Post on 29-Nov-2014
description
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Pipeline Marke,ng™
Lack of access
The Pipeline Marketing Company
Cold calling and da,ng?
Pipeline Marke,ng™
The Pipeline Marketing Company
Typical customer profile… Named accounts (new and/or exis,ng) -‐ Not working with most organisa,ons
To get a first mee,ng is much simpler than to run the sales process -‐ Many stakeholders (formal and informal) -‐ Clear compe,tors -‐ Heavy compe,,on with status quo and
subs,tutes
Pipeline Marke,ng™
450+ soMware, tech and service B2B companies, in 14 countries and 4 con,nents, growing 50%+ per year, delivering in 100+ countries
The Pipeline Marketing Company
The Pipeline Marketing Company
Pipeline Marke,ng
Large complex deals Cross selling Framework agreements
Pipeline Marke,ng™
Pipeline Marke,ng™
Turning unengaged to engaged (agenda)
What is Pipeline Marketing?
The Pipeline Marketing Company
Adver,se… Only people working in the organisa,ons you choose.
Marke,ng towards the buying organisa,on during the sales cycle
Pipeline Marke,ng™
Adver,sing, films, social media, ar,cles are targeted to the buying organisa,on
Pipeline Marke,ng™
The Pipeline Marketing Company
Media coverage ex from Sweden
30+ lokal)dningar
25 svenska bransch)dningar
Flera av de största
+1.000.000 sajter globalt
The Pipeline Marketing Company Marke,ng towards the buying organisa,on during the sales cycle
Content, ar,cles as ads are more interes,ng than normal ads
10x
Pipeline Marketing + Content Marketing
Pipeline Marke,ng™
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Marketing Automation + Content Marketing
The Pipeline Marketing Company
What happens usually?
29 days with no adver,sing followed by a period with adver,sing. In parallell with adver,sing the increased number of web site visitors from the targeted account is between 500-‐1.000%
Marke,ng towards the buying organisa,on during the sales cycle
The Pipeline Marketing Company
Cross-‐selling (selling more to exis,ng clients)
The Pipeline Marketing Company
Cross-‐selling
The Pipeline Marketing Company
Vitec, a cross-‐selling case ERP-‐system supplier for the real estate industry Extra modules are focused on energy consump,on, service/maintenance, webbportal and apps for the tenants 25-‐30 of the 450 largest clients are using big parts of the product porcolio A part of the sales processes never go beyond the first mee,ng since the client can’t manage the internal selling to engage in a buying process. Hard to create urgency within the clients organisa,on
Marke,ng towards the buying organisa,on during the sales cycle
Pipeline Marke,ng™
The Pipeline Marketing Company
Vitec, a cros-‐ selling case
Marke,ng towards the buying organisa,on during the sales cycle
Pipeline Marke,ng™
The Pipeline Marketing Company
Vitec, a cross-‐selling case
Marke,ng towards the buying organisa,on during the sales cycle
Pipeline Marke,ng™
Constr. comp.
Mun. Real est.
Private Real est. References
Energy Cons.
Customer service
Forecast Modules/ Pain areas
Service staff
Constr. comp.
Energy Cons.
Forecast
For a construc,on company lacking the energy solu,on and the forecas,ng module
The Pipeline Marketing Company
Vitec, a cross-‐selling case
Marke,ng towards the buying organisa,on during the sales cycle
Pipeline Marke,ng™
Management improved their result in 2013, in rela)on to 2012, by almost 80 %. An improved sales strategy, combined with the right targe,ng tools, helped Vitec to improve its sales during the period. “In 2013 Vitec increased their cross-‐selling by 20 % towards the companies targeted by Vendemore”, says Magnus Persson, Sales and Marke,ng Director at Vitec. To sell more products to exis,ng customers has always been Vitecs business strategy but with Vendemores solu,on we were able to increase sales and work with business opportuni,es in a much more efficient way.
Pipeline Marketing + Content Marketing
Pipeline Marke,ng™
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Marketing Automation + Content Marketing
christopher.engman@vendemore.com +46735101974 Read more:
“Behavioural economics” (Daniel Kahneman Nobel prize winner) “Tracing the drivers of B2B brand strength and value” (Niklas Bondesson, PhD Lund University) “The Challenger Sale” (The Corporate Execu,ve Board)
“Crossing the Chasm” (Geoffrey Moore, Michael Eckhardt et al)
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