pardot elevate 2012 - marketing vs. sales: can marketing automation help bridge the differences?
Post on 14-Sep-2014
440 views
DESCRIPTION
Marketing wonders why the sales department isn’t closing more deals with all the great leads they’ve generated. Sales wonders what fantasy world marketing operates in when the latest “hot lead” simply clicked a link for a chance to win an iPad. Review this case study of how The TRACOM Group used Pardot and Salesforce.com to successfully align marketing and sales efforts. It will cover understanding your sales process and marketing’s role, identifying the buying indicators of individuals and organizations, and more!TRANSCRIPT
Sean Essex, Director of Marke3ng The TRACOM Group
Marke3ng vs. Sales: Can Marke3ng Automa3on Help Bridge the Differences
» TRACOM Case Study
a quick question…
about this session…
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
marke3ng mix…
our goals • Iden3fy qualified organiza3ons • Expand sales with current customers • Iden3fy prospects with expressed need
the challenges… • Too vast a universe • Email unreliable • Ge\ng to decision makers
tech tools
the answer • Sales-‐driven marke3ng automa3on
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
strategic selling
• 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
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?
defining customers Three Pardot Profiles
Direct North America Interna3onal Resellers
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
enhanced email • Set preferences based on topics • And preferred frequency
@
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
your questions…
Sean Essex, Director of Marke3ng The TRACOM Group
Thank You!