1、 marketing without having some measurable metrics, whether that is an ROI for the campaign or something as simple as a quick ratio that shows how much impact the campaign has had on the pipeline. Another consideration is the results from the leads sent to the Sales department. An estimated 70% of th
2、e leads sent to Sales are never pursued. The Sales department believes that either these are the wrong leads or that the buyer is not ready to make a purchase. At this point, you have spent a significant amount of time and money to find prospects that are similar to your best customers and developin
3、g a campaign to speak to them without follow-up, resulting in wasted marketing dollars. Only by getting the right lead to the right sales person at the right time, can such waste be eliminated. A third issue facing many companies today is that information learned about a lead during the marketing pr
4、ocess is not shared with Sales. It may take two, three or even more touches before a prospect is ready to engage with Sales. Each of these interactions can provide insight. Also, Sales may gather the same information that has already been captured during the marketing process, wasting time and erodi
5、ng trust between the two groups. Sharing information about a lead across an organization can immediately differentiate a company from its competitors and close the trust gap between a salesperson and the prospect and between the Sales and Marketing teams. Plan For Success For best results, a lead ma
6、nagement system must bring together the right people, processes, and information. In order to accomplish this, a system must: ? Provide access to information across the entire organization, including any pre-qualification resources such as a call center. With this information about each and every in
7、teraction, you can make a better impression Integrating Sales and Marketing 4 on new prospects and improve your odds of winning their business. ? Identify hot prospects and route them immediately. Studies have shown that it is critical to get hot prospects in touch with the right person quickly so t
8、hey can respond immediately. With a fast response, even if it is an automated response thanking them for their inquiry and telling that Sally Jones, the Account Executive for their territory, will be in touch with them within 24 hours, you form a favorable impression of your organization with the pr
9、ospect, which can make the difference between winning and losing a sale. ? Actively engage the remaining leads and nurture them. Marketings role is not just to attract new leads; best practices call for Marketing to nurture prospects to move them forward in the sales cycle. Marketing should continue
10、 to learn more about these leads and refine their messaging so it brings value to them, so they are willing to share additional information. By building trust and interest over time, these prospects will move through the sales cycle until they are ready to have the Sales team re-engaged. ? Track lea
11、ds to closure. It is important to track all leads throughout the entire process to know what is working and whats not. By tracking leads and interactions with prospects, trends are identified and marketing processes are refined. ? Evaluate ROI of marketing campaigns. It is important that you develop
12、 closed loop reporting that ties the leads develop with each campaign to the resulting revenue. Typically, it will take multiple touches in order to move a lead through the sales cycle, so make sure that you determine how you are planning to allocate the revenue to the first response because that is
13、 what got them to raise their hand, the last because that got them to engage with Sales, or spread the revenue across all touches equally. In addition to measuring ROI, which typically cannot be determined until well after the campaign is complete, consider using a quick ratio which shows the impact
14、 of the campaign on your Sales pipelin单按着产品或服务划分的市场区段最佳客户最差客户进一步行动1234客户为什么购买你的产品或服务谁买什么？何时、何地、以及为什么买是市场信息的关键部分。如果你能确切地回答出这些问题，你将远远超前于你的大部分竞争对手。对于你的产品或服务要搜集如下种类的信息：l 谁做购买决定？l 按金额计算销售量有多大？l 能卖出多少数量？l 每笔销售所花的成本是多少？l 你的客户买什么？l 他们何时购买？l 他们的购买是定期的还是偶然的？l 他们的购买是季节性的吗？l 他们为什么买？l 什么对他们重要？l 他们在什么地方购买？l 他们的财务
15、怎样支持其购买？你的客户怎样评价你的产品或服务？这是个关键性的研究与开发问题。如果你能从客户观点理解的产品，你就能发现推销你的产品或服务的新方法、新目标市场，获取新机会。例如，如果一位客户已经要求你的产品结构中的某种标准的产品再精致些，你能够为其他人重新设计和重新包装那种产品吗？阅读材料-打破妥协如今，许多企业都在寻找企业成长的机会。他们应该怎样去找，又到哪里去找？当客户对你的产品或服务不满意时，是让客户勉强接受，还是改善提升企业的产品或服务让客户满意？如果是后者，那么你就抓住了一次绝好的创新机会，因为它意味着要对原有的模式或认知进行改变，或者说，要打破原有的旧框框。如此，被束缚的巨大价值能量
16、将被释放出来，其结果使企业获得突破性的成长。遗憾的是，行业中大多数公司采取了前一种做法，当客户对企业的产品或者服务提出看法，或需要该产品或服务做出某种改变时，他们总是不断的向你解释，试图说服你接受它的产品或服务而放弃自己的要求。通常，客户是无奈地接受或者干脆放弃。让我们来看看一家叫做“电路之城”的例子。通过建立旧车超级商店网络，它最近以CarMax为品牌，打入了旧车行业。在北美，旧车的年销售额高达2000亿美元，是仅次于食品和服装的第三大消费支出项目。其间就充满了客户让步。买辆旧车实在费事。购买者完全处于劣势，对产品的真实状况一无所知，还必须承受高压式的销售手法。电路之城得出的结论认为，他在家
17、用电器行业中许多突出的能力可以用在旧车行业上，使旧车购买者免于种种强加于身上的让步。电路之城是以商品的多样性闻名的。CarMax采用了同样的方法。一般的旧车经济商只有30辆车的库存，而CarMax的营业场所有1500辆。这样，客户就很容易比较厂牌和车型。CarMax还利用电路之城在信息系统上的专长，进一步扩大了客户的选择范围，降低了找车成本。在CarMax客户还可以进入使用方便的电脑房，查看该地区所有CarMax可供车的存货。然而，CarMax并没有死守电路之城的模式，当有战略需要时，他毫不迟疑地做了改变。例如，电路之城按销售额的百分比付佣金给销售员，但CarMax没有这样做。由于旧车行业致使
18、客户做出让步的主要原因来自于高压时的销售，因而CarMax建立的薪酬体系鼓励按实价销售，做切实承诺。其结果是CarMax形成了一套一体化的经营系统，为旧车购买者提供了完全不同的购买服务，这使得CarMax在它的业务领域内，获得了约15%的市场份额。创新即意味着旧的模式被打破，新的模式的建立。创新的机会源于对那些可能引起客户让步指出的观察。例如，Charles Schwab金融服务公司就是建立在打破现有模式的基础之上的。1975年，美国证券市场放松了管制，个人投资者不必再向全套服务经纪商支付高额费用，公司便以评价经纪商的形式开张了。但Schwab并没有裹足不前。接下来，它打破了由平价经纪商自身形
19、成的模式。尽管这些新公司收费低廉，但大多数公司提供的服务并不可靠。于是，Schwab公司通过对电脑科技的投资，做到了几乎能够立即在电话上确认客户的指令，这样一来，他不但价格低廉，还具备了业内少见的快速反应能力。后来，Schwab又通过提供一天24小时、一周7天的服务、Schwab“一本通”现金管理账户，以及自动电话和电子交易，为客户提供便利，使业务更灵活，并使客户易于转移资金。最近，Schwab又进入了共同基金业。大多数人投资于几种不同的基金，以期分散风险。但分散风险的代价往往是挫折和颓丧，因为它意味着要面对一大堆报表、规定和销售代表。1992年，Schwab引入了“一站式”方案，通过一个销售
20、点可购买350种以上的共同基金。在公司成立以来的20多年中，Schwab从单纯的评价经纪商，演变成了包罗万象的自助式金融超市，年增长率达2025%。一家公司要打破旧模式成长，必须具备将客户的不满意转化为新价值的创造力，不断调整经营方向的灵活性以及挑战业内经营常规的勇气。1 深入体察客户的经历要求经理和员工将自己融入客户经历开始。切身体会客户与你做生意时面临的让步。当客户为了使用某公司的产品或服务，不得不调整自己的行为时，让步是显而易见的。要特别注意客户为了避开产品或服务加在他们身上的限制，而采取的补偿性行为。例如，在经纪业中，众所周知，客户常常再打两到三次电话确认是否以他们所要求的价格成交。正
21、是细心注意了这一行为，Schwab意识到，如果在执行客户指令时能立即给以确认，那么多余的电话就不必打了，这可省去客户不少麻烦，也使Schwab赢得显著的竞争优势。2 逐步了解客户让步的层次一旦企业把注意力放到客户经历上，就应学会识别不同类型的让步。例如，迷你货车一种以轿车的车架制造出来的小型货车，它之所以诞生，就是因为克莱斯勒认识到了在小货车（以轿车为车架）与大货车（以卡车为车架）之间所存在的购买行为上的让步。在克莱斯勒于1984年引入迷你货车后的10年间，其销售额增长率是业界整体销售额增长率的8倍。再看看耐克公司怎样使运动鞋的种类改头换面。它不仅在鞋的设计上不断创新，而且不断缩小客户细分市场的定义，使细分市场的数目不断激增。耐克不单单是制造篮球鞋，它创造了Air Jordans、Force和Flight，每一种都为不同的运动设计，设计的要求不同，形象也不同。还有一种最难识别的让步行为，即广泛的社会性不满。 它可能与你的产品或服务毫无关系，但与客户的生活方式大有关联。例如，长期的社会和经济潮流使得越来越多的人开始管理自己的投资。然而，由于缺乏时间，加上经济日益复杂，它变成了一项令人沮丧的工作。Schwab解决这一问题的能力正是其成功的关键。3 重建
