Situation: A CEO wants the sales and marketing ream to generate higher quality leads. The company already uses referrals and networking. The CEO wants to know how other companies qualify leads before passing them on to sales. How do you generate high quality leads?
Advice from the CEOs:
The first step in a good lead generation campaign is to have a clear idea of who your customers and prospects are. Who are the current customers? How do you categorize them? Can you divide them into distinct groups?
Once you have divided your customers into distinct groups, develop a detailed profile for each group, concentrating on the most promising groups first. The profile will include demographics, potential purchase value, buying behavior, social media usage and preferred social media channels. Envision each group. Create a picture that represents the buyer and their personality profile. This is an important exercise because it shifts your focus from customers as lists to customers as people, and will boost the effectiveness of both your marketing and sales efforts.
After you develop customer profiles, rank them in terms of revenue potential to the company. Pre-qualify the high end buyer, not the low end. Target the decision-makers who can make a significant purchase.
Within each profile group, establish your own criteria for a good customer. Create questions which will help you to identify this customer.
Through social media and email campaigns, develop brief questionnaires and simple contests to help you to identify potential customers based on the criteria which you have developed. Develop a more detailed questionnaire turn leads into prospects.
Once a lead responds to your social media or email outreach have a sales person go through the detailed questionnaire with the lead prior to scheduling or going out on a face-to-face call.
You want to have well-qualified people making these calls.
Situation: A company has a network of regional offices, operating under loose oversight from the home office. Increasingly, large customers are asking for national service agreements, but the company struggles to coordinate uniform national service delivery. How do you shift from independent regional to coordinated national operations?
Advice from the CEOs:
If you want to act like a national company, then organize like a national company. Create a national account office which will take the lead in negotiating national contracts. That office will then coordinate with the regional offices to assure that service delivery occurs according to contract.
As the national office is built, it will be important for them to understand how service delivery may vary between states because of differences in state regulations. This will require a manager who is experienced and knowledgeable in your field. This may be a promising current regional manager or an outside individual from your industry.
You will also want to define customer categories which will enable you to classify current and prospective customers as regional or national accounts. You may want to consider three customer categories, for example Regional, Emerging National and National Accounts.
The key to success will lie in your incentive and professional development structures.
If region managers receive their incentives and promotions primarily for developing regional business, then this is where they will focus.
If you want the region managers to shift their activity and priorities to creating and servicing national contracts, then bias both your incentives and professional development programs accordingly.
For region managers, continuity of business will be a top priority, as this enables them to maintain region performance. To come on-board with the new program, they must perceive a value for both themselves and their customers.
Once you have determined your structure, look for high profile wins that drive the structure. Reward and promote those who produce these wins.
These producers will become your champions for change.
The message will spread quickly across the organization.
Situation: The CEO of a high tech company has been working long hours, and has had no time for himself, or even for much sleep during the past few months. As is typical in a small company, the CEO and everyone else wears many hats. What have you done to successfully fit in time for yourself?
Advice from the CEOs:
Take a calendar, and mark all of your time for several weeks to a month. Then look at the ways that you spend time and prioritize them into categories:
Life – eating, sleeping, etc.
Must do – mission critical
Must do – could possibly delegate
See how many of the “Must do” activities you can delegate or otherwise handle and recategorize this time into Life or Free Time. You may be amazed at how much more efficiently you can use your time. Ask all employees to do this every 90 days to assure that they are utilizing their work time effectively.
If you have long commutes or lots of travel time, get an extended battery for your laptop. This will allow you to make travel time more productive.
Or, if you have a long commute, hire a semi-retired driver to drive you to and from work. Turn your commute time into productive work time.
Semi-retired drivers are available for as little as $10 per hour. You can pay them $1,000 at a time in advance, and the driver keeps a log of the time spent driving the client.
Use your car, or the driver’s car and if the latter, reimburse the driver for mileage.
To make this work effectively set the rule that you are the client, and not looking for conversation. You want to accomplish as much work as possible during the trip.
Look for professional drivers, with the proper licensing. Do an MVR check on the driver’s history as part of your evaluation process.