© 2006 MarketingSherpa, Inc. This presentation is not for distribution. Thank you.

How to Create and Measure Complex Lead Nurturing Campaigns Across

Multiple Media

Kathy Rizzo, TeleNet Marketing Solutions

Gretchen Clark, Hewlett Packard

Tuesday, October 24, 2006

HAVE YOU EVER...

…Agonized over a black-hole swallowing your leads?

…Encountered sales reps that only want “HOT” Leads?

…Been told that a monthly e-newsletter is Nurturing?

…Wondered if there’s a better way?

Nurturing…

In a complex sales cycle, Nurturing is a relationship building approach utilizing multiple media to provide relevant information to prospects and engage in an ongoing dialog until qualified prospects are “sales ready”.

HP Situation Analysis

• Strengths…1. 75% of campaigns experience Strong Response

Rates

2. Successful Tele-qualifying on all campaigns

• Shortcomings…1. Lack of sales follow-up resulting in poor closure

rates on our D Leads

2. No further communication to our Qualified Prospects

• Statistics showed…• Of 1,000 Responses reached via tele-qualification:

– 20-30% = not useable (unqualified)– 5-10% = A, B, C leads (short to mid term leads)– 5-10% = D leads (long term leads)– 50-60% = Qualified to Buy (non-leads)

• Therefore, without nurturing…• We’re not maximizing the opportunity of our initial

investment • We’re not using the full potential of our campaigns

HP Situation Analysis

HP Nurturing Test

• Small-scale test with TeleNet Marketing Solutions to build a case

• Results:• 13.9% rate of returned voice mail messages• 3% higher Lead Rate• $650,000+ confirmed pipeline • 13:1 Estimated ROI

HP Move Forward Plan

• Buy-in based on statistics & test results• Two important messages:

1. Already made significant investment to identify qualified prospects, who will buy…eventually

2. Build a relationship NOW rather than waiting until competitors are calling

• Identified two areas of focus moving forward:• Enterprise Storage• High Performance Computing

• Agreement on implementing a manageable strategy that can be expanded over time.

Major Nurturing Steps

• Lay a Foundation for the Prospect Relationship• Conversations = Relationships

• Segment prospects based on their buying stage• Active Engagement• Passive Engagement

• Ongoing contact strategy customized to the prospect• Prospect Profiles = Determine What’s Important• Marketing Matrix = Relevant Information for Major

Prospect Segments

Nurturing Engine

Define “Sales-Ready”• Factors Include:

• Length of Your Sales Cycle• How Your Prospects Make Decisions

When should a Sales Rep be engaged?

Enterprise Server & Storage: Pain and project/need identified־Within 6 months of decision. Budget identified־Decision-Maker or Influencer/Recommender־Desire to speak w/Account Executive or Partner־

Financial Advisory Service Provider Community Bank־Defined expansion or growth plans within 12-18 months־CEO, CFO or COO agree to Advisory Meeting־

Examples:

Create a Prospect Profile

• Consider…

• What drives prospects to evaluate (PAINS)

• How prospects evaluate & purchase your product/service

• How sales positions and sells your product/service

• What sales NEEDS to know to be successful

Profile Example: Storage Existing Environment Growth CHALLENGES

Primary Storage Vendor Storage Capacity[ ]HP [ ]Hitachi [ ]<100 GB [ ]101-300 GB [ ]301-500GB        Cost of environment [ ]EMC [ ]IBM [ ]500-1000GB [ ]1-10TB [ ]10-25TB        Back-up [ ]SUN [ ]NetApps [ ]25-50 TB [ ]50-100 TB [ ]100-250 TB        Security

[ ]Other [ ]500-1000 TB [ ]1 petabyte [ ] >        Speed

Primary Server Vendor Annual Growth Expected        Storage Management

[ ]HP [ ]IBM [ ]0-10% [ ]10-20%        Reliability [ ]DELL [ ]SUN [ ]20-50% [ ]>50%        Consolidation [ ]Other Notes:        BC&A

Operating System Factors Contributing to Growth       Other

[ ]Windows 2000 [ ]Windows NT [ ]New Projects Notes: __________________________[ ]Novell [ ]Netware [ ]Applications:_____________________

[ ]SCO [ ]Tru64 [ ]Growth of Company[ ]LINUX Redhat [ ]LINUX SuSE Notes:[ ]HPUX [ ]Other

Pain Profile: Financial S/WPains By AreaMulti-Channel: Internet Banking:[ ]Infrastructure Consolidation/Integration [ ] more competitive, unique functionality[ ] too many disparate systems [ ] security[ ] need to reduce maintenance cost [ ] too expensive to offer[ ] older technology/vulnerable to outages [ ] need to customers to decrease transaction costs[ ] too difficult to train employees to use [ ] integration for customer w/retail & business accounts[ ] upgrades too expensive due to mixed infrastructure [ ] increase fee revenue by charging services[ ] need ability to customize and integrate systems [ ] corporate: increase functionality

Infrastructure Functionality [ ] corporate: need to enable customers to self-service

[ ] maintains business leader dependency on IT [ ] attract more small business accounts[ ] doesn’t support business goals [ ] lower small business servicing costs[ ] cannot resolve problems quickly due to complexity [ ] develop web-based products for small businesses

Infrastructure Marketing Branch Automation:[ ] need consistent experience across channels [ ] training on systems too difficult[ ] cannot segment and target customer data [ ] more processes should be automated

Infrastructure Management: [ ] need to reduce transaction time

[ ] transaction processing needs improvement [ ] too many errors in teller processing[ ] limited ability to move to self-service channels [ ] difficulty deploying upgrades to the teller platform[ ] complying with regulations in more timely manner [ ] inability to chose where to start Check 21

Marketing Matrix Media

Tip: Use your PR Agency to help locate relevant 3rd party content

Marketing Matrix Template

Level 1- Establish Credibility

Level 2 - Become A Valuable

Resource

Level 3 - Position Your

Solution

Customer Success Stories, Customer Testimonials, Solution Brief, etc.

Third Party Articles, Whitepapers, Case Studies, etc.

Invites to webinars & regional events, Solution Guide, Case Studies, etc

Reliability

Consolidation

Security

Tip: Don’t get overwhelmed! Focus initially only on Level 1 and the areas, which typically represent 80% of your prospects.

• Determined by:

– Specific direction given from prospect– Buying stage determined by conversation– Receptiveness of the prospect– Triggering Event

Frequency of Contact

Tip: Develop suggested prompts for follow-up based on buying stage

• Content of Telemarketing calls dependent on…• Historical conversations• Profile data already obtained

• Goal of each contact is to…• Provide information that is valuable• Expand the Prospect Profile• Learn about changing business priorities• Determine if “Sales-Ready”

Telemarketing Messaging

TM Messaging Preparation

• Determine prior to dialing…• What is the extent of the prospect’s previous

interaction within the nurturing strategy?• Consider details of previous nurturing touches:

conversations, voice mails, e-communications, events, etc.

• What do we already know about their situation?• What else does Sales need to know?• How can your call convey value to this prospect?

Tip: System prompts can be programmed based on key profile data and marketing matrix.

Example: One to One TM

Good Morning/Afternoon, this is ____________ calling from Hewlett Packard. I am calling today as a follow up to our last conversation on (date). When we spoke, you mentioned that you were…. (customize as appropriate)

Possible Conversation Tracks:•Focusing your attention on… (critical business issue or current challenge)•Investigating solutions regarding …•Interested in evaluating/purchasing/implementing …•Had plans to …•Wanted more information on …•Thinking about …

Example: One to One TM

Good morning/afternoon. This is _________________ calling on behalf of Hewlett Packard. I am calling today to offer to send you two new white papers on hospitals’ strategies for implementing image archival systems, which I think may be of interest to you based on the conversation that we had on (date).

(Determine Interest)

In order to make sure we can continue to offer you relevant information, I’d like to take just a moment of your time to confirm some information regarding your current situation. 

Email Integration

• Email occurs multiple ways:

One-to-one follow-up after a conversation

Information prior to a scheduled call

Scheduled one-to-one emails between phone conversations

One-to-many delivered to strategic groups

Tip: Do not overlook the importance of a bounce-back email.

Nurturing Email Best Practices

• Personalize every message

• Reference past conversations

• Tie your message to their business needs

• Make it readable from the preview window

• Provide an invitation to respond

Tip: Email Tracking Tools can help to prioritize calls

Example: One-to-One Email

Tip: Official Signature Adds Credibility

Example: One-to-One Email

Example: One-to-Many Email

Tip: Keep your contact strategy manageable by focusing on 1 one-to-many e-message each month.

Micro Website or “Resource Center”

•Repository for relevant marketing material

•Non-Sales oriented (Think resource center)

•Response mechanism (But, not as a requirement to view data!)

•Track traffic

Marketing Activities

• Direct Mail: • Planned Direct Mail to relevant subsets of the

Nurturing Database

• Events:• Event calendars programmed based on geography

and topic

Tip: Compare response files to make sure you’re not duplicating efforts or confusing relationships.

Measurement and Analysis

• Measure Activity and Nurturing PipelinePassive Active Sales Ready

• Track and Rate your Nurturing Touches

• Monitor the average score for a “Sales Ready” lead

• Evaluate point of diminishing returns for each prospect

Example: Measurement ReportingTouch Summary (9/1/06 -9/31/06)

Type Nurturing TouchesCompleted Conversations 272Voice Mail 960Email 324Mail 12Total Touches 1568

Status Type Movement (9/1/06-9/30/06)

Starting Status Type Current Status TypeNumber of Records Percentage

Active Engagement Sales Ready 12 4.41%Passive Engagement Sales Ready 4 1.47%Passive Engagement Active Enagement 108 39.71%Active Engagement Passive Engagement 4 1.47%No Movement No Movement 144 52.94%

Total Conversations 272

Total Positive Movement: 124 45.58%

Sales Ready By Category (9/1/06-9/30/06)Status Number of LeadsA-Lead 2B-Lead 4C-Lead 10Total Sales Ready 16

Sales Ready Leads (9/1/06-9/30/06)

Account Contact Name Phone # City, State Score # TouchesXXX JENNIFER SMITH 555-555-5555 Carmel, IN 17 4XXX SCOTT STEPHENSON 555-555-5555 BURLESON, TX 21 5XXX ALLEN SHANCK 555-555-5555 Dallas, TX 11 4XXX JOE LODUCA 555-555-5555 NEW YORK, NY 32 8XXX MICHAEL FOX 555-555-5555 Columbus, OH 10 3XXX MAURICIO FERNANDEZ 555-555-5555 SAN DIEGO, CA 12 3XXX MARK ANSLEY 555-555-5555 PLANO, TX 35 9XXX KIMBERLY LEWIS 555-555-5555 GREENVILLE, TX 20 7XXX RONALD WILLIAMS 555-555-5555 CASPER, WY 15 5XXX JOHN JARVIS 555-555-5555 Camus, WA 15 4XXX MARCO ROCHA 555-555-5555 BOSTON, MA 50 11XXX JACK SPARKS 555-555-5555 Boston, MA 17 6XXX MICHAEL JAYSICK 555-555-5555 Orlando, FL 13 3XXX ROBERT FOGEL 555-555-5555 McLean, VA 10 3XXX DENVER MARTIN 555-555-5555 ATLANTA, GA 8 2

Totals 286 77

Average (Month) 17.875 4.8125Average (YTD) 17.4576 5.0878

Example: Measurement ReportingPoints

Conversation 5Event 4Voice Mail 3Email 2Postal Mail 1

Example: Email Statistics

Email Category Title QuantityNumber

Bounced Back

% Bounced

BackNumber

Read % Read

% Attachments

Opened (Optional)

Number Responses

Response Rate %

One - to - One Customized 124 3 2.42% 84 67.74% 6 4.84%One - to - Many ABC 97 7 7.22% 42 43.30% 2 2.06%One - to - Many DEF 63 4 6.35% 23 36.51% 3 4.76%One - to - Many GHI 40 4 10.00% 23 57.50% 1 2.50%Total Email Activity 324 18 5.56% 172 53.09% 12 3.70%

Triggers telephone follow-up

Lead Lifecycle Management

• Common Pitfall • Relying only on systems to distribute and track your

“sales-ready” leads

• Solution: Ensure leads are top of mind • Use the phone and email in combination w/CRM• Ask for feedback – seek to improve• Maintain contact through the sales cycle• Receive measurable data

Example: Closed Loop Reporting

Closed Loop DataLead Identifiers

SourceLead ID

Original Lead

StatusLead Date

Closed Loop Status

Initial Lead Value

Value Confirmed by

Sales Actual Closed Lead Value Final Status

xxx 1346 A Lead 4/12/2006 Completed $150,000.00 $89,000.00 Closed / Wonxxx 17 B Lead 5/1/2006 Active $75,000.00 $90,000.00 Pendingxxx 1766 C Lead 4/1/2006 Completed $178,000.00 - - Return to Nurturingxxx 192 C Lead 3/4/2006 Pending Assignment $45,000.00 pending Pendingxxx 578 C Lead 6/1/2006 Active $255,700.00 $255,700.00 Pendingxxx 100 B Lead 4/10/2006 Active $150,000.00 $275,000.00 Closed / Wonxxx 123 B Lead 4/10/2006 Completed $100,000.00 $0.00 Closed / Lost

TOTAL $953,700.00 $345,700.00 $364,000.00

Selling Your Boss • Approximately 10% of the market are Long-term Leads

– Greatest probability for a “Win”– Greatest probability of NOT being pursued by Sales

• 50-60% of marketing responses are Qualified Non-Leads

– Eventually will buy from you or your competitors• Maximize the investments already made• Nurturing is measurable

– Monitor and Measure the Nurtured Pipeline– Report “Active Engagement” Activity – Measure ROI

• Nurturing is a tailored, manageable approach

Nurturing…

To answer our initial question…

YES, there is a Better Way!

Nurturing provides Sales with the leads that they want to work, while providing Marketing with measurable results.

© 2006 MarketingSherpa, Inc. This presentation is not for distribution. Thank you.

Thank You

Gretchen Clark Hewlett Packard Company

andKathy Rizzo

TeleNet Marketing Solutionswww.telenetmarketing.com

877-282-2345 Krizzo@telenetmarketing.com