1. 11 Tips From the Front Lines
to Optimize Your Multichannel
Marketing Campaigns
Presented by Tom Judge
•VP Strategy, Direct Marketing Partners (DMP)
•VP Co-Chair, DMA Northern California
•Program Chair, NorCal BMA Sales Lead Roundtable

2. Your Presenter
Tom Judge – VP Strategy Direct Marketing Partners (DMP)
– Vice President DMA Northern California Chapter
– Contributor Sales Lead Management Association
www.salesleadmgmtassoc.org
– Program Chair NorCal BMA Sales Lead Roundtable
www.norcalbma.org
– Former Instructor on Sales Lead Mgmt .
• San Jose State University and UC prof dev. programs
.

3. About You
Informal Survey
_ B2B Sales & Marketing?
_ Complex sale process?
_ High lifetime value customers?
_ Last year?
.

4. Agenda
• Challenges in B2B Multi-Touch Campaigns
• 11 Tips to Fix
• Case Studies with Metrics

5. CSO insights 2013 Sales Performance Study

6. Strategic B2B Marketing Objectives for 2013
Source:
CSO Insights Lead Mgmt. Optimization Study, 2013 Key Trend Analysis.

7. Make No mistake, the goal of demand
generation is sales!
However the survey uncovered real problems…
The average number of B2B sales reps making quota in
2012 was only 63%
The average number of firms that achieved their 2012
corporate revenue goals was only 42%
Source:
CSO Insights Sales Performance Optimization Study, 2013 Key Trend Analysis.

8. Heading
• Text here

9. Findings:
The current model outlined is unsustainable
 If it continues significant sales problems emerge
 Low follow up rates on a majority of sales leads
 First meeting completion rates are dismal
 < 25% percentile achieve 1st meeting @ 22.5%
 26%-50% percentile achieve 1st meeting rate @ 23%
 51%-75% percentile achieve 1st meeting rate @ 20%
 76%-90% percentile achieve 1st meeting rate @ 13%
 > 90% percentile achieve 1stmeeting @ 22.5%
Source CSO Insights

10. Solutions
Here are 11 field tested tips and process
improvements

11. Tip 1: Become a “Lead-To-Sale” Doctor
• Develop & live a “lead-to-sales” philosophy
• Develop your skills, or have staff, or a vendor that can
diagnose a broken or inefficient lead-to-sale process
• Figure the issues out and implement solutions
• Attitude is key

12. Tip 2: Unify the “Lead-to-Sale” funnel plans
into One
 Map buying process by segment or solution
 Map the selling process for each solution type
 Marry up the two funnel processes as one
 You can’t fix it till you know it end to end
 Build perfect prospect profiles and buyer personas for each
 Identify where they go for solutions, ideas and information

13. Tip 3: Define a “Sales-Ready Lead”
 A sales lead that will close!
 Design lead criteria based on the perfect prospect profile
 Gather sales team input & buy in
Action item: Document and have sales
reps sign off on a sales action SLA document
Warning: Don’t pass unqualified leads to sales, they fail

14. We surveyed sales and here is what they want:
The digital behavior lead score PLUS information
on the actual opportunity
• Digital information verified
Contact information tele-validated
Web and content activity shared
• Right market segment or customer category
• BANT + details on the prospect & opportunity
• Needs to be addressed…
• Size of opportunity…
• Time frame and is there a sense of Urgency…
• Access to funding or ability to obtain or is bus case
needed
• Willingness to move forward and engage with sales?
• Appointment is warranted and set with sales team

15. For complex B2B sales leads
go beyond digital body language scoring
• Pinocchio Principle
• Be aware that some people do not tell the truth on line
• Research shows 69% admit to this
• Many suspects are not “qualified”, however they
consume content and give off false digital signals
• Prospects don’t disclose pain & needs details on line
• The “Sticky Funnel” conundrum
• All of these issues consume significant
sales resources

16. Example of a true “Sales-Ready” Lead
Company FirstName LastName Title Address1 Address2 City State Zip email
LastActivity
_Date
Indiana Department Of Homeland
Security Name Name Information Technology Director 302 W Washington Street Indianapolis IN 46204 1235555555NAME@dhs.in.gov 7/23/2013
Des Moines Police Department Name Name Budget Director 25 E 1st St Des Moines IA 50309 1235555555NAME@dmgov.org 7/26/2013
Saratoga Springs City Police Department Name Name Information Technology Director 5 Lake Avenue Saratoga Springs NY 12866 1235555555
NAME@saratoga-
springs.org 8/6/2013
Dallas City Hall Name Name
Manager of Communication and
Information Services 1500 Marilla St Dallas TX 75215 1235555555NAME@dallascityhall.com 8/12/2013
City of Miami Police Department Name Name Lieutenant 400 Northwest 2nd Avenue Miami FL 33128 1235555555NAME@miami-police.org 8/15/2013
City of Houston Mission Critical
Communications Department Name Name
Assistant Director Of Information
Technology 523 North Sam Houston East Houston TX 77060 1235555555NAME@houstontx.gov 8/26/2013
Lead Rating
Score
What is your role in
the process?
describe your current
infrastructure?
how would you rate your existing
environment:
Security
Rating
Reliability
Rating
Scalability
Rating
Availability
Rating
Overall
Rating
Need Driving
Implementation of a
private network Budget
method of
procurement timeframe
working with
anyone
fromABC?
Appointm
ent?
B Lead Recommender
Currently on a public network using various carriers such as
Verizon and AT and T. 4 4 4 4 4Plan for Future Allocated Grant 1-2 years No Yes
C Lead Recommender Verizon Open Public Network Satisfactory Satisfactory Satisfactory Plan for Future Planned Budget Allocation 2-3 years Yes Yes
B Lead Decision Maker Verizon Air Cards 5 5 5 5 Security Planned Budget Allocation 1-2 years No Yes
A Lead Decision Maker Currently using aircards which are not efficient average below average Plan for Future Planned Budget Allocation 0-12 months Yes Yes
C Lead Decision Maker Verizon and Att Air Cards 5 5 5 5 Plan for Future Planned Budget Allocation 2-3 years No Yes
A Lead Decision Maker
They are currently on a public network and are using
commercial carriers such as Verizon and Sprint within
Houston City. 2 2 4 2 3Plan for Future Allocated Don't Know 0-12 months No Yes

18. When is it OK to stop at Digital Body
Language when setting qualification
criteria?
• When you have the following conditions
• You have a broad horizontal market and can’t
engage on a 1:1 basis affordably
• Large market which is influenced via social media
• Have a large sales network with their own 1:1
process
• Have a lower price point, or margin or
transactional sale process

19. Tip 4: Quantify the needs
Create A Lead-To-Sales Requirements Calculator
Sample Lead Requirements Calculator
Scenario Requirements
ANNUAL SALES REVENUE GOALS: $13,000,000
Sales Revenue Goals/Quarter $3,250,000
Revenue per sale $115,000
# Closed Sales Required/QTR 28.3 Or 9.3 Closes/mo.
Estimated Closed Rate on Pipeline Proposal Opportunities 25%
# Qual Leads That Must Convert to Pipeline Proposals/QTR 113
Est. forward conversion rate fromsales-readylead into Pipeline 40%
# Qualified Sales -ReadyLeads Required per
Quarter (Prospects meeting sales-readycriteria)
283
# Qualified Sales-ReadyLeads Required per
Month (Prospects meeting sales-readycriteria)
94
TomJudge, All Rights Reserved, Copyright Protected

20. Tip 5: Create lead gen plans to fill the funnel
Sales Lead Campaign Planning Model: DM + EM + OB Tele-qualification nurturing sequences
Metrics B A Funnel Model
Campaign Plan
A Monthly: Various Email marketing broadcasts to house lists 20,000
Estm. Inquiry Response Rate: 2% Landing Page X 25% submit form 0.50%
Estm. # IB Inquiries Received (Not Yet Qualified) 100
B Monthly: Direct Mail campaign 7,000
Estm. Inquiry Response Rate: 6% to Landing Page & 25% submit & BRC combined 1.50%
Estm. # IB Inquiries Received (Not Yet Qualified) 105
Estm. Lead Tele-Qualification Conversion Rate into Sales-Ready lead stage: 10.00%
Ttl. Hr.
C Metric: Estm. OB Tele-qualification calls to IB responders/mo. 720 18.0
Metric: Estm. OB Tele-qualification calls to non-responders/mo. 7704 4.00
Metric: Tele-qualification completed interviews/hr. (Fully presented & profiled)/hr. 2.00
Estm. OB Tele-qualification calling hrs/mo. to IB inquiry responder group 40.00
Estm. OB Tele-qualification calling hrs/mo: To Non-responder group 428.00
Estm. Total Tele-Qualification interviews/scripts completed/mo. 936
Estm. # pre-qualified sales-ready leads/mo. From Responder group: 8
Estm. # pre-qualified sales-ready leads/mo. From Non-responder group: 86
Total Leads Per Month Pre-Qualified for Sales: 94
Revenue D C Estm. Budget
Month 1: TeleQualification $33,400 Prog Mgmt, QC, reporting, incl.
# of Qualified Sales-Ready "A" Leads Generated/Mo: MQL 94 Tele Qual set up $1,500
Estm. Pipeline Value Created/mo. (Using ASP $115k) $10,764,000 Dir Mail Creative $38,182 One time
Estm. Lead "Conversion into Sales Pipeline Opportunity" Rate 40.0% Dir Mail + Postage $27,000 Estimate $4x6700
# of Leads Reaching Sales Forecast/Proposal/mo. 37 Email LP Creative $0 Included in Dir Mail Creative cost
Estimated proposal pipeline value created per month $4,305,600 Premium $5,600 Estimating $20 x 280 A leads
Estm. Close % on Sales Pipeline Opportunities: 25.0% Lists (em bcast TM) $0 House
# Deals Closed/Month 9.4 $105,682
Average Sales Price Range (Initial Sale Revenue) $115,000
Estm. Revenue Generated/Year from each month's pipeline: $1,076,400 Month 2: TeleQualification $33,400 Prog Mgmt, QC, reporting, incl.
Mo. 1 Tele Qual set up $0
Estm. Budget/Month: $105,682 Emarketing $0 Included in SOW
Cost per Qualified Sales-Ready "A" Lead: $1,129 Dir Mail + Postage $27,000 Estimate $4x6700
Cost per Proposal Pipeline Lead: $2,823 Lists (em bcast TM) $0 Assumes Publisher sends
Estm. Revenue ROI on each $ Invested: $10.19 to $1 $60,400
Mo. 2, 3 Month3: TeleQualification $33,400 Prog Mgmt, QC, reporting, incl.
Estm. Budget/Month: $60,400 Tele Qual set up $0
Cost per Qualified Sales-Ready Lead: $645 Emarketing $0 Included in SOW
Cost per Proposal Pipeline Lead: $1,613 Dir Mail + Postage $27,000 Estimate $4x6700
Estm. Revenue ROI on each $ Invested: $17.82 to $1 Lists (em bcast TM) $0 Assumes Publisher sends
$60,400
Tom Judge
Quarterly Budget $226,482 All Rights Reserved
Copyright Protected

21. Tip 6: Implement an agile marketing system &
lead mgmt. team that gives you end to end
visibility into all of your campaigns
 Action item: Have the right talent, systems and an executive
dashboard reporting tool to manage your lead-to-sale funnel

22. Tip 7: Improve targeting
Assess & improve prospect data accuracy
then segment prospects into smaller sets
Action item: Don’t boil the ocean. Clean prospect data, then
compare campaign performance by segment to identify better
performing markets to focus resources better..

23. Tip 8: Use multi-touch campaigns to serve up
relevant content, offers, personalized messaging
to engage prospects with your compelling story
Action item: Create a multi-touch sequence of relevant
content to deliver to prospects over time to earn the right to
engage and ask the peer level qualification questions.

24. Example: Rovi Multi-Channel Campaign
9 components: Personalized content and messaging via dimensional mail,
email, 2 banner ads, social/twitter, web site, landing page, the online trivia
game and a tele-qualification team

25. Rovi Multi-Channel Campaign Email

26. Banner Ad in Tech Crunch

27. Banner Ad in Gigaom

28. Social Media:Twitter

29. Registration Page

30. Case: Rovi’s front line
Tele-prospecting/Tele-qualification team
brings it all together
 Has become their ultimate personalization touch point
 This pre-sales team syncs all the components, digital and
off line into the tele-qualification process
 Helps solve prospect problems with the right information
 This allows us to earn the right to ask the detailed qualification
questions needed by the sales team to prepare to engage
 Allows us to close on meetings with the sales teams
 Works for Rovi’s b2b complex solutions where the goal is
to optimize the sales team’s time and resources
Action item: Multi-Channel Multi-Touch is the
new norm. Test it if you are not already using it.

31. Tip 9: Consider peer-to-peer tele-qualification
in the touch process at the right time
Action item: We suggest running a three-month A/B test using
email + telemarketing in the lead nurturing and qualification process
and measure the ROI.
Hint: Use the peer-to-peer approach

32. This improvement was recently documented
in Aberdeen’s research
 Sales related KPIs rated higher in this b2b model

33. Dispelling the Marketing Automation “Solves it All” Myth
Sirius Decisions has now inserted Tele-qualification to
increase the sales qualification information gathered, boost
lead quality &conversions

34. Email +
Teleprospecting
Case Study
Email

35. Landing page

36. Metrics – Email alone
 EM Broadcast to 14,769
 EM Click Through @ 1%= 161
 Conversion to Demo @ 10% = 16
 Qual. Lead = Interest & Registered for Demo
 .1% conversion ratio of EM sent to qual. demo
lead

37. Metrics - Email with outbound
tele-prospecting integrated
 OBTM follow up calls to non-responders
 @ 7,513
 Prospects Contacted & Graded
 @ 33%= 2,511
 Now cleaned & captured, most are now in the opt-in
database
 Prospects Scripts Completed & Needs Captured
 @ 26%= 662
 1:1 relationships now established
 Conversion to Demo Sales-Ready Leads
 @ 32% = 217
 Qual. Lead = Interest & Registered for Demo
 2.9% conversion ratio of Calls to qual. demo lead

38. Results: Conversion rate boost of 13X
 Conversion to Demo:
 From 16 via em alone to 217 via combined em + tm
Email, Conversion to
Demo, 16
217
13.6
Multi Channel Boost
Email Telemarketing

39. Tip 10: Prospect nurturing is critical
Action item: Use your multi channel lead management touch
metrics dashboard to track response as you make multiple contacts
and thus identify the best combinations to reach the point of
optimizing conversions to “sales-ready”. AKA, that “sweet spot”

40. Lead nurturing yields more “Sales-Ready” leads
Touches
# of
Lead
s
% of
Total 'A'
Leads
Cumulative % of
Leads (right axis)
1 57 26.1% 26.1%
2 50 22.9% 49.1%
3 29 13.3% 62.4%
4 26 11.9% 74.3%
5 18 8.3% 82.6%
6 12 5.5% 88.1%
7 12 5.5% 93.6%
8 5 2.3% 95.9%
9 4 1.8% 97.7%
10 3 1.4% 99.1%
14 1 0.5% 99.5%
15 1 0.5% 100.0%
Analysis of the number of nurturing call/s & email touches needed to
develop suspects into “Sales-Ready Qualified” leads

41. Tip 11: Analyze KPI metrics in light of the
original touch plan & make refinements
Action item: Analyze lead-to-sales conversion
metrics from end to end. Frequently adjust tactics to

42. Multi-Touch Multi-Channel
B2B Cases

43. Case 1: Anritsu multi-touch demand generation case
• North American div. of Anritsu Corp.
• Test & Measurement equipment
• Segment: Wireless telecom carriers they could not
penetrate
• Targets: “Tower Dogs” management

44. Anritsu demand generation case
 The previous best practices outlined were followed
 First we created aLead-To-Sales requirements study
 Second we developed the lead generation multi-touch
metrics plan.
 Then, we used the agile method to measure and
manage the campaigns as they unfolded

45. Anritsu Multi-Channel Campaign
Direct mail with PURL

46. Multi-Channel Campaign:
3D Box Mailer + PURL

47. Direct Mail - Letter
(Multi-Channel
Campaign)

48. Direct Mail – Brochure Cover

49. Anritsu Direct Mail -
BRC
(Multi-Channel
Campaign)

50. Anritsu Email

51. Anritsu
Registration Page

52. Anritsu Campaign: IB response rate metrics %
Drop Date Delivered
IB Response
Rate
Landing Page
Capture Rate
Qualification
Rate on LP
Submissions
DM-BTS PURL EVDO 9/08 679 6.63% 3.83%
DM-BTS PURL WCDMA 9/08 679 7.36% 4.27%
DM-BTS PURL WiMAX 9/08 59 13.56% 3.39%
TOTAL 1,417 103 = 7.27%
57 = 4.02% of
TTL Delivered
55% of LP
28 = 49% of
LP
Submissions
Broadcast
Metrics: Combined email and direct mail results
Response to direct mail & email broadcasts was outstanding.
7% visited the PURL, and 4% filled out the contact form or
55% of those going to LP
Industry norm qualification rate = 5% to 10%.
The BTS Master campaign’s multi-touch strategy improved
conversion to sales-ready lead five fold.

53. Anritsu outbound tele-prospecting to
non-responders touch metrics
Target calling touch metrics: For 57 IB responders & 1,410 non-responders
Project Metrics Overview
Funded
Call Hrs
Hours
Called
Remai
ning
Hours
List
Size
Number
of Calls
Comple
ted
Record
s
Compl
eted
Script
s
Calls/H
our
Record
s/Hour
Script
s/Hr
Call
Hrs/De
mo
Reg.
Demo %
of TCS
170.0 170.00 0.00 1,467 3,862 876 244 22.72 5.15 1.44 1.39 49.18%
Leads Campaign Results
A+ A- B C
Future
Opportu
nities
Total
Leads
&
Future
Opport
unities
New
Recor
ds
Uncalla
ble
Record
s
%
Uncalla
ble
Record
s
Opt-
Out
Inappro
priate
Contact
Referral
given
Inapprop
riate
contact,
No
Referral
given
31 34 53 2 2 122 111 298 34.0% 8 104 120

54. Anritsu combined campaign touch metrics
Drop Date Targets
Prospects
Engaged/
Updated
Validated
Presentation
Completed
(TCS) TTL
Completed
Scripts
Qualification
into Sales-
Ready Lead
from TCS
DM-BTS PURL EVDO 9/08 667 484 = 73% 126 =26% 70 = 56%
DM-BTS PURL WCDMA 9/08 626 390 = 62% 102 = 26% 47 = 46%
DM-BTS PURL WiMAX 9/08 37 19 = 51% 3 = 16% 0 = 0%
Addtl Others 9/08 137 34 = 25% 13 = 38% 3 = 23%
TOTAL 1,467 927 = 63% 244 = 26% 120 = 49%
Broadcast
Combined IB & OB Touch Metrics & Results
Total targets to pursue
Industry norm qualification rate = 5% to
10%. The BTS Master campaign’s
multi-touch strategy improved response
five fold.

55. Case 2: Example of lead-to-sale KPI metrics
TotalLeads
CallingHoursBudgetedto
Date
Information
Request/Nurture DialsperHour TCSperHour
GradedRecordsper
Hour
CallingHoursper
Lead(HPL) Lead%ofTCS
ActualtoDate 459 1,150 2,251 7.69 1.6 2.4 2.51 24.5%
CampaignGoal 440 1,150 195 12 2.7 4.0 2.69 11.0%
PercentofGoal 104% 100% 1154% 64% 60% 61% 107% 223%
Month TotalLeads AccessControl BreakFixorService ReplaceorUpgrade
Code
Compliance NewConstruction KeyControl
Information
Request
/Nurture MQLGoal %toGoal
January2013 39 4 0 27 0 8 0 1,311 63 61.90%
February2013 34 11 0 18 0 4 1 533 63 53.97%
March2013 77 21 2 43 0 9 2 94 63 122.22%
April2013 88 21 0 49 0 17 1 103 63 139.68%
May2013 85 23 0 53 1 5 3 58 63 134.92%
June2013 63 14 0 37 0 8 4 70 62 101.61%
July2013 73 10 0 39 1 20 3 82
MetricsSummary
LeadsTotalsbyNeed

56. Case 2: Track, report sales pipeline results
& ROI results from sales leads

57. Tom Judge
tjudge@dirmkt.com
Direct: 510-368-7527
http://www.directmarketingpartners.com/blog.html
Let’s link up http://www.linkedin.com/in/thomaspjudge

58. About Direct Marketing Partners (DMP)
DMP is a lead management and lead funnel qualification
services provider for B2B selling firms
DMP provides customized lead-to-sales service bundles.
DMP teams are an extension of our clients’ demand gen teams.
Clients receive dedicated trained teams to execute multi-touch email,
direct mail and peer to peer tele-prospecting campaigns with marketing
automation and funnel metrics to optimize lead to sale conversions.