Lead Generation & Qualification Tactics with Allyson Barr, VP Marketing at Boxever
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This document discusses tactics for lead generation and qualification. It begins by emphasizing the importance of modeling goals from revenue and customer acquisition targets. It then covers budgeting and planning activities while considering goals, staffing appropriately for qualification, and measuring success. Key points include defining marketing qualified leads (MQLs) versus sales accepted leads (SALs), modeling lead generation capacity, and qualifying leads based on criteria like budget, authority, need, time, and competition.
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Lead Generation & Qualification Tactics with Allyson Barr, VP Marketing at Boxever
- 1. Lead Generation & Qualification Tactics Allyson Barr VP Marketing, Boxever
- 2. Agenda • Modeling Backward from your Revenue/Customer Acquisition Goals • Budgeting & Planning with Goals in Mind • Staffing for Qualification Activities • Qualifying • Measuring
- 3. Modeling from Goals • Marketing needs goals that are tied to revenue • Start with the end in mind • Build a model from goals • Determine allocation & ownership
- 4. Demand Funnel Marketing Captured Leads (MCLs) Marketing Qualified Leads (MQLs) Sales Accepted Leads (SALs) Sales Qualified Leads (SQLs) Won *Sirius Decisions
- 5. Definitions
- 6. Modeling
- 7. Complex (!) Demand Funnel *Sirius Decisions
- 8. Budgeting & Planning • CPL by channel/activity type – Events $400-1000 – Webinars $50-$100 – Content Syndication $35-75 • Personas/Segments – Work with PM/PMM – Document & circulate – Use to find appropriate partners & vet outcomes
- 10. Sample Persona Matt Marketer – Head of Digital – 35-45 years old – What keeps him up at night? • Exceeding goals & managing spend • Out-marketing the competition • Making an impression professionally – Technology profile • Digital Immigrant • Technophile – Personal attributes • Ambitious • Calculated risk taker – Where he gets info from • Tech Blogs • Twitter • Peer recommendations – in and outside his vertical
- 11. How many BDRs do I need? • BDR critical lynchpin between marketing and sales • Underrated role • Modeling capacity
- 12. Qualification • B – Budget • A – Authority • N – Need • T – Time • C – Competition
- 14. Q&A
Editor's Notes
- Marketing needs goals that are tied to revenue Helps bind together sales & marketing Helps reinforce smart decision making around spend Demands analysis and fact checking Start with the end in mind Bookings $ Revenue $ # new customers Build a model from goals Be explicit about how leads are created within the organization and who’s responsible for them
- Acknowledges three sources of leads – marketing, teleprospecting, sales. Great for sophisticate organizations, difficult place to start – but the key takeaway here is that you should have an explicit conversation with sales about who’s responsible for what parts of the lead funnel. I’ve been in organizations where it’s been all marketing, % marketin & % sales, and also undefined. In the latter it’s messy! In the all marketing scenario – you really need a good reliable lead driver – like a free trial or free product – to make sure you’ve got a consistent inflow of leads – as sales will wait for new leads to land on their desk. (Different kind of sales guy needed there too..) The % works well when the sales process is less transactional, and sales people can leverage their contacts, relationships, and hunting skills to kgenerate leads for themselves.
- BDR critical lynchpin between marketing and sales Underrated role Skills to create rapport & extract information It’s a profession, not necessarily a stepping stone into sales Gain critical insight about the market, competition, product fit, etc. Modeling capacity Define scope – how far down the funnel are they responsible for What capacity is reasonable based on complexity of solution/market etc. Define SLA for hand off BANT-C completion Deal demographics (does it match target personas or segments)