B2B marketing is all about driving sales, right?  The most effective teams know that alignment of marketing and sales is a requirement for productive lead generation and customer growth.

We’ve had sales pipeline metrics in place forever, I sometimes wonder why we as Marketers got to skate along all this time with no accountability…that’s a post for another day maybe…

With today’s sales force automation and marketing automation solutions, we as Marketers are now able to prove our worth with every campaign or program we launch.

Here’s a few metrics we here at ReachForce track to ensure we are driving valuable sales activity and customer growth.

• # of net new companies from our target market sweet spots are added to the marketing mix each week
• # of net new contacts (right role, not just anyone) from our target market sweet spots are added to the marketing mix each week
• # of contacts being touched with a marketing message each week; net new contacts vs. those in nurture programs (and of course, we track opens and click throughs)
• # of inbound requests
• # of people hitting a landing page, then jumping to corporate site for product/service info.  (we do newsletter and search engine advertising driving people to best practice content accessible via a landing page)
• # of people originating at The B2B Lead (ReachForce blog) and jumping to the ReachForce corporate site (product pages, solution pages)
• # of new sales meetings set from marketing lead generation programs
• # of marketing leads moved to the qualification stage of our sales pipeline
• # of marketing leads moving to a proposal, and of course closing

Once a new customer is onboard I then go back and identify what activities were involved in moving this lead to being a new customer so I can be sure to do more of it.

Now of course there is a list of metrics similar to this for each initiative you take on.  It’s always important to outline goals and expectations of each program so that you are sure to spend your time and resources on the best producing programs.

Do you measure anything not on this list?  If so, please share.

Written by Jon Miller, author of the Modern B2B Marketing blog and VP of Marketing for lead management software company Marketo.

I recently wrote about why sales and marketing can’t get along. Here are some practical tips to start bridging the gap!

1. Model the entire revenue cycle. As opposed to a standalone sales cycle, focus on an integrated revenue cycle that starts from the day you first meet a prospect and continues through the sale and beyond to the customer relationship. This helps each team understand what the other is doing, and how their actions help facilitate revenue.

2. Develop a common vocabulary. Part of an integrated revenue cycle is common definitions for each stage. When marketing sits down with sales and says, “what is the definition of a good sales lead, and how can we help?” the dynamic between the two departments changes. With the definition of sales-ready in hand, marketing can begin rebuilding trust by delivering leads that meet that definition. This common language and metrics is essential for communication between the functions.

3. Look for operational disconnects. Too often, sales energy and promotions are focused in a different direction than marketing’s most recent campaigns. In some cases, they can even be in conflict! In one example, the sales team had an incentive to sell a product that marketing was planning to discontinue in the next month. Make sure that initiatives and promotions are aligned by developing plans jointly and meeting monthly or at least quarterly.

4. Create a closed-loop reporting process. Marketing needs to have a way to follow-up with sales to see how well leads are performing. This can be a field in the CRM system, a regular call, or even an automated survey. Just make sure it’s easy for the rep to respond. It can be as basic as sending the rep an email two weeks after receiving a lead with the subject “Was lead ABC good?” This way, they can simply reply “Yes” or “No”, which they can easily do on their Blackberry or in a hotel room. Closing the loop like this can help tune lead generation efforts, and is an important way to take qualified prospects that are not yet sales ready and recycle them back into marketing for lead nurturing.

5. Share accountability between the teams. Marketing is a very measurable process, but the results are head to measure; it’s easy to measure Sales outcomes but Sales activity is hard to measure. As a result, compensation and rewards tend to be very different, which creates further problems. So be sure to review how each team is compensated and rewarded to ensure alignment. (One typical disconnect: marketing focuses on the number of new deals while sales is focused on the amount and size of the total pipeline.) The better your ability to measure marketing ROI, the easier it is to bridge this gap.

6. Foster respect and trust. Perhaps most importantly, in particular, building alignment between marketing and sales organizations starts with a common set of values and shared beliefs. If the two functions don’t fundamentally believe the other has the same set of goals in mind, it will be much more difficult to drive alignment. This is rooted in good and regular communication, but it can be challenging to repair years of miscommunication all at once. Start by focusing on small wins (for example, look for a particular rep who closed a big deal because of a marketing lead) and promote the result aggressively. By having a “victory parade” for small wins, you will begin the process of better communication and trust.

Check out our rock star Leigh Anne on Hubspot’s Inbound Internet Marketing Blog!  In her interview she highlights tips for business blogging and what has worked for us on The B2B Lead.

Some of her points/tips:

• Why the domain or URL of your blog is important, our domain is separate from ReachForce.  We wanted to build a place for B2BMarketers to come and share tips and not have to worry about ReachForce corporate speak or promotion.  Now don’t get me wrong, I try and slip it in every once in awhile but subtly, hopefully.
• Blogging is a great way to position yourself as a thought leader
• Blogging is a good tool for lead nurturing and can lead to speaking opportunities
• Don’t forget, you need to post frequently to keep readers engaged
• Be sure to re-purpose content for email campaigns and newsletters
• Most important – know your audience and produce valuable content

Written by Jon Miller, author of the Modern B2B Marketing blog and VP of Marketing for lead management software company, Marketo

Most leads from B2B marketing campaigns are still researching. Prematurely passing these early leads to sales only annoys the buyer and makes sales even less likely to follow-up on marketing leads. This means the majority of inquiries require further lead nurturing before they become sales ready, so marketers also need the ability to know when to try to nudge the prospect to the next stage and when to pull back and give the prospect some space.

This is where lead scoring comes in. Lead scoring is the process of determining a prospect’s level of interest in your solution (engagement), as well as your interest in a prospect (demographics targeting). When used effectively, lead scoring means you will pass fewer, but higher quality, leads to sales. By not wasting sales time on low quality leads, reps can focus on just the high quality leads — meaning wins rates and sales productivity go up. In fact, as little as a 10% increase in lead quality can generate a 40% increase in sales productivity. In a world where the sales department costs equal 20 or 30% of total revenue, this kind of improvement means a dramatic impact on the bottom line.

How can you use lead scoring to achieve this kind of benefit for your organization?

First of all, too many companies use only basic demographic data (e.g. title, company size, etc.) in scoring. This is useful, but demographic data only tell how interested you are in the prospect—and nothing about how interested the prospect is in you. Even BANT criteria (budget, authority, timing, and need) have limited usefulness since buyers’ answers to those questions are notoriously inaccurate, and as we all know, people’s actions speak louder than their words. This means you should also track a lead’s behaviors so you can you measure their interest and engagement in your solution.

Begin by monitoring and tracking online behaviors, such as email responses, completed forms, and Web site visits. You can do this manually with web analytics, or automate the process using marketing automation software. Assign a point value to each, just as you would assign a value to each job title. Certain behaviors – such as using your company brand name in a search, visiting your pricing page, or returning frequently to your site – indicate higher readiness to buy, so assign even higher weights to those behaviors. Since B2B purchases typically involve 6 to 21 different people, add up the scores for each contact at a given company to measure the total level of engagement for that organization. Finally, be sure to lower the score over time if engagement goes down.

Review the point values with the sales team, and decide what score indicates sales-readiness. If the sales team determines a prospect is not yet ready, recycle the lead back to marketing for additional nurturing. Finally, be sure to close the loop and refine your scoring rules and point values over time for continuous improvement.

Want more details? Here’s a link to a free eBook from Marketo called Best Practices in Lead Scoring.

As we acquire new leads and market to them we quickly see leads move into smaller, more segmented groups. Some take the hook you’ve put out there and ask for more, there’s some that act interested but don’t commit to anything, and there’s those that are radio silent and give you no indication of real life.

Each group now needs a different kind of follow up. The first group is ready for another targeted marketing program offering them another opportunity to engage. And those that didn’t respond might be ready for a slower moving nurture program. Maybe your message missed with these people, a nurture program is a good place to test messaging. Or maybe you are targeting the wrong person and they don’t care what you have to say or what we you are offering. (You’re wasting your time with these people but you don’t know it yet. )

Here are a few tips to building and measuring segmented lead nurturing programs.

(If you’re lost, don’t worry there’s marketing automation folks like Vtrenz, Eloqua, Marketo and Manticore that can help you automate the execution of all of these different programs.)

1. Make sure Marketing and Sales have a clear understanding of what a lead is and what a sales-ready lead is. You have to start here. Marketing needs to know what they are looking for and Sales wants to know what they are getting.
2. Divide your marketing database into 2 initial groups, active leads (people who have responded or engaged in the past) and inactive leads (people that have never responded to any outreach communication from your company). If you are an Eloqua customer, they have a report that will give you this information. Understand if there are any patterns among those that are active, if so, be sure to consider this when building out your nurture programs. Remember the goal of nurturing is to move currently active leads to the top of the sales funnel and move inactive leads to an active status.
3. Measure and track movement in the nurturing cycles. As leads/prospects respond, use this data to determine next steps. You can confirm interest by reaching out to them again with a similar message and different offer or call to action. If they respond again, they might be ready for the next step in your nurturing cycle. If they don’t respond, continue to try different offers or messaging.
4. Develop a scoring system that enables you to determine when leads are sales ready. Assign different values to each kind of touch. For example, a conversation had by telemarketing that better qualifies a lead might get a score of 10 while an opened email might get a 3. Once a lead reaches a score agreed upon by Sales, then the lead is ready to be passed on.
5. Don’t forget about the ones that have moved on. Sometimes a prospect gives off all the right signals that they are ready to engage on a different level but once handed over to Sales they clam up. Make sure these people don’t get lost in the shuffle. It’s ok for a lead/prospect to move back and forth between Sales and Marketing.
6. Determine when it’s time to throw in the towel. There are people in every marketing database that continue to hang around for no reason. What are we holding on to here? Before completely throwing these people out, try and determine why they aren’t responding to you.

• Are they the right buyer for your product or service?
• How long ago was this lead created? Has the person possibly moved up or on?
• Are they not a good fit for your offering?

Remember – keeping your nurturing programs focused on the most suitable prospects will help to ensure the success of your program.

Written by Cody Young, ReachForce Customer Success Manager

Lead Scoring appears to be the newest tactic Marketers are using to better identify warm to hot leads for Sales. Marketing vendors like Marketo and Eloqua are promoting lead rating and lead scoring as a means to increase sales effectiveness and accelerate typical sales cycles. Both are measuring a contact’s interaction behaviors with marketing activities. But should a contact really be considered a hot lead if they open a few emails and visit your website a time or two? I think our Sales team might disagree here.

At ReachForce, we are doing a little lead scoring of our own. Instead of analyzing prospect behaviors, we are going directly to them and asking them to participate in a survey. By gathering qualifying information directly from the prospect, our customers are able to better target their messaging at these new prospects. By enabling them to get to the right buyers, in the right companies, with the right message, they are seeing increased marketing results and sales conversions.

Here are few tips we share with our customers when we’re building out a lead scoring survey.

Lead Scoring surveys can quickly:

1. Qualify a company as a user of a certain technology or application – This type of question is to confirm if a prospect organization uses something that either compliments or competes with the survey sponsor’s offering.
2. Find out respondent status: decision maker, a part of a decision making team or a secondary influencer – This type of question is useful when setting the stage for a sales call or marketing campaign so messaging can be made as relevant and personalized as possible.
3. Find out how well the top 2‐3 product or service “key values” are recognized by each respondent – A “key value” is something that makes an offering better, unique or uncommonly relevant to the prospect. This type of question is used to find out if they will “get” your value proposition, or if education or special messaging is required.
4. Measure how important key values are to each respondent – This follow up to Q3 is used to find out how important the respondent thinks the sponsor’s key values are. Combined scores to this set of questions are used to determine degree of interest and help make sales and marketing messaging relevant and personal when following up on the lead.
5. Determine budget – This type of question is used to pinpoint how much the respondents’ organization spends (and by implication would expect to spend next time) on offerings similar to what the sponsor sells. Paying close attention to scores that are too low help sales and marketing teams prioritize.
6. Confirm plan – This type of question helps find out when or how often the respondent is in the market for what the survey sponsor is selling. Questions like this can also be centered on finding trigger events (audits, budget planning, corporate initiatives) that create sales opportunity.
7. Establish time line or “window of sales opportunity” – By combining the responses to “Confirm plan” and this type of question, the result is normally a reliable indication of when the respondent’s organization will begin the buying cycle for what the survey sponsor is selling.

The lead score you end up with for each prospect should help you to determine if the prospect can be immediately handed off to sales or put into a marketing campaign for further nurturing.

Marketing’s number one job should be lead generation with measurable impact to top-line revenue, right? I bet that’s what most CEOs and Sales Executives would say. So why do other departments still think of us as the ones who order the t-shirts and go to cool events? And these are the nice comments made, ask a few sales guys what they think of marketing and I’m sure you’ll get a variety of not so nice answers.

According to the CMO Council, 38% of CMOs say that aligning and integrating sales and marketing is a top priority this year. But, only 30% have a clear process or program to make this priority a reality. I think the real question here is – why is it only a priority for 38%?

For Marketing to have a clear impact on revenue, they must be aligned with Sales. I believe there are three important factors for healthy Marketing and Sales alignment:

1. Marketing’s goals (and bonuses) are tied to the same goals as Sales – e.g. bookings and new customers acquired
2. Clear definition of a lead and when leads should be passed to Sales
3. A closed loop process that allows Sales teams to push leads not ready for Sales back to Marketing for ongoing nurture programs.

When Sales and Marketing share the same goals, they have to work together. Neither will be successful if they do not communicate openly and collaborate to reach their goals. The breakdown typically starts with the definition if a lead. With Sales constantly asking for more leads, it is no wonder that many Marketers are forced to get new contacts any way they can (website registrations, event attendees or just buying a list) and then just throw them over the wall to Sales. More is better, right? Not necessarily in this case. Instead, Marketers should warm all new contacts through an email, direct mail or webinar campaign to gauge their “sales readiness”. This enables Sales to focus on only the warm/hot leads while Marketing continues to educate those that aren’t ready to buy just yet. Through this process Marketing should also be able to weed out companies and contacts that are not a fit for the business allowing for more productivity and efficiency on your sales team.

The ideal scenario is to build a funnel together with Sales and define the stages of it and the specific hand-off point of a lead – a unified funnel is the ONLY approach to creating a win-win for the business.

Marketing Profs ran a great article yesterday by Russell Kern entitled “How to Solve Direct Marketing’s Five Biggest Problems” that struck a nerve with me as a B2B direct marketer. He writes “Salespeople love to receive a nice steady flow of leads that keeps them busy, but not too busy. When that’s not what you’re giving them, they tend to become, well, verbal. So what does Sales do? It cherry-picks the best leads, letting the surplus responses fall to the floor to rot. Within 45 days, they’re yelling for “fresh” leads.”

Wow, does that ever sum up the universal B2B Direct Marketer’s challenge! It’s either too many or too few. We can never win. ReachForce’s superbly targeted B2B Marketing Oh Crap day addressed this challenge brilliantly. I know we can all relate to the effect that the holidays has on our lead flow.

If you are struggling with too many leads or too few fresh/high quality leads, then Kern advises:

• One of the fastest and least expensive methods to improve your results is to eliminate poor targets and increase the number of look-alike suspects.
• Here is a simple exercise to perform when putting together a lead generation mailing: Have your data-processing vendor run a count, by title, of your mailing list. At the same time, run a count of your customer titles.
• Now, compare the results. How many of the titles in your suspect mailing list are not in your customer file? How many titles like “administrator,” “consultant,” and, yes, even “inmate” have somehow slipped into your mailing list—people who will respond for the sake of it, but never, ever buy your product?

Once you’ve taken the important step to better target your campaigns, you should also consider a great automated scoring and lead scoring and nurturing program as we wrote about in The B2B Lead and our ebook on the topic Funnelnomics. If you have some time to sit down and study up on database marketing fundamentals this holiday season, I encourage you to take a moment to download the book and put a few of the lessons into action in 2008.

You know you have to have metrics to show value in marketing programs but are you tracking the right metrics? Can you track value added to top line revenue? Check out this article from Customer Think about aligning sales and marketing metrics.

Submitted by Ron S. La Vine
President of Accelerated Sales Training, Inc.

DO match and mirror the speed, tone and volume of the other person’s voice.
DON’T speak in a monotone.

DO call for a specific reason such as to provide some information of value.
DON’T call just to check in.

DO go the prospect’s web site first to see if they fit your ideal prospect profile.
DON’T randomly send out expensive (your time, material costs and postage) literature.

DO tell the truth even if you do not have the answer to a question at that moment.
DON’T try to fake like you know the answer to a question you don’t.

DO ask for the business.
DON’T assume you have it until the paperwork is signed.

DO use good manners.
DON’T assume an air of familiarity.

DO speak clearly and slowly when leaving a message.
DON’T mumble your message.

DO leave your name, company name, area code and phone number twice in a row.
DON’T leave your name and phone number only once.

DO get the person’s name right before speaking with them or leaving a voice mail.
DON’T mispronounce their name.

DO use direct questions or statements such as “Maybe you can help me.”
DON’T use wishy-washy phrases such as “Might you possibly please tell me some information?”

DO write down an assistant’s name if they provide it to you.
DON’T ask for their name and put them on the defensive since they might think you are going to get them in trouble.

DO develop different forms of marketing materials such as a one page Key Benefits fax cover sheet.
DON’T rely solely upon printed literature.

DO leave a voice mail for of “What’s In It for Them” compelling benefits.
DON’T leave a voice mail to see “if they might be interested in what you have.”

DO listen to and concentrate on what’s being said.
DON’T let your mind wander.

DO identify all the buyers and influencers.
DON’T rely solely upon one person who may leave for another job.

DO be polite yet respectfully persistent.
DON’T give up after one or two calls.