Download pdf - Optimizing the Lead

O ti i i th L dO ti i i th L dA dataA data‐‐driven optimization process driven optimization process

Optimizing the LeadOptimizing the Leadp pp p

that goes beyond lead capturethat goes beyond lead capture

Brian CarrollBrian CarrollExecutive Director, Revenue OptimizationExecutive Director, Revenue OptimizationppMECLABSMECLABS

Session SpeakerBrian CarrollExecutive Director of Revenue OptimizationMECLABSMECLABS

Brian Carroll is Executive Director of Applied Research at MECLABS and CEO of InTouch, part of the MECLABS Group. Author of theCEO of InTouch, part of the MECLABS Group. Author of the bestseller, Lead Generation for the Complex Sale, Carroll is a leading expert in lead generation and he's profiled and regularly quoted in numerous publications.

Carroll also speaks to 20,000 people a year on improving sales effectiveness and lead generation strategies. He has been profiled and regularly quoted in numerous publications such as BtoB magazine, Selling Power, The Wall Street Journal, Entrepreneur, Target Marketing,

@brianjcarroll

Selling Power, The Wall Street Journal, Entrepreneur, Target Marketing, Inc., Marketing News, DM News, MarketingProfs, MarketingSherpa,Software CEO and CMO Magazine.

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Recent Experiments: 10,000+ Paths Tested

189% 137%201%

54%

Conversion

124%Conversion

137%Conversion201%

Conversion

54%Conversion

Conversion

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MECLABS: A science lab with a consultancy

• More than 10 years of research• 1,300+ major experiments• Over 1 billion emails• 10,000 sales‐paths tested• Hundreds of publications and

fconferences

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MarketingSherpa providesMarketingSherpa provides B2B and consumer marketing professionals practical case t di h dstudies, research and training on email, demand gen, search, social and more.The annual research cycle provides knowledge for continuous marketingcontinuous marketing improvement.

MarketingExperiments: Testing and optimization

MarketingExperiments publishes testing and research discoveries totesting and research discoveries, to help marketers learn what really works in sales and marketing optimization.

We build custom micro research labs within companies around the worldcompanies around the world

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Optimizing the LeadOptimizing the LeadOptimizing the LeadOptimizing the Lead

IdentifyIdentify the right companies and peoplethe right companies and people

SS d i i id i i i

1

2 SegmentSegment, score and prioritize, score and prioritize

I i iI i i blbl ii

2

3 InitiateInitiate a memorable a memorable conversationconversation

NN dl f i bdl f i b

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4 NurtureNurture regardless of time to buyregardless of time to buy4


SS d i i id i i i2

IdentifyIdentify the right companies and peoplethe right companies and people1

SegmentSegment, score and prioritize, score and prioritize

I i iI i i blbl ii

2


NN dl f i bdl f i b

3


What is a lead?1

Inquiries are not leads 5 t 15% f ll i i i l d• 5 to 15% of all inquiries are sales‐ready

What is a lead?1


Sales doesn’t need to “accept” the leadsSales doesn t need to accept the leads• Confirm whether the lead met the Universal Lead Definition agreed to between sales and marketingDefinition agreed to between sales and marketing

What is a lead?1


Sales doesn’t need to “accept” the leadsSales doesn t need to accept the leads• Confirm whether the lead met the Universal Lead Definition agreed to between sales and marketingDefinition agreed to between sales and marketing

Create your very own version of a ULDCreate your very own version of a ULD • Apply it to every lead, and iterate as you close the loop

What is a lead?1


Sales doesn’t need to “accept” the leadsSales doesn t need to accept the leads• Confirm whether the lead met the Universal Lead Definition agreed to between sales and marketingCREATE YOUR ULDCREATE YOUR ULD

Definition agreed to between sales and marketing

Create your very own version of a ULDCreate your very own version of a ULD • Apply it to every lead, and iterate as you close the loop

Identify the right companies and people1

Action Item: ULD checklist

What makes a good sales lead?

• How can we raise the bar and give your better more actionable leads?• What initiative or need makes this a good fit?• What info is necessary to determine if a lead is worth the follow‐up?y p• What are the titles/job functions of economic buyers and influencers?• What does this company values? What is its culture like?• What are the common business issues?

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What information is required to qualify leads as being sales ready?What information is required to qualify leads as being sales‐ready?

• What are the characteristics of the ideal sales opportunity?• What are the questions sales want answered before getting a lead?• What info is must‐have vs nice‐to‐have?

• What are the characteristics of the ideal sales opportunity?• What are the questions sales want answered before getting a lead?• What info is must‐have vs. nice‐to‐have?• What info is must‐have vs. nice‐to‐have?• Which questions tend to gather the most‐needed information?• What should we start doing to make leads more actionable?• What things should we stop doing with leads that don’t value?

• Which questions tend to gather the most‐needed information?• What should we start doing to make leads more actionable?• What things should we stop doing with leads that don’t value?

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Use the ULD to delineate “sales‐ready” vs. “nurture” lead statuses

• Will there be a time frame to evaluate and implement a solution?• Will there be a formal or informal budget in place?• Are there specific behaviors or traits you are looking for?p y g

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Identify key info a sales rep would value in speaking with a prospectIdentify key info a sales rep would value in speaking with a prospect

• What fuels interest and how must we focus on it with the solution?• Where is the best entry point?• Who is involved in the buying process as it evolves?

• What fuels interest and how must we focus on it with the solution?• Where is the best entry point?• Who is involved in the buying process as it evolves? • Should anyone else be contacted?• Where’s the funding coming from and who has authority over it?

y g p• Should anyone else be contacted?• Where’s the funding coming from and who has authority over it?

Then, only send as many sales ready leads that the sales person can effectively handleThen, only send as many sales‐ready leads that the sales person can effectively handle

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Identify key info a sales rep would value in speaking with a prospectIdentify key info a sales rep would value in speaking with a prospectFOCUS ONFOCUS ON• What fuels interest and how must we focus on it with the solution?• Where is the best entry point?• Who is involved in the buying process as it evolves?

• What fuels interest and how must we focus on it with the solution?• Where is the best entry point?• Who is involved in the buying process as it evolves?

FOCUS ONFOCUS ONEFFICIENCYEFFICIENCY• Should anyone else be contacted?

• Where’s the funding coming from and who has authority over it?

y g p• Should anyone else be contacted?• Where’s the funding coming from and who has authority over it?EFFICIENCYEFFICIENCY

Then, only send as many sales ready leads that the sales person can effectively handleThen, only send as many sales ready leads that the sales person can effectively handle

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Experiment: Background1

Experiment ID: (Protected)Location: MECLABS Leads Group LibraryTest Protocol Number: TP1214

B k d A i d i l i i f d h

Test Protocol Number: TP1214

Research Notes:

Background: An industrial testing equipment manufacturer engaged the MECLABS Leads Group to follow up on leads generated through tradeshows and a PPC campaign offering a free book.

Goal To nderstand hen to stop allin a teleprospe tin listGoal: To understand when to stop calling a teleprospecting list.

Primary research question: At which point does the value of sales‐ready leads from a calling campaign no longer outweigh the costs?

Approach: Record and analyze teleprospecting campaign data to discover the point of diminishing returns

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Experiment: Campaign path1

Re‐engagement

Leads eads

Leads Generated

TradeshowsPPC campaign ua

lified Le

PPC campaign

Qu

Primary research question: At which point does the value of sales‐ready leads from a calling campaign no longer outweigh the costs?

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Experiment: Results1

Days 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14Leads 412 57 14 4 11 12 8 10 6 5 1 2 2 3 10Percent 61.3% 8.5% 2.1% 0.6% 1.6% 1.8% 1.2% 1.5% 0.9% 0.7% 0.1% 0.3% 0.3% 0.4% 1.5%

Cumulative 412 469 483 487 498 510 518 528 534 539 540 542 544 547 557Cumulative % 61.3% 69.8% 71.9% 72.5% 74.1% 75.9% 77.1% 78.6% 79.5% 80.2% 80.4% 80.7% 81.0% 81.4% 82.9%

Days 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29L d 7 5 3 5 2 3 5 3 4 2 3 3 2 3 6Leads 7 5 3 5 2 3 5 3 4 2 3 3 2 3 6Percent 1.0% 0.7% 0.4% 0.7% 0.3% 0.4% 0.7% 0.4% 0.6% 0.3% 0.4% 0.4% 0.3% 0.4% 0.9%


Days 31 34 36 37 38 39 40 42 44 46 47 48 49 51 53Days 31 34 36 37 38 39 40 42 44 46 47 48 49 51 53Leads 3 2 1 1 1 1 1 1 1 1 1 4 1 2 1Percent 0.4% 0.3% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.6% 0.1% 0.3% 0.1%


Point of diminishing returns: Consider the value of a lead against your campaign cost to discover the point at which ROI is no longer favorable

!

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Experiment: Results1

Analysis of the calling and lead generation data showed that 90% of successful leads were converted within 28 days of first contact

• 60% of conversions happened on the first day• Another 30% take place over the next month

• Conversions dropped off significantly after 28 daysConversions dropped off significantly after 28 days

Looking for a decision point:30 d i h i i i d• 30 days is when conversions stop increasing every day

• 15 days is the last point at which at least 1% of conversions occur• 9 days is where you reach 80% of conversions• 2 days is where you reach 70% of conversions

*The last conversion in this data set took place on 343rd day (672 total conversions)

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Experiment: Results 1

45015 days

300

350

40015 days

last point at which at least 1% of

conversions occur 30 days ds

150

200

250conversions

stop increasing every day

ales‐ready

lead

50

100

150

**

Sa

01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44**

Campaign days

2323


IdentifyIdentify the right companies and peoplethe right companies and people1

SS d i i id i i i2

I i iI i i blbl ii3

SegmentSegment, score and prioritize, score and prioritize2

InitiateInitiate a memorable a memorable conversationconversation

NN dl f i bdl f i b

3


Sample Marketing and Sales Process2

Lead Lead CaptureCapture

Segment and Segment and Score LeadsScore Leads

Qualify and Qualify and NurtureNurture

Sales Sales EngagementEngagement

Analyze Analyze ResultsResults

Capture leads Capture leads

Normalize Normalize datadata

Segment leads Segment leads by potentialby potential

Apply leadApply lead score:score:

ULDULD

Qualify Qualify phonephone‐‐d l dd l d

Analyze dataAnalyze data

Close the loopClose the loop

L d dL d d

Overview deckOverview deck

OpportunityOpportunity

Enrich Enrich datadata

Merge deMerge de‐‐dupedupe

Apply lead Apply lead score: score: lead data lead data

lead lead behaviorbehavior

ready leadsready leads

Distribute Distribute salessales‐‐ready ready leadsleads

Leads convertedLeads converted

Sales pipelineSales pipeline

Sales closedSales closed

Approach deckApproach deck

Proposal and LOAProposal and LOA

CloseClose

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Step 1. Lead Capture2

SubscribersSubscribersSubscribersSubscribers External External ffirmographicirmographic

Web Web inquiriesinquiriesWeb Web inquiriesinquiries

SocialSocial mediamediaSocialSocial mediamedia

g pg pddata ata

Social Social mediamediaInquiriesInquiries

Social Social mediamediaInquiriesInquiries

Event Event registrants registrants d dd d

Event Event registrants registrants d dd d

Enrich Enrich ddataataEnrich Enrich ddataata

Merge and Merge and dede‐‐dupedupe

Merge and Merge and dede‐‐dupedupe

NormalizeNormalizedatadata

NormalizeNormalizedatadata

and attendeesand attendeesand attendeesand attendees

Webinar Webinar rregistrants / inquiriesegistrants / inquiries

Webinar Webinar rregistrants / inquiriesegistrants / inquiries

UnusableUnusable

Sales gSales generatedeneratedSales gSales generatedenerated

UnusableUnusabledatadatastorestore

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Step 2. Segment and Score Leads2

Segment forSegment fornext next aactionction

Targeting/Messaging/CallsTargeting/Messaging/Calls‐‐toto‐‐ActionAction

Segmentation based on potential

( )ExplicitExplicit UserUser suppliedsupplied DataData

Data Data HygieneHygiene, , Enhancement and ConsolidationEnhancement and Consolidation

(quantitative)Lead scoring Touch PointsTouch Points

( h h h d?)( h h h d?)

Explicit Explicit UserUser‐‐supplied supplied DataData(e.g., Registration Forms)(e.g., Registration Forms)

HPhone Qualification and DiscoveryPhone Qualification and Discovery

(e.g., what content have they engaged?)(e.g., what content have they engaged?)

Sales Qualification Sales Qualification and and DiscoveryDiscovery

Human interpretation (qualitative)

Phone Qualification and DiscoveryPhone Qualification and Discovery

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Step 3. Qualify Leads2

Explicit Explicit InformationInformation Inquiry comes Inquiry comes into DBinto DB

Inquiry comes Inquiry comes into DBinto DB

ContactsContacts CompaniesCompanies

IdealIdealCustomerCustomerIdealIdeal

CustomerCustomer

Assign to repAssign to repAssign to repAssign to rep

$ Rep call Rep call Rep call Rep call

Hand off to sales possibilities

I li i I f iI li i I f i

$Sales‐ready Leads to qualifyto qualifyto qualifyto qualify

Implicit InformationImplicit InformationTouch points

User‐tracked behavior What have they engaged?

Touch pointsUser‐tracked behavior

What have they engaged?

Does it meet Does it meet the ULD?the ULD?

Does it meet Does it meet the ULD?the ULD?

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NONONONO

InterestInterestInterestInterestCritical ULD Factor 1Critical ULD Factor 1Critical ULD Factor 1Critical ULD Factor 1

NONODoes not meet ULDDoes not meet ULD

NONODoes not meet ULDDoes not meet ULD

TimeframeTimeframeBudgetBudget

TimeframeTimeframeBudgetBudget

Critical ULD Factor 1Critical ULD Factor 1Critical ULD Factor 2Critical ULD Factor 2Critical ULD Factor 1Critical ULD Factor 1Critical ULD Factor 2Critical ULD Factor 2

Mark as nurturing Mark as nurturing Email Email

Call quarterlyCall quarterly

Mark as nurturing Mark as nurturing Email Email

Call quarterlyCall quarterly

Mark as Mark as disqualifieddisqualifiedNot a fitNot a fit

Mark as Mark as disqualifieddisqualifiedNot a fitNot a fit Call quarterlyCall quarterlyCall quarterlyCall quarterlyNot a fitNot a fitNot a fitNot a fit

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YESYESYESYESYESYESMeets ULDMeets ULDYESYES

Meets ULDMeets ULD

Prospects willingProspects willingto speak with to speak with

sales?sales?

Prospects willingProspects willingto speak with to speak with

sales?sales?

YESYESSet appointmentSet appointment

YESYESSet appointmentSet appointment

sales?sales?sales?sales?

NONOM k t iM k t i

NONOM k t iM k t iSet appointmentSet appointment

Hand off to SalesHand off to SalesSet appointmentSet appointmentHand off to SalesHand off to Sales

Mark as nurturingMark as nurturingEmail/CallEmail/Call

Mark as nurturingMark as nurturingEmail/CallEmail/Call

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Cycle back to improve your DB2

Webinar Webinar Registrants / InquiriesRegistrants / Inquiries

Webinar Webinar Registrants / InquiriesRegistrants / Inquiries

Web InquiriesWeb InquiriesWeb InquiriesWeb Inquiries

Social MediaSocial MediaSocial MediaSocial Media

John Smith Touchpoints:

02/08/2012 ‐ Attended Workshop “Advanced Event Marketing Practices”Social MediaSocial Media

InquiriesInquiriesSocial MediaSocial MediaInquiriesInquiries

Event Registrants Event Registrants andand AttendeesAttendees

Event Registrants Event Registrants andand AttendeesAttendees

Database Database TouchpointsTouchpointsDatabase Database TouchpointsTouchpoints

10/18/2011 ‐ Email Opened “TODAY: How marketers are transforming change”10/18/2011 ‐ Downloaded Tradeshow checklist tool10/18/2011 ‐ Attended Webinar ‐ B2B Mkg BMR: Marketers 10/12/2011 ‐ Email Link Clicked “Three ways to increase leads generation at tradeshows and events”and and AttendeesAttendeesand and AttendeesAttendees

Downloadable ToolDownloadable ToolDownloadable ToolDownloadable Tool

g10/12/2011 ‐ Email Opened “Three ways to increase leads generation at tradeshows and events”09/20/2011 ‐ Downloaded Q3 Event Summary whitepaper09/19/2011 ‐ Attended Webinar – “Event budget planning”09/05/2011 ‐ Called – Spoke with Inbound Inquiry team09/02/2011 ‐Message: Your question about services

Sales Sales GeneratedGeneratedSales Sales GeneratedGenerated

09/02/2011 Message: Your question about services09/01/2011 ‐Web Lead – Web – Contact Page

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Progressive Profiling2

First‐time download lead gen form Subsequent download progressive profiling

Capture a little more information each time you provide value

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Sample Marketing and Sales Process2

Lead Lead CaptureCapture

Segment Segment and Score and Score LeadsLeads

Qualify and Qualify and NurtureNurture

Sales Sales EngagementEngagement

Analyze Analyze ResultsResults

Capture Capture lleads eads

Normalize dataNormalize data

Segment leads Segment leads by potentialby potential

Apply leadApply lead score:score:

ULDULD

Qualify Qualify phonephone‐‐dd l dl d

Analyze dataAnalyze data

Close the loopClose the loop

L d dL d d

Overview deckOverview deck

OpportunityOpportunity

Enrich Enrich datadata

Merge deMerge de‐‐dupedupe

Apply lead Apply lead score: score: lead data lead data

lead lead behaviorbehavior

ready ready leadsleads

Distribute Distribute salessales‐‐ready ready leadsleads

Leads convertedLeads converted

Sales pipelineSales pipeline

Sales closedSales closed

Approach deckApproach deck

Proposal and LOAProposal and LOA

CloseClose

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SS d i i id i i i

1

2 SegmentSegment, score and prioritize, score and prioritize2

I i iI i i blbl ii3

NN dl f i bdl f i b4

InitiateInitiate a memorable a memorable conversationconversation3

NurtureNurture regardless of time to buyregardless of time to buy4

3

RelevanceTimingTiming

MemorableMemorable35

3

RelevanceTimingTIME YOURTIME YOURTimingTIME YOUR TIME YOUR

TOUCHESTOUCHESMemorableTOUCHESTOUCHESMemorable

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Lead Generation Model3

INQUIRY CUSTOMER

Identify Identify N dN d

Make Make DecisionDecisionNeedNeed DecisionDecision

37


INQUIRY CUSTOMERLEAD

Research Research S l tiS l ti


Make Make DecisionDecisionSolutionsSolutionsNeedNeed DecisionDecision

38


INQUIRY CUSTOMERLEAD SALES‐READY LEAD


Develop Develop Short ListShort List


Make Make DecisionDecisionSolutionsSolutions Short ListShort ListNeedNeed DecisionDecision

39


INQUIRY CUSTOMERQUALIFIED LEAD SALES‐READY PROSPECTLEAD




Review Review ProposalsProposals

Make Make DecisionDecisionSolutionsSolutions Short ListShort ListNeedNeed ProposalsProposals DecisionDecision

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Branding Events Lead Advertising

PR

SEOWebsite

TradeshowsWebinars

Outbound calls

NurtureOpt‐in Email

Conference Calls

Follow‐up

ebs teDirect Mail Inbound

800#Calls

Face to Face

41








Branding Lead Events Advertising

PR

SEOWebsite

Outbound calls

NurtureOpt‐in Email

Conference Calls

Follow‐upTradeshowsWebinars

ebs teDirect Mail Inbound

800#Calls

Face to Face

Broadly Targeted Narrowly Targeted

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Broadly TargetedLess InteractiveLess Measurable

Narrowly TargetedHighly InteractiveHighly Measurable

Multi‐modal Lead Generation3

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SS d i i id i i i

1


I i iI i i blbl ii

2

3 InitiateInitiate a memorable a memorable conversationconversation3

NN dl f i bdl f i b4 NurtureNurture regardless of time to buyregardless of time to buy4

Case Study4

Experiment ID: IT desktop management firmLocation: MECLABS Leads Group Research Library

l G 028

Background: An IT management firm engaged MECLABS for lead generation

Test Protocol: LG4028

Research Notes:

Background: An IT management firm engaged MECLABS for lead generation$80 million annual revenue100 channel partners27 sales people 10 marketers27 sales people, 10 marketers

Objective: To determine if basic lead management can improve pipeline

f fTest Design: Creation of a ULD, lead qualification, lead nurturing, clear lead handoff and feedback process.

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Case Study: Challenges4

• < 2% lead‐to‐sale pipeline conversionM k ti f lt l d i i t “bl k h l ”• Marketing felt leads were going into a “black hole”

• No closed‐loop feedback process• Unable to measure ROI• Unable to measure ROI

More activity but the same results*

Case Study: The approach4

Events, Events, Summits, Guides, Subscribers, Website, Teleprospecting

Not a FitInquiries (Level 1)

Marketing Marketing PipelinePipeline

Level 3,4,5 Leads

Nurturing (Level 2)

Closed LoopFeedback

Returned Prospects

CRMCRMHANDOFF

Sales

Sales Ready Leads

Sales Generated

Leads

Existing Clients

Pipeline

Customers

Clients

Measure ROI

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Case Study: Results4

375% Increase in sales‐ready leads200% Improved lead‐to‐sales opportunity200% Improved lead to sales opportunity

$4.9 M Additional sales pipeline in 8 months

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Case Study: Results4

375% Increase in sales‐ready leads

200% Improved lead‐to‐sales opportunity200% Improved lead to sales opportunity

$4.9M Additional sales pipeline in 8 months

What you need to understand: By actively nurturing *and closing the loop, improved lead to sales opportunity and pipeline increases are achieved*

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What is lead nurturing?4

A relevant, consistent conversation with viable potential customers, regardless of their timing to buy.

Understand AudienceUnderstand Audience

Organize ContentOrganize Content

Track Resultsand

Engagement

Track Resultsand

Engagement

Execute TracksExecute Tracks

Messaging StrategyMessaging Strategy EngagementEngagementgygy

•Touch •Touch •Touch •Touch

Progressive Lead Movement Across Buying Stages

•Track•Follow‐Up

1 •Track•Follow‐Up



4

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Align messaging to roles and needs4

CIO Q1

Multi‐track lead nurturing timeline

Connect with your personas:• Project Leader• CIO

Month 1 Free executive report via direct mail with follow‐up call

Month 2 Invitation to executive roundtable via email with follow‐up call

Month 3 Link to relevant Podcast via email with follow‐up voicemailCIO

• Contact Center• Field Service CenterE ti S

IT Director Q1

Month 1 3rd party article via email and voicemail

Month 2 3rd party article via email with follow‐up

Month 3 Link to relevant webinar via email with follow‐up call• Executive Sponsor• Stakeholders

Month 3 p

IT Manager Q1

Month 1 Relevant white paper via email with voicemail

Month 2 Direct mail piecep

Month 3 Invitation to webcast via email with follow‐up call

Client Plan for Q1 Audience: 3 Contacts Deep

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Align messaging to roles and needs4

CIO Q1

Multi‐track lead nurturing timeline

Connect with your personas:• Project Leader• CIO

Month 1 Free executive report via direct mail with follow‐up call

Month 2 Invitation to executive roundtable via e‐mail with follow‐up call

Month 3 Link to relevant Podcast via e‐mail with follow‐up voicemailBUILD YOURBUILD YOURCIO• Contact Center• Field Service CenterE ti S

IT Director Q1

Month 1 3rd party article via e‐mail and voice mail

Month 2 3rd party article via e‐mail with follow‐up

Month 3 Link to relevant webinar via e‐mail with follow‐up call

BUILD YOURBUILD YOURTRACKSTRACKS• Executive Sponsor

• Stakeholders

Month 3 p

IT Manager Q1

Month 1 Relevant white paper via e‐mail with voice mail

Month 2 Direct mail piece

TRACKSTRACKSp

Month 3 Invitation to webcast via e‐mail with follow‐up call

Client Plan for Q1 Audience: 3 Contacts Deep

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Repurpose quality content4

Research chart

53

Repurpose quality content4

Video clipWebinarResearch chart

Blog post Email

Tactical tool download

54

Measure and refine4

Video clipWebinarResearch chart

RegistrantsRegistrantsAttendeesAttendeesRReplayseplays

ViewsViewsLikes/DislikesLikes/DislikesSocial SharesSocial Shares

Blog post Email

Tactical tool download

Page viewsPage viewsC tC t

OpensOpensClickthroughsClickthroughs

DownloadsDownloadsSocial SharesSocial SharesCommentsComments

Social SharesSocial SharesClickthroughsClickthroughs

SharesSharesSocial SharesSocial SharesLead CaptureLead Capture

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SS d i i id i i i

1


I i iI i i blbl ii

2


NN dl f i bdl f i b

3


Takeaways: Identify

Collaborate with your sales team to determine and apply your Universal Lead Definition

11and apply your Universal Lead Definition

What information is required to qualify leads as being sales‐ready?

• What are the characteristics of the ideal sales opportunity?Wh t th ti l t d b f tti l d?• What are the questions sales want answered before getting a lead?

• What info is must‐have vs. nice‐to‐have?• Which questions tend to gather the most‐needed information?• What should we start doing to make leads more actionable?

Wh t thi h ld t d i ith l d th t d ’t l ?• What things should we stop doing with leads that don’t value?

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Takeaways: Prioritize

Set up a process that allows your team i i li l i

22to increase pipeline velocity

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Takeaways: Initiate

Match your conversation timing andl i h ’

33relevance with your customer’s stage

INQUIRY CUSTOMERQUALIFIED PROSPECT

LEAD SALES‐READY LEAD

hh D lD ld ifd if R iR i M kM kResearch Research SolutionsSolutions


Identify Identify NeedNeed


Make Make DecisionDecision

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Takeaways: Nurture

Nurture leads, regardless of time to buy44

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We continue to test these principles with Research Partners around the worldPartners around the world

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So how does MECLABS really workSo how does MECLABS really work with Research Partners?

The research process is supported by the d l t f t h l b

• Scientists• Analysts

development of your own custom research lab

Research Block 1

• Analysts• Statisticians• Designers• Developers• Teachers

Your Marketing

Your Marketing Research

Block 2GroupGroup

CUSTOMResearch Block 3

RESEARCH LAB

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Research Partnership Application ProcessResearch Partnership Application ProcessThe MECLABS The MECLABS Application ReviewApplication Review

The Sciences Team The Sciences Team reviews the data to determine if reviews the data to determine if

The terms of the The terms of the Research Proposal areResearch Proposal are

Research Partnership Application ProcessResearch Partnership Application Process

Application Review Application Review The team looks for alignment in The team looks for alignment in industry and project focus and industry and project focus and potential for growth.potential for growth.

the initiative fits into our research the initiative fits into our research agenda and provides their agenda and provides their recommendation.recommendation.

Research Proposal are Research Proposal are agreed upon agreed upon aand the Research nd the Research Partnership officially begins.Partnership officially begins.

2 31 4 5 6 7

Submit your Submit your Research Research ApplicationApplication

We contact you to We contact you to discuss your application discuss your application The goal is to get a betterThe goal is to get a better

MECLABS drafts the MECLABS drafts the research proposal research proposal which helpswhich helps articulatearticulate

Work begins Work begins The The MECLABS Research Team MECLABS Research Team conducts preliminary forensic data conducts preliminary forensic data ApplicationApplication The goal is to get a better The goal is to get a better

understanding of your research understanding of your research challenges and objectives.challenges and objectives.

which helps which helps articulate, articulate, deliverables, deliverables, timelines, timelines, objectives and costs.objectives and costs.

analysis, summary competitive analysis, summary competitive analysis and other key deliverables analysis and other key deliverables to initiate the research to initiate the research project and project and gain the ‘quick wins’ that will fuel gain the ‘quick wins’ that will fuel the ongoing discovery.the ongoing discovery.

Submit your Research Application:MECLABS.com/contact

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MECLABS Research Partnership Opportunities

MECLABS conducts rigorous experiments in the new science of optimization. We apply our discoveries to help leaders optimize the financial performance of their sales and marketing programs.

Learn more about how you may be a fit for a MECLABS researchbe a fit for a MECLABS research partnership:

• Select your ResearchSelect your Research Partnership area of interest on the post‐webinar survey

• Contact us [email protected]‐877‐635‐0565

x

Q ti ?Q ti ?Questions?Questions?

O ti i i th L dO ti i i th L dA dataA data‐‐driven optimization process driven optimization process

Optimizing the LeadOptimizing the Leadp pp p

that goes beyond lead capturethat goes beyond lead capture

Brian CarrollBrian CarrollExecutive Director, Revenue OptimizationExecutive Director, Revenue OptimizationppMECLABSMECLABS