1. 11 Tips From the Front Lines
to Optimize Your Multichannel
Marketing Campaigns
Presented by Tom Judge
•VP Strategy, Direct Marketing Partners (DMP)
•VP Co-Chair, DMA Northern California
•Program Chair, NorCal BMA Sales Lead Roundtable

2. Your Presenter
Tom Judge – VP Strategy Direct Marketing Partners (DMP)
.
– Vice President DMA Northern California Chapter
– Contributor Sales Lead Management Association
www.salesleadmgmtassoc.org
– Program Chair NorCal BMA Sales Lead Roundtable
www.norcalbma.org
– Former Instructor on Sales Lead Mgmt .
• San Jose State University and UC prof dev. programs

3. About You
Informal Survey
.
_ B2B Sales & Marketing?
_ Complex sale process?
_ High lifetime value customers?
_ Last year?

4. Agenda
• Challenges in B2B Multi-Touch Campaigns
• 11 Tips to Fix
• Case Studies with Metrics

5. CSO insights 2013 Sales Performance Study

6. Strategic B2B Marketing Objectives for 2013
Source:
CSO Insights Lead Mgmt. Optimization Study, 2013 Key Trend Analysis.

7. Make No mistake, the goal of demand
generation is sales!
However the survey uncovered real problems…
The average number of B2B sales reps making quota in
2012 was only 63%
The average number of firms that achieved their 2012
corporate revenue goals was only 42%
Source:
CSO Insights Sales Performance Optimization Study, 2013 Key Trend Analysis.

8. Heading
• Text here

9. Findings:
The current model outlined is unsustainable
 If it continues significant sales problems emerge
 Low follow up rates on a majority of sales leads
 First meeting completion rates are dismal





< 25% percentile achieve 1st meeting @ 22.5%
26%-50% percentile achieve 1st meeting rate @ 23%
51%-75% percentile achieve 1st meeting rate @ 20%
76%-90% percentile achieve 1st meeting rate @ 13%
> 90% percentile achieve 1stmeeting @ 22.5%
Source CSO Insights

10. Solutions
Here are 11 field tested tips and process
improvements

11. Tip 1: Become a “Lead-To-Sale” Doctor
•
•
•
•
Develop & live a “lead-to-sales” philosophy
Develop your skills, or have staff, or a vendor that can
diagnose a broken or inefficient lead-to-sale process
Figure the issues out and implement solutions
Attitude is key

12. Tip 2: Unify the “Lead-to-Sale” funnel plans
into One
 Map buying process by segment or solution
 Map the selling process for each solution type
 Marry up the two funnel processes as one
 You can’t fix it till you know it end to end
 Build perfect prospect profiles and buyer personas for each
 Identify where they go for solutions, ideas and information

13. Tip 3: Define a “Sales-Ready Lead”
 A sales lead that will close!
 Design lead criteria based on the perfect prospect profile
 Gather sales team input & buy in
Action item: Document and have sales
reps sign off on a sales action SLA document
Warning: Don’t pass unqualified leads to sales, they fail

14. We surveyed sales and here is what they want:
The digital behavior lead score PLUS information
on the actual opportunity
•
•
•
•
•
Digital information verified
Contact information tele-validated
Web and content activity shared
Right market segment or customer category
BANT + details on the prospect & opportunity
• Needs to be addressed…
• Size of opportunity…
• Time frame and is there a sense of Urgency…
• Access to funding or ability to obtain or is bus case
needed
Willingness to move forward and engage with sales?
Appointment is warranted and set with sales team

15. For complex B2B sales leads
go beyond digital body language scoring
• Pinocchio Principle
• Be aware that some people do not tell the truth on line
• Research shows 69% admit to this
• Many suspects are not “qualified”, however they
consume content and give off false digital signals
• Prospects don’t disclose pain & needs details on line
• The “Sticky Funnel” conundrum
• All of these issues consume significant
sales resources

16. Example of a true “Sales-Ready” Lead
FirstName LastName Title
Address1
Address2
City
Indiana Department Of Homeland
Security
Name
Name
Information Technology Director
302 W Washington Street
Indianapolis
IN
46204
1235555555NAME@dhs.in.gov
7/23/2013
Des Moines Police Department
Name
Name
Budget Director
25 E 1st St
Des Moines
IA
50309
1235555555NAME@dmgov.org
7/26/2013
Saratoga Springs City Police Department Name
Name
Information Technology Director
5 Lake Avenue
Saratoga Springs NY
12866
NAME@saratoga1235555555springs.org
8/6/2013
Dallas City Hall
Name
Name
Manager of Communication and
Information Services
1500 Marilla St
Dallas
TX
75215
1235555555NAME@dallascityhall.com
8/12/2013
City of Miami Police Department
Name
Name
Lieutenant
400 Northwest 2nd Avenue
Miami
FL
33128
1235555555NAME@miami-police.org
8/15/2013
City of Houston Mission Critical
Communications Department
Name
Name
Assistant Director Of Information
Technology
523 North Sam Houston East Houston
TX
77060
1235555555NAME@houstontx.gov
8/26/2013
Lead Rating
Score
What is your role in describe your current
the process?
infrastructure?
how would you rate your existing Security
environment:
Rating
Reliability
Rating
Zip
email
Availability Overall
Rating
Rating
timeframe
working with
anyone
fromABC?
Appointm
ent?
Grant
1-2 years
No
Yes
Planned
Budget Allocation
2-3 years
Yes
Yes
Security
Planned
Budget Allocation
1-2 years
No
Yes
Plan for Future
Scalability
Rating
Need Driving
Implementation of a
private network
State
LastActivity
_Date
Company
Planned
Budget Allocation
0-12 months
Yes
Yes
Budget
method of
procurement
4Plan for Future
Allocated
Plan for Future
B Lead
Recommender
Currently on a public network using various carriers such as
Verizon and AT and T.
C Lead
Recommender
Verizon Open Public Network
B Lead
Decision Maker
Verizon Air Cards
A Lead
Decision Maker
Currently using aircards which are not efficient
C Lead
Decision Maker
Verizon and Att Air Cards
5
5
5
5
Plan for Future
Planned
Budget Allocation
2-3 years
No
Yes
Decision Maker
They are currently on a public network and are using
commercial carriers such as Verizon and Sprint within
Houston City.
2
2
4
2
3Plan for Future
Allocated
Don't Know
0-12 months
No
Yes
A Lead
4
4
4
4
Satisfactory Satisfactory Satisfactory
5
average
5
5
5
below average

18. When is it OK to stop at Digital Body
Language when setting qualification
criteria?
• When you have the following conditions
• You have a broad horizontal market and can’t
engage on a 1:1 basis affordably
• Large market which is influenced via social media
• Have a large sales network with their own 1:1
process
• Have a lower price point, or margin or
transactional sale process

19. Tip 4: Quantify the needs
Create A Lead-To-Sales Requirements Calculator
Sample Lead Requirements Calculator
Scenario
ANNUAL SALES REVENUE GOALS:
Sales Revenue Goals/Quarter
Revenue per sale
# Closed Sales Required/QTR
Estimated Closed Rate on Pipeline Proposal Opportunities
# Qual Leads That Must Convert to Pipeline Proposals/QTR
Est. forward conversion rate from sales-ready lead into Pipeline
# Qualified Sales -Ready Leads Required per
Quarter (Prospects meeting sales-ready criteria)
# Qualified Sales-Ready Leads Required per
Month (Prospects meeting sales-ready criteria)
Tom Judge, All Rights Reserved, Copyright Protected
Requirements
$13,000,000
$3,250,000
$115,000
28.3 Or 9.3 Closes/mo.
25%
113
40%
283
94

20. Tip 5: Create lead gen plans to fill the funnel
Sales Lead Campaign Planning Model:
DM + EM + OB Tele-qualification nurturing sequences
B
Metrics
A
Funnel Model
C
Estm. Budget
Campaign Plan
A
B
C
Monthly: Various Email marketing broadcasts to house lists
Estm. Inquiry Response Rate: 2% Landing Page X 25% submit form
Estm. # IB Inquiries Received (Not Yet Qualified)
100
Monthly: Direct Mail campaign
Estm. Inquiry Response Rate: 6% to Landing Page & 25% submit & BRC combined
Estm. # IB Inquiries Received (Not Yet Qualified)
105
Estm. Lead Tele-Qualification Conversion Rate into Sales-Ready lead stage:
Ttl.
Metric: Estm. OB Tele-qualification calls to IB responders/mo.
720
Metric: Estm. OB Tele-qualification calls to non-responders/mo.
7704
Metric: Tele-qualification completed interviews/hr. (Fully presented & profiled)/hr.
Estm. OB Tele-qualification calling hrs/mo. to IB inquiry responder group
Estm. OB Tele-qualification calling hrs/mo: To Non-responder group
Estm. Total Tele-Qualification interviews/scripts completed/mo.
936
Estm. # pre-qualified sales-ready leads/mo. From Responder group:
8
Estm. # pre-qualified sales-ready leads/mo. From Non-responder group: 86
Total Leads Per Month Pre-Qualified for Sales:
20,000
0.50%
7,000
1.50%
10.00%
Hr.
18.0
4.00
2.00
40.00
428.00
94
D
Revenue
Month 1:
# of Qualified Sales-Ready "A" Leads Generated/Mo: MQL
Estm. Pipeline Value Created/mo. (Using ASP $115k)
Estm. Lead "Conversion into Sales Pipeline Opportunity" Rate
# of Leads Reaching Sales Forecast/Proposal/mo.
Estimated proposal pipeline value created per month
Estm. Close % on Sales Pipeline Opportunities:
# Deals Closed/Month
Average Sales Price Range (Initial Sale Revenue)
Estm. Revenue Generated/Year from each month's pipeline:
25.0%
9.4
$115,000
$1,076,400
$38,182
One time
$27,000
Estimate $4x6700
Email LP Creative
$4,305,600
Premium
Lists (em bcast TM)
$0
$5,600
$0
Month 2:
$33,400
Included in Dir Mail Creative cost
Estimating $20 x 280 A leads
House
$0
Emarketing
Dir Mail + Postage
Lists (em bcast TM)
to $1
$0
$27,000
$0
Prog Mgmt, QC, reporting, incl.
Included in SOW
Estimate $4x6700
Assumes Publisher sends
$60,400
Month3:
$60,400
$645
$1,613
$17.82
TeleQualification
Tele Qual set up
$105,682
$1,129
$2,823
$10.19
Prog Mgmt, QC, reporting, incl.
$105,682
Mo. 2, 3
Estm. Budget/Month:
Cost per Qualified Sales-Ready Lead:
Cost per Proposal Pipeline Lead:
Estm. Revenue ROI on each $ Invested:
$1,500
Dir Mail + Postage
Mo. 1
Estm. Budget/Month:
Cost per Qualified Sales-Ready "A" Lead:
Cost per Proposal Pipeline Lead:
Estm. Revenue ROI on each $ Invested:
$33,400
Dir Mail Creative
$10,764,000
40.0%
37
TeleQualification
Tele Qual set up
94
TeleQualification
$33,400
Tele Qual set up
$0
Emarketing
$0
Prog Mgmt, QC, reporting, incl.
Included in SOW
Dir Mail + Postage
to $1
$27,000
Estimate $4x6700
Lists (em bcast TM)
$0
$60,400
Assumes Publisher sends
Quarterly Budget
$226,482
Tom Judge
All Rights Reserved
Copyright Protected

21. Tip 6: Implement an agile marketing system &
lead mgmt. team that gives you end to end
visibility into all of your campaigns
 Action item: Have the right talent, systems and an executive
dashboard reporting tool to manage your lead-to-sale funnel

22. Tip 7: Improve targeting
Assess & improve prospect data accuracy
then segment prospects into smaller sets
Action item: Don’t boil the ocean. Clean prospect data, then
compare campaign performance by segment to identify better
performing markets to focus resources better..

23. Tip 8: Use multi-touch campaigns to serve up
relevant content, offers, personalized messaging
to engage prospects with your compelling story
Action item: Create a multi-touch sequence of relevant
content to deliver to prospects over time to earn the right to
engage and ask the peer level qualification questions.

24. Example: Rovi Multi-Channel Campaign
9 components: Personalized content and messaging via dimensional
mail, email, 2 banner ads, social/twitter, web site, landing page, the online trivia
game and a tele-qualification team

25. Rovi Multi-Channel Campaign Email

26. Banner Ad in Tech Crunch

27. Banner Ad in Gigaom

28. Social Media:Twitter

29. Registration Page

30. Case: Rovi’s front line
Tele-prospecting/Tele-qualification team
brings it all together
 Has become their ultimate personalization touch point
 This pre-sales team syncs all the components, digital and

off line into the tele-qualification process
Helps solve prospect problems with the right information
 This allows us to earn the right to ask the detailed qualification
questions needed by the sales team to prepare to engage
 Allows us to close on meetings with the sales teams
 Works for Rovi’s b2b complex solutions where the goal is
to optimize the sales team’s time and resources
Action item: Multi-Channel Multi-Touch is the
new norm. Test it if you are not already using it.

31. Tip 9: Consider peer-to-peer tele-qualification
in the touch process at the right time
Action item: We suggest running a three-month A/B test using
email + telemarketing in the lead nurturing and qualification process
and measure the ROI.
Hint: Use the peer-to-peer approach

32. This improvement was recently documented
in Aberdeen’s research
 Sales related KPIs rated higher in this b2b model

33. Dispelling the Marketing Automation “Solves it All” Myth
Sirius Decisions has now inserted Tele-qualification to
increase the sales qualification information gathered, boost
lead quality &conversions

34. Email +
Teleprospecting
Case Study
Email

35. Landing page

36. Metrics – Email alone
 EM Broadcast to 14,769
 EM Click Through @ 1%= 161
 Conversion to Demo @ 10% = 16
 Qual. Lead = Interest & Registered for Demo
 .1% conversion ratio of EM sent to qual. demo
lead

37. Metrics - Email with outbound
tele-prospecting integrated
 OBTM follow up calls to non-responders
 @ 7,513
 Prospects Contacted & Graded
 @ 33%= 2,511
 Now cleaned & captured, most are now in the opt-in
database
 Prospects Scripts Completed & Needs Captured
 @ 26%= 662
 1:1 relationships now established
 Conversion to Demo Sales-Ready Leads
 @ 32% = 217
 Qual. Lead = Interest & Registered for Demo
 2.9% conversion ratio of Calls to qual. demo lead

38. Results: Conversion rate boost of 13X
 Conversion to Demo:
 From 16 via em alone to 217 via combined em + tm
217
Multi Channel Boost
Email
Email, Conversion to
Demo, 16
13.6
Telemarketing

39. Tip 10: Prospect nurturing is critical
Action item: Use your multi channel lead management touch
metrics dashboard to track response as you make multiple contacts
and thus identify the best combinations to reach the point of
optimizing conversions to “sales-ready”. AKA, that “sweet spot”

40. Lead nurturing yields more “Sales-Ready” leads
Touches
# of
Lead
s
% of
Total 'A'
Leads
Cumulative % of
Leads (right axis)
1
57
26.1%
26.1%
2
50
22.9%
49.1%
3
29
13.3%
62.4%
4
26
11.9%
74.3%
5
18
8.3%
82.6%
6
12
5.5%
88.1%
7
12
5.5%
93.6%
8
5
2.3%
95.9%
9
4
1.8%
97.7%
10
3
1.4%
99.1%
14
1
0.5%
99.5%
15
1
0.5%
100.0%
Analysis of the number of nurturing call/s & email touches needed to
develop suspects into “Sales-Ready Qualified” leads

41. Tip 11: Analyze KPI metrics in light of the
original touch plan & make refinements
Action item: Analyze lead-to-sales conversion
metrics from end to end. Frequently adjust tactics to

42. Multi-Touch Multi-Channel
B2B Cases

43. Case 1: Anritsu multi-touch demand generation case
• North American div. of Anritsu Corp.
• Test & Measurement equipment
• Segment: Wireless telecom carriers they could not
penetrate
• Targets: “Tower Dogs” management

44. Anritsu demand generation case
 The previous best practices outlined were followed
 First we created aLead-To-Sales requirements study
 Second we developed the lead generation multi-touch

metrics plan.
Then, we used the agile method to measure and
manage the campaigns as they unfolded

45. Anritsu Multi-Channel Campaign
Direct mail with PURL

46. Multi-Channel Campaign:
3D Box Mailer + PURL

47. Direct Mail - Letter
(Multi-Channel
Campaign)

48. Direct Mail – Brochure Cover

49. Anritsu Direct Mail BRC
(Multi-Channel
Campaign)

50. Anritsu Email

51. Anritsu
Registration Page

52. Anritsu Campaign: IB response rate metrics %
Metrics: Combined email and direct mail results
Drop Date
Delivered
IB Response
Rate
DM-BTS PURL EVDO
9/08
679
6.63%
DM-BTS PURL WCDMA
9/08
679
7.36%
4.27%
DM-BTS PURL WiMAX
9/08
59
13.56%
3.39%
103 = 7.27%
57 = 4.02% of
TTL Delivered
55% of LP
Qualification
Rate on LP
Submissions
3.83%
Broadcast
TOTAL
1,417
Response to direct mail & email broadcasts was outstanding.
7% visited the PURL, and 4% filled out the contact form or
55% of those going to LP
Landing Page
Capture Rate
28 = 49% of
LP
Submissions
Industry norm qualification rate = 5% to 10%.
The BTS Master campaign’s multi-touch strategy improved
conversion to sales-ready lead five fold.

53. Anritsu outbound tele-prospecting to
non-responders touch metrics
Target calling touch metrics: For 57 IB responders & 1,410 non-responders
Project Metrics Overview
Funded
Call Hrs
Hours
Called
Remai
ning
Hours
List
Size
Number
of Calls
Comple
ted
Record
s
170.0
170.00
0.00
1,467
3,862
876
Compl
eted
Script
s
Calls/H
our
Record
s/Hour
244
22.72
5.15
Leads
Script
s/Hr
Call
Hrs/De
mo
Reg.
Demo %
of TCS
1.44
1.39
49.18%
Campaign Results
A+
A-
B
C
Future
Opportu
nities
31
34
53
2
2
Total
Leads
&
Future
Opport
unities
122
Inappro
priate
Contact
Inapprop
riate
contact,
New
Recor
ds
Uncalla
ble
Record
s
%
Uncalla
ble
Record
s
OptOut
Referral
given
No
Referral
given
111
298
34.0%
8
104
120

54. Anritsu combined campaign touch metrics
Combined IB & OB Touch Metrics & Results
Presentation
Completed
(TCS) TTL
Completed
Scripts
Qualification
into SalesReady Lead
from TCS
Drop Date
Targets
Prospects
Engaged/
Updated
Validated
DM-BTS PURL EVDO
9/08
667
484 = 73%
126 =26%
70 = 56%
DM-BTS PURL WCDMA
9/08
626
390 = 62%
102 = 26%
47 = 46%
DM-BTS PURL WiMAX
9/08
37
19 = 51%
3 = 16%
0 = 0%
Addtl Others
9/08
137
34 = 25%
13 = 38%
3 = 23%
1,467
927 = 63%
244 = 26%
120 = 49%
Broadcast
TOTAL
Total targets to pursue
Industry norm qualification rate = 5% to
10%. The BTS Master campaign’s
multi-touch strategy improved response
five fold.

57. Tom Judge
tjudge@dirmkt.com
Direct: 510-368-7527
http://www.directmarketingpartners.com/blog.html
Let’s link up http://www.linkedin.com/in/thomaspjudge

58. You’ve mastered the theory,
now put it into practice
Use the Show Guide to match
this session’s categories with the
providers in the Hall who can
help execute!
See Page 18 for details

59. About Direct Marketing Partners (DMP)
DMP is a lead management and lead funnel qualification
services provider for B2B selling firms
DMP provides customized lead-to-sales service bundles.
DMP teams are an extension of our clients’ demand gen teams.
Clients receive dedicated trained teams to execute multi-touch email,
direct mail and peer to peer tele-prospecting campaigns with marketing
automation and funnel metrics to optimize lead to sale conversions.