Showing posts with label business development. Show all posts
Showing posts with label business development. Show all posts

April 11, 2011

Become A RAINMAKER!

Here is a FUN exercise that I have found successful in getting new business.
There are FOUR graduating steps that are part of every sale:
  1. Get a lead, referral or introduction to a decision maker
  2. Get an appointment with a decision maker
  3. Complete a CNA with a decision maker
  4. Get a comitment to a close or to an action that leads to a close (proposal/estimate)
Assign one point to Step 1, two to Step 2 and so on...

Work toward getting TWENTY POINTS a week in ANY combination.
 
On the top of your daily to-do list put GET 4 POINTS... don't wait until Friday to try and get 20.
 
If you tally 4 POINTS PER DAY you will never run out of prospects, your pipeline will always be full and you will become a RAINMAKER!
 
PHANTOM POWER
Marketing by Design
http://www.phantompower.co/
 

April 5, 2011

Why Is It Important to Evaluate Your Competition?

As simple as it sounds, competition is the key to short-term success, while innovation is the key to long-term success.

To succeed in today's marketplace, you must differentiate from the status quo by offering products or services that are more innovative or competitive in terms of quality, image or price.

It is important to seek information about your competitors and use to innovate. By doing so you will be able to:


  • Evaluate your own performance against others
  • Identify and exploit competitors weaknesses
  • Address competitor strengths
  • Get new ideas
  • Identify new prospects
  • Improve sales forecasting
  • Stay strategic

There are also other benefits, which are arguably more important, but difficult to measure.

Competitor intelligence helps you to:
  • Reduce complacency and improve discipline within your own business
  • Foster an acceptance of continuous change
  • Respect that other suppliers have satisfied customers and reasons for it
  • Create a recognition that the business must continually seek to improve

Here are some key questions you may want to begin with when analyzing your competition:

Who are your competitors?
There’s a little more to this question than meets the eye. You may find that you compete with different suppliers in the different product/service areas or markets in which you operate.

What do they offer?
Find out what makes up their entire product range or service portfolio. Of course you are more interested in the products and services that you compete with, but remember that they are making decisions about resource allocations to their entire portfolio.

What is their pricing policy?
Customers will usually consider carefully the price of your products or services in relation to your competitors. It isn’t always good to have a lower price. For example, if your price is lower, is your quality or are your costs also lower? If the price of your products and services is higher than other suppliers, are you providing additional customer benefits? Do customers recognize and value these benefits?

Who are their customers?
Consider the different types of customer groups that your competitors are supplying.

How do they promote themselves?
How are they attracting new customers? How active is their marketing activity? What does their marketing mix consist of?

How financially secure are they?
Company accounts can provide much useful information, and enable you to make direct comparisons.

What are their strengths and weaknesses?
You have potentially collected a lot of information about your competitors. Listing their strengths and weaknesses is a good way to summarize this information in a meaningful and usable form. Perform a SWOT analysis on yourself and your competitors. See: How to Conduct a SWOT Analysis

What is their business strategy?
If you understand your competitors, you will be able to predict what decision they are likely to make in a given set of circumstances. This insight is extremely valuable to you.


From all the information you have obtained, you can build a picture of the key characteristics of your main competitors that will enable you to make intelligent deductions about their overall business strategy. From their you can enhance your own offerings that are more innovative or competitive in terms of quality, image or price ultimately gaining marketshare.

PHANTOM POWER
Marketing by Design

April 26, 2009

The Long Road From Lead Generation to Sales Conversion

Marketers face lengthy time spans as they progress from lead generation to conversion, making it difficult to nurture prospects while moving them through the pipeline. This chart highlights the percentages of leads in each stage of the pipeline that are likely to advance to the next stage.

Average Conversion Rates in the Marketing-to-Sales Process


One of the most challenging obstacles to marketing is the time span from lead generation to sales conversion.

These long sales cycles put pressure on marketers to streamline the lead nurturing process.
When prospects first enter the pipeline, they may be months away from defining specifications, a budget or purchase timeline. 

It is marketing’s responsibility to identify and fulfill the information needs of prospects at each stage and to advance prospects through the pipeline to a sales-ready stage as rapidly as possible.

We wanted to know what percentages of leads in each stage of the pipeline are likely to advance to the next stage. As this chart shows, on average, nearly four in 10 leads move from initial inquiry to being sales-ready, and approximately the same ratio advance from sales-ready to qualified prospect. As might be expected, the trend deteriorates moving to the next stage where only three in 10 qualified prospects convert to a sale.

The internal sales force has an edge – albeit slim – over top channel partners in percent of distributed leads closed. An organization’s own sales force is also three times as likely to close leads distributed to them as are their average channel partners.

The Deal. The Close. The Win.
Ultimately, making the sale is up to your sales team, but by implementing a sound nurturing and scoring process, you have helped them by establishing a relationship and positioning your company as a leader with the prospect. The Tools Just as a nice haircut and a manicure prepare you for that first date, every marketer should prepare for that introduction. You’ll need easy to use tools to help you nurture leads, including email, landing pages, forms, and lead scoring: essentially, a lead management solution.

Send triggered emails
Send a series of emails as part of a drip marketing campaign, or triggered based on specific prospect activities. Each email offers a document (or webinar, or trial software, etc.) that helps move your target along in their decision-making process.

Use custom landing pages
Don’t forget that custom landing pages can increase conversion rates by up to 48% during your lead nurturing as well as your lead generation activities. You only have eight seconds to get their attention, so use bullets, short forms, and no external navigation. And have only one call to action!

Use smart forms
You will get better response rates by using a form as the call to action on your landing pages, but why use the same form with the same fields over and over? Just like you wouldn’t ask your date for his or her name every time you see them, you shouldn’t ask for contact information again and again. Smart forms recognize known visitors and can fill in the fields you already know. Since you don’t have to ask for this, ask for other info, such as company size, time until decision, etc. Building the profile over time will help you in scoring the lead.

Use web analysis and lead scoring
Knowing which pages your prospects visit on your site can be very beneficial to determining their interest as well as their level of engagement. Being able to connect anonymous visits to actual prospects? Priceless.

Automate and measure
Salesforce.com and other customer relationship management (CRM) products are great, but they typically fall flat in their marketing capabilities. As marketers we need to automate the everyday tasks of building and managing lead generation and lead nurturing campaigns. We also need to more objectively score leads according to their company demographics as well as their activities on our websites, landing pages, emails and other campaigns. And a single lead source doesn’t cut it when lead nurturing. It’s great to know where we first encountered the prospect, but knowing what happens between that first meeting and closing the sale is imperative in these days of marketing accountability.

Evaluate
As you move through the nurturing process, you’ll probably discover that some of the assumptions you made are incorrect; for instance, that downloading a particular white paper means that they are close to buying or that sending a particular email would elicit a good response. Don't forget that lead nurturing – and marketing in general – is constantly changing. You'll want to stay flexible and be ready to change your lead nurturing process as you experiment with new tactics and learn what works.

What are you doing to lessen the cycle from lead generation to conversion?


PHANTOM POWER
Marketing by Design

www.phantompower.co  


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