The document discusses effective lead generation through lead lifecycle management. It outlines how to create a successful lead management strategy with 6 steps: 1) Align marketing activities with sales results; 2) Understand the customer's buying cycle; 3) Automate the lead management process; 4) Implement scoring and routing of leads; 5) Nurture leads throughout the buying cycle; 6) Measure performance. The document provides details on each step and emphasizes the importance of collaboration between marketing and sales to improve conversion rates and revenue.
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eDynamic is global digital
marketing and technology
firm driving revenue for
modern B2B marketers with
customer life cycle solutions
built upon contemporary
digital marketing platforms
Who WeAre
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At a Glance
1. GlobalTeam
ďŁ United States, Canada, UK/Ireland,Australia,India
and Dubai
2. Proven expertise in Legal, High technology,
Manufacturing and Financial Services
3. Purpose driven user experience and
design
ďŁ Delivering engaging experiences that support
customer objectives
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Our Services
Service Portfolio
Digital
Strategy
and
Roadmap
Strategy
Digital
Platform
Selection
Content
Planning
and
Roadmap
Campaign
Planning
and
Roadmap
Analytics
and
Measureme
nt
Digital
Creative
Experience
Design
User
Experience
Research
Web
Experience
Design
Social
Media
Experience
Design
Mobile
Experience
Design
Content
Manageme
nt Systems
Technology
Implementation
SharePoint
Marketing
and Email
Automation
Community
and Social
Media
Customer
Relationshi
p
Manageme
nt
Analytics
and
Optimizatio
n
Mobile Web
and Native
Applications
Business
Intelligence
Consulting
Services
Engagement
Offerings
Global
Delivery
Model
Agency
Services
Managed
Services
Staff
Augmentati
on
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eDynamicâs Marketing Services
Combination of strategy, creative, and technology to offer
best-in-class,
one-stop demand generation consulting for our clients
Demand Generation Services
ď§Lead Management
ď§Inbound Marketing
ď§Customer Engagement
ď§Campaign planning &
execution
ď§Marketing Automation
ď§CRM
ď§Content Development
ď§Creative Design
ď§SEO and PPC
ď§Sales Force
Effectiveness Tools
ď§Social marketing
ď§Web Strategy
ď§User Experience and
Design
ď§Vendor Selection
ď§Web Design and
Execution
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Client Lifecycle
eDynamic aligns the demand generation capabilities with
the client buying cycle, optimizing how you engage with
prospective clients at each step
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Youâre not alone
âOnly 11% of sales leads are
ever pursued by sales people
and over 80% of sales leads
generated are never closed.â
â Oracle | Eloqua
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Youâre not aloneâŚ
âOver 80% of B2B
organizations struggle with a
lack of synergy between the
sales and marketing functions.
This misalignment leads to lost
revenue opportunities and
leaks in the pipeline.â
â Aberdeen Group
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Youâre not aloneâŚ
â16% of the total leads that are
deemed âsales-ready
opportunitiesâ actually close.
The difference between a
successful company and a
mediocre company lies in how
the remaining 84% of already
qualified opportunities are
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Things are changingâŚ
âBy 2020 customers will manage
85% of their relationships without
talking to a human.â
- Gartner Research
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Buyers:
⢠Are in control of their own buying
process
⢠Have access to all the information
they require to make a buying
decision
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Marketers must:
⢠Understand the buyerâs digital
body language to determine their
interest level
⢠Leverage and optimize technology
to deliver the right message to the
right person at the right time
⢠Score leads to determine who is
ready for sales, and nurture those
who are not
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20000
400
100
50
17
Looking at the Numbers
Lead Management by the numbers: Without Pre-
qualification
Sales Stage Volumes Required Conversion Rate
Prospects
Qualified Leads
Sales Accepted Leads
Sales Opps
Closed Won
2%
25%
50%
35%
$1.7 Million in revenue
Assumption: $100K Value of Closed Business
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20000
1000
250
125
44
Looking at the Numbers
Lead Management by the numbers: Focus on pre-
qualifying at the top
Sales Stage Volumes Required Conversion Rate
Prospects
Qualified Leads
Sales Accepted Leads
Sales Opps
Closed Won
5%
25%
50%
35%
$4 Million in revenue
Assumption: $100K Value of Closed Business
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20000
1000
650
325
114
Looking at the Numbers
Lead Management by the numbers: Common definitions of
Qualification Criteria between Marketing and Sales
Sales Stage Volumes Required Conversion Rate
Prospects
Qualified Leads
Sales Accepted Leads
Sales Opps
Closed Won
5%
65%
50%
35%
$11 Million in revenue
Assumption: $100K Value of Closed Business
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25
6 Steps to Creating a Successful
Lead Management Strategy
1
2
3
4
5
6
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ďŁShared goals
ďŁCommon lead definition
ďŁLead qualification and hand-off
ďŁProgram visibility
ďŁCommon revenue-focused metrics
STEP 1.Align MarketingActivities with Sales
Results
1
2
3
4
5
6
Align Marketing with sales
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ďŁWhile sales and
marketing people
have different
ways of going
about their
business functions
they need each
other to be
successful.
STEP 1. Common goals, common strategy
1
2
3
4
5
6
Align Marketing with sales
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STEP 1. Lead qualification and hand-off
1
2
3
4
5
6
Align Marketing with sales
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ďŁRevenue
ďŹNet new deals
ďŹProfit
ďŁCustomer expansion
ďŹMarket Share
ďŹMargin
ďŁMarketing Effectiveness and
Efficiency
ďŹLeads sourced or influenced by marketing
ďŹMQLs and SALs
ďŹOpportunities
STEP 1. Common metrics
1
2
3
4
5
6
Align Marketing with sales
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1. Registrations, Conversions or
Inquiries
2. LeadQuality by Lead Score
3. Spend (Costper Conversion,
CostperQualified Lead)
4. Engagement
ďŁ CTRs
ďŁ Attention(Time on site, Interact
with Content)
ďŁ PR and Social Comments,
Tweets, Likes, Shares
5. Etc.
Secondary Marketing Program Metrics
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1. Awareness and Interest
2. Educate
3. Evaluate
4. Justify
5. Purchase
6. Advocacy and Repurchase
STEP 2. Understand your customerâs buying
cycle
1
2
3
4
5
6
Understand your customerâs buying cycle
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STEP 2. Understand the Buying Process
Byidentifying who our customers are and how they
buywill help us segment and map out the way we
engage with them
$$Prospect
Qualified
Lead
Sales
Accepted
Lead (SAL)
Suspect
Sales
Qualified
Opportunity
(SQO)
Evaluate PurchaseLearn JustifyInterest
Customerâs
Buying
Process
Sales &
Marketing
Process
Marketing
validates
quality of
interest
Marketing
nurtures to
sales ready
Sales
validates and
accepts
ownership
Sales
validates
BANT criteria
Sales closes
revenue
opportunity
COLD WARM HOT
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1. ALead Forward, Revenue back
analysis will not only provide
insights into a lead management
process but will also tell you who
your ideal customer is
2. Criteria:
ďŁ Technical Buyer, Economic Buyer, User Buyer,
Coach
ďŁ Job Role/Function
ďŁ Industry
STEP 2. Understand your customerâs buying
cycle
1
2
3
4
5
6
Understand your customerâs buying cycle
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STEP 2. How are they buying?
1
2
3
4
5
6
Understand your customerâs buying cycle
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STEP 2. What channels are they using?
1
2
3
4
5
6
Understand your customerâs buying cycle
We need to engage people where
they spend their timeâwhere they
get their information.
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STEP 2. Create Segments â by profile, by
channel
1
2
3
4
5
6
Understand your customerâs buying cycle
Identify segmentation parameters
that model your customers and how
they buy.
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Step 2. Understand actions, pain points,
motivations
Evaluate PurchaseLearn JustifyInterest
Active Search Begins Solutions Identified
Solutions Evaluated
Against Needs
Validate
Decision Made
Actions
Web Search
Review or get admin to
look at product on website
and collateral.
Ask Personal/Social
Network.
Compare against current
Card
Peer/Association
endorsements
Procurement Process
Questions
WIFM?
Do I really need this card?
Does it fit my business
needs?
Which of my suppliers are
accepting the card?
Can this replace my
current Business or
Consumer Card?
What is the cost (fees)?
How much can I spend?
Who else like me is using
this product? What type of
rewards is he/she
collecting?
How long before I can utlizie the
product? TCO? ROI?
Motivation
s
Rewards, Service, Perks,
Cachet, Fees
Amex Perks â Rewards,
Business Savings, Travel
Insurance, Security,
Service (Added Value)
Relevance of Perks, Rewards
etcâŚ
Confirmation of Perks e.g..
Rewards - taxes and fees
covered
Risk-free Trial
Pain
Points
No Time
Budget vs. Spend
Expense Tracking and Management
Cash Flow
Barriers
Merchant Acceptance
Tied to an existing card
Migrating from Existing
card
Merchant Acceptance
Migrating from Existing
card, Linking Bank
accounts
T&Cs
Personal Liability
Credit History
Supplier Coverage
Is it worth switching?
Approval Process
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STEP2.Align Content to the buying cycle
Attract Qualify Nurture
Understand your customerâs buying cycle
1
2
3
4
5
6
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Manual, 36%
Automated
Sequence, 64
%
STEP 3.Automate the process
1
2
3
4
5
6
Automate the process
Campaigns influencing revenue
Oracle Eloqua Benchmark Study
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STEP 3. Create an automated process
Automate the process
1
2
3
4
5
6
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STEP 4. Scoring and Routing
1
2
3
4
5
6
Scoring and routing
Work with sales to determine the
âbuying zoneâLow level of engagement
(Low level of how much the lead wants
to talk to us)
High level of engagement
(High level of differentiation driving
purchase intent)
High level of
Profile Match
(High level of how
much we want to
talk to the lead)
The Buying Zone
The only leads we should be
feeding to the sales field
Low level of
Profile Match
(Low level of how
much we want to
talk to lead)
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STEP 4. Scoring and Routing
1
2
3
4
5
6
Scoring and routing
The Scoring Process
Explicit and Implicit
Scores Calculated
Score
RESET
Rating Assigned
Feed into
Scoring
Send to CRM
Lead Qualification
Lead Nurturing
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1. Build trust and a strong
relationship with your prospect
ďŁ Lead Nurturing provides the opportunity to establish
a relationship that can lead to engagement and
conversions
ďŁ Educate your leads â Who are you? What does
your organization do? How does this benefit me?
ďŁ Establishcredibilityas experts
ďŁ Be relevant to the issues of your differentsegments
ďŁ Differentiateyourselves as an organization they
want to communicate with, buy from, donate toâŚ
ďŁ Be top-of-mind
STEP 5. Nurture leads throughout the buying
cycle
1
2
3
4
5
6
Nurture leads
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STEP 5. Nurture leads throughout the buying
cycle
Evaluate PurchaseLearn JustifyInterest
(1) New Welcome Program
⢠1st touch â Welcome
⢠2nd touch â tell us about your
preferences
⢠3rd touch â relevant case study and
let us know if we can help you.
(3) Referral Auto-responders
Objection Campaigns
Three-touch drip email campaigns
by topic:
⢠Donât get it
⢠Costs too much
⢠Happy with point tools
(2) Customer Follow-Up
â˘1st touch â Can I answer any
questions for you? From rep.
Buyerâs Kit
⢠Dynamic hypersite by role and by
product interest
⢠ROI Determination
⢠Case Studies
⢠Evaluation Tools
Competitive Loss Reengagement
⢠After 6 months of close
⢠Benchmark study
⢠Relevant case studies
Inactive Reengagement
⢠Last Qtr. timeframe
⢠Budget Planning Message
Evaluator Education Campaign
SEM
Content Syndication
Inside Sales Prospecting
1
2
3
4
5
6
Nurture leads
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1. Building relationships with top or
middle of the buying cycle leads
2. Moving top of the funnel leads to
middle of the buying cycle
3. Re-engaging unqualified bottom
of the buying cycle leads
STEP 5. Nurture leads throughout the buying
cycle
1
2
3
4
5
6
Nurture leads
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Provide sales with insight into
engaged lead activity
1. Moving top of the funnel leads to
middle of the buying cycle
2. Re-engaging unqualified bottom
of the buying cycle leads
STEP 6. Empower Sales
1
2
3
4
5
6
Empower sales
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Provide sales with insight into
engaged lead activity
STEP 6. Empower Sales
1
2
3
4
5
6
Empower sales
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1. Create short-term and long-term
programs and collateral for use by
sales via their CRM
ďŁ Eg. Personalized Follow-ups
ďŁ Eg. Programs for âStuckâopportunities
ďŁ Eg. Lost Opportunities
STEP 6. Empower Sales
1
2
3
4
5
6
Empower sales
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Shawn De Souza
shawn.desouza@edynamic.net
Twitter: @shawndesouza
Web: demandgeneration.edynamic.net
www.edynamic.net
For examples of our work on lead
management, please contact us
Talk about how they would know if this is the case⌠Sales team not hitting targets Not enough leads Low lead engagement Sales and marketing disconnected
- Go over agenda Importantly these processes should focus not only on generating new contacts and inquiries, but also on ânurturingâ those leads that arenât sales ready. Using digital tools to nurture leads who are either very early stage or just not ready to buy will pay dividends. According to a report by BPM forum, over 80% of generated leads are never followed up, or are dropped or mishandled. Given that Forrester Research has estimated that on average it costs $100 to generate a lead in B2B, this is an expensive waste.
Over 80% of B2B organizations struggle with a lack of synergy between the sales and marketing functions. This misalignment leads to lost revenue opportunities and leaks in the pipeline. In fact, Aberdeen surveyed 213 organizations and found that on average 16% of the total leads that are deemed âsales-ready opportunitiesâ actually close. The difference between a successful company and a mediocre company lies in how the remaining 84% of already qualified opportunities are handled.
These are real opportunities that have a good chance of closing, but without processes to nurture and retain these prospects, itâs easy for unrecognized revenue to slip through the pipeline.Without a formal lead nurturing program, qualified leads that do not result in short-term sales often slip through the cracks and become lost revenue opportunities. Itâs time for marketing to take ownership and accountability for managing the qualified leads that do not result in an immediate sale.
Within the next five years, customer-centric organizations will gain tremendous advantages through customer experience strategies, marketing integration, social media and leveraging customer data and information.
Social media data from sources such as Twitter, blogs, and forums ď Internal data sources such as marketing data, customer databasesExtended Customer Behaviour â˘What types of profiles exist and what value can be generated from understanding these profiles? ď§How do customers use your products and services? ď§Understand and drive insights on product quality and sentiments Campaign Effects ď§What impact has a Campaign had on customers behaviour at the individual level? ďAdvanced analytics technologies (unstructured data analytics, real-time, and predictive analytics)
The one thing that has redefined marketing strategy today more than anything else has been the shift of control to the customer. The proliferation of social media tools and online tools help leads decide on their own schedule and using their own combination resources. Our role as marketers should be to help customers get all of the information they need and ease their decision process.Todayâs buyers get information online, through various sources, on their own timeframes. In response, marketers must focus on understanding each buyerâs needs and facilitating their decision process, rather than merely pushing marketing messages at them.
Be one of the successful companies... Use the tools to help you fix that leaky sales process and build a stronger pipeline
Demand Generation isâŚthe art and science of creating, nurturing, and managing buying interest in your products and services through campaign management, lead management, marketing analysis, and data management.Tooling and process that help generate new business opportunities, manage volumes of business inquiries, improve potential buyersâ propensity to purchase, and increase alignment between marketing activity and sales results.
Once youâve gotten to know your buyersâ needs, you can personalize your marketing campaigns based on this information. This will require a deeper level of personalization around targeting, timing, and content than had previously been typical, and involves the use of marketing automation software to facilitate delivering the right message to the right person at the right time. After passing along these qualified leads, you can engage the rest in a lead nurturing program using lead nurturing software that helps maintain their interest level over time.
Lead Management is a set of methodologies, systems, and practices designed to generate new potential business clientele, generally operated through a variety of marketing campaigns or programs. Lead management facilitates a business's connection between its outgoing consumer advertising and the responses to that advertising. These processes are designed for business-to-business and direct-to-consumer strategies. Lead management is in many cases a precursor to sales management and customer relationship management. This critical connectivity facilitates business profitability through the acquisition of new customers, selling to existing customers, and creating a market brand. This process has also accurately been referred to as customer acquisition management.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
When sales and marketing are on the same page, performance is better. 88% of best performing companies have aligned their sales and marketing teams. But in many companies, a cultural shift is required for the teams to truly work together.1. Ride TogetherNo, not fun days out together. By âride alongsâ mean spending an hour or a day watching what your counterparts in the other team do day-to-day. Spending some time learning about, say, the approach a sales rep has taken that hasnât yet delivered the desired result can transform the marketing approach to individual clients to turn things around. This amazing case study from Forbes shows how one marketing team rose to the challenge in innovative ways.2. Measure TogetherDonât just assume that people will work together and share information. Set up joint teams with members from the sales and marketing departments to identify whatâs performing well, what needs fixing and how they can deliver solutions together. Get the sales and marketing managers together weekly for a briefing on whoâs doing what, what happened last week and whatâs expected this week. In the best-in-class companies identified inthe Aberdeen Groupâs recent report, sales and marketing managers met at least once a week.3. Define TogetherSome of the biggest problems in aligning sales and marketing teams come from people failing to agree on the lingo. Whatâs a good ROI? A successful email campaign? If you leave it to the individual departments to decide, marketing will say if the results arenât good enough that they need more budget. Sales will say they need better leads. A common vocabulary in the form of quantifiable figures can pour oil on these troubled waters and prevent the blame game.4. Plan TogetherWhether itâs geographical regions, industry verticals or individual products and services, the sales and marketing managers for each area should sit down together every quarter to make joint plans. They should analyse opportunities, evaluate past marketing campaigns and then set objectives and strategies for achieving them together for the coming quarter.5. Score TogetherEveryone agreeing what constitutes a hot lead and one that needs a hat and scarf to even get to body temperature will go a long way in bringing sales and marketing together. This study by MarketingSherpa shows that working thoughtfully as a team to design your lead scoring system can increase conversions by 79%.6. Share TogetherIf you use marketing automation, sales enablement isnât confounding. Marketers should share detailed information about prospects, letting sales know when prospects are currently on your website or tweeting about your product. Many companies have enjoyed success by encouraging marketing to listen carefully to what the sales team needs. For instance, Cross Telecom empowered its sales team to be their own marketers by providing them with email templates to use, which resulted in a 47% increase in new opportunities.7. Celebrate TogetherWhen a lead has been successfully turned into a customer, recognise the part that everyone played and donât just claim the success for one person or team. If both teams see how vital their part was, that knowledge informs everything they do going forward. But once the party is over, review what worked, what didnât work so well and plan how you can do it even better next time, together!
CEOs and boards donât care about 99% of the metrics that marketers track â but they do care about revenue and profit growth. If activity, cost, and quantity arenât the right metrics to use, what are? Anything that speaks to the CFOâs areas of primary concern: revenue, margin, profit, cash flow, ROI, shareholder value â in other words, your companyâs ability to generate more profits and faster growth than your competitors. This is what Roy Young and Allen Weiss of MarketingProfs call âspeaking the language of businessâThere are two primary categories of financial metrics that directly affect revenue and profits: ⢠Revenue Metrics: Marketingâs aggregate impact on company revenue ⢠Marketing Program Performance Metrics: The incremental contribution of individual marketing programs
CEOs and boards donât care about 99% of the metrics that marketers track â but they do care about revenue and profit growth. If activity, cost, and quantity arenât the right metrics to use, what are? Anything that speaks to the CFOâs areas of primary concern: revenue, margin, profit, cash flow, ROI, shareholder value â in other words, your companyâs ability to generate more profits and faster growth than your competitors. This is what Roy Young and Allen Weiss of MarketingProfs call âspeaking the language of businessâThere are two primary categories of financial metrics that directly affect revenue and profits: ⢠Revenue Metrics: Marketingâs aggregate impact on company revenue ⢠Marketing Program Performance Metrics: The incremental contribution of individual marketing programs
CEOs and boards donât care about 99% of the metrics that marketers track â but they do care about revenue and profit growth. If activity, cost, and quantity arenât the right metrics to use, what are? Anything that speaks to the CFOâs areas of primary concern: revenue, margin, profit, cash flow, ROI, shareholder value â in other words, your companyâs ability to generate more profits and faster growth than your competitors. This is what Roy Young and Allen Weiss of MarketingProfs call âspeaking the language of businessâThere are two primary categories of financial metrics that directly affect revenue and profits: ⢠Revenue Metrics: Marketingâs aggregate impact on company revenue ⢠Marketing Program Performance Metrics: The incremental contribution of individual marketing programs
1. ConversionsYour internet marketing campaign is supposed to do something that will ultimately impact your organization â generate leads, or sales, or votes, or something similar. Iâm not talking about visits, here. A visitor is great, but does nothing for you if they donât somehow act in your favor.So-so implementation: The simplest way to track conversions is over time. If you have no traffic reporting system in place, you can still track conversions before, during and after you launch a particular campaign, and see what difference it made. This isnât precise, but it works.Good implementation: Again, if you donât have reporting in place, you can still do something to separate conversions driven by your internet marketing strategy from those that are generated elsewhere. You can have a special coupon, or a separate 800 number, or a different response code.Best implementation: Set up a traffic reporting tool that includes conversion tracking. Google Analytics is my favorite (itâs free, but very powerful). Omniture is the Mercedes of the bunch. You can learn how to set up conversion or goal tracking on my blog, here, or from the tutorials each reporting system provider has on their sites. Itâs not that hard, I promise. And, with this set-up, youâll be able to track conversion sources (pay per click versus organic search versus e-mail, for example), which is important as you dig deeper (see below).2. SpendWhat are you spending to get those conversions? Better hope itâs less than theyâre worthâŚSo-so: Take the total amount spent over a day, week or month. Divide it by the number of conversions. Then take the total amount earned over the same period, and divide it by the number of conversions. If the latter is less than the former, you have some serious thinking to do.Good: Break it down by product. Do the same calculations, but product-by-product. That means you have to have some idea what you spent to market each product or category, though. Can you do it?Best: Use your analytics tool. Have a look at the actual value, down to the click, of every dollar you spend. Hereâs a report in Google Analytics thatâs telling me the per-visit value of every click, from every source. If I click on âgoogle / organicâ, Iâll be able to see the value of every click from every keyword. That data is priceless.3. AttentionOnce youâre measuring conversion, and cost per conversion, you want to focus on the attention youâre getting. Thatâs a combination of visits, return visits, page views per visit and the time spent on your site by the average visitor. Note that you have to have some form of traffic reporting in place to use any of these options.So-so: Measure unique visitors and page views per visitor. A unique visitor is any one person coming to your site in a given time period, any number of times. So, if I come to your site 34 times in one month, Iâm still 1 unique visitor. More page views per unique visitor means youâre getting more attention. But this number is far from perfect, because some technologies (Flash, AJAX, etc.) arenât measured as page views. So you may under-record page views.Good: Measure unique visitors, page views per visitor, and time on site. By adding in time on site you get a more âtech-proofâ attention metric. If page views drop, but time on site climbs, youâre likely doing just fine.Best: Measure unique visitors, page views per visitor, and time on site. But break it down by the referring source, as well. Now youâre measuring the quality of traffic from each site or ad that generated visits. In the report below, I know that Google is sending me higher-quality traffic, even though it generates fewer pages per visit than StumbleUpon, because the average Google visitor is spending over 2 minutes on my site:4. Bounce RateNo, I havenât drifted into basketball. The bounce rate is the number of people that land on one page of your site, then leave without visiting any other pages. Again, you have to have some form of traffic reporting to measure this.Best: Thereâs only one option, really. Pull up your âcontentâ or âpagesâ report and look at the Bounce Rate column. In the example below, my home page is actually the worst. Gotta do something about thatâŚ5. ErrorsYou must track errors! If you donât, how will you know when something goes wrong?So-so: Get a monthly or weekly report of â404Ⲡ(also known as a page not found) errors. Your hosting provider likely has a report they can give you. You can use Google Analytics to do this by following these instructions.Good: Get a weekly report of both 404 and â500Ⲡerrors. A 500 error indicates that something on your site actually broke. Itâs different from a 404 error, which just reports that someone tried to find something that wasnât there in the first place.Best: Track both 404 and 500 errors every day, or every hour. Hereâs why: Letâs say a site that gets 40,000 visitors per day reviews your product. Thatâs good! They put a link on their site to yours. Thatâs good, too! But the link they put in place is incorrect. Thatâs bad. If youâre receiving 404 error reports every hour, then youâll find out, and you can address the problem. If you donât, then 40,000 people may pass you by, and youâll never know. Ouch.6. Onsite Search TermsTrack the phrases folks type into your onsite search tool. If you can focus your site on the top 10% or so of these phrases, youâll see an immediate lift in conversion rates.Best: Only one way to do this â through your traffic reporting tool. You may be able to get a report from the search tool itself, but itâs unlikely. You can see my tutorial on measuring onsite search traffic here.7. Bailout RatesIf you have a shopping cart or another multiple-form process, you need to know when and where folks give up.Best: Again, the only easy way to do this is through your traffic reporting software. The exact procedure varies. Look for a report called something like âgoal funnel reportingâ or âcart abandonmentâ and youâre in the right place. Youâll need to set it up, defining each step in the process. The end result will look like this:
Awareness : customer identification of a need and the realization that your online business can potentially fulfill it Consideration : customer evaluation of how your offering meets this need, including the evaluation of offerings from other ecommerce sites Preference/Intent : a customerâs logical and emotional inclination towards one solution or another, ultimately leading to a purchasing decision Purchase : The action of ordering and buying from your ecommerce site Repurchase: The emotional and logical process that (hopefully) leads to a repeat purchase
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
The digital buying cycle through the eyes of Google researchers
The digital buying cycle through the eyes of Google researchers
The digital buying cycle through the eyes of Google researchers
- Programs should deliver better results including generating awareness, and nurturing and qualifying more prospects.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
Determine what data you need to create a holistic picture of your customer to help and create a master template for forms, lists
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
The digital buying cycle through the eyes of Google researchers
Keep it simple.Define criteria and set business rules with stakeholders.Integrate with CRM to provide visibility and support follow-up prioritization.Develop appropriate follow-up actions based on scores. Nurture leads that are not ready to buy. Launch in a phased approach.Continuous re-evaluation of the scoring system is essential. Monitor / report on lead type and conversion rate. Assess results quarterly and optimize when needed.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.
Process that aligns marketing activity with sales results.Bickering between sales and marketing over lead quality and salesâ responsiveness to marketing-generated demand ends when firms implement LMA technology. Routing, monitoring, and reporting features let marketers demonstrate the teamâs impact on sales pipelines and show how marketing activity makes the sales process more efficient. Thirty-five percent of firms receiving a high rating in our earlier survey said that sales close 10% or more of the leads that marketing generates and qualifies â far above the 4% average reported by companies with less mature LMA capability.