Posts Tagged ‘Marketing Funnel’

Marketing Automation Puts an End to Wasting Leads

Tuesday, October 5th, 2010

In many companies, generating any kind of an inquiry is considered a lead and sent over to the sales side, heaped onto the pile that sales reps must dig through in search of someone with a pulse that may have the potential to become a customer in the short term. This is but one example of why marketing and sales don’t get along.

According to Marketing Sherpa, 79% of leads never become sales opportunities. This percentage can either indicate that marketers are not generating the right types of leads, or that the leads sales doesn’t select for short-term pursuit fall into a black hole, never to be seen again—or a combination of both.

The problem with this approach to lead management is that marketing is wasting the majority of the budget they spent to acquire leads, as well as giving viable leads over to competitors without a fight. How long can your company afford to continue this practice?

Instead, consider the advantages of changing the way you manage leads. Marketing automation can eliminate waste and improve the use of sales rep’s time by:

  • Doing the cherry picking for them.
    Lead scoring measures fit and tracks activity so that only the leads that express high velocity, founded on concentrated interest will be routed to salespeople for follow-up. Instead of losing leads into a black-hole database, marketers can better ensure that funnel leakage is reduced while better-qualified opportunities are generated.
  • Disqualifying leads that lack ideal customer traits.
    Armed with an agreed-upon definition of a qualified lead, marketers can remove, or disqualify, leads that do not fit the customer profile your company serves. Not only will this keep your database clean, but it will reduce (hopefully eliminate) fruitless activity for salespeople. All contacts are not leads. Continuing to treat them like they are is a waste of your time—and theirs.
  • Using trigger events to transition leads at the right time.
    Tracking activity across the buying process enables marketers to identify patterns of behavior that result in forward sales momentum at the handoff. Marketing automation provides the ability to set rules and responses to those key behaviors so that salespeople don’t miss the chance to engage at the appropriate time.

Research conducted by SiriusDecisions finds that prospects are 70% of the way through their buying process at the time of sales engagement. The better able companies are to continue a content marketing dialogue from the first identification of a lead until sales readiness is indicated, the higher the potential to turn leads into customers. Nurturing leads over the longer-term buying process increases the odds that your pipeline will be more consistent, especially with evidence that a majority of leads that express interest will buy a solution from a vendor within a year or two.

Marketing automation software gives B2B marketers the tools they need to reduce lead waste and leakage and help salespeople to focus on pursuing the best opportunities for customer acquisition.

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Christopher Doran

How Marketing Can Help Sales After the Handoff

Wednesday, September 29th, 2010

As companies work to establish processes that embrace and support the buying journey from contact to close, an interesting result occurs. Marketing and Sales become unified around one process, instead of each focusing only on their respective ends of the revenue pipeline. Marketing automation integrated with CRM helps to bridge that chasm that used to serve as a dividing line between unknown entities and qualified leads acceptable for sales pursuit.

The key is that buyers don’t care which side is communicating with them, they care about what’s in it for them as they work toward solving business problems.

Recent research by Demand Gen Report found that, “…58 percent of B2B marketers believe the role of a marketer ‘never ends’ even when the lead has been transitioned to sales…” Marketing automation helps marketers add value to buyer relationships even after those prospects have begun to interact with salespeople.

Take a look at 3 ways marketing automation can be used to help salespeople after the handoff:

1.       Post Handoff Scoring: Once a lead’s score reaches the qualification threshold for transition to sales doesn’t mean that their activity with your website and content ceases. In fact, it could even accelerate as they get involved in the complex details necessary to validate that your solution will actually serve their specific situation. With visibility into just which content your qualified leads are accessing, marketers can provide salespeople with additional content and collateral that matches buyer activity to help keep the momentum toward purchase moving along.

2.       Continuous Nurturing: By creating a post-handoff nurturing program jointly with your sales team, marketers can continue to provide late-stage “touches” that help to prove the value sales reps bring to the conversation. Because marketers know which content leads have viewed to date, they can continue to build the relationship on behalf of salespeople. The integration with CRM will help salespeople choose when to interact as well as provide them with fodder for relevant follow-up conversations.

3.       Growth in Interest: Anonymous Web Visitor ID can help marketers identify website visits from additional contacts at the qualified lead’s company. With B2B buyers involving more influencers and stakeholders, sharing this insight with sales reps can help them gauge the true level of buying interest and spot opportunities to extend conversations and offer additional information that may help the buying committee take next steps.

The above are only three suggestions for how marketing automation can help companies establish a seamless end-to-end buying process, facilitated by sharing the insights to prospect behavior that sales reps can act upon to expedite the purchase decision. Marketing automation software generates the data marketers need to provide new levels of support to sales. The challenge is in developing the processes for sharing the data in ways that help salespeople have better conversations and more relevant interactions that serve buyers’ needs.

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Jeff Erramouspe

Thought Leadership Interview: Sue Hay and Cari Baldwin Expand on Their Demand Generation Trifecta

Tuesday, August 31st, 2010

We’d all like to have the knowledge to supercharge our demand generation programs. In their section of The Quintessential Marketing Automation Guidebook, Sue Hay and Cari Baldwin discussed the importance of knowing your buyers and helping them get to know you through demand generation programs executed with marketing automation tools. I caught up with Sue and Cari recently and asked them to answer a few more questions about their demand generation trifecta—Right Message, Right Offer, Right Audience.

CD: Your Tip 5, “The Website is the Lead Generator,” talks about the need to ensure your website is providing education-rich content. What are some methods you’ve seen companies use to create more conversions from their websites?

Sue:Sue Hay
For prospects who have indicated their interest in a company’s products or services, smart marketing and sales team are focusing not just on the prospects themselves, but the problems they are trying to solve.  Showing that you truly understand a potential customer’s business and its challenges is the surest way to gain their confidence.  Of course, it’s not enough just to understand the challenges – you need to provide a solution.  Using email, banner ads, direct marketing, tweets, etc., the marketing and sales teams drive prospects to specific landing pages that provide education-rich content and with the aim of converting their status from either cold or unknown to warm.

At a more technically complex level, when prospects are unknown (i.e., they haven’t completed a registration form), they can still be located by identifying IP addresses used to access relevant pages. Based on their interests, dynamic content is pushed to the web page they are currently visiting.

For example, DemandBase has a tool that resolves the business identity of website traffic.  It identifies information about the firm -- company name, annual revenue, number of employees, industry, even the office location of the IP address.  It can then determine if the visitor is new to the web site, an existing customer or a highly desirable target account.

With this information at hand, relevant content can be pushed to the prospect instantaneously, which generally leads to higher click-through and conversion rates. Then that information is passed into your marketing automation tool so the prospects can be added to a relevant lead-nurturing program that has content specifically designed to suit their needs.

CD: What are some effective methods for encouraging sales to return disqualified leads to marketing for nurturing?

Cari BaldwinCari:  We encourage marketing and sales to create a Service Level Agreement (SLA) for the time that each lead stays at a stage (our mantra – stale is not a lead status!).  If you agree that a lead should be at the active stage for 45 days, after that time it either moves to pipeline or back to marketing.  Giving them an alternative to disqualify leads and return them to nurturing is going to produce future opportunities.

Sue:
Basically, there has to be a dialogue between sales and marketing to be sure there is a clear understanding of each other’s objectives.  Once objectives are understood, you can create a plan.

Trust between teams is also essential. There needs to be a frank exchange about what’s working and what’s not.  You also need clear ground rules for the engagement.  Only then can you create business processes which will move the sales engagement forward.

On a process level, there are many different techniques that would enable the sales team to return leads that are not sales-ready.  One might be to add “Needs nurturing” to the “Status” field of the lead in the company’s CRM system.  A report would be created by marketing that captures those leads and places them in a nurturing program.

Another process could be a lead scoring program, in which components tell both marketing and sales that a lead is not yet ready or is currently disqualified and needs nurturing.

CD: In your section, you provide a list of what marketing automation is not. What do you think is the biggest fallacy about marketing automation that marketers buy into and how would you dispel it?

Sue:  There are two things that constitute the biggest fallacy about marketing automation:  one is that it’s easy-to-use and the other is that it automates everything.  This leads to the false notion that marketing automation must make things easier.

Marketing automation tools are not a panacea for a marketing department trying to have more impact on the bottom line. As the name indicates, they are tools --they need to be programmed, and require time to produce results. What they don’t do is create a process. If you have a solid process in place, then the tool can be very effective.

But before you even begin with a marketing automation tool, you need to develop a rapport between sales and marketing.  You need to identify the lead management process, including a loop for constant feedback.  You also need to be able to qualify and score leads, and place them in nurture programs that are truly committed to bringing them along. Without all of that, a marketing automation tool will just be an expensive auto responder.

Cari:  I agree with Sue. The biggest misconception about a marketing automation tool is that it’s fast and easy.  Most marketing departments lack extra time and resources therefore marketing automation is added to an already overflowing “to do” list.  To effectively optimize an implementation, there are four steps:

  1. integration
  2. building the assets
  3. rolling it out to the organization
  4. enhancing the functionality

Most companies get to step 2, which is where they get stuck just using it as an email marketing tool.  To effectively roll it out to an organization (change management) and to enhance the functionality (lead nurturing, scoring) requires process development and hard work.

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Christopher Doran