How to Engage, Nurture and Close More Prospects with Full-Funnel Marketing

Matt HeinzPresident, Heinz Marketing@heinzmarketing matt@heinzmarketing.com

2

AgendaFull Funnel Marketing Overview

10:15 –

11:00

Introduction to Full Funnel Marketing Tools: Pipeline Development funnel model Target account definition & criteria/characteristics Persona & buying journey matrix Lead & opportunity matrix Sales development overview

11:00 –

11:45

Instructions for working lunch11:45

– 12:00

Lunch Break 12:00

– 12:30

Working lunch Select 1-2 of above tools to develop

12:30 –

1:30

Review docs in pairsPresent to each other, provide feedback/recommendations

1:00 –

1:30

Tool presentations Participants present overview of draft tools Get feedback from Matt & the group

1:30 –

2:30

Wrap up and next steps Recommendation for completion back @ the office Availability from Matt to review, provide feedback further

2:30 –

2:45

3

Housekeeping

Copy of this deck

Offers for you Full Funnel Marketing – the BOOK Modern Marketer’s Field Guide Matt’s award-winning* smoked bacon recipe

Send me an email (matt@heinzmarketing.com) noting what you want

4

I am serious about bacon

5

Five keys to full-funnel marketing

Do the math (quantify what success looks like)1

Create a clear customer profile2

Map the sales and buying process3

Embrace revenue responsibility4

How will you measure it?5

6

Calculating what you needAssumptionsMeaghan ASP $65,000 Jennifer ASP $75,000 John ASP $80,000 Opp/Close % 25.0%Lead/Opp % 5.0%

Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16Meaghan Sales # 1 1 2 3 2 4Jennifer Sales # 1 2 2 2 2 2John Sales # 1 1 1 1 2 1Total Sales # 2 3 4 5 4 7Meaghan Sales $ $65,000 $65,000 $130,000 $195,000 $130,000 $260,000 Jennifer Sales $ $75,000 $150,000 $150,000 $150,000 $150,000 $150,000 John Sales $ $75,000 $75,000 $75,000 $75,000 $150,000 $75,000 Total Sales $ $215,000 $290,000 $355,000 $420,000 $430,000 $485,000 Meaghan Pipeline # 4 4 8 12 8 16Jennifer Pipeline # 4 8 8 8 8 8John Pipeline # 4 4 4 4 8 4Total Pipeline # 12 16 20 24 24 28Meaghan Pipeline $ $260,000 $260,000 $520,000 $780,000 $520,000 $1,040,000 Jennifer Pipeline $ $300,000 $600,000 $600,000 $600,000 $600,000 $600,000 John Pipeline $ $300,000 $300,000 $300,000 $300,000 $600,000 $300,000 Total Pipeline $ $860,000 $1,160,000 $1,420,000 $1,680,000 $1,720,000 $1,940,000 Meaghan Leads 80 80 160 240 160 320Jennifer Leads 80 160 160 160 160 160John Leads 80 80 80 80 160 80Total Leads 240 320 400 480 480 560

7

Enumerating needs by roleAudience Drivers Pain Points Value Propositions (bullet points) Key Messages

Vertical #1

CEO

IT/CIO

CFO

CMO

Audience Drivers Pain Points Value Propositions (bullet points) Key Messages

Vertical #2

CEO

88

One slide to rule them all

9

Defining & developing trust

Trust

(Relationships + Content)

Reputation

10

Only two sales stages matter

1111

Only two sales stages matter

12

The buyer’s journey

Loosening of the status quo

Committing to change

Exploring possible solutions

Committing to a solution

Justifying the decision

Making the selection

BUYER’S JOURNEY

DISCOVERY CONSIDERATION DECISION

13

Leads & OpportunitiesStage Definition Sales Next Step(s) Marketing Next Step(s)

Leads

Open/Not Attempted New lead, has not been attempted or contacted by sales Begin follow-up to get on the phone live to qualify as opportunity

Provide scripts and response offers as needed to increase call-backs

Attempting to Contact Sales has begun the process of following the lead follow-up process to reach the prospect live

Continue follow-up attempts via phone, email, "zero out" to reach prospect live

Provide scripts and response offers as needed to increase call-backs

InterestedProspect has expressed interest in ABC Company and/or achieving better results, and is interested in learning more; full qualification criteria intent/purchase timeline still unknown

Once prospect has been qualified, either move into a "Qualified" opportunity or move to Nurture (if timeline is long-term or undetermined)

Provide collateral, case studies and other information as needed to help prospect determine sales intent

NurtureProspect is interested, but there is no near-term opportunity to buy (prospect may have other immediate priorities, or may just need more time to consider interest/intent)

no action Drip marketing to prospect 1-2 times per month with value-added offers, until they're ready to engage in a short-term buying cycle again

UnresponsiveHaven't been able to get ahold of prospect after repeated attempts

no action Drip marketing to prospect 1-2 times per month with value-added offers, until they're ready to engage in a short-term buying cycle again

No Further Action Lead is not a qualified prospect no action no action

Opportunities

QualifiedProspect has a need & budget, and is actively evaluating solutions

Get demo commitment, plan next steps and timeline to buy (or at least make decision) with prospect

Provide additional support tools as needed (case studies, etc.) to help accelerate prospect interest and buying cycle

Presentation & DemoDemo has been scheduled or completed; working through objections & questions

Get permission to present formal proposal Provide additional support tools as needed (case studies, etc.) to help accelerate prospect interest and buying cycle

Proposal Formal proposal is in process or has been delivered outlining terms, services, fees

Get verbal commitment to buy pending finalization of terms

no action

Negotiation Prospect has verbally agreed to do business; both sides are working through final legal/term/service/fee details

Sign, seal and return baby! no action

Close Agreement has been signed and returned victory lap no action

Closed LostOpportunity has stalled indefinitely or is dead no action Drip marketing to prospect 1-2 times per month with

value-added offers, until they're ready to engage in a short-term buying cycle again

14

A direct line to revenue growth

Highly Moderately minimally ineffective None0%

20%

40%

60%

80%

100%

80%

68%

56%

44%36%

5 ACHIEVING Revenue Goals by Degree of Integration Between Key Sales & Marketing Systems

15

People & problems, not products

Marketing plan in 5 questions

16

What/who are your targets? Direct & indirect users, influencers Address entire buyer ecosystem

1

What do they care about? What outcome are they seeking?2

Where do you find them?3

What or who influences them?4

How do they want to engage and (eventually) buy?5

1717

What do your customers care about?

18

The buyer progression

SolutionProblem/Pain

Objective/Outcome

1919

How to develop a “strategic plan”

20

Creating Traction

2121

A Culture of Failure

2222

Competing against your future self

23

Questions your CEO should be askingShow me your model1

What problem are you solving and for whom?2

Who is your target customer and why?3

What is your sales process?4

Who is selling for you and how are you measuring & managing them?5

How are you going to generate leads?6

How are you going to decrease acquisition costs over time?7

24

Seven traits of outstanding full-funnel marketing professionals

2525

1

Revenue Responsibility

26

Revenue responsibility in practice

Quick sales vs. lifetime value

Good sales vs. bad sales Expensive customers, higher churn likelihood

Can you buy a beer with it?

Business vs. commission check mindset

2727

2

Focus

28

Attributes of a focused marketerDaily plan

Evening evaluation & recalibration

Minimized distractions

Effective triage

Distraction management (internally & externally)

29

3

Customer Centric

3030

This doesn’t write checks!

3131

They did it.

4

Personal accountability

32

Accountability means…Transparency

Constructive criticism & improvement

Macro & micro calibrations

Proactive adjustments

Daily discipline

3333

5

Technology competence

34

Is your tech helping or hurting?

What problem does it solve?

What does it automate or accelerate?

What is your system or process?

Can it scale beyond you?

3535Key #1: Start with the problem & outcome

3636

Is the tail wagging the dog?

37Key #2: Align to Impact & ROI

38Key #3: Establish requirements up front

39Key #4: Work with IT

40Key #5: Integrate with existing systems & processes

41

ACT

DECODE ORIENT

OBSERVE

Key #6: Practice the OODA Loop

42BONUS #7: Quarterly Reviews

43BONUS #8: Be deliberate

44

5

Agile mentality

45

What is your tolerance for chaos?

Speed and focus amidst change

Quick recalibration & new game plan development

The power of humility

46

Empathy

47

What empathy means…For your peers

For your sales organization

For other departments

For your customers

What is important to THEM?

48

Five recommendationsKnow your customer better

Focus on building consensus internally

Prioritize early buyer stages

Establish key metric baselines & goals

Develop systems, processes & habits to execute consistently

49

Housekeeping Copy of this deck

Offers for you Modern Marketer’s Field Guide Full Funnel Marketing the BOOK Matt’s award-winning* smoked

bacon recipe

Send me an email (matt@heinzmarketing.com)noting what you want

Thank you!Matt HeinzPresident, Heinz Marketing@heinzmarketingmatt@heinzmarketing.com