Posts Tagged ‘Lead Management’

Thought Leadership Interview: Brian Hansford Provides Insight on Using Marketing Automation Effectively

Tuesday, November 2nd, 2010

Technology is a critical driver of transformation within the B2B marketing and sales arena. There’s no question marketing automation solutions are becoming standard for best-in-class organizations. However, marketing technology alone cannot improve marketing performance.  That’s why process change and training must accompany marketing automation adoption.  To gain some insight on how organizations can get the most out of their solutions, I asked Manticore partner Zephyr 47’s Brian Hansford to answer 6 questions about how to plan for and use marketing automation effectively.

You talk a lot about the importance of developing a process around marketing automation. What are some important steps necessary for building a solid marketing process?

Marketing automation solutions are process enabling tools that bring structured workflow to demand generation and lead nurturing.  That said, before an organization even begins shopping for solutions, the customer buying process must be mapped and understood as clearly as possible.  This includes learning how prospects learn about an organization; the prospects’ initial engagement points; how leads are cultivated, qualified and assigned to a sales rep or channel partner; and ultimately what causes a lost sale or purchase.

Additionally, the infrastructure requirements must be understood.  Where are the integration points with a CRM system?  An organization must understand how customers buy and the ideal workflow between marketing and sales.  There isn’t a silver bullet answer with marketing automation.  The better the upfront plan, the better the chances for success.

What are some common mistakes you see organizations make when implementing a marketing automation platform? How can these be avoided?

Common mistakes can be avoided with solid planning.  Most often we find organizations that buy a solution before defining an end-to-end demand generation and customer acquisition strategy.  Another common mistake is not developing a decent picture of the target audience and the content they need at different stages in their buying cycle.  (These are sometimes called ‘personas’.)

With marketing automation, it is better to start with a basic campaign strategy and evolve into more sophisticated practices.  Also, and this is critical, make sure the sales organization is brought in and prepared to manage leads they receive from marketing.  Demand generation without collaboration with the sales team will lead to failure.

What are a few key components necessary for marketing automation success?

At a high level, I believe an organization should do the following:

  • Process definition
  • Cross organizational support, collaboration and communication with sales
  • Set objectives and expectations
  • Training
  • Start simple - and grow from there
  • Test often for optimal performance
  • Measure the right metrics that ultimately impact revenue

Which tools does marketing automation provide to senior managers that they cannot get elsewhere?

Ultimately marketing automation provides ways for senior managers to gain better visibility on customer engagement and revenue opportunities.  The managers can use this information to optimize customer focused processes throughout the organization.

What do you think is the #1 benefit marketing automation provides to an organization?

Marketing automation enables organizations to cultivate more revenue and reduce lost opportunities with predictable and ongoing campaign workflow.  The days of 1.2% direct mail response rates are long gone - at least in the B2B tech space.  Influencers and decision makers want high value content that will help them make the right purchase decision for their organization. I believe marketing automation provides a method for marketers to engage prospects and customers with the content they need based on their stage in a buying cycle.

How has buying behavior changed in the last 5 years and how should marketing and sales adapt?

Buyers are more in control of their research, evaluation, and decision making process than ever before.  And that’s a great thing!  Web search fueled by Google’s leadership and the proliferation of social media channels have provided pivotal channels for buyers to find and consume high value content.  Marketers must adapt to this shift and deliver content at the right time, to the right people.  Relying exclusively on outbound email, direct mail, and telemarketing doesn’t work anymore.  Organizations must make content easy to find and consume.  Marketing automation solutions are ideal to enable organizations carry out this mission.  Ultimately, this should help the sales team engage with more leads that are better qualified by marketing which in turn should convert to revenue in a shorter period of time.

Brian Hansford is the president of Zephyr 47, a services agency that is passionate about helping organizations gain and retain new customers and accelerate sales cycles.  Brian has nearly 20 years of marketing and sales management experience in the dynamic software and services industry working with companies such as Citrix, Open Text, Captaris and several start ups.

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Jeff Erramouspe

No More Losing Leads to Competitors without a Fight

Wednesday, October 27th, 2010

According to Marketing Sherpa, 70% of your leads will end up buying something from you or one of your competitors, but they won’t do it right away. If you’re not experiencing a 70% lead-to-close conversion ratio, you’re losing leads to competitors! This is often due to non-sales-ready leads being discarded because they’re not immediate opportunities – most of those leads will eventually buy from someone, and it’s up to you to be top of mind when they’re ready.

To accomplish this, marketers need to shift their focus from lead generation to lead management. It’s no longer just about getting the lead in the door, we’re now responsible for fostering a relationship until that lead is ready to hand over to sales. Lead nurturing enables us to do this. A study by DemandGen Report shows sales opportunities increase by 20% with nurtured leads versus non-nurtured.

The caveat – In order for lead nurturing to be effective, marketing and sales must agree on the process of lead qualification. A good start is to examine the marketing activity history and sales cycle of recently closed opportunities: How long were their sales cycles? What stages of their buying cycles did they enter the marketing funnel? What kind of offerings did they respond to? At what frequency?

Once you agree on a lead qualification process, you can build lead nurtures around it. Check your process frequently, indentify any “leaky” areas in your funnel and make adjustments. Effective lead nurturing requires constant honing – the more willing you are to make adjustments, the more sales-ready leads you’ll produce.

Lead nurturing doesn’t stop when the lead is handed off to Sales. Many b2b organizations have sales cycles spanning anywhere from a couple months to a couple years. Sales reps need their own nurtures designed to accelerate the buying process and foster continual communication.

With 70% of your leads eventually making a purchase, there is no reason they shouldn’t be purchasing from you. Lead nurturing driven by a well-planned lead management process will increase your lead-to-close ratio and decrease the number of leads you’re losing to your competitors.

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Jeff Erramouspe

Decreasing a Lead Score: They’re just not that into you

Wednesday, October 20th, 2010

Many of you have seen the 2009 film He’s just not that into you. For those of you that haven’t, bravo – it was terrible. However, the premise of the movie resonates with most of us because we may have been on one side or the other. The film goes through a list of dating scenarios, in which one person should get the hint the other person is blowing them off but doesn’t. Similarly, in the sales process, there are often telltale digital signs that a seemingly viable lead is just not that into you.

Lead Scoring models help your sales team prioritize leads that are ready for action. The total lead score is comprised of both a fit and interest score, and leads are automatically passed to sales once they reach a certain score. To keep lead scores accurate over time, they should be decreased based on certain activities and have a depreciation component, which automatically lowers the score if no activity occurs over a certain period of time. Here are a few activities that should signal that a once “hot” lead is just not that into you:

1. No activity. A lead that downloaded a whitepaper and took a demo six weeks ago but has since shown no activity should not have the same score as one that took those calls to action more recently. Adding depreciation to your scoring model will automatically decrease the lead’s score based on the amount of time that’s passed with no activity. After it drops past a certain point, the lead should be removed from the sales pipeline and passed back over to marketing for lead nurturing.

2. Change in Purchase Timeline. Budget and priorities change for organizations all the time. If the project status changes, the lead score should reflect it. As the lead’s timeline changes, so should your lead management process. Decrementing lead scores that indicate a project is on hold or pushed back will enable you to assign them to the correct process rather than keeping them in the sales pipeline.

3. Website activity reflects non-product related interests. Web visitors viewing career pages, press rooms, leadership pages or investor information are most likely not interested in purchasing your product or service. Visits to these pages should negatively impact the lead’s score so Sales does not waste time following up with them unless product-related page views outweigh their visits to other pages.

4. No progression in the buying cycle. This is not the same as a lead not responding or showing a lack of activity. A lead could attend webinars, download whitepapers, and visit your blog every few days; however, if their interest never escalates into viewing product information or responding to a sales rep’s inquiries, chances are they are not yet sales-ready or are doing research for another purpose. Decreasing their score by placing a negative value on repeats of the same activities will separate the researchers from the truly qualified leads.

Adding depreciation and negatively valued activities to your lead scoring model ensures your sales pipeline stays up-to-date with qualified leads.  When a lead’s interest begins to wane, or it’s unlikely they intend to purchase your product, it should be reflected in the lead score allowing your sales team to focus on the leads that are truly interested – if only we had a tool like this for dating!

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Jeff Erramouspe