Situational Awareness

and

Precision Engagement

will be the key factors for market warshare

2. Use Print and Presence to Drive Web-based Interaction

Print:  Every print ad should drive readers to a specific URL for a magazine ad (tracking the effectiveness of that media buy is then available), offer an incentive (e.g. DVD drawing, extended warranty, "insider" newsletter etc.) to bridge readers from print to web-based interactivity.

Then ask for minimal end user input so that a cost effective dialog can be started to enrich this data.

Whether lead or current customer information is available on paper or electronically, a standard data record format should be established.

Economic Drivers

In the 60s, we doubted that life itself would be as viable without Physician's house calls

In our lifetime, let us stamp out the trade show greeting...

Can I scan your badge? 

3. Collect The Right Data in the Right Way:

Presence:   Always get an email address, even if you get nothing when you are in front of leads, e.g. a trade show.

Always ask for the phone number with a question such as "can I have a person (rep, etc.), contact you?"

With trade shows, there is no excuse not to trade information with an end user or wholesale prospect rather than forking over all available information.  There is an historical reason that it's called a trade show.

Whether automated systems (badge scanners), manual acquisition, or hybrid methods (look at the new voting systems) are employed - program the systems or forms to get the right info.  There is a lot to offer in the way of collateral information to trade for that prospect info.

4. Enrich Your Database - Increase Lead Quantification Metrics 

It seems that even companies who really know how to sell product, like Microsoft and others, forget what they know about romancing the customer when producing messages for interactive media.

Let's remember, the all familiar survey question, "Are you planning on purchasing in 90 days? -- That is not the question -- it's the answer!

Few self respecting buyers will show their hand so early in the buying process.  Those who do need immediate service will make contact.

Are you planning on purchasing in 90 days?

That's the answer, not the question!

Don't Burn Out Leads

Remember to Romance

- No more than 30 seconds of input, 20 seconds is even better for achieving high percentage participation

- Offer pdf's on the first dialog and entry in a contest (e.g. how much does a DVD a month cost?) This doesn't cost anything extra.

- Offer more in successive dialogs (expensive brochures, swag, better contests, etc.) for more profiling information.  This will incur some cost but now there is a level of qualification and the non-starters have been weeded out. 

- Application notes are an underutilized and under-promoted vehicle for selling hardware and software.

An unbelievable amount of highly useful information exists in service logs, and industry bulletin boards - have an intern cull them (internships will be a topic for future Take 2 coverage).

- Value the collateral - give it a stock number (for printed material), unitize it, track it like an asset, and who knows -- it might behave like one.

Most companies have more know-how in their employees and special end user relationships than they offer to their customer base.

It is the key end-users or installing contractors who own the most current and interesting information.

Almost to a fault, they are willing to share it.

Most professional sales involve significant process and system consideration.  The greatest value for potential customers is gaining information, not only about your product's benefits but how to optimally use it in systems for various applications.

Even the hobbyist, wanna-be's will eat this up because it's an insider peek.

Most suppliers feel a need to provide any and every piece of information on their website or in print.  This may be due to competitive pressures or a commitment to the ultimate service of end users and potential customers.

These same suppliers (and I am proud to share the same values) only provide information on product anomalies (ed. that's polite) and new developments on a highly qualified, "need to know" basis.

A balance needs to be struck between the right information at the right time, an incentive to dialog, and privileged information in exchange for profile data.

Economic Drivers

In the 70s, we thought that phone answering machines were too impersonal.

 Well, voice mail is still impersonal but who lives without it?

The risk in this type of mechanism is not in the technology...

it resides in contractor support and design.

Very few new initiatives can start with a clean slate.  There are existing systems, MIS resources, etc. - in place and functioning.  This realty has to be honored.

At the same time, any sales qualification initiative is a methodology (some would call it a religion), not a technology. 

CRM, SFA, and other database systems are important infrastructure for the challenges ahead.  Even PIMs like Outlook, and corporate data templates in Excel are key ingredients in an overall program.  Cost effective lead qualification will work in the context of any of these systems with the right plan.

Remember -- none of the systems are built for the nature and idiosyncrasies of your business, sales channel, and end user bases.  It is here that you have to take charge.  It is not so much the customization but how the available tools are used that will determine how well lead qualification can fit into your operation.

If product registration and active supporters (newsletter opt-ins, key internal lists, industry people, etc.) are not being integrated with the sales lead system, a big opportunity is being missed.

It is remarkable that even after the dot com implosion - that cool can still rule (technology, that is).  

My advice is simple - cool is very important - but honor the "novices" and serve the basic business propositions that the company offers. 

Test implementation extensively with fresh people from outside the building.  Wording, navigation, logic flow - it's all critical in any user experience and getting even more critical every day.

Economic Drivers

In the 80s, many thought ATMs would not have the user acceptance that they enjoy today. 

Now, ATM deployment is one of the key criteria for the selection of a consumer bank.

Economic Drivers

In the 90s, many of us equated high price with quality.

Now we have a broader definition

Top prospects fit into a pattern.  Sometimes it is counterintuitive and it relies on multiple factors. It is never a purely statistical, numbers game.  Understanding and experience are required to turn raw data into useful information.

Weighting data is an important start.  A simple example of this (for consumer products) is matching a buying power index with Zip code data to start quantifying lead potential.

An extraordinary source for profiling logic can be gained from comments on warranty registrations.

Start somewhere and successfully approximate optimal profiles over time.  It is time consuming but it is easier than you think.

Big name client references are great but make sure that solutions are scaled to your company's needs and the contractor understands the end game.  

Economic Drivers

In the New Millennium,

too many companies are waiting for growth to rebound rather than gaining share