Presentation at Oracle CX, Chicago, 2018

1. VP, Global Demand Center and Marketing Operations
OUTSIDE-IN:
ACHIEVE SALES AND
MARKETING EXCELLENCE WITH
BETTER LEAD MANAGEMENT
Ceri Jones

2. BASWARE MarketingGLOBAL COMPANY
• Nasdaq listed, Helsinki
• Established 32 years
• $170M annual revenue – 1800 Employees
• 18% revenue to R&D
• 3,000 customers, 33M+ Users
Largest Global Independent P2P Provider (Revenue)
Largest OPEN Supplier Commerce Network
• 55 team members in 11 countries
• PM & SE (10), Field (25), GDC (20)
• MS Dynamics, Eloqua, Kentico, Qlik Sense
• LookBookHQ, Optimisely, BrightFunnel, Canva
Global Demand Center driving focus on
performance marketing
e-Procurement
“Basware P2P
functionality, scoring
No. 1 overall for
products and services”
“
AP Automation
“Basware has the highest
reference feedback score for
e-invoicing and accounts
payable invoice automation.”
BASWARE

3. GLOBAL DEMAND CENTER
Global Demand
Center
established
2013
Markie Award,
2013 for Best
Sales &
Marketing
Alignment
Pre-MQL
nurturing
commenced
2013
Lead Scoring
V1 introduced
2014
Web Stack
moved to
Demand
Center, 2016
and global
rebuild
completed July
2017
Orchestration
of customer
experience
across
Web, MAP,
CRM, 2017
Focus on
behavioural
scoring to
drive lead
management
better
aligned to tech
stack, 2017

4. THE VISION OF
How lead management could
be…

5. BUSINESS DRIVERS:
ACHIEVE SALES & MARKETING EXCELLENCE
Better resource
planning in inside sales
• Prioritize the right leads
• Emphasize quality over quantity
• Free-up time for outbound marketing
More productive sales
conversations
• Gauge buyer intent
• Reach out at the right time
• Better understand prospect needs
Targeted nurture
program
• Develop tailored emails designed for
different levels of engagement
Support for strategic
marketing efforts
• Create infrastructure that could mature
with organization for initiatives like ABM

6. QUALITY
NOT QUANTITY

7. PREVIOUSLY
LEAD SCORING
WAS A BIT LIKE…

8. WHAT WERE THE ISSUES?
NO STANDARDS LACK OF SPEED FAILED INTEGRATIONSFLYING BLIND

9. BUYER INTENT
THE OLD WAY: ALL ACTIONS WERE CREATED EQUAL

10. Scored leads based on 4 basic criteria:
• Job level
• Job function (persona)
• Interest (solutions)
• Account size
LEAD QUALITY
THE OLD WAY: SOME INFORMATION IS GOOD ENOUGH

11. INTEGRATION
THE OLD WAY: ADDING UNNECESSARY COMPLEXITY
• Slow processing
• Loss of lead
• Errors
• Complex
maintenance
• Lack of usability
• Inability to add
new features
• Limitations

12. WHAT DID WE
TRANSFORM?

13. THE NEW WAY: PLATFORM INTEGRATION IS KEY
FOR PROPER ENGAGEMENT SCORING
To create a scalable marketing
infrastructure, the new program
integrates with many behavioral
marketing data platforms and pulls in
important engagement signals.
Support for strategic marketing efforts
Calling LookBookHQ

14. THE NEW WAY:
MORE DETAILED INFORMATION IS BETTER
Now actions are evaluated
on a set of 40 criteria
designed to assign an
actual score to the buyer
intent for a more granular
understanding of
engagement activities.
More productive sales conversations

15. THE NEW WAY: FLEXIBILITY & CUSTOMIZATION
ARE IMPORTANT FOR GLOBAL OPS
Support for strategic marketing efforts
Scores:
Individual assets
Individual forms
- by country
Which can be modified
easily at any time

16. THE NEW WAY:
LEADS ARE CATEGORIZED AND SCORED
There are three customizable criteria that are used to score the leads:
• Profile
• Engagement
• Negative score
The score determines which path the leads will take:
• Hot lead: gets pushed to MSD for immediate follow up by Inside Sales
• Warm lead: get pushed to MSD and added to the Sales queue for lower priority follow up
• Cool lead: get added to a specific
persona-based nurturing program
• Cold leads: get added to a generic
nurturing program Better resource planning in inside sales
Targeted nurture program
Type of Leads Score
Hot >85
Warm 70-84
Cool 60-69
Cold <59

17. THE NEW WAY: LEADS ARE AUTOMATICALLY
ROUTED TO THE RIGHT PERSON BY COUNTRY
Support for strategic marketing efforts

18. THE NEW WAY: AGILITY IN MARKETING & SALES
• Increased the processing speed
• Increased lead quality
• Eliminated 99% errors
• Reduced maintenance
• Increased scalability without losing
speed or functions

19. HOW WE
TRANSFORMED

20. HOW DID WE DO IT?
PHASE 1: DISCOVERY
• Document current lead and scoring processes
• Determine requirements for new program
PHASE 2: BUILD • ReBuild & test new program components
with Program Canvas
PHASE 3: INTEGRATION • Create integration with MSD
PHASE 4: LAUNCH
• Testing
• Go live

21. HOW DID WE DO IT?
HOW? LESSONS LEARNED
• Investigate why V1 was not
working
• Apply best practices
• Document requirements
• Audit the existing system
• Simplify processes
• More focus on behavior vs
explicit attributes
PHASE 1: DISCOVERY
• Document current lead scoring processes
• Determine requirements for new program

22. HOW DID WE DO IT?
PHASE 2: BUILD • Build & test new program components
HOW? LESSONS LEARNED
• Create workflow diagram
• Write detailed build document
• Build components
• Replacing: Avoided out-of-the-box
components
• First-timers: Create well-
documented, detailed workflow and
build document before starting work
Score the
lead
Assign
lead to
sales rep
Pass lead
to CRM
Validate
the lead
Associate
it to
campaign

23. HOW DID WE DO IT?
PHASE 3: INTEGRATION • Create integration with MSD
HOW? LESSONS LEARNED
• Setup connections
between Eloqua and
the CRM
• Test lead transfer
• Build canvas using
cloud connectors and
form submits
• There will be
challenges
• Think creatively to
leverage new Eloqua
capabilities

24. HOW DID WE DO IT?
PHASE 4: LAUNCH
• Testing
• Go live
HOW? LESSONS LEARNED
• Iterative approach
• Conducted global meetings
in phases
• Customized for local country
needs/ workflows
• Balanced global
requirements vs. local
requests
• Test in stages
• Engage multiple users
in testing
• Test multiple variations
and scenarios

25. THE RESULTS

26. • Reduced score-to-lead time by 98.89% from 48 hours to 32 minutes
• Improved Sales & Marketing alignment
• Increased Sales Acceptance Rate of leads by 175% with the MQL-to-SAL
rate increassing from 8% to 22%
• Over 100 new leads immediately created based on the lead score which
would not have previously qualified under original scoring - 22 became
Sales Accepted Leads (SAL)
• More productive conversations between sales and prospects
• Business Development Reps (BDRs) reaching out at the right time when
prospects are ready to engage – with better insight on content
consumed
• Better nurture planning to re-engage low-scoring leads
• Enhanced resource planning for BDRs enabling more time to spend with
hot prospects
WHAT ARE THE RESULTS?

27. BESPOKE APPROACH TO LEAD-CREATE
THRESHOLDS
New program enables
development of
engagement strategies
based on category and
numeric score.

28. LESSONS
LEARNED

29. HOW DID WE DO IT?
LEAD SCORING: LESSONS LEARNED
• BE STRATEGIC: Consider how sales and marketing resources need to spend their time
• BE SPECIFIC: Every prospect is different; there is no one-size-fits-all
• BE PATIENT: The process for defining and building is going to be time-consuming
• BE AGILE: Roll-out a version; test; make adjustments accordingly

30. WHAT’S NEXT?

31. NEXT PHASE
CONTINUOUS OPTIMIZATION
• ABM Looking at aggregate data on target accounts to analyze company needs
• ADD MORE ‘INTENT’ DATA
• See when target companies are actively researching our products and services,
signaling when they are in a purchasing cycle
• LEVERAGE PREDICTIVE ANALYTICS: CONSIDER-
• What will they look at next?
• What information do they need next to move through the pipeline?
• What is the tipping point on different deal types?
• COLLECT MORE DATA AT INDIVIDUAL AND ACCOUNT LEVELS:
• Track individual engagement
• Build company profile
• Better understand business needs and personal motivators