The document discusses testing the quality and performance of various lead generation lists for a B2B technology company. It describes running an experiment where each list source was called for 80-100 hours to evaluate which lists produced the most efficient lead generation. The results showed wide variations in leads, calls, and contacts generated per list, suggesting some lists were more effective than others at driving the sales pipeline. The document recommends prioritizing list sources based on source performance testing to optimize lead generation.

1. Finish 2011 Strong
Six Funnel Focal Points to
Maximize Time, Resources and
,
Revenues – Part 2

2. B2B Lead Roundtable
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2
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3. Poll 1
Are you systematically testing the quality of your list data?
a) Testing everything strategically
b) Testing some data sporadically
Testing some data sporadically
c) Starting to test some data
d) Not currently testing but planning to soon
e) Testing is not a priority right now
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4. Poll 2
Are you tracking your leads from source to conclusion?
Would you consider your lead management process to be a closed loop?
y y g p p
a) Track all leads through entire sales process
b) Track some leads or through most of the process
Track some leads or through most of the process
c) Starting/trying to track some leads
d) Not currently tracking but it’s on the priority list
e) Not planning to track anytime soon
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5. Managing the Marketing‐to‐Sales Process
Have a process for handling leads back to nurturing 28% 19% 53% Yes, doing now
Closed‐loop tracking from source to conclusion 30% 27% 43% No, but high
priority
Have a process for nurturing leads not sales‐ready 39% 23% 38% Back burner/not
planned
Have system for rating 'qualified' and 'warm leads 44% 18% 38%
Measure lead generation contribution to revenue 44% 25% 31%
Collaborate with sales to define sales‐ready leads 45% 20% 35%
Use CRM system to manage lead process 51% 13% 36%
0% 20% 40% 60% 80% 100%
Source: MarketingSherpa B2B Marketing
y
Benchmark Survey N=1147
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6. Fourteen weeks left in 2011
How can we maximize the resources we have to achieve our
end of year goals within budget and time constraints?
end‐of‐year goals within budget and time constraints?
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7. About MECLABS
• More than 10 years of research
• Over 1 billion emails
• 1,300 major experiments
• 10,000 sales‐paths tested
• Hundreds of publications and conferences
• 5 million phone calls
• 500,000 conversations
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8. About Brian Carroll
Brian Carroll is Executive Director of Applied Research at MECLABS.
Brian is also co‐founder of InTouch (now part of the MECLABS Leads
Group), a B2B marketing firm and one of the first companies to provide
lead generation services for the complex sale.
Author of the popular book, Lead Generation for the Complex Sale
Author of the popular book Lead Generation for the Complex Sale
(McGraw‐Hill), Carroll is a leading expert in lead generation and he's
@brianjcarroll profiled and regularly quoted in numerous publications. Brian also
speaks to 20,000 people a year on improving sales effectiveness and
lead generation strategies.
lead generation strategies
He’s been profiled and regularly quoted in numerous publications such
as BtoB Magazine, Selling Power, The Wall Street Journal, Entrepreneur,
Target Marketing, Inc. magazine, Marketing News, DM News,
MarketingProfs, MarketingSherpa, Software CEO and CMO Magazine.
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9. About Dave Green
Dave Green is the Director of Best Practices at MECLABS.
He has over 25 years of experience in all aspects of lead generation and in
channel marketing.
Clients have included Cisco, Microsoft, Qwest, PTC, Avaya, Symantec,
Computer Associates, & Novell. Key accomplishments include designing for
two of the largest software companies telesales operations that
@davegreenleads significantly exceeded first‐year quota by over 30 and 60 percent,
respectively. Green also wrote the business plan and helped secure the
funding for a department focused on demand generation and global lead
management for a Fortune 500 firm. Green then helped recruit the staff and
select the vendors that drove over a billion dollars in pipeline in the first 20
months of operation.
In 2001 David teamed with Michael Saylor to co‐author The B2B Refinery®,
a book about the value of organizational alignment to maximize ROI on go‐
to‐market resources.
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10. About Pamela Markey
Pamela Markey is the Director of Marketing at MECLABS.
Pamela builds strategic partnerships, plans promotional initiatives, and is
responsible for Applied Research communication‐ and marketing‐related
activities. Her first role at MECLABS was developing MarketingExperiments
case studies and Webclinics, and she continues to support the Conversion
case studies and Webclinics and she continues to support the Conversion
and Leads group teams on special client research projects.
@pamelamarkey Before joining the team in June 2009, Pamela worked for seven years as a
wireless marketing manager at Bell Canada, during which time she
managed campaigns for the Solo Mobile and Bell Mobility brands.
Pamela’s work has been recognized at Cannes, the CLIOs, and the Canadian
Marketing Awards among others. She started her career as a marketing
intern at Microsoft while completing her Bachelor of Commerce degree at
intern at Microsoft while completing her Bachelor of Commerce degree at
Dalhousie University.
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11. Clarify channel message
Optimize list approach
p pp
Re‐engage your base
Tune data streams
Time it right
Close the
loop
B2BLeadBlog.com/Part1
B2BLeadBlog com/Part1
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12. Clarify channel message
Optimize list approach
p pp
Mine your base
Tune data streams
Time it right
Close the
loop
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13. Tune your data streams
Measure twice, cut once:
• Which lists give you the most leads the fastest?
g y
• Which have the least disqualified leads?
• Which lists have the most revenue potential?
• Run efficiency reports that include
Run efficiency reports that include
• Every lead and its status
• Which list source it is from
• Every disqualified lead
Do you need to update your data now?
• C id th
Consider the economics of key accounts and C‐level DMs
i fk t d C l l DM
• Approximately 670 hours of calling is required per 10,000 names,
addresses and phone numbers – double hours to include email
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14. Identify a clear standard for a “clean” lead
Elements of data hygiene include:
• Duplication of contacts, locations, accounts or
p , ,
areas of interest
• Missing data
• Data that is not standardized
Data that is not standardized
• An exact number of employees in some
fields and a range in another
• There are ways of enhancing the data, both
with external data appending (adding an SIC)
and with internal data appending (scoring the
and with internal data appending (scoring the
buying probability of an account)
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15. Experiment: Background
Experiment ID: (Protected)
Location: MECLABS Leads Group Library
Test Protocol Number: TP1226
T t P t l N b TP1226
Research Notes:
Background: A B2B eDiscovery technology and services provider h d
k d h l d d had 25
list sources available. Data was assigned to sales reps as new list sources
were attained without regard for list source performance.
Goal: To drive most efficient pipeline and revenue through
teleprospecting
y q
Primary research question: Which list will drive the most efficient lead
generation?
Approach: Prioritize calling based on the quality and efficiency of the list
sources. Each source was called for 80 to 100 hours.
sources Each source was called for 80 to 100 hours 15
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16. The client request
• Marketing campaign and
media source driven lists
• Lists were prioritized
chronologically
• Focus on testing a new
g
media source
Other possible reasons:
Other possible reasons:
• A lot of money was spent
on list/sponsorship
• Client liked X event
Client liked X event
• Gut feel
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17. Results: Average
DM
List Source Leads Calls
Contacts
Webcast 1/18/11 Registered 7 58 10
Show‐6/16/2011 7 151 25
Webcast 1/18/11 Registered & Attended
Webcast 1/18/11 Registered & Attended 3 85 17
2010 Los Angeles 2 67 10
Lead List 7.2 42 1550 163
Document Review 1 43 6
List 4/12/2011 2 87 8
Prospects_Bay Area_CA 4 185 14
2011 New York
2011 New York 8 372 48
Phase 2 list 5 245 28
Event list 5.5.2011 2 112 15
Google campaign 5‐4‐2011 1 62 3
2010 – Booth 9/23/10 3 267 18
Show ‐ 5/20/2010 1 89 4
Phase 1 list
Phase 1 list 4 416 24
Notes list 2010‐05‐24 7 753 62
Expo and Conference 2010 5 570 53
Annual meeting 2010‐11‐15 8 968 105
Exchange list 2010‐05‐24 3 404 28
2010: webcast 7 972 94
Webcast ‐
Webcast 2/10/11 3 454 44
Sponsorship summer 2010 1 162 10
One Master Append 2010‐06‐15 11 2259 132
List 5‐5‐2011 1 278 31
Final List 2010‐06‐24 1 578 40
Total 139 11187 992
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18. Results: Average
DM Contact/
List Source Leads Calls Contact % Calls/Lead
Contacts Lead
Webcast 1/18/11 Registered 7 58 10 17% 8 1
Show‐6/16/2011 7 151 25 17% 22 4
Webcast 1/18/11 Registered & Attended
Webcast 1/18/11 Registered & Attended 3 85 17 20% 28 6
2010 Los Angeles 2 67 10 15% 34 5
Lead List 7.2 42 1550 163 11% 37 4
Document Review 1 43 6 14% 43 6
List 4/12/2011 2 87 8 9% 44 4
Prospects_Bay Area_CA 4 185 14 8% 46 4
2011 New York
2011 New York 8 372 48 13% 47 6
Phase 2 list 5 245 28 11% 49 6
Event list 5.5.2011 2 112 15 13% 56 8
Google campaign 5‐4‐2011 1 62 3 5% 62 3
2010 – Booth 9/23/10 3 267 18 7% 89 6
Show ‐ 5/20/2010 1 89 4 4% 89 4
Phase 1 list
Phase 1 list 4 416 24 6% 104 6
Notes list 2010‐05‐24 7 753 62 8% 108 9
Expo and Conference 2010 5 570 53 9% 114 11
Annual meeting 2010‐11‐15 8 968 105 11% 121 13
Exchange list 2010‐05‐24 3 404 28 7% 135 9
2010: webcast 7 972 94 10% 139 13
Webcast ‐
Webcast 2/10/11 3 454 44 10% 151 15
Sponsorship summer 2010 1 162 10 6% 162 10
One Master Append 2010‐06‐15 11 2259 132 6% 205 12
List 5‐5‐2011 1 278 31 11% 278 31
Final List 2010‐06‐24 1 578 40 7% 578 40
Total 139 11187 992 9% 80 7
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19. Results: Average
DM Contact/ Calling
List Source Leads Calls Contact % Calls/Lead Hours Cost/Lead
Contacts Lead Cost
Webcast 1/18/11 Registered 7 58 10 17% 8 1 6 $ 348 $ 50
Show‐6/16/2011 7 151 25 17% 22 4 15 $ 906 $ 129
Webcast 1/18/11 Registered & Attended
Webcast 1/18/11 Registered & Attended 3 85 17 20% 28 6 9 $ 510 $
$ 510 $ 170
170
2010 Los Angeles 2 67 10 15% 34 5 7 $ 402 $ 201
Lead List 7.2 42 1550 163 11% 37 4 155 $ 9,300 $ 221
Document Review 1 43 6 14% 43 6 4 $ 258 $ 258
List 4/12/2011 2 87 8 9% 44 4 9 $ 522 $ 261
Prospects_Bay Area_CA 4 185 14 8% 46 4 19 $ 1,110 $ 278
2011 New York
2011 New York 8 372 48 13% 47 6 37 $ 2,232 $ 279
$ 2 232 $ 279
Phase 2 list 5 245 28 11% 49 6 25 $ 1,470 $ 294
Event list 5.5.2011 2 112 15 13% 56 8 11 $ 672 $ 336
Google campaign 5‐4‐2011 1 62 3 5% 62 3 6 $ 372 $ 372
2010 – Booth 9/23/10 3 267 18 7% 89 6 27 $ 1,602 $ 534
Show ‐ 5/20/2010 1 89 4 4% 89 4 9 $ 534 $ 534
Phase 1 list
Phase 1 list 4 416 24 6% 104 6 42 $ 2,496 $ 624
$ 2 496 $ 624
Notes list 2010‐05‐24 7 753 62 8% 108 9 75 $ 4,518 $ 645
Expo and Conference 2010 5 570 53 9% 114 11 57 $ 3,420 $ 684
Annual meeting 2010‐11‐15 8 968 105 11% 121 13 97 $ 5,808 $ 726
Exchange list 2010‐05‐24 3 404 28 7% 135 9 40 $ 2,424 $ 808
2010: webcast 7 972 94 10% 139 13 97 $ 5,832 $ 833
Webcast ‐
Webcast 2/10/11 3 454 44 10% 151 15 45 $ 2,724 $ 908
$ 2 724 $ 908
Sponsorship summer 2010 1 162 10 6% 162 10 16 $ 972 $ 972
One Master Append 2010‐06‐15 11 2259 132 6% 205 12 226 $ 13,554 $ 1,232
List 5‐5‐2011 1 278 31 11% 278 31 28 $ 1,668 $ 1,668
Final List 2010‐06‐24 1 578 40 7% 578 40 58 $ 3,468 $ 3,468
Total 139 11187 992 9% 80 7 1119 $ 67,122 $ 483
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20. Results: Worst Case
DM Contact/
List Source Leads Calls Contact % Calls/Lead Hours Calling Cost Cost/Lead
Contacts Lead
2010 – Booth 9/23/10 3 267 18 7% 89 6 27 $ 1,602 $ 534
Show ‐ 5/20/2010 1 89 4 4% 89 4 9 $ 534 $ 534
Phase 1 list 4 416 24 6% 104 6 42 $ 2,496 $ 624
Notes list 2010‐05‐24 7 753 62 8% 108 9 75 $ 4,518 $ 645
Expo and Conference 2010 5 570 53 9% 114 11 57 $ 3,420 $ 684
Annual meeting 2010‐11‐15 8 968 105 11% 121 13 97 $ 5,808 $ 726
Exchange list 2010‐05‐24 3 404 28 7% 135 9 40 $ 2,424 $ 808
2010: webcast 7 972 94 10% 139 13 97 $ 5,832 $ 833
Webcast ‐ 2/10/11 3 454 44 10% 151 15 45 $ 2,724 $ 908
Sponsorship summer 2010 1 162 10 6% 162 10 16 $ 972 $ 972
One Master Append 2010‐06‐15 11 2259 132 6% 205 12 226 $ 13,554 $ 1,232
List 5‐5‐2011 1 278 31 11% 278 31 28 $ 1,668 $ 1,668
Final List 2010‐06‐24 1 578 40 7% 578 40 58 $ 3,468 $ 3,468
Total 55 8170 645 8% 149 12 817 $ 49,020 $ 891
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21. Results: Optimized approach
DM Contact/
List Source Leads Calls Contact % Calls/Lead Hours Calling Cost Cost/Lead
Contacts Lead
Webcast 1/18/11 Registered 7 58 10 17% 8 1 6 $ 348 $ 50
Show‐6/16/2011 7 151 25 17% 22 4 15 $ 906 $ 129
Webcast 1/18/11 Registered & Attended 3 85 17 20% 28 6 9 $ 510 $ 170
2010 Los Angeles 2 67 10 15% 34 5 7 $ 402 $ 201
Lead List 7.2 42 1550 163 11% 37 4 155 $ 9,300 $ 221
Document Review 1 43 6 14% 43 6 4 $ 258 $ 258
List 4/12/2011 2 87 8 9% 44 4 9 $ 522 $ 261
Prospects_Bay Area_CA 4 185 14 8% 46 4 19 $ 1,110 $ 278
2011 New York 8 372 48 13% 47 6 37 $ 2,232 $ 279
Phase 2 list 5 245 28 11% 49 6 25 $ 1,470 $ 294
Event list 5.5.2011 2 112 15 13% 56 8 11 $ 672 $ 336
Google campaign 5‐4‐2011 1 62 3 5% 62 3 6 $ 372 $ 372
Total 84 3017 347 12% 36 4 301.7 $ 18,102 $ 216
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22. Results
76% Decrease in calling cost per lead
The calling cost per lead would be decreased by 76%
The calling cost per lead would be decreased by 76%
Approach Calls/Lead Cost/Lead
Worst Case
W C 149 $891
$
Average 80 $483
Optimized 36 $216
Difference 113 $675
! What you need to understand: The overall calling cost per lead would
What you need to understand: The overall calling cost per lead would
decrease by 76% if the calling team focused on the client’s most efficient lists.
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23. Beyond calling costs
• Among the least efficient lists for this client were the lists from a webcast
and a sponsorship engagement
• Use this data to better understand your marketing return on investment
and make better decisions on future marketing opportunities
• Not just the cost to sponsor – also to execute the event
j p
• Look for patterns – what type of supplier/event/activity produces your
best opportunity?
• Don t forget about time. What is the opportunity cost of your team calling
Don’t forget about time What is the opportunity cost of your team calling
an inefficient list?
DM Contact/
List Source
List Source Leads Calls Contact %
Contact % Calls/Lead Hours Calling Cost
Calling Cost Cost/Lead
Contacts Lead
Webcast ‐ 2/10/11 3 454 44 10% 151 15 45 $ 2,724 $ 908
Sponsorship summer 2010 1 162 10 6% 162 10 16 $ 972 $ 972
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24. The value of decision maker conversations
DM
List Source
Webcast 1/18/11 Registered
Contacts
10
• Don’t discount the value of qualitative
Show‐6/16/2011
Webcast 1/18/11 Registered & Attended
Webcast 1/18/11 Registered & Attended
25
17
analysis
2010 Los Angeles
Lead List 7.2
10
163
• Pinpoint the WHY through success and
Document Review
List 4/12/2011
6
8
failure
Prospects_Bay Area_CA 14
2011 New York
2011 New York 48 • Is the value proposition resonating
p p g
Phase 2 list
Event list 5.5.2011
28
15
with the decision maker?
Google campaign 5‐4‐2011 3
2010 – Booth 9/23/10 18 • What objections is the decision
Show ‐ 5/20/2010
Phase 1 list
Phase 1 list
4
24
maker bringing up?
g g p
Notes list 2010‐05‐24 62
Expo and Conference 2010 53 • Use this insight to brainstorm better
Annual meeting 2010‐11‐15 105
Exchange list 2010‐05‐24 28 content and tools for your team
2010: webcast 94
Webcast ‐
Webcast 2/10/11 44 • Use qualitative and quantitative to
Use qualitative and quantitative to
Sponsorship summer 2010 10
One Master Append 2010‐06‐15 132 develop a research framework to test
List 5‐5‐2011 31
Final List 2010‐06‐24 40 your way to success
Total 992
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25. Optimize your data: Keep it simple
• Which lists give you the most leads the fastest?
• Which have the least disqualified leads?
q
• Have an intern or hire an overseas resource to spend a day calling 100
contacts. If more than five are inaccurate your lists needs work.
• Make ongoing maintenance as part of day to day activity by inside sales
Make ongoing maintenance as part of day‐to‐day activity by inside sales
teams or customer service.
Bad: A disqualified lead for every 20 calls
Average: A disqualified lead for every 50 calls
Better: A disqualified lead for every 100 calls
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26. Tips for list purchasing
• For teleprospecting, buy lists in 200‐ and 300‐contact increments and test
them for efficiency, and then continue to invest based on outcomes
• Buy 3 to 6 different lists
• Call at the same time
• Use the same caller
Use the same caller
• Use the same call guide/messaging
• Direct mail and email will require a larger sample
• If it seems to good to be true:
• Information may be missing, incorrect or misspelled
• Cities, states, names, title may be missing or incorrect
• There may not be any email addresses
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27. Tips for list purchasing
• Test which list supplier provides the best contacts – and keep getting new
data to re‐test
• Don’t use the same list that you’re using in the first quarter in the
fourth quarter, unless it's a key account list.
• There is a difference between using the same source of names
g
from a list source versus calling the same people.
• Make sure the list contains email addresses. Top list providers don’t
consider data complete without them.
id d t l t ith t th
• Keep the momentum going: Don’t give up!
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28. Clarify channel message
Optimize list approach
p pp
Mine your base
Tune data streams
Time it right
Close the
loop
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29. Time it right: The tipping point
• Consider the economics of following up
• Be strategic with your most precious resource:
g y p
• Many B2B and complex sale campaigns require a considerable time
investment
• Critical high value resources required to follow up often make up a
Critical high value resources required to follow up often make up a
larger portion of your cost per lead than marketing initiatives
• The rule in B2B marketing is to always follow up with your ideal client –
The rule in B2B marketing is to always follow up with your ideal client
but at what point should you move on to something else that could help
close your year strong?
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30. Experiment: Background
Experiment ID: (Protected)
Location: MECLABS Leads Group Library
Test Protocol Number: TP1214
Test Protocol Number: TP1214
Research Notes:
Background: An industrial testing equipment manufacturer engaged the
B k d A i d i l i i f d h
MECLABS Leads Group to follow up on leads generated through trade shows
and a PPC campaign offering a free book.
Goal: To understand when to stop calling a teleprospecting list.
Goal To nderstand hen to stop allin a teleprospe tin list
Primary research question: At which point does the value of sales‐ready
leads from a calling campaign no longer outweigh the costs?
Approach: Record and analyze teleprospecting campaign data to discover the
point of diminishing returns
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31. Experiment: Results
Days 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Leads 412 57 14 4 11 12 8 10 6 5 1 2 2 3 10
Percent 61.3% 8.5% 2.1% 0.6% 1.6% 1.8% 1.2% 1.5% 0.9% 0.7% 0.1% 0.3% 0.3% 0.4% 1.5%
Cumulative 412 469 483 487 498 510 518 528 534 539 540 542 544 547 557
Cumulative % 61.3% 69.8% 71.9% 72.5% 74.1% 75.9% 77.1% 78.6% 79.5% 80.2% 80.4% 80.7% 81.0% 81.4% 82.9%
Days 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Leads
L d 7 5 3 5 2 3 5 3 4 2 3 3 2 3 6
Percent 1.0% 0.7% 0.4% 0.7% 0.3% 0.4% 0.7% 0.4% 0.6% 0.3% 0.4% 0.4% 0.3% 0.4% 0.9%
Cumulative 564 569 572 577 579 582 587 590 594 596 599 602 604 607 613
Cumulative % 83.9% 84.7% 85.1% 85.9% 86.2% 86.6% 87.4% 87.8% 88.4% 88.7% 89.1% 89.6% 89.9% 90.3% 91.2%
Days 31 34 36 37 38 39 40 42 44 46 47 48 49 51 53
Leads 3 2 1 1 1 1 1 1 1 1 1 4 1 2 1
Percent 0.4% 0.3% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.6% 0.1% 0.3% 0.1%
Cumulative 616 618 619 620 621 622 623 624 625 626 627 631 632 634 635
Cumulative % 91.7% 92.0% 92.1% 92.3% 92.4% 92.6% 92.7% 92.9% 93.0% 93.2% 93.3% 93.9% 94.0% 94.3% 94.5%
! Point of diminishing returns: Consider the value of a lead against your
campaign cost to discover the point at which ROI is not longer favorable
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32. Experiment: Results
Analysis of the calling and lead generation data showed that 90% of
successful leads were converted within 28 days of first contact
• 60% of conversions happened on the first day
• Another 30% take place over the next month
• Conversions dropped off significantly after 28 days
Conversions dropped off significantly after 28 days
Looking for a decision point:
• 30 d
30 days i h
is when conversions stop increasing every day
i i i d
• 15 days is the last point at which at least 1% of conversions occur
• 9 days is where you reach 80% of conversions
• 2 days is where you reach 70% of conversions
*The last conversion in this data set took place on 343rd day (672 total conversions)
p y( ) 32
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33. Experiment: Results
450
15 days
15 days
400 last point at which
350 at least 1% of
conversions occur
30 days
ds
300
ales‐ready lead
conversions
250
stop increasing
200 every day
Sa
150
100
50
0
* *
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
Campaign days
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34. Experiment: Application
Apply this same approach to your own
resource‐ and time‐intensive campaigns to
determine your point of diminishing returns
Consider:
• Th
The cost of the list or campaign to attain the
t f th li t i t tt i th
leads plus the cost of following up with the
leads against the value of the sales‐ready
leads
• The opportunity cost of your time and
resources: What else could you be doing to
drive results for year‐end?
drive results for year‐end?
• As always – nurture unconverted leads
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35. Clarify channel message
Optimize list approach
p pp
Mine your base
Tune data streams
Time it right
Close the
loop
35
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36. Closing the loop
“Marketing closes the loop on every lead, tracking it from source to conclusion.”
41% 41%
39%
37%
22%
20%
San Francisco
Boston
Yes ‐ consistently Yes ‐ hit and miss Not currently
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37. Closing the loop
• Make sure you only give sales sales‐ready leads: Too many unqualified
leads will result in no follow up
• Inside sales will likely have to take leads that are not qualified with the
human touch
• Get sales leadership support
p pp
• Define ICP/ULD and sales follow up and reporting obligations and then
iterate until it's working
• Pilot the closed loop process with a small team and then scale it
Pilot the closed loop process with a small team and then scale it
• Random sample surveys of customers to make sure sales follows up
• Use teleprospecting team to qualify a small set of leads for inside sales as
a baseline and share with inside sales leadership.
a baseline and share with inside sales leadership
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38. Closing the loop
• Critical to keep the dialogue running between sales and marketing
• Smaller teams can hold weekly calls from the marketing team to a
y g
sales manager
• Adding data to the sales force automation system
• Consider preparing a report for sales to show how lead generation and
nurturing campaigns contributed to closed deals
• Company had X number of interactions with a prospect along the lead
Company had X number of interactions with a prospect along the lead
generation/nurturing cycle before they became a customer
• Don t overlook the importance of analyzing deals that fell through
Don’t overlook the importance of analyzing deals that fell through
• Qualified prospects who didn’t buy immediately can be placed back
into the lead nurturing pipeline
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39. Closing the loop
Make it super simple for sales
• Either it's a valid lead or it's not
• The lead definition should be based on the ULD/ICP
• If it's not a lead:
• Have 4 5 simple options
Have 4‐5 simple options
• Inspect what you expect and have a process for resolving disputes
• Call recording is really helpful for your teleprospecting team
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40. Case Study: Background
Experiment ID: Aprimo Inc
Location: MarketingSherpa Library
Test Protocol Number: HOW31720
T t P t l N b HOW31720
Research Notes:
Background: The VP of corporate marketing of a marketing automation
k d h f k f k
software and services provider wanted to improved the closed loop
feedback from sales reps.
Goal: To get the most timely, detailed feedback from time‐pressed sales
reps.
y q gy
Primary research question: Which feedback methodology will result in
the best closed‐loop process?
Approach: Automated surveys to reps
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41. Case Study
• Jill Snyder, VP Corporate Marketing, Aprimo Inc., set up an automated
email system to survey reps 24 hours after each of their scheduled
appointments.
• Reps hate to type, so Snyder made the survey easy to fill out by just ticking
buttons and including an open box for any other notes.
• Questions focus on
• Sales lead quality
• Purchase timing
Purchase timing
• Budget
• If the rep doesn’t answer a survey, the email system automatically
generates an email 48 hours later to Snyder and the company CEO.
generates an email 48 hours later to Snyder and the company CEO
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42. Case Study
• As a result, nearly 100% of surveys are filled out on time
• The request has escalated to the CEO only a handful of times
q y
• "Reps love doing it. They love offering their opinion. They know if they
answer it that they’re going to get more leads. They know that by telling
me how well it went, it will determine what type of leads they will get in
, yp y g
the future. Reps don’t like to prospect. If you can tell a rep, ‘I’ll do the
prospecting for you,’ there’s nothing better."
• Try a low‐tech approach:
• Have an assistant or intern call each rep at a prearranged time to get
feedback verbally
feedback verbally
• Use downtime: Airport waiting time or late on Friday afternoon
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43. Closing the loop
Key success factors:
• Make it easy y
• Show the value for sales
• Give sales control
• Make it a competitive sport
Make it a competitive sport
• Get the head of sales to support you
• Use feedback to improve future leads
! While you have their attention, use the opportunity
While you have their attention use the opportunity
to gather marketplace insights from your sales team
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44. Put the feedback to work
• What made the great lead great?
• Did it match/fit the Universal Lead Definition?
• Should you revised your ULD?
• Review how the lead was attained
• What approach does the lead generations specialist use?
• Listen to the conversation recording
• What triggered the decision maker to move forward?
• How can you repeat that?
y p
44
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45. Sample lead feedback survey
45
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46. Funnel Focus Next Steps
Clarify channel message
Watch the Part 1 of this Webinar: Optimize list approach
B2BLeadBlog.com/Part1 Re‐engage your base
Tune data streams
Time it right
Time it right
Close the
loop
46
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47. Funnel Focus Next Steps
Clarify channel message
• Buy lists in smaller increments and test Optimize list approach
• Don’t discount the value of qualitative
q
Re‐engage your base
analysis
• Use qualitative and quantitative to Tune data streams
develop a research framework to test
p Time it right
Time it right
your way to success Close the
loop
• Make ongoing data quality maintenance
as part of day‐to‐day activity
p y y y
Bad: A disqualified lead for every 20 calls
Average: A di
A A disqualified lead for every 50 calls
lifi d l d f 50 ll
Better: A disqualified lead for every 100 calls
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48. Funnel Focus Next Steps
Clarify channel message
• Be strategic: remember time is money Optimize list approach
• Know when to move on by analyzing
y y g
Re‐engage your base
when most leads are converted
• Measure your ROI: Tune data streams
• The cost of attaining the leads plus
The cost of attaining the leads plus Time it right
Time it right
the cost of following up vs. lead value Close the
loop
WATCH: B2B Lead Roundtable webinar
Research from Harvard and MIT on inbound
lead contact, qualification and close rates
B2BLeadBlog.com/timing
48
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49. Funnel Focus Next Steps
Clarify channel message
• Close the loop on every lead – track from Optimize list approach
source to conclusion
Re‐engage your base
• Pilot the closed‐loop process with a small
sales team then scale Tune data streams
• Make it simple for sales: Try a survey
p y y Time it right
Time it right
• Analyze deals that fell through Close the
loop
49
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50. #b2blead

51. B2B Lead Roundtable
1. You will receive a link to the webinar
recording. Please fill out the post‐webinar
survey
2. View past and sign up for future webinars
• B2BL dBl
B2BLeadBlog.com/webinars
/ bi
3. Join the B2B Lead Roundtable LinkedIn
g p
group
• B2BLeadBlog.com/Linkedin
4. Connect and share
• B2BLeadBlog.com
• Twitter @B2BLeadBlog
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52. Thank You