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How to engage, nurture and close more prospects with Full Funnel Marketing
This document outlines an agenda and presentation for a full-funnel marketing workshop. The presentation will cover an overview of full-funnel marketing, introduce various tools like persona matrices and sales process maps, and provide instructions for participants to develop 1-2 of the tools. Participants will then present their draft tools, get feedback, and discuss next steps. The presentation emphasizes quantifying goals, understanding customers, mapping the sales process, having revenue responsibility, and measuring results.
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How to engage, nurture and close more prospects with Full Funnel Marketing
- 1. How to Engage,Nurture and Close More Prospects with Full-Funnel Marketing Matt Heinz President, Heinz Marketing @heinzmarketing [email protected]
- 2. Agenda 2 Full Funnel MarketingOverview 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 lunch 11:45 – 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 pairs Present 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 3 Copy of thisdeck Offers for you Full Funnel Marketing – the BOOK Modern Marketer’s Field Guide Matt’s award-winning* smoked bacon recipe Send me an email ([email protected]) noting what you want
- 4. I am seriousabout bacon 4
- 5. Five keys tofull-funnel marketing 5 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 youneed 6 Assumptions Meaghan 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-16 Meaghan Sales # 1 1 2 3 2 4 Jennifer Sales # 1 2 2 2 2 2 John Sales # 1 1 1 1 2 1 Total Sales # 2 3 4 5 4 7 Meaghan 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 16 Jennifer Pipeline # 4 8 8 8 8 8 John Pipeline # 4 4 4 4 8 4 Total Pipeline # 12 16 20 24 24 28 Meaghan 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 80 160 240 160 320 Jennifer Leads 80 160 160 160 160 160 John Leads 80 80 80 80 160 80 Total Leads 240 320 400 480 480 560
- 7. Enumerating needs byrole 7 Audience 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
- 8. 8 8 One slide to rulethem all
- 9. Defining & developingtrust 9 Trust (Relationships + Content) Reputation
- 10. 10 Only two salesstages matter
- 11. 11 11 Only two salesstages matter
- 12. The buyer’s journey 12 Looseningof 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 & Opportunities 13 StageDefinition 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 Interested Prospect 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 Nurture Prospect 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 Unresponsive Haven'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 Qualified Prospect 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 & Demo Demo 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 Lost Opportunity 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 lineto revenue growth 14 80% 68% 56% 44% 36% 0% 20% 40% 60% 80% 100% Highly Moderately minimally ineffective None 5 ACHIEVING Revenue Goals by Degree of Integration Between Key Sales & Marketing Systems
- 15. 15 People & problems,not products
- 16. Marketing plan in5 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
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- 19. 19 19 How to developa “strategic plan”
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- 23. Questions your CEOshould be asking Show 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 23
- 24. 24 Seven traits ofoutstanding full-funnel marketing professionals
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- 26. Revenue responsibility inpractice 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 26
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- 28. Attributes of afocused marketer Daily plan Evening evaluation & recalibration Minimized distractions Effective triage Distraction management (internally & externally) 28
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- 30. 30 30 This doesn’t writechecks!
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- 32. Accountability means… Transparency Constructive criticism& improvement Macro & micro calibrations Proactive adjustments Daily discipline 32
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- 34. Is your techhelping or hurting? What problem does it solve? What does it automate or accelerate? What is your system or process? Can it scale beyond you? 34
- 35. 35 35 Key #1: Startwith the problem & outcome
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- 37. 37 Key #2: Alignto Impact & ROI
- 38. 38 Key #3: Establishrequirements up front
- 39. 39 Key #4: Workwith IT
- 40. 40 Key #5: Integratewith existing systems & processes
- 41. 41 ACT DECODE ORIENT OBSERVE Key #6:Practice the OODA Loop
- 42. 42 BONUS #7: QuarterlyReviews
- 43. 43 BONUS #8: Bedeliberate
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- 45. What is yourtolerance for chaos? Speed and focus amidst change Quick recalibration & new game plan development The power of humility 45
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- 47. What empathy means… Foryour peers For your sales organization For other departments For your customers What is important to THEM? 47
- 48. Five recommendations Know yourcustomer better Focus on building consensus internally Prioritize early buyer stages Establish key metric baselines & goals Develop systems, processes & habits to execute consistently 48
- 49. Housekeeping Copy ofthis 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 ([email protected]) noting what you want 49
- 50. Thank you! Matt Heinz President,Heinz Marketing @heinzmarketing [email protected]