Ceri Jones presented at the Eloqua Experience in London in June 2013. She discussed Basware's "No Lead Left Behind" (NLLB) project to improve lead management processes and increase sales. Key points included: - Basware was facing challenges with low lead volumes, inconsistent practices, and a "sleeping pipeline" of dormant leads and opportunities. - The NLLB project aimed to implement consistent sales-marketing processes, alignment, lead scoring/nurturing, and improve benefits reporting. - Early results showed improved lead productivity, pipeline velocity, and conversions from marketing qualified leads to sales accepted leads and opportunities.

1. Eloqua Experience, London, June 2013
PLUGGING (HOLES IN) A
LEAKY FUNNEL
“Process and automation increase lead volumes, improve
quality and significantly increase SALs at Basware
”
Ceri Jones
Marketing Director
Basware UK Limited
ceri.jones@basware.com

2. About me
• 30 Years B2B Marketing
• Enterprise solutions/ SaaS background
• Focus on integrated marketing: demand
generation, content marketing, funnel
management and marketing automation
• Marketing ROI Evangelist – analytics
culture
• Basware Field Marketing since 2011
• Now driving the Demand Center roadmap
Eloqua Experience, London, June 2013
•
•
•
•
•
•
Contact:
http://uk.linkedin.com/in/cerijones/
j_ceri (T)
cerisjones@gmail.com (g+)
ceri.jones@basware.com
www.cerijones.me

3. What I‟d like to cover
• The Business Challenge
• No Lead Left Behind (NLLB) Scope
• Sales-Marketing Alignment
–Pipeline Management Process/ SLA
–Lead Handover
–Escalation & Reporting
• Lead Scoring/ Nurturing Pilot
• Benefits to date
Eloqua Experience, London, June 2013

4. Basware - Driving financial performance forward
Cut 3rd party
spend by
Basware provides open, secure,
cloud-based purchase-to-pay and
e-invoicing solutions to
organizations of all sizes,
resulting in greater efficiencies in
procurement, accounts payable
and accounts receivable.
Companies use Basware
solutions to drive sustainable cost
savings, proactive insight to cash
flows and improved buyer–
supplier relationships.
Reduced invoicing
costs by
Receive
97%
75%
of invoices as
electronic
invoices
Reduce costs of
processing expense
claims by over
Reduce costs of
Accounts Payable
function by
50%
60%
Pay over
85%
Of suppliers within
7-10 days to
capture discount
Eloqua Experience, London, June 2013
10%
Process over
90%
of invoices without
any manual
intervention

5. Basware in Numbers
History
• Founded 1985
• Publicly listed 2000
• Offices in 14 countries
around the world
• Growth through
acquisition
Eloqua Experience, London, June 2013
Corporate performance
• Net sales >€120m
• 1,400+ employees
• Partners in 30+
countries
• >1m users in 2,000
customers, >60
countries
The Open Network
• 1.9m suppliers listed
• 0.8m active buyers/
suppliers
• $254b total annual
spend across network

6. Eloqua Experience, London, June 2013
THE PROBLEM

7. The Business Challenges
Process disconnect & lack of
accountability
Low confidence in sales forecasting
threatens business predictability
Blocked Funnel!
€s locked up in dormant leads &
€€€€€ locked up in dormant leads &
opportunities
opportunities
Inconsistent working practices in
lead management
Poor insight into conversion ratios
and pipeline velocity
Eloqua Experience, London, June 2013

8. The Sleeping Pipeline
Marketing Qualified Leads Piling up
Ageing of 10% Winning Probability Sales Opportunities
Opportunity Created
Count
(From Marketing Sourced Leads)
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
8
14
9
7
59
89
45
45
34
27
5
Total
342
28% older than 6 months
81% older than 3 months
35% not modified* in last 90 days
49% not modified in last 30 days
Eloqua Experience, London, June 2013

9. Eloqua Experience, London, June 2013
NLLB PROJECT
“No Lead Left Behind”
Data Management & Quality
N
L
L
B
Technology & Platforms
Business Control & Insight
Sales & Marketing Process
Service Level Agreement

10. The Process Challenge:
Sales & Marketing are not
always aligned!!
Eloqua Experience, London, June 2013

11. Tuesday, 9:30 | Campaign eBlaster 101
Eloqua Experience, London, June 2013

12. “Hey Sales, how are the leads?”
Eloqua Experience, London, June 2013

13. “They suck and we need more of them.”
Eloqua Experience, London, June 2013

14. Work Stream: Sales & Marketing Process
Objectives:
1. Agree a Basware-wide process to manage the
2.
3.
4.
Sales and Marketing pipeline, from lead creation to
closed opportunity and clarify naming conventions
Define how the process should be executed at a
detailed level in supporting systems. Identify
weaknesses in the current system support for the
process and recommend changes
Recommend target metrics for each of the stages
in the process and document the process and the
metrics in an SLA between Sales & Marketing
Recommend how training and adoption of the
defined process should be managed
Eloqua Experience, London, June 2013
ALIGN
MENT
“Revenue is a team sport”
Bob Apollo, Inflexion-Point

15. Marketing and Sales High Level Process
Process
Lead
Qualification
Lead Creation
Lead Handover
Lead
Opportunity
Pipeline
Pre-lead
Customer
for Life
Sales Opportunity Management
CONVERT
New
Marketing
Lead
„Sales
Ready‟
Lead
Owner
Marketing
Opportunity
SO-0
(Marketing
Prospect)
Opportunity
SO-10
(Qualified
Prospect)
Telequalification
Opportunity
SO-50
(Proposal
Given)
Opportunity
SO-70
(Decision
Due)
Opportunity
SO-90
(Pending
Sale)
Sales
System
Eloqua
CRM
Reporting
Eloqua
Google etc
SQL Server Report
SQL Server Reports & Sales Analyzer
(CRM Data)
(CRM data)
Eloqua Experience, London, June 2013
Win
Lost
Basware

16. The devil‟s in the detail!
ALIGN
MENT
Eloqua Experience, London, June 2013

17. Focus: Lead Handover & Recycling
•
•
•
•
Agreed levels of qualification (B.A.N.T.)
Formal process
Established expectations
Common pipeline definitions
• Rejected lead management – lead
nurturing
• Clear rejection reason codes
• Formal re-qualification process
ALIGNMENT
Eloqua Experience, London, June 2013

18. Eloqua Experience, London, June 2013
LEAD SCORING &
NURTURING
UK Pilot
Vice
president of
sales
Downloaded
a white
paper
Has signing
authority for
up to
$50,000
Need
connects
well with our
solution set
Four call
centers in
the U.S.
Presence in
four foreign
countries
Has spoken
once to
inside sales
Plans to buy
within six
months
Has not
committed
formal
budget yet
1,530
Employees
Last
interacted
three
months ago
$120 million
company

19. Nurturing and Scoring
Nurturing
• Basware nurture offers contacts who have
completed form content appropriate to
their job role and buying cycle stage
• Our nurture targets „top of funnel‟ early
interest only
– 4-stage automated email
– brings people back to the site
• Engagement with emails and web content
drives the lead score
Eloqua Experience, London, June 2013
Scoring
• Scoring automates the means of
comparing web visitors to our „ideal
customer profile‟
• Our ideal profile is based on authority and
readiness to influence or buy products and
services from Basware
• Scoring measures both behaviour and
explicit data requested in forms
• Form data is presented progressively on
each „high value‟ download

20. Top-of-funnel Nurture
Automated
Top of funnel
Nurture
Reach threshold
Score
Inside Sales
follow up
Persona-based
Outbound
Contact
Database
(Eloqua)
Landing page
Scoring
Inbound
Eloqua Experience, London, June 2013
Progressive
Form
AP Operations
Finance Manager/ Controller
CFO
Purchasing/ Procurement
IT
SMB

21. Scoring drives a lead rating
Qualification
Level
(fit)
Interest
Level
Lead
Rating
(buying
behavior)
C
B
B
A
Eloqua Experience, London, June 2013

22. Lead rating drives ownership
Marketing Qualified Lead (MQL)
Qualification
Level
Medium
Low
Eloqua Experience, London, June 2013
C
B
A
D
C
B
D
High
D
C
Low
Medium
Interest Level
High

23. Progressive Profiling
Eloqua Experience, London, June 2013

24. Explicit lead data captured to support NLLB Process
Eloqua Experience, London, June 2013

25. What did we learn from the pilot?
• Scoring should act as a continuous
measurement, not as a „sluice gate‟
• More work needed on aligning content
to personas and buying cycles
• Nurture rules should not be too tight
initially – or everyone can be qualified
out immediately!
• Test, Test, Test progressive forms and
Subject LInes!
• Start and learn. It will never be
„perfect‟.
Eloqua Experience, London, June 2013

26. Eloqua Experience, London, June 2013
RESULTS TO DATE

27. Service Level Agreement
SALES : MARKETING
Sales will receive sales-ready leads from Marketing
in a timely manner once all lead qualification criteria
are met.
Sales-ready leads should be handed over as soon as
all criteria are met. All marketing leads converted to
opportunities by Marketing will be measured in
pipeline reporting.
Eloqua Experience, London, June 2013
MARKETING : SALES
Marketing requires Sales to review all sales-ready
leads (which are CRM opportunities with the Sales
Process Status of ‘Marketing prospect’) in the
timeframe specified in the SLA. Leads which are
qualified to the agreed standard should be accepted
by changing their status (see next process step).
Leads to be rejected should follow the process
detailed below. Sales-ready leads should be
processed in 3 working days.
Sales should process all leads within 3 working days
by accepting or rejecting them.

28. Escalation & Reporting
Escalation Example
‘All opportunities that are still set to a Sales Process
Status of ‘Marketing prospect’ after 3 working days will
trigger an email alert to the opportunity owner. Sales
Management will receive weekly reports on all
opportunities that do not conform to the SLA. Escalation
will be managed through normal line reporting practices.’
Eloqua Experience, London, June 2013

29. Project Roadmap
Phase -1
Phase 0
Forming
Scope/Build
Phase 1
Deploy
Feb 2013
Mar 2012
•
•
•
•
•
Process definition & agreement
Service level agreement
Business reporting
• Process change communication
CRM/Eloqua changes
• Management training
Training materials
• Field training
•
• Change management
•
•
•
Eloqua Experience, London, June 2013
Phase 2
Measure
Refine
Today
Exception reporting
Performance against objectives
Corrective action
Process improvement

30. Benefits from starting the journey
1.Pipeline Dynamics
Pipeline Conversion
MQL to SAL
SAL to SQO
SQO to Order (CRM)
Conversion
Target
54%
39%
24.3%
3. Education
Eloqua Experience, London, June 2013
2012
Actual
FY2011
Conversion Conversion
62.7%
43.6%
34.9%
57.5%
23.0%
24.3%
2. End-to-end reporting

31. NLLB Performance Since Go-live - Q1‟12 versus
Q1‟13
PIPELINE
VELOCITY
Q1‟2013
Average No. Days
84
53
Q1‟2012
Average No. Days
Q1‟2013
Average No. Days
31
LEAD
LEAD
PRODUCTIVITY CONVERSION
Q1‟2012
Average No. Days
7
NML to MQL*
Q1‟2012
3%
Q1‟2013
17%
MQL* to SAL
Q1‟2012
3%
Q1‟2013
17%
SAL to SQO
Q1‟2012
39%
Q1‟2013
40%
Q1‟2012
Q1‟2013
2,800
3,300
Q1‟2012
Q1‟2013
250
590*
NML to SAL
SAL to SQO
New Marketing Leads
Sales Accepted Leads
Eloqua Experience, London, June 2013
*Equivalent to SRL in 2013
18%
136%

32. Small steps…
Sales & Marketing
ALIGNMENT
No Lead Left Behind
‘Every day you may make progress. Every step
may be fruitful. Yet there will stretch out before
you an ever-lengthening, ever-ascending, everimproving path. You know you will never get to
the end of the journey. But this, so far from
discouraging, only adds to the joy and glory of
the climb.’
Sir Winston Churchill (1874 - 1965)
Eloqua Experience, London, June 2013

33. Eloqua Experience, London, June 2013
NO LEAD LEFT BEHIND
Ceri Jones
Marketing Director
Basware UK Limited
ceri.jones@basware.com
@ j_ceri