Feedabo Services Presentation

Specialized Managed Marketing and
Technology Buyer Acquisition Services

Copyright ©2008 FeedAbo, Corp. | CONFIDENTIAL

Technology Marketer’s Business is Challenging Ever Than Before

Not Enough
Actionable
Leads
Outdated
Poor Performance
contact
databases Of Rental Lists

Marketer Goals
Need to Enter Lead Quality Long Buying
Global Markets Data-Driven Approach Cycles
Cost-Effectively Cost Management

Lack of pre- and Need to Explore
post-event New Marketing
communication Channels
discipline Time To Market
Pressures

2

Addressing Critical Needs of Technology Vendors

Does your organization need to…

Build Sales Pipeline Get a Predictable flow of actionable sales leads
Increase Quality of Leads Improve % of sales leads who are truly qualified (have budgets
passed to Sales and needs)
Explore New Marketing Channels (Web 2.0, Blogs, Professional
Expand Marketing Portfolio Social Networks)
Expand Existing Channels
Re-purpose offers
Re-purpose content, tap into new channels, execute new
campaigns
Improve Pipeline Quality
Increase Marketing Cost Reduce Cost of Pipeline Nurturing
Effectiveness Move to New Marketing Technology Platforms (Eloqua,
ExactTarget)

Consider Managed Marketing Evaluate Different Managed Marketing Options
Options Execute Managed Marketing Strategy

3

FeedAbo: Fact Sheet

• FeedAbo stands for “feeding technology vendors with leads”. “Abo”
is “subscription” in German.
• Private US corporation, owned by management
• Serving only software/IT services clients
• Division of 120+ Employee Strong Parent Company
• 3 Competence Centers: White Paper/Webinar Lead Generation, Lead
Nurturing, Appointment Setting
• Proprietary, in-house list of 131,750+ IT buyers in the US and Europe
• Pre-built integrations links to Salesforce.com, Goldmine, Act! and
SugarCRM
• Country-specific teams across 5 languages (English, German, Italian,
Polish, Russian)
• In-house data cleansing team
• Headquartered in San Mateo, CA, operates locations in Chicopee,
(Massachusetts), Meridian (Idaho), and Minsk (Belarus).

4

Management Team

• Renat Khasanshyn, Founder and Chairman
Renat is currently on the Board of Directors of Apatar, Inc, Altoros Systems, Inc.
While CEO at Altoros Systems, Renat designed and managed outsourced teams in
Eastern Europe for Autodesk, Hewlett-Packard and Sony. Previously Renat was VP of
Engineering at PriMed. Most recently Mr. Khasanshyn was selected as a finalist for the
2007 Emerging Executive of the Year award by Massachusetts Technology Leadership
Council.
• Chad Huemme, VP of Lead Generation Solutions
25+ years in IT industry. Prior to joining FeedAbo, Mr. Huemme was General Manager
for Interactive Media division at RR Donnelley/Banta Corporation, COO at On-Demand
Solutions, Inc, Managing Director at KAO Infosystems, Inc. Mr. Huemme started his
career at Lotus Development Corp.
• Ken Ashley, VP of Webinar Solutions
25+ years in IT and software industries. Prior to joining FeedAbo, Mr. Ashley was a
co-founder of Modern Age Books (now Skillsoft), an early pioneer in electronic book
technology and Managing Director/President of UbiQ Inc. Mr. Ashley has track record
of building successful worldwide sales and distribution organizations.

5

Customers

“My in-house sales team began receiving high-scored
prospects just five days after our dedicated team at
FeedAbo “turned on” its engines. Thank every
one of you, my team, for promoting our webinars and
white papers. I’m very satisfied with quality of our
pipeline. The win ratio has been great so far.”

Julia Guzman, VP of ISV Marketing

6

Tactical vs. Strategic View at Managed Technology Marketing

Marketers are looking at Global Managed Marketing as a way to do
more for less

Tactical View Strategic View
(Project-by-project) (Long Term Partnership)
• Short term project-based view • Long term strategic ROI view
• Focus on cost reduction • Focus on 3rd party leverage, on
• Significant overhead may Vs. Time to Market, then on cost
outweigh cost savings • Benefits far outweigh costs
• Not sustainable in the long run • Sustainable time and cost
efficiencies

7

FeedAbo Services

1. Lead Generation, Appointment Setting
Sales Pipeline 2. Event Registration and Event Follow up
Development 3. Product/Service launch, Awareness
campaigns
1. E-mail and direct mail blast follow up
Sales Pipeline 2. Lead nurturing with email newsletters
Administration and 3. Contact list collection, cleansing and
Automation updates

8

FeedAbo Solutions

Get qualified IT Buyers to learn about,
Webinar/Seminar
register and attend your events. Receive leads
Campaigns
in real-time.
Generate qualified leads through distribution
White Paper
of educational white papers, qualification of
Campaigns
recipients and nurturing pipeline
Deliver your marketing message to European
Marketing to European
IT buyers in way that they can understand,
IT Buyers
qualify and pass quality leads to sales
Pre- and Post-Event Qualify and nurture qualified buyers before,
Communications during and after lead-generating event
Nurturing service for leads that did not meet
Pipeline Nurturing,
qualification criteria during
Appointment Setting
webinar/seminar/white paper campaigns.

9

A Strategic View Can Reconfigure Your Value Chain

Focus On Your Core Spend 80% of Your Time on Marketing Strategy, Process Design
Competence and Management, 20% on Communication

Leverage a Global Partner To Have Partner Spend 80% of Their Time to Execute Campaigns,
Execute Campaigns 20% on Communication With You

Disruption: De-coupling of Value chain

Creation of Execution Of
Marketing Campaigns Marketing Campaigns

Benefits to technology vendor: Global partner brings to vendor:
Free up in-house team, focus on core Extended marketing campaign
competence - marketing research, cycles on a global time frame
testing new channels (blogs, podcasts, Management of campaign specifics,
Web 2.0), design new offers, write copy team performance
(white papers, webinars), sign-up Hiring, selection, management, and
speakers, dig deep into data administration of global teams
Assist your sales force/product
engineering team

10

Execution Models

Telemarketing Shops Strategic Partnerships
• Low value add • Good to accelerate marketing
• Low quality of leads innovation
• Lack of industry (e.g. • Partnership across multiple
High middleware)/offer-type (e.g. initiatives (Webinar, White
webinar) specific expertise Papers, List Data Services,
• Good for B2C products/services Podcast syndication…)
• Long term strategic impact
Business
Benefits
Tactical Staff Augmentation In-House
• Head-count replacement shops • In-house teams working long
• No strategic impact hours
• More expensive in long term • Cannot leverage time and cost
Low efficiencies of a global model

Low High

Collaboration
11

Turning Relationship from Tactical to Strategic

Many aspects of marketing process lend themselves to being delegated to a partner while others
clearly do not.

Internal FeedAbo

Marketing Strategy Marketing Maturity Assessment

Marketing Process Design and Mgmt Marketing web-infrastructure (landing, blogs)

Marketing Campaign/Offer Design Creative Design

Explore New Marketing Channels (Web 2.0, blogs…) Pre-event communications

Lead Scoring

Lead Qualification/RSVP Calls

Pipeline Nurturing

Data Cleansing
Pipeline Management
Integration of pipeline into CRM
Support of Sales Team

Marketing-Centric, Innovation Oriented Execution-Centric, Production Oriented

12

Specialty Skill to Compliment Your Value Chain

In-House Data
Acquisition/Data
Cleansing Team

Technology
Team Marketing
Expertise

Continuous Nurturing

Leads
with
Scores

Qualified, Actionable
© FeedAbo, Inc.
Leads
13

Value-added Offering: Dedicated Nurturing SWAT-Team

Problem 80% of leads in pipeline are not qualified (their score is too low),
and they are not educated about company value proposition
Solution Continuous, automated nurturing effort with human value-add:
Re-purpose content to educate pipeline on a regular basis

Primary Vehicle Email (message delivery), Microsite (dynamic score updates)

Secondary Vehicle Telephone (qualified lead verification, appointment setting)

Process 3-step newsletters/quarterly calls nurturing campaign

Initial Team ¼ Consultant, 1 Content/Process Manager, 2 Telemarketers
Structure (FTEs)
Automatic, dynamic score update upon based on single/double trigger
question (typically timing (Immediate, 0-3m, 3-6m)

Verification of updated score, setting up appointment/conference call
Process:

Receive face-to-face time with educated executive decision makers.

14

Sample Statement of Work for Webinar Management
Sample Webinar Statement of Work
Marketing Audit Webinar Maturity Assessment
Promotional Plan Campaign Schedule
Profiling (Define Ideal Customer, Qualified Lead)
Scoring Questionnaire
ROI Metrics
Media Plan Media Plan. Placement, In-House List Pulling
Pre-event Deliverables Dedicated Account Manager/Dedicated Team
Weekly Status Report
Speaker Communication/ Rehearsals
Professional Event Announcer
Pre-event Creative Development Event Logo/Graphic/Promotional Copy
Email Campaign (Confirmation, Reminders, Registration,
Follow-up)
RSVP Call Reminders (Script Development)
Microsite Deliverables Landing Page
Branded Registration Microsite
Event Marketing Email/Direct Mail Messaging
Lead Scoring
Qualification Calls to Clicks with no Registrations
RSVP Call Reminders
Real-time Click-through Reporting
Post-event Deliverables Reconciliation of Registrants vs. Attendees
Real-time Access to Pipeline, Export into MS Excel
Pre-built integrations links to Salesforce.com, Goldmine,
Act! and SugarCRM.
Post-event Executive Report
Additional Services Lead Nurturing
Survey Marketing Production
Event Archiving
15

Step 1: What Are Your Goals/Needs/Wants?

Purpose
Launching new business unit or product (market research/product introduction)
Grow sales pipeline (lead generation/qualification)
Enhance efforts of outside sales representative (appointment setting)
Approach to implementing a telesales project
Test the concept by starting with a controlled pilot phase
or
Start with controlled pilot phase – goal to scale up the operation as quickly as possible
or
Short-term project for a specific campaign or period of time
The target market
Geographic Area
Size Company (employees/revenue)
Vertical Industries
Target contact(s) within the target market
Managers & Directors
Executives (VPs & Department Heads)
Senior Executives (SVPs, EVPs & Presidents)
CXOs (CEOs, CFOs, COOs, CIOs)
Other: ______________________________
Specific measurements of success
Number of meetings with qualified contacts
Number of qualified opportunities in the pipeline
Number of closed opportunities
Closed business in terms of dollar value

16

Step 2: Knowledge Transfer
• Expectations:
• Statement of Work – lead generation, lead qualification, appointment setting, etc
• Executive Expectations - short-term, mid-term, long-term
• Communication:
• Frequency and methods of interaction – how information is conveyed
• Reporting – type of information required, if any
• E-mail / Calendar set-up – access to server or internal back office support
• Challenges and Objections
• Any challenges in the industry today that would be beneficial for us to know
• Typical objections from prospects / successful turnarounds
• Differentiating Factors
• Who is the competition?
• What is your 30 second “elevator pitch”?
• How do you differentiate your company in the marketplace?
• Parameters of Project
• Database Development – target prospect, territory, size company
• Qualification Process – qualifying questions, scoring formula
• Timeline of Events
• Next steps – develop talking points, review of talking points, projected start date

17

FeedAbo Difference

One-of-a-Kind In-House
Database/Nurturing/Cleansing Process
In-House Database
• 131,750+ IT buyers in the US and Europe
• Only rented, never sold

Contacts in Database
Our Competitors Get Data This Way: PERFORMANCE THRESHOLD

Self policing Spoke

• Rely on the last submitted entry
• Accurate record is replaced by the latest Hoovers

upload Jigsaw
Linkedin

HarteHanks
FeedAbo
Staff Validation
• Limited staff for validation
• Cost is prohibitive in the US © FeedAbo, Inc.
Data Cleansing

• Huge effort to regularly scrub millions of Database Size
records
30M +
15M+
Data extracted from public filings
• Typically only senior level execs 5M-15M

• Not validated regularly 0-5M

18

Proven Approach

Industry Best Practices Client Embraced…
 New Product Launches  Methodologies
 Dynamic Scoring and Nurturing  Approaches
 Lead Generation for A Complex  Tools
Sale™,  Standards
 S.U.R.E.-Fire Direct Response  Culture
Marketing

Client-Specific Approach

“Past Technology Marketing” Client’s Lessons Learned
Lessons Learned  Communications
 Current Customers  Hand Offs
 IBM  Staffing
 Lotus
 On-Demand Solutions, Inc
 UbiQ Inc.

*Numerous employees have significant past technology marketing/technology event management experience.

20

Engagement Models

FeedAbo objective is to engage only with customers that achieved a certain marketing process
maturity (e.g. have quality marketing offers, processes, lead scoring in place) and to develop
short-term tactical relationships into long-term strategic relationships and to help clients stand on
their own offshore when ready.

In-House Build Operate Pay for Dedicated Project-Based
Marketing Transfer Performance Marketing Team Engagements
Staffing

© FeedAbo, Inc.

FeedAbo supports all of these business models

21

Managed Marketing: Various Myths Vs. Reality

The Commodity “Outsourced marketing is only •High value activities can be outsourced
Myth good for low-value, B2C •FeedAbo has successfully built mission-critical
commodity telemarketing.” marketing teams globally
The My People “Outsourcing will bring the •Think to increase capacity, not replace head-
Myth morale down of my count
employees.” • Over-Communicate. Set & manage expectations
The Right Time “We are not ready yet. We •It is not too early for your competitor
Myth are testing our new campaign •Engage early to gain feedback and establish
is in early phases.” collaborative processes
The Cost Savings “The cost savings are absent •Significant cost savings that grow with time
Myth or dissipate with time.” •FeedAbo clients have gained 30% to 40% cost
savings
The High Touch “Marketing innovation can •Successful track record of marketing innovation
Myth only be driven by in-house •In-house talent that can manage such projects is
team.” abundant

22

The Risks & Mitigation Strategies

• Set clear and reasonable objectives
• Don’t do it just to save money. Leads that cost less can end up most
expensive
Strategic Risks
• Get Executive and BOD buy in
• Do a lot of due-diligence: meet the leadership, talk to their clients.
• Pick the right vendor for the right job
• Don’t throw it over the wall. Collaborate.
Operational Risks
• Establish an relationship roadmap based on performance
• Communicate clearly, honestly and as often as possible
• Don’t expect miracles. Everyone stumbles early in the process
• Avoid the “Survivor” Syndrome in your key employees
Internal HR Risks • Proactive Over-Communication to manage expectations
• Re-train your brightest stars to leverage them even more

23

Why FeedAbo?

 Laser-focused on delivering best leads to technology vendors
 Strong management team
 Proprietary, in-house list of 131,750+ IT buyers in the US and
Europe
 In-house data cleansing team, one-of-a-kind approach to marketing
list management
 Pre-built integrations links to Salesforce.com, Goldmine, Act! and
SugarCRM
 Country-specific teams across 5 languages (English, German,
Italian, Polish, Russian)
 Unique combination of US (3 locations) and Eastern Europe (1
location) enables our teams to deliver solutions which are best of
class and scalable.
 Corporate fiscal and operations discipline

25

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