The Model for the New Revenue - Centric Marketer
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The Model for the New Revenue - Centric Marketer
- 1. The Model for the New Revenue – Centric Marketer ELOQUADemandGen Report
- 2. Today’s Speakers Speaker: Andrew Gaffney EditorDemandGen Report Speaker: Jim Williams Senior Director of Product Marketing Eloqua
- 4. Newsletter has grown to more than 25,000 readers
- 5. We also offer a menu of research and best practices reports
- 6. New audio/video podcasts at DemandGenReport.com@DG_Report linkd.in/DG_Specialists
- 7. Welcome Webinar Attendees Your GoToWebinar Attendee Viewer is made of 2 parts: 1. Viewer Window 2. Control Panel Type your question here Today’s Twitter Hashtag: #RevCentricMktr
- 10. 43% 42% 21%
- 11. 72% 69% 54% 30% 30% 12%
- 12. 9% 37% 43% 44% 63% 64% 66% 66% 72% 88%
- 13. Lead Nurturing
- 15. If yes, which lead nurturing metrics are you currently collecting and analyzing? 33% 36% 39% 72%
- 16. Is your marketing department currently responsible for a revenue goal? 53%
- 17. If yes, what is marketing’s revenue contribution as a percentage of company’s total revenue goal?
- 18. If your marketing department is NOT currently responsible for a revenue goal, what are the metrics marketing is held accountable for? (check all that apply) 6% 18% 33% 35% 54%
- 19. Looking ahead, what type of additional marketing analytics & metrics would you want to access? (check all that apply) 21% 45% 46% 46% 54% 55% 61% 64%
- 20. The Model for the New Revenue - Centric Marketer Jim Williams, Sr. Director, Product Marketing August 3, 2011
- 21. The CEO’s #1 Challenge
- 24. A Different Revenue Structure Executives Revenue Profitability Cash-flow Revenue Steering Committee Revenue Cycle Dynamics Marketing Responses Clicks/Visits Volume Costs Source
- 25. RPM Adopters Follow a Better Plan Where is our next revenue opportunity? How do we optimize revenue investments? Should we invest more in sales or marketing? What drives the best demand? How do we generate more leads? How do we close more deals? Demand Generation & Lead Management
- 26. RPM Adopters Follow a Better Plan Where is our next revenue opportunity? How do we optimize revenue investments? Should we invest more in sales or marketing? What drives the best demand? One View of the Truth How do we generate more leads? How do we close more deals? Demand Generation & Lead Management
- 27. They Follow the Right Revenue Process Buying Process Purchase Learn Justify Interest Evaluate Sales Qualified Lead (SQL) Sales Accepted Lead (SAL) Qualified Lead Suspect Prospect Revenue Marketing validates quality of interest Marketing nurtures to sales ready Sales validates and accepts ownership Sales validates revenue criteria Sales closes revenue opportunity Sales &MarketingProcess
- 29. Quick ratio
- 30. Leverage ratio
- 34. AR turnover
- 35. AP turnover
- 40. Buy Cycle
- 42. Campaign ROI
- 43. Sales Sizing
- 45. Weighted Sales Pipeline Value
- 47. RPI: Velocity – Average Time in Integrated Funnel Presenter NameDate
- 48. RPI: Velocity – Average Time in Integrated Funnel Drill Down: For month X, What is the velocity distribution? For period X, how many deals closed? For period X, what is the average time to close? Presenter NameDate By stage type, how have I trended and how do I compare?
- 49. 32 Revenue Performance Management is a strategy for managing a company’s interactions with buyers through the entire buying cycle that enables predictable, rapid and profitable revenue growth.
- 50. Why Another *#! 3-Letter Acronym? “What we’re trying to do is correlate some reasonable patterns of behavior that will tell us how things are going to happen … It’s the equivalent of going from driving using the rear view mirror, to driving with GPS.” Dr. Christopher Boorman, CMO, Informatica
- 51. The Benefits of Leadership Increase MQL to SQL from 23 to 31%, driving $12m to bottom line. Lead flow up 82% over past three years and revenues are up 34%. Increased pipeline conversion rate by 1% = offsetting <$1 million in sales expense.
- 52. The Benefits of Leadership Eloqua.com/Revenue
- 53. Thank You! Jim Williams, Sr. Director, Product Marketing Jim.Williams@eloqua.com Eloqua.com/revenue
- 54. Questions 1. Viewer Window 2. Control Panel Type your question here
Notes de l'éditeur
- CHANGE ORDER FROM HIGHEST TO LOWEST
- NUMBERS ARE WRONGCEO 42%CFO 21%VP OF SALES 43%CMO 63%
- CHANGE ORDER FROM HIGHEST TO LOWEST
- CHANGE ORDER
- COULD ADD A SLIDE IN BETWEEN ABOUT NURTURING
- CHART IS WRONG BIGGER NUMBER IS A SMALLER BAR????
- GRAPHIC DOESN”T MAKE SENSE…23% IS BIGGER THAN 30%????
- Why are we introducing this product now? Well, the simple fact is that revenue growth outweighs every other concern in the boardroom today. The search for profitable and consistent growth is what keeps CEOs up at night. It’s the elephant in the boardroom. But despite spending a huge percent of existing revenue on sales and marketing efforts aimed at generating revenue, growth remains elusive for many businesses. And those that do grow are hard-pressed to find a pattern in their growth.
- We find that customers following an RPM plan are generally more advanced that others, can answer key questions about their revenue cycle with much more confidence, and have more mature operational processes and skillsets. For example, CLICK – almost every one of Eloqua’s customers have defined their sales pipeline and process to answer the core question “How do we close more deals.” Hand in hand with this process development is the adoption of sales force automation software like salesforce.com, Oracle or Microsoft. CLICK – What brought them to Eloqua is really the next stage in their evolution – now that they have a defined sales process, then need to fill that process with qualified leads and therefore invest in a best of breed platform for doing just that. And this is where we begin to see RPM adopters separate from the pack. That’s because CLICK – they have started asking new questions – questions that can only be answered with the rigorous measurement and analysis. For example, these businesses are primarily concerned with optimizing their revenue production. They have a plan in place and they are strategically investing in that plan to drive top line growth. FinallyCLICK – we expect to see these RPM early adopters utilizing technology and analysis to actually predict – with a much higher degree of confidence than ever before – where their next revenue dollar will come from.
- We find that customers following an RPM plan are generally more advanced that others, can answer key questions about their revenue cycle with much more confidence, and have more mature operational processes and skillsets. For example, CLICK – almost every one of Eloqua’s customers have defined their sales pipeline and process to answer the core question “How do we close more deals.” Hand in hand with this process development is the adoption of sales force automation software like salesforce.com, Oracle or Microsoft. CLICK – What brought them to Eloqua is really the next stage in their evolution – now that they have a defined sales process, then need to fill that process with qualified leads and therefore invest in a best of breed platform for doing just that. And this is where we begin to see RPM adopters separate from the pack. That’s because CLICK – they have started asking new questions – questions that can only be answered with the rigorous measurement and analysis. For example, these businesses are primarily concerned with optimizing their revenue production. They have a plan in place and they are strategically investing in that plan to drive top line growth. FinallyCLICK – we expect to see these RPM early adopters utilizing technology and analysis to actually predict – with a much higher degree of confidence than ever before – where their next revenue dollar will come from.
- Finally, these RPM early adopters have a well defined revenue process that governs how multiple functions across the revenue cycle – marketing, insides sales & sales - follow with great precision. This is perhaps the most important part of the RPM strategy because each of these steps in revenue cycle are linked together and governed by service level agreements.
- Beneath each of these RPIs is a series of reports that slice and dice the metric by funnel stage, geo, territory, product line, lead source and other factors that help marketing and sales team diagnose and correct inefficiencies in the revenue cycle. For example, the demand gen team may be much more focused on the conversion of a group of campaigns. The sales operations team may want to look at the conversion rate by sales team or individual territory. Here are just some of the questions and drill down reports that we envision for each of the RPIs.
- For the next few minutes I’m going to walk through our latest innovation, the Eloqua Revenue Suite. The Revenue Suite is an add-on product to our marketing automation offerings and it is designed to power a company’s RPM strategy. To do that, it provides an intuitive, flexible interface for modeling your revenue cycle and powerful analytics to reveal where inefficiencies in your integrated funnel may be impacting revenue growth.