1. C A T E G O R Y : M A R K E T I N G S T R A T E G Y, F I E L D M A R K E T I N G
Build a Better Service-Level Agreement
Getting b-to-b sales and marketing to align
(e.g. demographics, firmagraphics or
A key component of effective
more closely has driven even the most capable
answers to appropriate BANT-related ques-
lead management is a series
business leaders crazy for years. Team-building
tions) or the achievement of scoring thresh-
of service-level agreements
exercises, sensitivity training, group therapy;
olds/numeric values through a marketing
(SLAs) that clearly define
what hasn’t been tried? While artificially devel-
automation platform (MAP).
shared processes and
oping mutual understanding and trust is defi-
responsibilities
nitely one method of trying to improve the rela-
• Responsibilities/timeframes. Marketing
tionship between the two functions, we believe
should set boundaries for anticipated lead
SLAs should focus on two key
a far better way is through shared process that
delivery timeframes, and the expected vol-
lead passes; from marketing
leads to results.
ume of leads that will be delivered in order
The creation of service-level agreements
for the teleprospecting function to be prop-
teleprospecting to
(SLAs) within a broader lead management strat-
erly prepared. Establish how leads will be
field/channel sales
egy is a perfect example of such process. When
delivered (through what technologies and
properly developed, they bind a number of func-
in what particular format, including the
If your organization builds a
tions to one another around a common goal:
components of a prospect’s record that will
process for certain prospects
The creation and movement of better-qualified
be completed), and the amount of time a
to bypass teleprospecting,
prospects through the demand waterfall. In this
teleprospector will have to begin working a
separate rules will need to be
brief, we examine two types of SLAs that are
lead. Set guidelines for how marketing will
built between marketing and
required for effective demand creation, and
handle rejected leads, and rules for pulling
the field/channel
identify key components and best practices for
back leads from teleprospectors that are
each.
not processed in a timely fashion.
ONE: MARKETING TO TELEPROSPECTING
• Other rules. SLAs also should include
The first SLA should be aligned with the time
three other sets of rules that must be
that marketing delivers a lead to a receiving
agreed to by lead providers and receivers.
function, most commonly teleprospecting. The
First, establish the reasons why the receiv-
components and specifics of the marketing/
ing function can reject a lead and thus not
teleprospecting SLA should include:
be bound to work it. Keep these reasons to
to teleprospecting, and from
a reasonable minimum: good examples
• Program description. An overview of the
include the delivery of an incomplete or
demand creation program that includes
inaccurate prospect record; a lead that has
name, a brief executive summary and its
been delivered to the wrong rep or func-
goals. To this, add the marketing target
tion; a deal that is already in progress, or a
(e.g. vertical, sub-vertical, company size,
lead that has previously been disqualified.
job function), product/solution focus area,
Next are the reasons the receiving function
marketing team/lead provider and the
can disqualify a lead after working it; these
receiving team(s).
also should be in well-defined categories
(e.g. the rep could not reach the prospect
• Lead definition. The characteristics or cri-
after a certain number of attempts, lack of
teria of a lead that will be passed from mar-
budget). The third set of rules should be
keting to teleprospecting. Leads can be
established to determine when a prospect
defined by identifying specific attributes
might bypass the teleprospecting function
© Copyright SiriusDecisions. All Rights Protected and Reserved.
1

2. C A T E G O R Y : M A R K E T I N G S T R A T E G Y, F I E L D M A R K E T I N G
and be delivered directly to the field or the channel. Often referred
the field/channel is the last line of defense). Define the reasons why
to as “route-around” rules, this may include leads that demonstrate
field sales can reject a lead – similar reasons to the first SLA will
extraordinarily high scores; prospects from named/strategic
apply – as well as the eventual rules that can be used to reject a lead
accounts; or those that explicitly indicate the desire to speak with a
once it has been worked. The creation of a concise, intuitive set of
sales rep. If your organization does route leads around the first line
disqualification rules will set the foundation for the other type of
of qualification defense, there should be a separate SLA established
recycled lead nurturing (“active”), whereby leads are pushed back
with the field or channel to ensure these leads are being processed
into the MAP for nurturing until circumstances and behaviors
correctly and within a desired timeframe.
change enough for the prospect to be submitted once again into
teleprospecting for requalification.
TWO: TELEPROSPECTING TO SALES
The second SLA should be aligned with the time that teleprospecting
SLA BEST PRACTICES
delivers a lead to the ultimate receiver, that being either a field or chan-
Effective SLAs are not only built on the components above; those func-
nel sales resource. The components and specifics of the teleprospecting/
tions that create them must adhere to a number of strategic watch-
sales SLA should include:
words, including:
• Program description. Since this is simply a later stage in the same
• Focus. If you want an SLA followed, keep it as concise as possi-
program, map this section to the description for the previous SLA.
ble. The more nuances and exceptions that are built in means that
One exception will be that different functions are involved, and
the functions bound by them only wind up becoming confused,
should therefore be defined differently.
and eventually resisting the entire process out of frustration. If the
SLA component isn’t judged to be critical by both sales and market-
• Lead definition. Much like the previous SLA, this section lays out
ing, leave it out.
the criteria that trigger a second lead handoff. Whereas the marketing/teleprospecting definition is increasingly being defined by the
• Evolution. SLAs should be living documents that are adjusted over
establishment of a lead score, the second handoff is typically dom-
time based on program performance metrics, data and feedback.
inated by qualification components being identified and/or verified
For example, after a program has begun, marketing may determine
by a human being through actual conversation. The definition of a
that reaching the pre-defined score threshold for passing leads to
lead at this stage is also commonly accompanied by a committed
teleprospecting isn’t feasible. In these cases, the threshold should
next step; for example, the setting of an appointment between
be adjusted downward, with teleprospecting taking on additional
prospect and field rep or channel partner.
qualification responsibilities.
• Responsibilities/timeframes. Similar to the first SLA, set bound-
• Enforcement. SLAs are only effective if those that are bound by
aries for anticipated lead delivery timeframes, and the expected vol-
them are held responsible for following them. This requires insight
ume of leads that will be delivered. Establish how these leads will
via regular reporting of key performance metrics for each involved
be delivered, ensuring specific components of a prospect’s record
function, as well as agreement between leaders – usually the chief
will be completed in the SFA system so that field reps and channel
marketing officer and the chief sales officer – on how a lack of
partners have all they need to take the baton and run with it. Set
adherence will be addressed. If field sales reps consistently take
guidelines for the amount of time a rep or partner will have to
longer than the defined timeframe to accept leads, clear steps to
begin working a lead, as well as the time that will be allotted to
manage the problem must be defined, including conversations with
either promote the lead to an opportunity with anticipated dollar
reps, alerting sales leaders, adjustment of timeframes or disciplinary
value and timeframe to close, or to disqualify the lead and place it
action.
into a lead nurturing program. Create rules for pulling back leads
that have not been promoted or disqualified back into teleprospect-
• Ownership. While a variety of sales and marketing roles must be
ing (a process we refer to as “passive” recycling).
involved in creating SLAs, it’s usually marketing and sales operations
that take responsibility for their ongoing maintenance. Marketing
• Other rules. Two out of the three other rule families set forth in
and sales leaders should sign SLAs and be responsible for commu-
the previous SLA apply here (route-around rules drop out because
nicating their contents and importance to their respective teams.
© Copyright SiriusDecisions. All Rights Protected and Reserved.
2

3. C A T E G O R Y : M A R K E T I N G S T R A T E G Y, F I E L D M A R K E T I N G
THE SIRIUS DECISION
defined boundaries around what each party must commit to in order to
Systematic, repeatable b-to-b demand creation is much like a marriage.
keep the relationship strong. Should either get cold feet and not be will-
The creation of a series of SLAs acknowledges the relationship that must
ing to commit, we’re pretty sure both will wind up in therapy – or worse
be forged between the two functions to drive this success, and puts
– down the road.
© Copyright SiriusDecisions. All Rights Protected and Reserved.
3