Give Marketing a Sales Quota

8/8/2019 Give Marketing a Sales Quota

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By Hugh Macarlane.

Author o The Leaky Funnel and

Founder & CEO o MathMarketing

Give Marketinga Sales Quota


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Page 2Give Marketing a Sales Quota

Air cover is not enough

Tere are two classic metaphors or the roles o Sales and Marketing:

1. Marketing lines the ducks up; and

2. Marketing provides air cover.

Depending on which o these metaphors is used, Marketing either has a huge task ahead o it, or a huge

mask to hide behind. Lining the ducks up means Marketing has a job and a hal. But providing air cover

is not measurable, not clear, and not enough.

In consumer marketing, brand is everything. But in business markets, its only 25 per cent. Many CEOs

o B2B businesses conuse marketing with advertising and branding. Marketing itsel oten sees its primary

ocus as building the brand. Advertising - and other branding activities - may play a role in marketing.But in business to business (B2B), theyre only minor parts o the mix. Tese activities condition the

market, but dont cause anyone to act. Branding is a part o what we call Environmental Marketing

to make clear that it is a preparatory activity, and not an end in itsel.

Fun stu that sports your logo doesnt deliver revenue. Revenue needs buyers, who want to act now. We

already know that our job is to afect opinion. Reis & Trouts original book on Positioning 1 puts it pretty simply:

Positioning is not what you do to a product. Its what you do to the mind o the prospect.

Tat is, you position the product in the mind o the prospect.

David Meerman Scott recently put it even more simply2:

whats really at stake in act, what brandings really all about is a ocus on the customer.

But opinion isnt enough. We also need action. Instead o simply providing air cover with intensive

By Hugh Macarlane.



1 Positioning: Te Battle or Your Mind by Al Ries, and Jack rout in 19862 Forget the Brand, Focus on the Customer by David Meerman Scott in 2007


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branding, Marketings new ront-line role is to line the ducks up to take action. But as youll see in this ebook,

Marketing has to line the right ducks up; specically, qualied ducks that are troubled and ready to buy.

Enlightenment on alignment

Te alignment between Sales and Marketing is one o the main issues aced by business-to-business

companies worldwide.

Unortunately, Sales and Marketing are oten on diferent planets.

Sales asks Marketing to do more advertising and run more events; while Marketing thinks that Sales is out

to lunch and ails to capitalize on all their hard work. Looking or answers, we conducted a comprehensive

study into Sales and Marketing alignment; in partnership with MarketPros.com. Te study showed that

those businesses that had achieved Marketing-Sales alignment were signicantly more successul than

their less well-aligned competitors.

Te businesses ound to have the greatest degree o alignment are:

Growing 5.4 points faster than their less-aligned counterparts when compared with businesses

within the same industry.

Closing 38 per cent more proposals than non-aligned businesses.

Losing 36 per cent fewer customers to competitors. Customer churn is a problem or many businesses.

Te best-aligned businesses are better at keeping their customers than their laggard counterparts.

Source: MathMarketing alignment benchmark study 2004/2005 : 1400 proessionals : 84 countries

As you would expect, we were keen to learn what these businesses were doing dierently to generate

such spectacular results.

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Measurement helps alignment

Our benchmark study o 1,400 businesses provided some surprising dos and donts, some o which

completely debunk the classic understanding o the roles o Sales and Marketing:1. Do measure the Sales department on how well it uses leads. Teres nothing more rustrating

or marketers than leads that leak beore they even begin their journey through the unnel. Aligned

businesses are measuring (and rewarding) salespeople on the proportion o leads that result in a rst

meeting. Tey are also measuring how many o those meetings result in a proposal being put to the

prospect. Its all about progression.

2. Do measure the Marketing department on the quality o its leads. In winning companies,

marketers also get measured on the conversion o leads to meetings. I the leads that Marketing

generates or Sales are o a poor quality, they both lose.

Marketing also gets measured by these aligned businesses on the conversion o proposals to sales.

Tis was a surprise to us, and perhaps to you also. I can hear you asking, But surely Marketing has

limited inuence on how many proposals get accepted?

Not really. Marketing needs to be identiying leads rom high-yield areas o the market. I as marketing

experts we are generating leads rom a low-yield market, or setting up meetings rom prospects not

ready or able to buy, then the salespeople are wasting their time.

3. Dont measure salespeople on proposals closed. Now this one really surprised us. Surely propose-

to-close is the most critical measure or Sales? As it turned out, the well-aligned businesses were ar less

interested in this measure than their poorly-aligned (and slow growing) counterparts.

Salespeople dont need to be told (or measured on) how to close, and ocusing overly on this bottom-o-

unnel activity creates the horrible east to amine behaviour that sees sales people empty their unnel

out at the end o every quarter, and start rom scratch at the beginning o the next. It is ar better or

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long term revenues (5.4% better actually) to have your sales people busy working on Marketings resh

leads as they come in, and closing only those that are genuinely ready to progress.

Always be opening

Te classic 1992 independent lm Glengarry Glen Ross originally a play by David Mamet got it wrong.

But perhaps that was the whole point? In one memorable scene, Blake (Alec Baldwin) conronts the

employees o a tough Chicago real-estate ofce: Shelley Levene (Jack Lemmon), Ed Moss (Ed Harris) and

George Aaronow (Alan Arkin), whilst their unsympathetic supervisor John Williamson (Kevin Spacey)

looks on. Blake starts by declaring (to Levene) Lets talk about something important! Put that coee

down!! Coees or closers only

He continues by saying Only one thing counts in this lie! Get them to sign on the line which is dotted!

You hear me? Blake then ips over a blackboard which eatures three large letters. A-B-C he says, A-

always, B-be, C-closing. Always be closing! Always be closing!!

But this is an out-dated view, and as our alignment study showed, the key to long term revenue growth

isnt always be closing, but always be opening. Leads stagnate quickly. I a sales person doesnt contact

your leads quickly ater they showed interest, then the value o those leads deteriorates rapidly. We need

Sales to always be opening new opportunities.

Tis means they need to translate leads into meetings (and then proposals and deals). I Marketing is going

to produce the right number o qualied leads, Sales needs to act on the quickly.

And this is where measurement comes in. As a marketer, you need to get in the ear o Sales management

so that individuals (and managers) in Sales are measured on how many o this weeks leads they acted on.

Quickly. Goaling creates behaviour, but only i it is visible.

Sales people respond to all sorts o pressures; their managers, their partners, and their customers. All o

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these pressures inuence behaviour. But i these measures are hidden as KPIs that are only reviewed once

per year which is what most businesses do with behaviour-creating goals then once a year is how oten

they will receive attention. Measurement, reporting and goals need to be in the ace o the sales orce

every week i they are to positively inuence behaviour. You want your sales orce opening, not just closing.

So coee, it seems, is or openers.

Marketings new role

Or is coee or Marketing? Forget your image o soy mocha deca latte, were talking pure espresso.

In the results o our study, Marketing wasnt spared the surprises. Just as Sales is traditionally measured on

the wrong end o the unnel, so is Marketing. Marketingshouldbe measured on its contribution to revenue.

Marketingshould notbe measured on its contribution to brand awareness; nor on the number o leads

it provides. Leads are still important but what we should be measured on is the amount o revenue that

comes rom these leads.

Ultimately, whether you are an individual contributor in Marketing or you run the whole show, your

marketing is only valuable i it delivers revenue. In our global

study o 1400 businesses rom 84 countries, we ound that:

wenty-fve per cent o your revenue should bedelivered rom leads generated by Marketing.

Scary gure, right? Te truth is that ew B2B companies

know about it let alone plan or it, track it and adjust

marketing activities to produce the result.

o achieve the twenty-ve per cent, you need to start

measuring Marketing on the things that matter.

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Why Marketing is a long way from revenue

Unortunately, many marketers spend their time, energy, and budgets on advertising, brochures, trade

shows, and ancy ash intros or their Web sites. While these may be valid activities to condition the

market, in B2B they are rarely enough to deliver revenue.

Give Marketing a sales quota? Not yet, Marketing is a long way rom revenue because its a long way rom

buyers. And many in our proession like it that way. Marketing does all the un stu, but we arent held

accountable to the things that matter. Specically, Marketing is a long way rom the revenue, because:

Wehaventbeentaughttherightskills;

WelackalignmentwithSales ;

WelackaclearplanthatSalesandMarketingagreeto;

Wedontunderstandtheproblemwithbuyers ;and

Werenotheldaccountabletorevenue.

Ive already covered measurement, but would like to explore each o these other causes a little urther.

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We lack alignment with Sales

Walk down any corridor in a sales-led B2B business, and youll hear Sales and Marketing whinging about

each other. Businesses try to x this by rotating sta through the two departments, but that rarely delivers

more than good relations. As our study showed, alignment is clearly a good idea; but to what should you

align?

Its not about aligning Sales to Marketing or the other way around, so orget about eld trips and sta

rotation. We need to align both to the same things.

Sales and Marketing must align to shared objectives, strategy, tactics and measures. Ultimately,

alignment calls or a singular plan built by Sales and Marketing together.

Organising the execution o Sales and Marketing activities is a challenge. Notably, businesses:

that lack a planproduce ragmented and incremental activities.3

Only a singular plan that aligns Sales and Marketing to shared objectives, strategy, tactics and measures

will translate strategy into action and produce real results.

By Hugh Macarlane.



Objectives Strategy Tactics Plan

3 Yukl, G. & Lepsinger, R. 2007, Getting It Done: Four Ways to ranslate Strategy into Results,accessed at http://www.ccl.org/leadership/pd/publications/lia/lia27_2Getting.pd, (October 31st, 2007), p.4.


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We lack a clear plan that Sales and Marketing agree to

Developing a singular plan that aligns Sales and Marketing to a shared set o objectives, strategy, tactics

and measures is easier said than done.

Many businesses have:

Unclearplans,thatneitherSalesnorMarketingbuyinto;

Plansthatlackclearactionsandaccountabilities ;

Planswithclear-enoughactions,butnologicallinkbetweenthestrategyandtheseactions;

Multipledisconnectedplans;or

Noplanatallitseveryoneforthemselves.

Sales builds plans or accounts and or opportunities, and Marketing builds plans or campaigns. But sales

plans and marketing plans are oten unconnected. By allowing plans to be built in isolation, businesses ail

to harness the collective talent o their team, ail to gain buy-in rom the key stakeholders, and ail to trans-

late their strategy into action. And thats only a hal o the problem. In act, much o the problem is that we

dont like problems.

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We dont understand the problem with buyers

Most businesses dont know what problems their buyers ace.

We live in a world where customer service and satisaction is everything. Marketers build programs to re-

ward regular customers, and to make them eel special, and invest in satisaction surveys to measure their

success. So why would a business ocus on the problems that cause their buyers pain?

We all know that our salespeople are constantly looking or ways to delight their customers.

Both the Sales department and the marketing experts guard the happiness o the buyer jealously, promo-

ting only positive and upliting messages.

Tey say:

Goodnewstravelsfast.

Ittakes100happycustomerstoovercometheeectof onedisappointedone.

Ifyourehappywithourservice,telltheworld;ifyourenot,tellus.

And so it goes. We want to satisy our customers needs, and to have them pleased about their choices. We

want to tell prospects about the benets o buying our product, or the great outcomes others have achie-

ved by using our services.

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But heres the catch ew businesses will buy i there are no negative consequences o not buying. Tere-

ore, businesses must identiy (and emphasise) the problem aced by their buyers.

Heres a test. Ask your buyer what will happen i you do nothing? By nothing, we mean not buying rom

you, and not buying rom anyone else. I the answer is not much, then thats exactly what your buyer will

do not much!

Good sales people know how to make their buyers cry. Good marketers do too.

Te key is to get comortable with uncovering the buyers pain; i you want your prospects to buy you must

make them cry. Sales and Marketing must thereore get good at making them do so.

But there are answers

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Tree proven steps to get Marketing closer torevenue

Marketing cant get close to revenue, until it takes responsibility or planning

all the way to revenue. Te buyers journey starts with stages oten considered

Marketings domain, and ends with stages that Sales might be happy to own.

But the reality is that Sales and Marketing need to agree to the whole plan.

Agree the objectives and the strategy, then agree every tactic you will use to

progress buyers through each stage o their journey. Dont make the mistake

o each building your part o the plan, and then telling Sales about it.

Youll lack stakeholder buy-in and struggle to get your team to execute with pas-

sion and precision. And dont let Sales do the reverse to you. Instead, bring your

team together and build your strategy in concert. I you do this efciently, it can

be done in just three days and youll reap the short-term and long-term benets.

As a marketer, you need to know:

Howtosetstrategyforbusinessmarkets

Howtoplancampaignsthatmovebuyers

Howtosizeyourfunnelandmeasureprogress

Howtoselecttacticsthatprogressbuyers

I you measure Marketing on brand awareness, thats what well give you.

I you measure Marketing on revenue, then we can do that too. Right?

And it starts with the plan...

By Hugh Macarlane.



Lock yourself up

with Sales untilyou agree on the plan

Learn the right

B2B marketing skills

Measure Marketing

on its contribution

to revenue


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Step 1 Lock yourself up with Sales until you agree on the plan

Weve established that developing a singular plan that aligns Sales and Marketing to a shared set o

objectives, strategy, tactics and measures is paramount. But objectives and strategy are just the beginning.

ogether Sales and Marketing must nd ways to move their buyers through their whole journey, end-

to-end. Tis means choosing tactics or every stage. Forget about what you want to do to your buyers,

and think instead about what decisions they ace, and how you can help them make each small step.

We call it the buyers journey.

Te job o tactics is to progress buyers through each stage in their journey.

Your tactics need to:

Identifybuyerswhomeetyouridealcustomerprole

Positionyourbrandontheirlistandgettheirattention

By Hugh Macarlane.



Acknowledge pain

Untroubled and unaware

Defne need

Receive oersRationalise options

Select frst choiceEngage


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Getthesebuyerstoagreethattheyhavetheproblemyousolvebest

Havethemacceptyoursolutionasvalid,thentopreferitandbewillingtopromoteyourproposal

to other decision makers

Bewillingtocontract,andthen

Bereadytodiscussadditionalproblemsandneeds.

We help companies around the world to build their plans, and have had one spectacular ailure: our own

plan. I youre too close to the content, it is hard to engage with others in your team and to develop your

plan objectively. Consider getting outside help.

And recycle the leakage

In sales and marketing, we celebrate winners the salesperson who returns with the signed contract

is a hero, as is the marketer who exceeds their quota o qualied leads. Even the customer gets a look in:

we send them a letter o congratulations rom the President o the company. Yet the celebrations usually

cover the 5 per cent success and avoid conronting the act that the other 95 per cent no longer in our

sales unnel can actually be counted as ailure. Why do we spend so much time on the 5 per cent o

buyers and so little time on the 95 per cent who leaked rom the unnel?

We need to push past the initial surge o euphoria that accompanies success and get down to the truth

about the business o marketing to businesses. Some o the realities include:

Tefunnelleaks.Moreparticularly,buyersleak95percentofthemintheexamplewevejustquoted.

Tey might have leaked early; not progressing past rst base or late; getting to contraction negotiation

but alling over at the last minute.

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Buyersstallintheirjourney.Weknowfrommeasurementprojectswithleadingbusinessesthatit

takes longer or buyers to say no than to say yes. When a buyer takes longer than is normal to progress

through any o the stages in their journey, the chances o them progressing at all diminish rapidly.

Plugging the early leaks, cheaply

Many buyers leak early and we need to recycle these buyers at low cost. Because the buyer that leaks early

has only limited relationship with you, as demonstrated by their lack o response, your tactics need to have:

Lowinvolvement;and

Lowunitcost.

A buyer who has disengaged early in their journey has no real commitment to any ongoing communica-

tion rom you so anything that asks them to jump through hoops is not appropriate. Tis means you

shouldnt send them emails that require them to click through to receive your white paper, or letters or

surveys that require them to complete a orm.

Te buyers responsiveness at this stage in the process is likely to be sluggish. It will take a while to bring

them back on board. Conversely, you need to allow your buyer to progress i they are ready. Make your

invitation subtle, but dont let it get lost. Whatever you do, keep the momentum going. I you lose momen-

tum, you will have to start rom scratch all over again. So start your recycling as soon as you can ater they

have leaked, and maintain the rhythm.

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Build corkscrews through your funnel

Weve emphasised the importance o momentum, but how do you keep the momentum going?

In B2B marketing, I like to use the term corkscrew to reer to a tactic (or series o tactics) that you can

execute over and again, knowing that while the buyer will only drop into your unnel occasionally, every

time you twist the corkscrew, you are moving them along a little. You can only do this with tactics that

you can execute over and over. o do this you need tactics with:

Lotsofstrongcontent;

Genuinevalueineverypiece;and

Variationinmedium.

Consistent execution o these tactics allows continuous improvement and also enables you to gain traction

with your target market; through repeat exposure. Tis process ensures that you can try and ail, try and

ail, try and ail, and (eventually) try and succeed.

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Step 2 Learn the right B2B skills

You and your colleagues in Marketing need to know:

How to Set Strategy or Business Markets

Howtoearnaseatatthestrategytableandtherighttostaythere;

Howtoset(andguide)strategyfortheoverallbusiness;

Howtosetgo-to-marketstrategyforyourproductsandservices;

Howtoevolveyourstrategyasthemarketchanges;and

Howtoexecuteitwithprecision.

How to Plan Campaigns that Move Buyers

Howtoconditionthemarketbeforemakingyourapproach;

Whatittakestopositionastrongbrandandcreateconstantdemand;

Howbusinessesbuy;

Howtoexecutewithprecision;

Howtorecruitthebestchannelforyou;and

Howtoalignallstakeholders.

How to Size the Funnel and Measure Progress

Howbigyourmarketneedstobetomeetyourrevenueobjectives;

Whatthecriticalleversareforyourfunnel;

Howtobuildamodelfunnelwithreliabledata;and

Howtomeasureactualprogressasyouexecuteandevolveyourfunnelplans.

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How to Select actics that Progress Buyers

Howtoaligntacticstoyourstrategyandexecutethemwithrhythm;

Whichtacticsbestsuiteachstageofyourbuyer sjourney;

Howtoachievemomentum;and Whatittakestogettherestofyourteambehindyou.

Step 3 Measure Marketing on its contribution to revenue

Its sensible, proven and somewhat obvious to measure Sales on the propose-to-close ratio the propor-

tion o oers that are accepted - and Marketing on how many o their leads convert to meetings. Sensible,but not smart. In our alignment study, we ound that the best-aligned businesses measure Marketing on

how many o their leads convert to revenue.

Te logic is simple:

IfyouholdMarketingaccountabletobrandawareness, wellgiveyouamarketthatknowswhoyouare

(but doesnt necessarily buy).

IfyouholdMarketingaccountableforleads(only),wellgiveyouleadsbythescore.

Ifyouholdusaccountableformeetings,wellgetyouleadsthatconverttomeetings.

Butifyouholdusaccountableforrevenue,wellgetyouleadsthatconverttosales .

And while propose-to-close is something that eels like it should be the job o Sales, theres lots o this that

Marketing can inuence.

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Its all about:

Whichpondwereshingin;

Whetherweregettingleadswiththerightpeoplewithinyourtargetbusinesses;and

Whetherweregettingleadswithbuyerswithaproblem(theoneyousolvebest)notjustwithaneed.

And to generate consistent revenue ows, youre going to need clever systems.

Te role of marketing automation

Does marketing automation t into all this? Yes, as a key enabler that allows you to accomplish everything

weve talked about.

Without marketing automation, the measurement, accountability, tactical execution and rapid adaptation

required would overwhelm even the most dedicated workaholic.

For example, in How to Set Strategy or Business Markets, we see that B2B marketers need to earn a seat

at the strategy table and stay there. But Marketing cant earn that seat (let alone hold onto it) unless you

can demonstrate that your work is having a measurable impact on revenue.

With the cold, hard metrics that marketing automation provides, Marketing can unequivocally demons-

trate that X programs drove X leads which lead to X meetings that closed $X amount o revenue. Period.

o do this manually would literally be impossible.

Another example Aligning all stakeholders is vital to Marketing/Sales cohesion. With marketing auto-

mation, important capabilities like lead scoring become simple, repeatable and automated.

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What does lead scoring have to do with alignment? you ask.

Lead scoring allows Marketing and Sales to agree on what constitutes a good lead and what constitutes a

lead that isnt yet ripe or sales consumption. Tus, theres no conusion over whos responsible or taking

the lead to the next stage.

Sales doesnt get upset about having raw (read useless) leads dumped in their laps. And Marketing

doesnt complain about all the great leads Sales is wasting.

Tis newound aection that Marketing and Sales have or each other grows even warmer when Sales

nds out that marketing automation gives sales reps direct insights into a prospects hot buttons.

Te best marketing automation solutions actually let a sales rep see what content a prospect has viewed

on the website, what white papers hes downloaded and what emails hes orwarded.

Armed with this knowledge, the sales person can immediately start a conversation ocusing on whats

nearest and dearest to the prospects heart (instead o umbling around searching or an opening).

O course, there are many more ways marketing automation is essential to supporting B2B marketers:

Automaticallylaunchprogramswithouthumanintervention.Tus,aleadnurturingprogramtargeting

leads that have leaked out o the unnel starts as soon as a lead drops o. No time is lost or eort is wasted;

Institutionalizebestpracticessoitdoesntmatterwhoisatthecontrols,arst-yearinternorseasoned

marketer;

Allowcontinuousrenementthankstoreal-timemeasurementcoupledwiththeabilitytorapidlyroll

out new/revised deliverables;

Andmuchmore.

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Its no wonder that companies that employ marketing automation enjoy signicant competitive advan-

tages over their less ortunate counterparts:

Highercampaignresponseratesandconversionrates;

Decreaseintimetoexecutecampaigns;

Increaseinnumberofcampaigns;

Decreaseincostperlead;

Highersalesquotaachievement;and

Increaseinaveragedealsize.

Summary

By getting Marketing and Sales to agree on a plan, strategies and tactics up ront, by teaching your mar-

keters the right skills, by making Marketing responsible or revenue and measuring Sales on the right

metrics, by executing the right tactics at each step in the unnel, by measuring all aspects so that you can

rene and improve continuously, and by supporting all your eorts with marketing automation, youll set

your organization on the path to greater success:

Closing38percentmoreproposals

Losing36percentfewercustomerstocompetitors

Growing5.4pointsfaster

By Hugh Macarlane.




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By Hugh Macarlane.



About MathMarketing

In Australia, Asia, North America and Europe, MathMarketing has served many leading and aspiring

businesses who seek to align Sales and Marketing and pursue growth.

2300 subscribers |9 years | 220 projects | 4 continentsTese businesses have been wrestling with at least one o a number o common problems:

Tey lack a clear plan or growth;

Teir team has gaps in their B2B marketing skills;

Members o their team just dont get it; or

Sales and Marketing are not aligned.

In addressing these common problems, MathMarketing created Funnel Logic. Developed as a unique

approach to sales and marketing, Funnel Logic has been brought to lie through:

A acilitated planning program that aligns leaders rom Sales, Marketing and other unctions around a

highly-actionable plan;

Grounded marketing training or B2B proessionals, helping marketers earn a seat at the table with advanced skills in setting strategy, sizing markets, building campaigns, and selecting tactics;

Comprehensive business coaching which ocuses the strategic direction o your business, and assists you

in developing your own blisteringly clear, highly actionable plan or growth;

An executive simulation game to help the broader team to understand the unnel, and how to progress

buyers through it;


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By Hugh Macarlane.



A series o thought-leadership articles delivered as sharp, punchy insights into managing your sales and

marketing unnel published globally; and

A popular business novel praised by business leaders or its true-to-lie description o the challenges

aced by growth businesses, and its powerul lessons or large and small businesses alike.

o learn more about these problems and how MathMarketing solves them,

visit www.mathmarketing.com/eloqua or phone +61 3 9948 0022.


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By Hugh Macarlane.



About Eloqua

About Eloqua Corporation

Eloqua provides the leading integrated demand generation applications and expertise or executing,

automating and measuring highly eective B2B marketing programs. Eloqua drives the entire marketing

process rom contact to close, while making prospect interest and intent visible at every step.

With leading technology backed by expert proessional services, Eloqua automates best practices in

demand generation or marketers who need to produce a continuous ow o qualied leads or a

proessional sales orce. Eloquas customers include Sybase, Seagate, Nokia, MySQL, Administa,

Nuance and many other leading B2B marketers. Eloqua Corporation is headquartered in oronto

with ofces throughout North America and in London.

For more information, please visit www.eloqua.com or call 866-327-8764.


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About MarketOne

MarketOne International is a recognized leader in outsourced demand generation or the complex sale.

Since 1998, MarketOne has executed lead development programs designed to prole sales prospects,

cultivate sales-ready opportunities, and generate demand. Our core services include teleprospecting,

lead qualication, lead nurturing, lead management, data management, and marketing automation.

More recently, MarketOne has integrated advanced eMarketing technology (Eloqua) with best-in-class

telemarketing to provide clients a ully-managed Lead Liecycle Management (LLM) solution. As a

worldwide agency partner o Eloqua, we enhance new or existing Eloqua implementations with an array

o proessional services, including Eloqua consulting, implementation and managed services, as well as

multilingual telemarketing and database services.

Eighteen o the worlds twenty largest technology companies turn to MarketOne or expertise and

execution in Lead Liecycle Management. Our team o 225 proessionals provides campaign execution

in over a dozen native languages. Our ofces are located in Boston, London, okyo and Barbados.

Give Marketing a Sales Quota

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