1. PRESENTED BY!
#C2C14!
Lead Nurture 2.0 - Shifting the Focus to
Optimization and Creating Leverage!
Christine Elliott , Content Strategy Leader, !
Crowe Horwath!

2. © 2011 Crowe Horwath LLP 2Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Why Lead Nurturing?
§ Lead nurturing programs keep prospects
interested and educated until they are
ready for sales engagement
§ According to Forrester Research,
marketers who switch from focusing
simply on demand generation to closed-
loop nurturing are twice as productive
§ Conversely, those firms that have not
adopted any process for nurturing leads
are likely suffering from a lead leakage
problem

3. © 2011 Crowe Horwath LLP 3Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Crowe’s Lead Nurture Journey
Oops
Eloqua
implementation
and (limited)
integration
with Onyx
Marketing
planning
process
uncovers
gap in
content
strategy
Develop and
launch PERF
FS nurture
program
Research
says….
MLR
research
on buyers‘
shifting
behavior
Phase 2
PERF FS
nurture
program
Expand to include all
of FS
Launch M&A nurture
program
Gimme
what I
want
More,
more,
more!!!
Adoption of formal content strategy
“Little n” nurture

4. © 2011 Crowe Horwath LLP 4Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Strategy Development Steps
§ Determine target market segmentation
§ Identify business drivers – proactive and reactive
§ Evaluation of personas / buyer types
§ Discussion of buy cycle -- critical stages / motivations
§ Conduct competitive content review & audit your content
§ Identify content strategies to employ for most impact
THEN, if a lead nurture program is the best solution…
§ Map your existing content to buyer types and stages of the buy cycle
§ Develop lead nurture program structure
§ Take a strategic approach to content ideation
§ Put phased project management plan in place
§ Execute

5. © 2011 Crowe Horwath LLP 5Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Map Buyer Types / Personas to Buy Cycle
Determine Issues and
Benefits of Solving
issues
(What’s the business
problem we need to
solve?)
Define
Requirements
(What are the
business, technical
and other
considerations?)
Evaluate &
Recommend
(What are the
available solutions
and which best fit
our requirements?)
Select
(Which solution will
we choose and
what are proof
points?)
Justify
(Will it solve our
business need?
How will we
measure ROI?)
§ What are key motivations for each buyer at each stage? Where do they play
most?
§ What questions is buyer asking at each stage?
§ Key messages / value propositions at each stage?
§ Ideas for most compelling type of content – what has worked?
EARLY
STAGE
MID
STAGE
MID
STAGE
LATE
STAGE
LATE
STAGE

6. © 2011 Crowe Horwath LLP 6Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Lead Nurture Program
Tracks built from
business drivers
Dodd-Frank
Mid Stages: Evaluate &
Recommend, Select
7.1 DF IM Wait and see not option 7.2 DF IM Challenges p.1 7.3 A Question of Readiness p.2 8.1 Counterparty Relationships p.1 8.2 Transactional data p.1
8.3 Timing, Uncertainty and
urgency
Late Stages: Approve,
Implement
DF: Infographic DF: Q&A DF: Interactive Executive Brief DF: Executive Brief: DF: Executive Brief: DF Checklist
AML
Mid Stages: Evaluate &
Recommend, Select
2.1 Trends in AML Compliance
p.3-4
2.2 AML Models - The Regulators'
View p. 5
2.4 Four Step Process p. 9
2 versions - pdf and podcast
2.6 3 Differientiators for Crowe p.
11
2.7 Case Study p. 11
2.3 5 Data Issues AML Compliance
Must Address p.6
Late Stages: Approve,
Implement
AML: Q&A AML: Infographic AML: Case Study AML: Interactive Executive Brief AML: Executive Brief AML: Checklist
New System Selection
Mid Stages: Evaluate &
Recommend, Select
1.1 IM Challenges p.4
1.2 Pain points (formerly 8 things
that keep you up at night) p .5
1.3 Methodology & Approach p.7-9
2 versions - pdf and podcast/video
1.4 5 Things that differentiate
Crowe p. 10
9.3 5 step methodology for system
selection p. 4-5
TBD
Late Stages: Approve,
Implement
9.4 Crowe's streamlined RFP
process delivers better results p
6-7
New System: Case Study 9.5 Why Crowe? P. 7 New Systems: Infographic New Systems: Checklist New Systems: Executive Brief:
Process Improvement
Mid Stages: Evaluate &
Recommend, Select
1.1 IM Challenges p.4
4.3 Crowe's 4 step process for
streamlining loan processes p.3
1.17 Process improvement
timeline p.9
PI: Q&A Differentiate Crowe TBD
Late Stages: Approve,
Implement
PI: Checklist
PI: Case Study (1.16 Process
improvement case study p.9???)
PI: Executive Briefing PI: Infographic PI: Interactive Executive Briefing TBD
Gray box content
is pulled from
existing Crowe
content identified
in content audit
Orange box content is pulled from
existing Crowe content but is
modified based on track
Yellow box content is new
content based on (mostly) later
stages of buy cycle

7. © 2011 Crowe Horwath LLP 7Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
E-comms & Landing Pages

8. © 2011 Crowe Horwath LLP 8Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content ExamplesNurture Program Recap
Phase 1 Phase 2
Program Participants: 480 969
Tracks: AML AML
Dodd-Frank Dodd-Frank
Process Improvement Performance Improvement
System Selection Vendor Selection & Mgmt.
Credit Portfolio Mgmt.
Big Data
Content Assets: 48 95
Content Types: 8 13

9. © 2011 Crowe Horwath LLP 9Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Performance by Type – Sorted by Clickthrough Rate
Content Type
Number
of Pieces
Total
Delivered
Total
Opens
Open
Rate
Unique
Click
Throughs
Click
Through
Rate
E-Book 1 8 8 100.00% 2 25.00%
Checklist 9 1,752 1,418 80.94% 233 16.43%
Infographic 5 844 593 70.26% 95 16.02%
Article 17 2,933 2,150 73.28% 322 14.98%
Whitepaper 2 274 207 75.55% 31 14.98%
Case Study 7 1,182 864 73.10% 115 13.31%
On-page 23 4,357 3,309 75.95% 411 12.42%
Survey Report 2 322 231 71.74% 25 10.82%
Insert 4 605 413 68.26% 44 10.65%
Q&A 5 1,088 773 71.05% 79 10.22%
Exec Brief 4 518 239 46.14% 24 10.04%
Brainshark 9 2,038 1,745 85.62% 171 9.80%
Webinar 7 466 509 109.23% 34 6.68%
Total 95 16,387 12,459 76.03% 1,586 12.73%

10. © 2011 Crowe Horwath LLP 10Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Content Performance by Track– Sorted by Clickthrough Rate
Track
Total
Delivered
Total
Opens
Open
Rate
Unique
Click
Throughs
Click
Through
Rate
Dodd-Frank 3,571 2,181 61.08% 413 18.94%
AML 3,073 2,905 94.53% 348 11.98%
VSM 2,186 1,417 64.82% 168 11.86%
Performance
Improvement 6,918 5,479 79.20% 628 11.46%
CPM 415 392 94.46% 24 6.12%
Big Data 224 85 37.95% 5 5.88%
Total 16,387 12,459 76.03% 1,586 12.73%

11. © 2011 Crowe Horwath LLP 11Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Articulate Key Market Issues
Example: Performance Improvement (PERF FS)
Key market issues identified by thought leader and then prioritized by nurture
program participants:
1. Mobile banking
2. Loan processing
3. Revenue generation
4. Technology
5. Credit cards / debit cards
6. Branch performance

12. © 2011 Crowe Horwath LLP 12Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Create “Story” for Each Key Market Issue – Mobile Banking
Mobile banking offers customers the flexibility they demand –
yet banks need to carefully examine the risks and rewards with
leveraging technology, fulfilling customer expectations,
managing risks and ensuring ROI for this emerging channel.

13. © 2011 Crowe Horwath LLP 13Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Create Messaging Map for Buyer Groups – Mobile Banking
Mobile banking offers customers the flexibility
they demand – yet banks need to carefully
examine the risks and rewards with
leveraging technology, fulfilling customer
expectations, managing risks and ensuring
ROI for this emerging channel.
CFOs
Customers are expecting more options in
terms of their banking, and mobile seems to
be a priority. But how do we balance meeting
customer expectations with maximizing
revenue? We need ROI on our investments…
CROs
The pressure to expand into mobile banking
is strong, but there are significant risks with
quickly adopting these new technologies. I
need to make sure that in our efforts to get to
market quickly we don’t overlook key risks.
CIOs
Our business leaders are
not taking the appropriate
time to evaluate the
technological implications of
developing new channels.
I’m having to react to
decisions that have already
been made.
COOs
It’s great that we are
taking advantage of
opportunities like
mobile banking, but
we need to think
through the
implications on our
existing processes
and address them
proactively.

14. © 2011 Crowe Horwath LLP 14Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Develop Specific Content Ideas Based on Story – Mobile Banking
Technology:
(e-Book) Improving Your Mobile Banking
ROI: A Guide to Aligning New Technology
and Business Opportunities
This e-Book will discuss key areas of rapid
innovation in mobile banking; cover the
business implications in terms of new
revenue streams, customer retention and
other factors; and offer tips for selecting and
implementing.
(Brainshark) Making Smart Mobile Banking
Investments: 4 Tips for Prioritizing Your
Mobile Technology Spending
Where should banks focus their mobile
banking investments in order to maximize
ROI across revenue, customer retention and
other key goals? This Brainshark offers
guidance on this question by helping banks
make appropriate mobile banking technology
investment choices.
Managing Risk:
(White Paper) Mobile Banking Security: A Guide to
Assessing Threats and Selecting Secure Mobile
Solutions
This white paper will provide an overview of the current
mobile banking security environment, discuss the
potential impact of internal as well as external risks, and
offer guidelines for evaluating mobile solutions that offer
a suitable balance between security, functionality and
convenience.
(Checklist) Assessing Your Mobile Banking Security
Strategy: Key Issues and Considerations for Risk
Managers
This checklist will walk decision-makers through key
internal and external security issues, including the impact
of security on customer perceptions, weighing the costs
and benefits of various security offerings, and creating a
roadmap for a forward-looking mobile security strategy.

15. © 2011 Crowe Horwath LLP 15Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Center Marketing Initiatives Around Key Stories
§ Identify 1-2 key stories to focus on for each priority service area
§ Align marketing initiatives around stories for maximum impact
STORY: Mobile banking offers customers the flexibility they demand – yet banks need to carefully examine the risks and rewards with
leveraging technology, fulfilling customer expectations, managing risks and ensuring ROI for this emerging channel.

16. © 2011 Crowe Horwath LLP 16Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Top 10 Lead Nurture 2.0 Considerations
1. Review your Phase 1 results with a critical eye
2. Make sure your program / project management is as efficient as possible
3. Prioritize market issues and develop a story-based approach to create leverage
4. Understand what content is working and repurpose / atomize shamelessy
5. Guess and test, guess and test, guess and test
6. Become an evangelist for content strategy in your organization
7. Use the story-based approach to integrate across all marketing channels, making
each effort exponentially more powerful
8. Constantly refine your lead score / measurement strategy
9. Challenge your team to foster continuous improvement
10. Celebrate your successes AND your failures!
Email: christine.elliott@crowehorwath.com
Twitter: Im_Christine44