Lead generation success is highly correlated to your ability to effectively target your best prospects. Learn how one company defined their buying role personas and achieved much better results. A presentation by Sales Benchmark Index.

1. Lead Generation: Developing an Ideal Customer Profile How Does Benchmarking Help Me?

2. The Situation $550M software firm faces: Poor results from lead development efforts Poor leads wasting time in the sales force Vast amount of money wasted on search engine keywords LD team does not understand who to target or where the prospect is in the buying process VP Marketing unwilling to increase spending until issues resolved VP Marketing wants: Defined buying profiles New lead generation campaigns that work

4. Increasing call volume quotas

6. Defined target markets and audience

7. Identified key buyer roles

8. Captured wants, needs, desires, buying cycle of key roles

9. Documented Personas with one-page fact sheets

10. Trained lead development team on ICP and buying role personas

12. Retail

13. Manufacturing

15. With in-house solutions, the CIO is driving the project with HR and Operations involved secondarily

17. HR Manager

18. Chief Operating Officer

19. Operations Manager

20. Payroll Manager

21. Chief Financial Officer

23. IT director

24. Analysts (key influencers)High Level Buying Roles

26. What do they want?

27. What does our solution offer them?

28. Desire

29. Need

30. Difficulties

33. Major role in compliance, productivity/turnover (job satisfaction), hiring/firing,

34. Compensation bonus based on turnover

36. Model Scenarios – Painlessly provide reports on actual labor costs and forecast projections

37. Staff Scheduling- Employee satisfaction based on employees input into availability before schedule is produced. Less hassle, efficiency for operations.

39. Want to be informed of organization direction, consulted, and part of decisions

40. Want a seat at the table

41. Focus on strategy rather than administration

42. Remain in compliance – out of trouble

43. Maintains credibility

44. Career advancement

45. Want my employees to be happy – a great, happy workforce. Success of the business, and my success.

46. Personal accolades and awards

47. Make their boss look good

49. Access to information and produce reports – Serving the organization, satisfying need of the organization

50. Proactive alarms to possible liabilities

51. Stay current with latest HR requirements and laws

52. Perceived as the gatekeeper on workforce efficiency

53. Recruit and retain top talent and onboarding

54. Reduce voluntary turnover

55. Organizational adherence to HR policies/practices

56. Executive sponsorship/relationship

57. Trusted by senior leadership

59. Buying criteria

60. Buying process map

61. Buyer concerns aligned to process

62. Key messagesExample on following page

64. Emerging/Growing or Declining/consolidating

65. Leadership change, merger or acquisition

68. How does this problem relate to achieving my goals?

69. How painful is the problem?

70. Who does the problem impact – departments, users, employees, decision makers?

72. Is there a quick fix?

73. Can I fix it myself?

74. Do I need help?

75. What are my choices if I need help?

76. How should I evaluate alternatives?

78. How much of our time do I need to put towards it?

79. How do I know the fix will work?

80. How disruptive will it be?

81. How much will it cost?

82. What impact will it have?

83. What happens if it doesn’t work? I Want… I Cant… Key Messages HR Senior VP/EVP Focus: Employee engagement/culture, productivity, accountability Responsibilities: Recruiting, Compensation, Performance management, payroll/benefits Role in purchase: Evaluates anything impacting employee engagement, staffing levels, and compliance. Always a key influencer. Chief Operating Officer Focus: Productivity and efficiency. Seeking Qualitydelivery to ensure customer satisfaction. Cost sensitive and process driven. Responsibilities: Ensures quality delivery of product/service. Role in purchase:User Buyer must work with the CFO to fund and approve solution purchase. Finance CFO Focus: Financial performance and productivity. Always looking for ways to increase profitability. Responsibilities: Delivers bottom line numbers for the organization. Financial performance reporting, evaluates large purchases, forecasting revenue, budgeting and cost control Role in purchase: Economic Buyer

84. The Result

85. Learn More Contact us to hear the rest of the story... Email - info@salesbenchmarkindex.com Phone - 1-888-556-7338 Web: http://www.salesbenchmarkindex.com