Jürgen Stephan

on December 15, 2009

category: lead generation

Executive Director, New Business Development

Are you feeling lucky for 2010? Well, are you?

2009 has been a rather depressing year for many marketers. Staff has been cut (maybe yourself, too), budgets have dwindled; what was true yesterday isn’t anymore; and nobody could really give you a straight answer about the prospects. Social media – while highly touted in the media and in hallway conversations – can’t be the answer for everything.

Time to change that: 2010 will be a year of growth and departure. Are you with me?

We’ve been planning an aggressive marketing campaign to our top four vertical markets. Can’t tell you much more about that or I’d have to shoot you.

Our marketing and creative teams have come up with some awesome concepts, very targeted and relevant in content. We will deliver them early in Q1 in a multi-step approach that will prime a year of recovery. Maybe you’ll be even one of the recipients.

Those of us who used 2009 for testing different marketing channels – e-mail, mobile, social – will reap the rewards in the new year. Despite sluggishness in decision-making and shifting targets, I’ve personally been involved in a flood of new business conversations with marketers looking for new resources, significant program improvements and marketing-ROI savvy partners.

So 2010, bring it on!


 

Comments:


12/15/2009 at 1:17 p.m.
I am feeling lucky- Spread the good news
Its funny how people are naturally conditioned to spread bad news faster than the good.. We all need to remember not to get sucked into the daily contagious doom and gloom negativity of economic hard times and look forward to great things to come and be proud we made it through a challenging year that made us all stronger.. We all should feel lucky!!
>>Laura Madel-Hacker Group, Seattle WA
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Jürgen Stephan

on January 16, 2009

category: lead generation

Executive Director, New Business Development

Have you achieved your 2009 sales goals?

It’s a little early to start talking about year-end goals, isn’t it?

For marketers with long sales cycles, however, the year could be considered half over. My team has very likely teed up all the sales we can expect to sign by the end of first quarter. It’s possible a few deals could come in over the transom and surprise us, but most of the signatures we’ll read on new contracts this quarter we already know.

Our marketing plans for the year are, if not set in stone, well thought-through -- and some are already being executed. That’s so that we’ll have leads in the pipeline in Q2 and Q3. And those leads are the only way we’ll meet our sales goals by the end of the year.

Hurry. The end of the year is sneaking up on you.


 

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Jürgen Stephan

on July 15, 2008

category: lead generation

Executive Director, New Business Development

Is less really more in lead generation?

Over the years, I have had many discussions about quality vs. quantity in lead generation. 

Sometimes a prospect will say, "I want fewer, better leads."  Another prospective client will say, "More, more, more!  I need more leads!"

As an agency, we focus on cost per lead in our client work.  Part of the reason is that marketers have much more control over this metric than we have on the cost per sale, tied to longer sales cycle.  Once leads are handed to the sales team, anything can happen -- and, often, does.  That’s why this is typically the metric our client (i.e., the marketing team) is held to.

But we prefer the cost per sale metric -- because that’s really the heart of the matter, isn’t it?

Even if the marketing team loses control of what happens after leads are passed on, they can control the kind of leads they give to sales.  An appealing, though unrelated, offer may get a lot of relatively unqualified leads.  A broader list pull may do the same.  

Some sales teams are happy to work leads that aren’t quite ready to buy yet.  Some sales teams disregard leads that won’t close by the end of the month or quarter. As marketers, we are in the position to dial up the lead quality when the sales team needs fewer, better leads.

If sales and marketing are to be aligned, the marketing team has to have clear direction and agreement -- and deal with it.

Cost per lead is only a proxy. The full picture is in the cost per sale.  And often more is more.


 

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Joe Ellis

on February 20, 2008

category: lead generation

Business Development Director

The subway virtuoso.

He stood in the midst of the very busy L'Enfant Plaza station of the Washington, D.C. Metrorail system. Dressed in jeans and a T-shirt with a Washington Nationals baseball cap on his head, he played his violin for nearly an hour. His empty instrument case lay open on the floor silently begging donations from those who passed by.

The location was chosen carefully, targeting the government workers, financial forecasters, policy analysts, and other professionals who pass through the station every work day. Mostly an above-average income crowd, they are often thought to enjoy classical music brilliantly played.

And he masterfully played some of the world's greatest classical music. His repertoire –some of the most difficult-to-master pieces — flowed from a priceless violin handcrafted by Antonio Stradivari in 1713. Clearly this was no ordinary street musician. This was Joshua Bell, the world-renowned violinist who regularly thrills and captivates audiences around the world.

Just three days earlier Bell had played to a packed house at the Boston Symphony Hall where most paid over $100 per ticket. Two weeks later he performed before a North Bethesda, MD standing-room-only crowd that was in awe and hushed silence, bedazzled by the deft blending of sound and movement.

Yet during this unceremonious concert performed in the rail system of D.C., he and his music were barely noticed.

An experiment conducted by The Washington Post wanted to know how many passersby would recognize beauty and genius and stop to acknowledge it. So, here was Bell, "one of the finest classical musicians in the world, playing some of the most elegant music ever written on one of the most valuable violins ever made," wrote staff writer Gene Weingarten, but few recognized their encounter with musical greatness.

Of nearly a thousand people who walked by Bell, only seven paused for at least a minute to listen to his masterful presentation. Only 27 individuals showed their brief appreciation by dropping money in his violin case. A total of $32 and some change for a man whose talents can command $1,000 a minute.

Many of the commuters would undoubtedly have recognized Bell had they taken a few seconds to actually look his way. But, only one out of the crowd of a thousand recognized the world renowned virtuoso. She described it as "the most astonishing thing I've ever seen. Joshua Bell was standing there playing at rush hour and people were not stopping, not even looking".

The L'Enfant Plaza commuters did not recognize Bell because they were not seeking or paying attention. They were too busy going through the motions, head down, hell-bent on a timely execution of their daily travel ritual. As a result they missed what could have been the most memorable moment in a lifetime of commuting.

Like those commuters, many of us become so caught up in what we are doing in our own little world that we fail to recognize multiple opportunities that may pass us by. Schedules are tight; workloads full. Budgets are constantly reduced, but performance expectations remain high. We feel we must pay strict attention to what we are doing. We can't afford to be "distracted" — or can we?

The old saw, "If you keep doing what you're doing, you'll get more of what you've got" may speak volumes here. As professionals we can become so entrenched in the processes, structures and routines of our current situation that we don't even notice that better opportunities may be available.

Maybe we should look for those positive "interruptions" more often. I'll just bet most of us are passing up some "encounters with greatness" because were busily on our way down the all-too-familiar road of the "same 'ol, same 'ol."

Who knows what we might see if we took just a moment to look in a different direction. Trust me: There is always a "Joshua Bell" in your pathway vying for your attention. Look. Listen. It might be just what you are looking for.
 

Comments:


2/20/2008 at 9:25 p.m.
The Joshua Bell of BDM
Perhaps, Mr. Ellis, you are the Joshua Bell of blogging. And therefore, I just had my positive "distraction" from the everyday grind of proofreading by reading this well-written piece. Thanks for the encounter with greatness (time will tell, my friend. Time will tell).
>>PJ, Bellevue WA
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Spyro Kourtis

on October 31, 2007

category: lead generation

President and CEO

Walking away from lead generation.

Most of us tend to be either risk-takers or risk-avoiders. I see it in business all the time. In marketing, the risk-avoiders give me some version of "if it ain't broke, don't fix it." They run the same campaign over and over until it's run into the ground.

On the other team are those who always look for the breakthrough idea that will bring them fame and glory. If it's been done before, they don't want to see it. They're easily bored and assume their customers are just like them.

It's easy to poke fun. But we see both of these traits out there in the world because both approaches can be wildly successful. The trick is knowing when to use each.

Most of us will continue to use our preferred behavior pattern when we create our marketing plans. We may throw good money after bad, still hoping that the results will change. The reason we do so is that our selling systems seldom break. Instead they very slowly grind to a halt. Rarely do we reverse this trend by going with the same-old same-old.

What should you do if you find your lead generation programs producing fewer qualified results? If you've been tweaking your marketing here and there and nothing makes a big impact, maybe you need to walk away from lead generation entirely.

It sounds crazy. But it just might work.
 

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Joe Ellis

on September 27, 2007

category: lead generation

Business Development Director

Gotta love the leads

In my experience, nothing causes marketers more sleepless nights than running a campaign that the sales team hates. You’d almost rather get no response at all than listen to unhappy sales executives complain about lead quality day after day.

If that’s your fear, I have an idea for you. Consider holding back leads from your sales team. Not all of them, of course! Just the ones that will cause the furrowed brows and shaking heads.

I’m talking about investing in a lead qualification system. It doesn’t have to be fancy . . . just accurate. It could be handled with a few (very few!) questions in a web response capture page – or with outbound telemarketing. You create rules for lead quality. Then you can pass on only the leads that are ready to buy. I know one marketing director who doesn’t even tell the sales team where the leads have come from.

I have another idea for the remaining leads: You’ve got to love them! After all, they showed an interest in what you have to offer. The only problem is that something’s keeping them from buying right now. Maybe the timing is off, the price seems out of their budget or they’re just not ready to engage.

Show them you love them with a lead nurture program. Talk to them. Educate them. Engage them in a dialog. But don’t make too much work for yourself. Use mail and email. Get a telemarketing service to do a little survey for you.

I’m not saying it’s easy. It’s work. But it’s all under the control of the marketing department, so you have the opportunity to make a success out of any campaign, even one the sales team hates.
 

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