pardot elevate 2012 - marketing vs. sales: can marketing automation help bridge the differences?
Post on 14-Sep-2014
440 Views
Preview:
DESCRIPTION
TRANSCRIPT
Sean Essex, Director of Marke3ng The TRACOM Group
Marke3ng vs. Sales: Can Marke3ng Automa3on Help Bridge the Differences
» TRACOM Case Study
a case study:Tracom… • 50+ year-‐old private company • Primary product is SOCIAL STYLE • 25 employees
b2b audience:HR • Manager/director/vp • 2.5K+ employees • Mul3-‐na3onals • Broad business ini3a3ves • Mul3ple points of differen3a3on
sales situation… • Sales VP plus 2 inside and 2 outside reps. • Salesforce.com is CRM • Pardot in place for 1 year • 25k contacts in Pardot
our goals • Iden3fy qualified organiza3ons • Expand sales with current customers • Iden3fy prospects with expressed need
Understanding the sales process • Get in their heads and their shoes • Talk to as many reps. as possible • CRM should give you a snapshot of sales
ac3vi3es. Use this data as a star3ng point
Training is not the answer
Small audience
Low people orientation
Majority of employees are pro/managerial
People intensive business – high touch
High growth - Rapid change/M&A history
Strategic initiatives in place e.g. Six Sigma
Known people problems/skill gaps – development needs
Business Problems or Needs
• Large pro/mgr staff • Pro-development • Complex orgs • High growth
TRACOM QuickPick
Training is not the answer
Small audience
Low people orientation
Majority of employees are pro/managerial
People intensive business – high touch
High growth - Rapid change/M&A history
Strategic initiatives in place e.g. Six Sigma
Known people problems/skill gaps – development needs
Business Problems or Needs
• Large pro/mgr staff • Pro-development • Complex orgs • High growth
Butt in seat approach – quantity over quality
Committed to e-learning
Training doesn’t work/soft skills don’t pay
Disciples of Style
Commitment to training e.g budget, corp U, etc.
Want a quality product
Value interpersonal skills – see payoff or want to measure
Attitudes and Beliefs
TRACOM QuickPick
Training is not the answer
Small audience
Low people orientation
Majority of employees are pro/managerial
People intensive business – high touch
High growth - Rapid change/M&A history
Strategic initiatives in place e.g. Six Sigma
Known people problems/skill gaps – development needs
Business Problems or Needs
• Large pro/mgr staff • Pro-development • Complex orgs • High growth
Butt in seat approach – quantity over quality
Committed to e-learning
Training doesn’t work/soft skills don’t pay
Disciples of Style
Commitment to training e.g budget, corp U, etc.
Want a quality product
Value interpersonal skills – see payoff or want to measure
Attitudes and Beliefs
Managerial changes/reorg.
Use vendors for training or content
Career paths in place w mandatory training Strategic initiatives in place e.g. Six Sigma Training programs in place w/ sufficient # of people
Attributes of the Business
Unable to get to decision-maker & get champion
Small audience size (< 500 mgr.)
No centralized budget
TRACOM QuickPick
Training is not the answer
Small audience
Low people orientation
Majority of employees are pro/managerial
People intensive business – high touch
High growth - Rapid change/M&A history
Strategic initiatives in place e.g. Six Sigma
Known people problems/skill gaps – development needs
Business Problems or Needs
• Large pro/mgr staff • Pro-development • Complex orgs • High growth
Butt in seat approach – quantity over quality
Committed to e-learning
Training doesn’t work/soft skills don’t pay
Disciples of Style
Commitment to training e.g budget, corp U, etc.
Want a quality product
Value interpersonal skills – see payoff or want to measure
Attitudes and Beliefs
Unable to get to decision-maker & get champion
Small audience size (< 500 mgr.)
No centralized budget
Managerial changes/reorg.
Use vendors for training or content
Career paths in place w mandatory training Strategic initiatives in place e.g. Six Sigma Training programs in place w/ sufficient # of people
Attributes of the Business
Close for Pilot TRACOM QuickPick
commitment to sales… • Use this to iden3fy opportuni3es for marke3ng automa3on
and for the key areas of building sales/marke3ng alignment • How can marke3ng help? • What should we do more of/less of? • What marke3ng programs have had greatest impact?
Pardot lead grade • Every prospect starts as C-‐ • Jigsaw provides base data and marke3ng or sales
can adjust grades
C-
Pardot lead score • Standard Pardot scoring with some adjustments
• Web sales • Product catalog download • Email content • Webinar involvement (e.g., plans for Emo3onal
Intelligence training)
lead nurturing Star3ng in Summer ‘12 prospects assigned to themes based on their behaviors
• Email preferences • Web clicks • PDF downloads • Search terms
tailored engagement • Phase 1 — Nurturing that reflects the person’s expressed/
implied interests and their stated frequency preference
• Phase 2 — Dynamic content and nurturing; social listening for sales opportuni3es
Paradot suggests • Sales ac3vi3es based on prospect grade and score
• 14-‐day running window
• Presented in Salesforce.com
• Sugges3ons on same dashboard as their scheduled tasks and new assignments
sales feedback Likes
• Ability to priori3ze outreach efforts • Quick heads-‐up to determine next steps • Salesforce.com integra3on • Opportunity to connect socially • Strong link to our own SOCIAL STYLE Model • Valuable account-‐level view
Wants • Incorporate all touches e.g. templates, videos,
social media • More templates • More tailored content • Leverage individual behavior across account
next steps • Fine tune the system • Incorporate social sites (Fliptop) • Expand for associates and interna3onal
123…
key learnings • Understand the exis3ng sales process • Get agreement regarding specific wins • Check-‐in during development • Get some sales champions commimed • Be flexible • Measure and finetune • Give them credit
top related