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Marketing & Sales Roundtable Developing and Maintaining an Effective Marketing and Sales Closed Loop...
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Transcript of Marketing & Sales Roundtable Developing and Maintaining an Effective Marketing and Sales Closed Loop...
Marketing & Sales Roundtable
Developing and Maintaining an Effective Marketing and Sales Closed Loop System
September 2005
2©2005 Rosemary Remacle
SalesMarketing
Engineering
Creating the Foundation for Market Leadership: A Strong Core
Effective Relationships Key to MSCLS Effectiveness
CORETEAM
3©2005 Rosemary Remacle , Dave Shrigley
4©2005 Rosemary Remacle
Why Are MSCLSs Necessary?
Compiled from RT participants’ discussions
Provides feedback: What’s working in sales? Translate what’s working in sales into marketing and sales programs
Customer feedback – How to get it from sales w/o MSCLS? Customer testimonials Catalog wins
Ensures conversion of customers into references Brings data to table: audit performance of leads + sales Forces accountability of both sales and marketing for revenue Allows replication of processes more easily How do you know what you are doing is effective without it? Allows the optimization of resources Ensures the ‘message’ is consistent – fine tuning where needed
, Dave Shrigley
5©2005 Rosemary Remacle
The Case for MSCLS
Enables learning: company ‘systems’, customers, market Systematic data collection Tuning and refinement Predictability Scalability Bring (new) people up to speed faster
Basis for great planning and execution Chances for market leadership are diminished without one
(it’s harder and takes longer)
6©2005 Rosemary Remacle
Key Components of a MSCLS
Defined market leadership strategy (market vision, market and customer segmentation, etc.)
Effective ‘Force Field’ development Integrated, customer-focused marketing programs Formal lead generation and qualifying programs Relationships with key market influencers Customer references and beta programs Metrics and accountability Formal sales methodology (including tools and training) and process
(funnel) Scalable, leveraged Sales and Marketing team structures (in-house,
consultants) IT infrastructure to manage the MSCLS system and track performance Marketing and Sales accountability for results
7©2005 Rosemary Remacle , Dave Shrigley
8©2005 Rosemary Remacle
Market Start-up market ‘penalty’
Strategy Lack of company marketing strategy (positioning/segmentation) Lack of alignment between segment critical need and product value proposition = extended sales
cycles (>9 months) Defining repeatable scalable model for growth
Team structure and development Sales methodology process and IT infrastructure
Development of an indirect channel frequently an afterthought rather than an initial strategic objective
Team CEO, executive team, unfamiliarity with sales and marketing domains Identifying, recruiting and managing the right
Direct sales force Channel partners
Lack of integrated of marketing/sales planning, metric-tracking, reporting Large company channel management experience does not always translate into building an effective
sales channel ‘from scratch’ Sales management metrics not seen as relevant in early stage companies Start-up resource limitations
Key MSCLS Challenges in Start-Ups
9©2005 Rosemary Remacle
Investors
SalesChannels
TargetAccounts
Partners
Industry &FinancialAnalysts
Trade & Business
Press
EXISTING• ________• ________• ________• ________• ________
NEEDED• ________• ________• ________• ________• ________
StrategyEvidence
PositioningStrategy
Statement
PositioningStrategy
CompanyBusinessStrategy Market
EntryCustomerSegment
Mes
sage
s, B
rand
Str
ateg
y an
d Pr
ogra
ms
Strategy Market Leverage
Company
Marketing Process
10©2005 Rosemary Remacle
Building the Force Field: Necessities
Positioning Toolkit Mission Statement Market Vision Positioning Strategy Statement
Market Leverage Model (see next page)
Strategy Evidence Total Product Roadmap Marketing Plan/Marketing Communications Plan Company and Product Launch Plan
Iteration: Strategy and Plan Reviews/Refinement
Message Architecture Brand Attributes Tagline, Boilerplate
11©2005 Rosemary Remacle
Market Segment
SALES
TARGET
PARTNERS
INDUSTRY
ANALYSTS
ANALYSTS
TRADE
PRESS
MarketEntry
CustomerSegment
Company
BUSINESS
pRESS
EDITORS
ACCOUNTS
CHANNEL
FINANCIAL
EDITORS
Validation
Education
INVESTORS
Message distribution channels
Developing Strategy Evidence: Market Leverage Model
12©2005 Rosemary Remacle
Definitions
Sales MethodologyA set of concepts and techniques which, when
learned and consistently practiced, increase sales and customer satisfaction
Sales ProcessA series of small, logical and explicit commitments that the buyer makes as he/she advances toward
ultimately committing to purchase
, Dave Shrigley
13©2005 Rosemary Remacle
Most Popular Sales Methodologies
Strategic Selling – Miller Heiman Powerbase Selling – Holden Solution Selling – Bosworth Spin Selling – Rackham Consultative Selling – PAR
14©2005 Rosemary Remacle
Sales Process (Funnel) Management
PROSPECTING-BY SEGMENT
DEMO
NEEDS ANALYSIS
CONVERSATION EVALUATION
CONVERSATION EVALUATION DELIVERED
PROPOSAL/QUOTE DELIVERED
CONTRACT NEGOTIATIONS
Customer Commitment
Stage
WIN!
Accepts Sales Call,Tradeshow, Webinar Invitation
Agrees to do Site Survey/Benchmark
Schedules Trial, Allocates Resources
Takes Delivery of Product, Training
Signs off on Trial Results
Begins Contract Negotiations
Signs Contract
Clearly defined, simple, process and tools with feedback loop
15©2005 Rosemary Remacle
Feeding the Funnel: Lead Generation Programs
Search engine placements, blogs
Website visits/Promotions
Trade shows
Seminars/Webinars
PR/Speaker programs
Direct marketing – snail- and e-mail, telemarketing
Partner co-marketing
Ads – press and electronic
All marketing programs should have clear objectives and metrics
16©2005 Rosemary Remacle
Lead Generation by Stages of Company Development
Marketing Sales (Telesales, ‘Elephant Hunters’,
Channel Partners)
Marketing Sales (Telesales,
‘Elephant Hunters’)
Marketing Sales (‘Elephant
Hunters’)Participants
Referral (Extended personal networks) Partners/Customers Formal programs
Referrals (Extended personal networks)
Partners/Customers Formal programs
Referrals (Personal networks)
Informal/ad hoc programs (Participation in visionary/early adopter events etc.)
Sources of Leads
Feed the Funnel: Develop market entry segment momentum and revenue flow
Identify Potential Lead Sources in available customer segments
Acquire Beta customers
Lead Generation Goal
PhaseProduct
DevelopmentCycle
BetaLaunch, Market
DevelopmentOngoing
17©2005 Rosemary Remacle
Why are CRM Products Valuable?
Contact management Lead management Sales process management Forecasting Sales metric tracking and reporting Customer understanding and feedback capture Marketing and Sales accountability
They enrich time- and cost-effectiveness benefits of a MSCLS
18©2005 Rosemary Remacle
M&S Technology Adoption Path
Individual sales rep maintained account data
Shared customer/prospect information
Manual ToolsContact Management
Sales Force Automation CRM
Excel, Act Act, Goldmine, Outlook (Exchange)
Automated, intelligent sales process management
Integrated customer data from multiple processes
SalesForce.com, UpShot, SalesLogix
SalesForce.com + Eloqua + GotMarketing +Orts
ASP model (IT outsource) Modular, integratable, customizable
Real-time collaboration Web-based presentations and meetings, Social Networking, Wikis, etc.
Cost-effective
©2005 Arrington, Burke
19©2005 Rosemary Remacle
MSCLS: Food for Thought
Do you have a clearly defined Marketing and Sales Closed Loop process?
Is there an MSCLS-related initiative in your 2006 operating plan? Have the elements of a closed loop marketing and sales system
appropriate for your company been defined and agreed to? How you will evolve it over time been agreed to?- Do you have fully functioning lead generation and management programs in
place?- Have resources (people, $$) been allocated for SW to support a MSCLS?
Is there a clear owner of your MSCLS? Are there performance metrics for evaluating the strengths and
weaknesses of your MSCLS?
20©2005 Rosemary Remacle
Summary
A shared, focused (positioning) strategy decreases the cost of marketing and sales activities/investments and is a major variable in effectiveness of those activities
Marketing and sales should be a closed loop system with defined ownership for cross functional integration
MSCLS should be a foundation for growth…not a later stage in development of marketing and sales organizations
21©2005 Rosemary Remacle
Presenters
Rosemary Remacle, Consultant
Market Focus
408-244-0412