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.

ReachForce customer, Linda Roach of PlanView, writes to The B2B Lead Blog with a few tips for transforming your B2B Marketing Organization from “the group that generates the leads” to a performance-driven demand generation organization.

1. Organize your staff around integrated Marketing programs. Each member should have responsibilities for managing integrated Marketing Programs. That means each team member works together to stretch beyond their tactical focus to orchestrate multi-touch, multi-media programs designed to deliver messages to the customer in the right way at the right time.
2. Shelve low-yield marketing techniques. As you reorganize your team around integrated marketing programs, all of a sudden your Marketing Program managers are no longer willing to accept 2 to 3 percent response rates. The more you target your audience, the better your response rates will be and the greater yield you can expect from Marketing programs. Funnel the budget that you’ve allocated for list rentals or email blasts toward a more cost-effective and targeted contact discovery campaign instead.
3. Integrate your communications with the Customer Buy Cycle. Are you communicating with customers and prospects at the right time with the right approach? Or, are you generating leads through a barrage of emails and handing them off to Sales? Marketers today must realize that some prospects that respond to programs are not always ready to talk to Sales. They may be in the Education phase and simply looking for resources. So, why waste the time of your valuable Sales resources and risk turning off your prospects with a premature Sales call? Make sure you are nurturing buyers with multi touch programs designed to programmatically usher them through the funnel.

Share your tips with readers of The B2B Lead Blog.

ReachForce is the worldwide provider of OnDemand Data Solutions for CRM – Driving Marketing initiatives and Sales effectiveness. ReachForce Solutions are designed to quickly highlight target market ‘sweet spots’ based on customer wins and sales funnel analysis as well as identify the right decision making unit based on their role in the organization, not just their title. By enabling marketing and sales teams to focus their demand generation efforts on the right role-based decision makers in the right target companies for their products or services, ReachForce data is increasing demand generation effectiveness and accelerating sales cycles. ReachForce customers have increased results by 20 to 30 times for every dollar spent on marketing and sales initiatives – maximizing the value of CRM investments.