transparent
USE DASHBOARDS
Create and share a common dashboard with the reports aligned with the teams’
goals. Check the dashboard daily and encourage individuals to fix problems.
82. TRACK LEADS BY SOURCE
Set goals per source and measure progress for each of your efforts.
83. TRACK LEADS BY CAMPAIGN
Analyze the results for each campaign – which efforts successfully drive traffic,
leads, and customers.
84. TRACK THE VOLUME OF MQLs
Measure how many MQLs – and which types – are generated.
85. MONTHLY
MARKETING REPORT
Do a full analysis on a monthly basis to
dig into all the important metrics and
evaluate why Marketing did or did not hit
targets. Share it across the company.
86. SALES BY DAY DASHBOARD
Measure progress towards the sales goal and compare against previous month.
92. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.
97. Speak the same language.
Rely on data.
Maintain open communication.
5 STEPS TO INTEGRATE SMARKETING
Set up closed-loop reporting.
Implement a service level agreement.