effective sales lead generation (forte consultancy group)

Viewpoint

Boosting Sales with Lead Generation

Approach & Best PracticesDecember, 2008

© 2008 Forte Consultancy Group. All Rights Protected and Reserved. 2Forte Consultancy Group

Forte considers five key external sources effective in quickly creating sales opportunities…

Sales Pipeline

Business Partners

Lists

Channel Partners

Independent Agents

Persons with influence on or access to prospects(E.g. Retired telecoms

dealers, Entrepreneurs)

Existing Customers

Customers which are satisfied and influential(E.g. Customers in ICT or

with large network)

Companies with relevant sales & service team(E.g. PC resellers, IT

technical service providers)

Companies with relevant customer portfolio

(E.g. Commercial banks, Real estate developers)

Internal and external lists of non-customers

(E.g. Importer/exporter lists, Industry specific lists)


Forte considers five key external sources effective in quickly creating sales opportunities…

Sales Pipeline

Business Partners

Create synergies for sales…

Lists

Build basis for cold calls…

Channel Partners

Build win-win

scenarios…

Independent Agents

Use as low-cost mass channel…

Existing Customers

Capitalize on

referrals…


…for which the initial focus would be creation of alternative sources, after which growth opportunities would lie ahead with the correct actions

Create

Facilitate

Motivate

Cooperate

Accelerate

Evaluate

Winning Partnerships

Identify alternative sources and selectively acquire

Facilitate easy and effective means of interactions with acquired sources

Motivate continuous referrals and sales by recognizing and rewarding high performing partners

Cooperate with the partners, growing their business, through training and value added support

Provide continuous feedback to partners for improvement, and keep channels of communication open

Continuity in lead generation through these sources requires continuity in relations with them…

Potential Partnerships

Customers, Independent Agents, Channel Partners, Business Partners, Lists


Creating additional leads with short term and long term initiatives is a cyclical process, which requires a good understanding of the customers, competitive environment and potential partners

Need ApproachImpact

Learn About the Customers, Competition and Partners

Rapid Increase in Sales with Accelerated Actions

Continuous Increase in Sales with Structured

Actions

Generate Information

Build Strategic Initiatives

Take Action

Diagnose Opportunities

LearnInstant Impact

Market Share Annual Sales

Customer Portfolio Value

Number of Customers

Number of Leads


Interpretation of the voice of the market, the business, the customer and the employee provides answers to key questions in lead generation process

Voice of the Employee

Voice of the Business

Voice of the Market

Voice of the Customer

Which prospect groups are more important strategically?What are the business priorities to keep in mind in partner creation?What would be the success criteria and targets for such activities?

Who would prospect customers listen to for referrals and sales?Which customers are most likely to refer high potential prospects?Which benefits would the referrer and referred parties expect?

Would sales team see these new sources as competition to their role?How would sales teams prefer to receive new leads?What would channel and business partners expect?

How do competitors create leads for sales?Who partners and works with whom in the market?What are the market potential and trends?

Illustrative


Product, customer and channel priorities forms the basis for lead generation process, defining the targets and objectives

Product Priorities

Customer Priorities

Channel Priorities

Increase point-to-point data revenues

Increase long-distance market share

Leverage ATM infrastructure

Leverage growth in real estate sector

Increase SME market share

Increase presence in retail sector

Increase indirect channel use

Increase existence across cities

Establish strong partnerships

Illustrative

Voice of the Business


Potential by location and customer segment needs to be analyzed in order to develop the most effective and focused lead generation strategies for defined targets

38848

42116

43854

49137

56185

68495

78278

121470

133652

351053

MANİSA

BALIKESİR

MERSİN

ADANA

KONYA

ANTALYA

BURSA

İZMİR

ANKARA

İSTANBUL

Commercial Entities in Top 10 Cities

34%

49%

37%

16%

33%

33%

7%

9%

5%

5%

7%

10%

55%

50%

52%

59%

47%

46%

9%

6%

8%

9%

15%

19%

27%

14%

26%

40%

36%

33%

Manufacturing

Construction

Trade

Tourism

Transport. & comm.

Real estate

Dial UpISDN<2 MB/sec DSL>=2 MB/sec DSLOther BB

Internet Type by Industries

Comparison of market size by location and customer segment (e.g. industry, size) would reveal untapped potential

for additional sales…

Voice of the Market

Sample


For high priority prospect segments, analysis should reveal expectations during sales cycle and potential partnership and referral opportunities

Customer Category

Retail Chain Stores

Sales Expectations

Potential Sales Partners Referral Likelihood

7.7

7.6

3.4

4.5

7.8

8.5

Technical Service Providers

Other Retail Chains

Product Suppliers

Real Estate Developers

Systems Integrators

POS System Resellers

We would consider referrals from… We would give referrals if we…

8.8

7.8

5.6

7.6

Are Happy with Products

Receive Exceptional Service

Receive Other Benefits

Receive Monetary Benefits

In sales, we would look for…9.1 6.7

4.58.9 7.8

References GoodImpression

SalesPromotions

ProductInformation

Discounts

Voice of the Customer

Illustrative


Potential partners should be also analyzed, in terms of their potential value add for sales, as well as their expectations from partnership

Partner Category

High Performance

Server Resellers

Partner Potential

Partner Expectations

5.5

6.5

7.6

7.8

3.4

4.4

8.5

Technology Support

Operational Support

Marketing Support

Sales Support

Planning Support

Extra Benefits

Monetary Benefits

7.8

8.9

7.7

8.8

8.7

6.7

Approved Partner Branding

Marketing Training

Advertising and Promotions

Product Training

Prospect Information Sharing

Partner Marketing Conferences

Target Segment Fit

Service Offering Fit

Size of Operations

Number of Candidates Eagerness to Partner

High

High

Medium

LimitedHigh

4.1 / 5.0

Overall Potential

Voice of the Employee

Illustrative


Outcome of these activities should build the basis for lead generation strategy map

Retail Chain Stores

Sales

Internet

PartnersSegment

Cold Referral

Cold Referral

Cold Referral

Warm Referral

Warm Referral

Warm Referral

Warm Referral

Lead generation strategy map defines which for products are leads generated from which segment and by whom…

Illustrative

Prod

ucts VPN

Data Center

Long Distance

Pos System Resellers

Systems Integrators

Technical Service

Providers

Other Retail Chains


Customer referral programs are effective means for accelerating sales for companies with a basis of loyal customers

Sales Pipeline

Existing Customers

Capitalize on

referrals…

Business Partners


Lists


Channel Partners

Build win-win

scenarios…

Independent Agents


Pro-activelyinvolve loyal customers

Leverage value chains

& networks of referrers

Create benefits for

both referred and referrer

Care for the experience of

all involved parties

Incorporate referrals into

customer value

Key Principles

© 2008 Forte Consultancy Group. All Rights Protected and Reserved. 13

Sample Case

Forte Consultancy Group 13

USA

AT&T provides rewards ranging between $50 and $250 for referrals, based on sales value, presented with a Visa Prepaid Card.

Rewards for referrals are commonly based

on sales volume to referred parties, and delivered in various

forms…

Existing CustomersCase: Friends & Colleagues Small Business Referral Program

Reward mechanism is one of the key success factors of any referral program, balancing attractiveness/volume vs. cost of sales


Sample Case

Forte Consultancy Group

Providing benefits for the referred party as well provides additional motivation and justification for cause for referrers

Existing CustomersCase: Win-Win Referral Program

Turkey

TTNet Refer & Win program provides 5 YTL discount on bills for both the referred and referrer.

Providing benefits to both parties create a

‘favor’ affect to referral programs…


Sample Case


Conditions for eligibility and customer privacy should be effectively managed to avoid potential dissatisfaction of referrers

Existing CustomersCase: Conditions & Customer Privacy

USA

TW Telecom (Time Warner) provides benefits for sales with 12 month commitment only, and lets referrers to choose whether

his/her name is made known to referred party.

Using referrer name can increase likelihood of acceptance, on the

other hand, it can decrease number of referrals submitted…


Independent agents can prove to be an efficient sales force, with limited investment needs and quick growth opportunity

Sales Pipeline

Existing Customers

Capitalize on

referrals…

Business Partners


Lists


Channel Partners

Build win-win

scenarios…

Independent Agents


Provide limited

authority & limit liability

Avoid conflicts

with existing sales teams

Reward loyalty and

growth

Motivate policy and

quality alignment

Turn high performers

into channel partners

Key Principles


Sample Case


Warm referrals provide faster means for sales, compared to cold calls, but require more talented independent agents

Independent AgentsCase: Warm Referral Program

USA

Qwest referral program targets independent agents, as a source of warm referrals, and with a sales conversion rate target.

Focusing on warm referrals can create a more efficient sales

pipeline…


Sample Case


Mass communication and motivation tools and channels are required for increasing performance of agents

Sky provides accounts to its retail agents for accessing portal for their customer operations.

Web based portals are effective means for agent support and

referral submissions…

UK

Independent AgentsCase: Agent Interactive Portal


Channel partners with complementary service offerings which serve priority segment prospects can rapidly expand accessible customer base

Sales Pipeline

Existing Customers

Capitalize on

referrals…

Business Partners


Lists


Independent Agents


Channel Partners

Build win-win

scenarios…

Ensure policy and qualityalignment

Create business value in addition

to cash

Target partners serving priority

segments

Key Principles

Gain exclusive rights when

possible

Leverage complementing

products & services

Invest in lasting relationships

Key Principles


Sample Case


Partnerships with telecommunications decision influencers and complementary service and product providers can have substantial impact on sales

CA has partnerships with various computer technical service providers, such as Geeks on Call, whose technicians receive

rewards for CA product sales, and receive additional support.

Similar partnerships are applicable for

additional companies, such as:

•PC makers•PC & technology resellers•Real estate developers•Transporter companies•PBX makers…

USA

Channel PartnersCase: Computer Technician Partnership Program


Sample Case


Effective channel partnerships require business and tool support to partners, creating improvements for both parties

USA

Channel PartnerCase: Authorized Partner Support

Sprint provides marketing and training support as well as onlinetools for its authorized partners.

Training and support to sales partners not only directly affect sales, but also add

extra value for these partners, increasing

their loyalty…


Sample Case


Low-cost channels, such as web can be utilized for training and support of partners in mass numbers

USA

Channel PartnersCase: Preferred Sales Training Program

Intel provides web based facilities to its resellers for 24x7 training and face-to-face courses for more detailed training in both

technical and sales skills

Web channel is especially relevant for

technology companies’ partners,

such as telecom operators’…


Sample Case


Commission-based programs are effective in creating partnerships, yet extrarewards and recognition are necessary for long-term relations and loyalty

USA

Channel PartnersCase: Preferred Partner Rewards Program

Toshiba provides rewards ranging from jewelry to vacations to its top performing partners.

Recognizing and rewarding channel

partners, in addition to providing

commissions, increases motivation

and loyalty…


Sample Case


Differentiation of partners, by their value add to the company, and customized treatments also increase return on investments into partnerships

USA

Channel PartnersCase: Tiered Partner Certification Program

Cisco Systems classifies its partners and certifies them, with custom support levels for each.

Segmentation is commonly applied for customers, yet, is also

a powerful tool in partner relationship

management…


Business partnership with non-competing companies for customer acquisition, creating synergies in value offerings can create opportunities for both parties

Sales Pipeline

Existing Customers

Capitalize on

referrals…

Lists


Channel Partners

Build win-win

scenarios…

Independent Agents


Business Partners


Care for brand

alignment

Gain exclusive

rights when possible

Target partners serving priority

segments

Leverage complement-ing products

& services

Give some, take some

Key Principles


Sample Case


Bundling of business solutions to priority prospect segments is one of the effective ways in building business partnerships

Business PartnersCase: Start-up Package Partnership with Bank

Malta

HSBC partners with IT & T to provide a complete start-up package to new businesses, bundling banking, telecommunications and

consulting services.

Start-up and sector-specific bundles can

be created in partnership with

banks, which are also after similar prospects…


Lists are also effective means, in case targeted group lists are accessible, or mass marketing actions are taken

Sales Pipeline

Existing Customers

Capitalize on

referrals…

Business Partners


Channel Partners

Build win-win

scenarios…

Independent Agents


Lists


Unify lists to avoid multi-pitches to one group

Balance quality vs. quantity of

data

Customize approach by

value of prospect

Utilize both direct and

indirectchannels

Avoid spamming

using targeted lists

Key Principles


List usage should be complemented with prospect potential and needs prediction, in order to target the right prospects through right means and with the right messages

External List Usage

Illustrative

Lists are acquired by segment and company size.

Prospects are solicited via different channels based on

potential and needs.

Potential value and needs of prospects

are assessed.

Certificate Directories

3rd Party Companies

Industry Directories

Stock Market Listing

Trade Directories

Business Directories

Business Rankings

List Sources


Internal data can be also used to identify prospects for sales, through analysis of relations between companies

Internal List Usage

Illustrative

Companies which are called by existing customers frequently are identified through

data analysis.

Prospects are solicited via different channels based on

potential and needs.

Potential value and needs of prospects

are assessed.

Forte Consultancy Group | Istanbul Office

Dereboyu Sok. Sun Plaza Kat:13 Maslak, Istanbul - Turkey

@ [email protected]

+90 212 366 02 66

The information contained in this document, much of which is confidential to Forte Consultancy Group, is for the sole use of the intended recipients. No part of this document may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Forte Consultancy Group.

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