Marketing wonders why the sales department isn’t closing more deals with all the great leads they’ve generated. Sales wonders what fantasy world marketing operates in when the latest “hot lead” simply clicked a link for a chance to win an iPad. Review this case study of how The TRACOM Group used Pardot and Salesforce.com to successfully align marketing and sales efforts. It will cover understanding your sales process and marketing’s role, identifying the buying indicators of individuals and organizations, and more!

1. Marke3ng
vs.
Sales:
Can
Marke3ng
Automa3on
Help
Bridge
the
Differences
»
TRACOM
Case
Study
Sean
Essex,
Director
of
Marke3ng
The
TRACOM
Group

2. a
quick
question…

3. about
this
session…

4. a
case
study:Tracom…
• 50+
year-­‐old
private
company
• Primary
product
is
SOCIAL
STYLE
• 25
employees

5. b2b
audience:HR
• Manager/director/vp
• 2.5K+
employees
• Mul3-­‐na3onals
• Broad
business
ini3a3ves
• Mul3ple
points
of
differen3a3on

6. sales
situation…
• Sales
VP
plus
2
inside
and
2
outside
reps.
• Salesforce.com
is
CRM
• Pardot
in
place
for
1
year
• 25k
contacts
in
Pardot

7. marke3ng
mix…

8. our
goals
• Iden3fy
qualified
organiza3ons
• Expand
sales
with
current
customers
• Iden3fy
prospects
with
expressed
need

9. the
challenges…
• Too
vast
a
universe
• Email
unreliable
• Geng
to
decision
makers

10. tech
tools

11. the
answer
• Sales-­‐driven
marke3ng
automa3on

12. Understanding
the sales process
• Get
in
their
heads
and
their
shoes
• Talk
to
as
many
reps.
as
possible
• CRM
should
give
you
a
snapshot
of
sales
ac3vi3es.
Use
this
data
as
a
star3ng
point

13. strategic
selling

14. • Large pro/mgr staff
•
•
Pro-development
Complex orgs TRACOM
QuickPick
• High growth

15. • Large pro/mgr staff
•
•
Pro-development
Complex orgs TRACOM
QuickPick
• High growth
Business
Problems or Needs
Training is not
the answer
Small audience
Low people orientation
Majority of employees
are pro/managerial
People intensive
business – high touch
High growth - Rapid
change/M&A history
Strategic initiatives in
place e.g. Six Sigma
Known people
problems/skill gaps –
development needs

16. • Large pro/mgr staff
•
•
Pro-development
Complex orgs TRACOM
QuickPick
• High growth
Business Attitudes and
Problems or Needs Beliefs
Training is not Butt in seat approach –
the answer quantity over quality
Small audience Committed to e-learning
Training doesn’t work/
Low people orientation
soft skills don’t pay
Majority of employees Disciples of Style
are pro/managerial
People intensive
Commitment to training
business – high touch
e.g budget, corp U, etc.
High growth - Rapid
change/M&A history
Want a quality product
Strategic initiatives in
place e.g. Six Sigma
Value interpersonal
Known people skills – see payoff or
problems/skill gaps – want to measure
development needs

17. • Large pro/mgr staff
•
•
Pro-development
Complex orgs TRACOM
QuickPick
• High growth
Business Attitudes and Attributes of
Problems or Needs Beliefs the Business
Training is not Butt in seat approach – Unable to get to
the answer quantity over quality decision-maker & get
champion
Small audience Committed to e-learning Small audience size
(< 500 mgr.)
Training doesn’t work/ No centralized budget
Low people orientation
soft skills don’t pay
Majority of employees Disciples of Style Managerial changes/
are pro/managerial reorg.
People intensive Use vendors for training
Commitment to training
business – high touch or content
e.g budget, corp U, etc.
High growth - Rapid Career paths in place w
change/M&A history mandatory training
Want a quality product
Strategic initiatives in
Strategic initiatives in
place e.g. Six Sigma place e.g. Six Sigma
Value interpersonal
Known people skills – see payoff or Training programs in
problems/skill gaps – want to measure place w/ sufficient #
development needs of people

18. • Large pro/mgr staff
•
•
Pro-development
Complex orgs TRACOM
QuickPick
Close for Pilot
• High growth
Business Attitudes and Attributes of
Problems or Needs Beliefs the Business
Training is not Butt in seat approach – Unable to get to
the answer quantity over quality decision-maker & get
champion
Small audience Committed to e-learning Small audience size
(< 500 mgr.)
Training doesn’t work/ No centralized budget
Low people orientation
soft skills don’t pay
Majority of employees Disciples of Style Managerial changes/
are pro/managerial reorg.
People intensive Use vendors for training
Commitment to training
business – high touch or content
e.g budget, corp U, etc.
High growth - Rapid Career paths in place w
change/M&A history mandatory training
Want a quality product
Strategic initiatives in
Strategic initiatives in
place e.g. Six Sigma place e.g. Six Sigma
Value interpersonal
Known people skills – see payoff or Training programs in
problems/skill gaps – want to measure place w/ sufficient #
development needs of people

19. commitment
to sales…
• Use
this
to
iden3fy
opportuni3es
for
marke3ng
automa3on
and
for
the
key
areas
of
building
sales/marke3ng
alignment
• How
can
marke3ng
help?
• What
should
we
do
more
of/less
of?
• What
marke3ng
programs
have
had
greatest
impact?

20. defining
customers
Three
Pardot
Profiles
Direct
North
America
Interna3onal
Resellers

21. Pardot
lead grade
• Every
prospect
starts
as
C-­‐
C -
• Jigsaw
provides
base
data
and
marke3ng
or
sales
can
adjust
grades

22. Pardot
lead score
• Standard
Pardot
scoring
with
some
adjustments
• Web
sales
• Product
catalog
download
• Email
content
• Webinar
involvement
(e.g.,
plans
for
Emo3onal
Intelligence
training)

23. lead
nurturing
Star3ng
in
Summer
‘12
prospects
assigned
to
themes
based
on
their
behaviors
• Email
preferences
• Web
clicks
• PDF
downloads
• Search
terms

24. enhanced
email
• Set
preferences
based
on
topics
• And
preferred
frequency
@

25. tailored
engagement
• Phase
1
—
Nurturing
that
reflects
the
person’s
expressed/
implied
interests
and
their
stated
frequency
preference
• Phase
2
—
Dynamic
content
and
nurturing;
social
listening
for
sales
opportuni3es

26. Paradot
suggests
• Sales
ac3vi3es
based
on
prospect
grade
and
score
• 14-­‐day
running
window
• Presented
in
Salesforce.com
• Sugges3ons
on
same
dashboard
as
their
scheduled
tasks
and
new
assignments

32. sales
feedback
Likes
• Ability
to
priori3ze
outreach
efforts
• Quick
heads-­‐up
to
determine
next
steps
• Salesforce.com
integra3on
• Opportunity
to
connect
socially
• Strong
link
to
our
own
SOCIAL
STYLE
Model
• Valuable
account-­‐level
view
Wants
• Incorporate
all
touches
e.g.
templates,
videos,
social
media
• More
templates
• More
tailored
content
• Leverage
individual
behavior
across
account

33. 1 2 3 …
next
steps
• Fine
tune
the
system
• Incorporate
social
sites
(Fliptop)
• Expand
for
associates
and
interna3onal

34. key
learnings
• Understand
the
exis3ng
sales
process
• Get
agreement
regarding
specific
wins
• Check-­‐in
during
development
• Get
some
sales
champions
commimed
• Be
flexible
• Measure
and
finetune
• Give
them
credit

35. your
questions…

36. Thank
You!
Sean
Essex,
Director
of
Marke3ng
The
TRACOM
Group