Enhancing Sales Efforts

Transcription

1 Enhancing Sales Efforts Telecommunications Industry Boosting Sales with Lead Generation 2006 Forte Consulting. All Rights Protected and Reserved.

2 Content Introduction Lead Generation Forte s Approach For Sales Generation Opportunities Sample Initiatives to Boost Sales With Lead Generation

3 Our Company We are data-driven management consulting firm focusing on engagements in marketing, customer care, and sales-related functions across select industries... Functions Focused On... Sectors Practiced In... Telecommunications Marketing Financial Services Marketing Retail & FMCG Business Intelligence Focus Sectors Customer Care Sales Real Estate Transportation Government 3

4 Our Places of Practice We have experience in nearly a dozen countries, managing operations through our Istanbul and Dubai offices... Countries Practices In Istanbul Office Dubai Office Countries Practiced In (Turkey, Romania, Croatia, Saudi Arabia, UAE, South Africa, Azerbaijan, Kazakhstan, Lesotho, Burundi, Zimbabwe) 4

5 Content Introduction Lead Generation Forte s Approach For Sales Generation Opportunities Sample Initiatives to Boost Sales With Lead Generation

6 Lead Generation Programs Today, more and more companies focus on lead generation programs for increasing sales effectiveness Lead generation programs are effective means for increasing sales performance of any company, where marketing and sales teams should cooperate Source: 2006 Chief Sales Officer Insights Research with over 1,000 executives 6

7 Lead Generation Process Creating additional leads with short term and long term initiatives is a cyclical process which requires a good understanding of the customers, competitive environment and potential partners The Impact of Leads... The Steps to be Taken... How We Can Help... Number of Leads Learn About the Customers, Competition and Partners Generate Information Number of Customers Rapid Increase in Sales with Accelerated Actions Diagnose Opportunities Instant Impact Learn Market Share Annual Sales Take Action Customer Portfolio Value Continuous Increase in Sales with Structured Actions Build Strategic Initiatives 7

8 4 Key Voices Interpretation of the voice of the market, the business, the customer and the employee provides answers to key questions in lead generation process Voice of the Business Which prospect groups are more important strategically? What are the business priorities to keep in mind in partner creation? What would be the success criteria and targets for such activities? Illustrative Voice of the Market How do competitors create leads for sales? Who partners and works with whom in the market? What are the market potential and trends? Voice of the Customer Who would prospect customers listen to for referrals and sales? Which customers are most likely to refer high potential prospects? Which benefits would the referrer and referred parties expect? Voice of the Employee Would sales teams see these new sources as competition to their role? How would sales teams prefer to receive new leads? What would channel and business partners expect? 8

9 Voice of the Business Product, customer and channel priorities form the basis for the lead generation process, defining the targets and objectives Illustrative Product Priorities Increase point-to-point data revenues Increase long-distance market share Leverage ATM infrastructure Customer Priorities Leverage growth in real estate sector Increase SME market share Increase presence in retail sector Channel Priorities Increase indirect channel use Increase existence across cities Establish strong partnerships 9

10 Voice of the Market Potential by location and customer segment needs to be analyzed in order to develop the most effective and focused lead generation strategies for defined targets Commercial Entities in Top 10 Cities Sample İSTANBUL ANKARA İZMİR BURSA ANTALYA KONYA ADANA MERSİN BALIKESİR MANİSA Comparison of market size by location and customer segment (e.g. industry, size) would reveal untapped potential for additional sales Internet Type by Industries Real estate 33% 10% 46% 33% 19% Transport. & comm. 33% 7% 47% 36% 15% Tourism 16% 5% 59% 40% 9% Trade 37% 5% 52% 26% 8% Dial Up ISDN Construction 49% 9% 50% 14% 6% <2 MB/sec DSL >=2 MB/sec DSL Manufacturing 34% 7% 55% 27% 9% Other BB Source: TUIK Census and Telecommunications Statistics 10

11 Voice of the Customer For high priority prospect segments, analysis should reveal expectations during sales cycle and potential partnership and referral opportunities Customer Category Retail Chain Stores Sales Expectations In sales, we would look for References Good Impression 4.5 Sales Promotions Product Information Discounts Illustrative Potential Sales Partners Referral Likelihood We would consider referrals from We would give referrals if we POS System Resellers 8.5 Receive Monetary Benefits 7.6 Systems Integrators 7.8 Real Estate Developers 4.5 Receive Other Benefits 5.6 Product Suppliers 3.4 Receive Exceptional Service 7.8 Other Retail Chains 7.6 Technical Service Providers 7.7 Are Happy with Products

12 Voice of the Employee Potential partners should also be analyzed, in terms of their potential value add for sales, as well as their expectations from the partnership Partner Category Partner Potential Illustrative High Performance Server Resellers Target Segment Fit Service Offering Fit Size of Operations Number of Candidates Eagerness to Partner High High Medium Limited High Overall Potential 4.1 / 5.0 Partner Expectations Monetary Benefits 8.5 Partner Marketing 6.7 Extra Benefits 4.4 Prospect Information 8.7 Planning Support 3.4 Product Training 8.8 Sales Support Marketing Support Operational Support Advertising and Promotions Marketing Training Technology Support 5.5 Approved Partner Branding

13 Content Introduction Lead Generation Forte s Approach For Sales Generation Opportunities Sample Initiatives to Boost Sales With Lead Generation

14 External Sources For Sales Opportunities Forte believes five key external sources can effectively and quickly generate sales opportunities Persons with influence on or access to prospects (E.g. Retired telecoms dealers, Entrepreneurs) Independent Agents Companies with relevant sales & service team (E.g. PC resellers, IT technical service providers) Channel Partners Companies with relevant customer portfolio (E.g. Commercial banks, Real estate developers) Business Partners Customers which are satisfied and influential (E.g. Customers in ICT or with large network) Existing Customers Internal and external lists of non-customers (E.g. Importer/exporter lists, Industry specific lists) Lists Sales Pipeline 14

15 External Sources Each source needs to be capitalized on differently... Use as lowcost mass channel Independent Agents Build winwin scenarios Channel Partners Create synergies for sales Business Partners Capitalize on referrals Existing Customers Build basis for cold calls Lists Sales Pipeline 15

16 Products Lead Generation Strategy Map Outcome of these activities should build the basis for a lead generation strategy map Illustrative Lead generation strategy map defines for each product how leads are generated for which segment by whom Segment Partners Retail Chain Stores Pos System Resellers Systems Integrators Technical Service Providers Other Retail Chains Internet Warm Referral Cold Referral VPN Sales Warm Referral Cold Referral Data Center Warm Referral Long Distance Warm Referral Cold Referral 16

17 Relationship With External Sources for which the initial focus would be the creation of alternative sources - after which growth opportunities would lie ahead with the correct actions Continuity in lead generation through these sources requires continuity in relations with them Winning Partnerships Provide continuous feedback to partners for improvement, and keep channels of communication open Cooperate with the partners, growing their business, through providing training and value added support Motivate continuous referrals and sales by recognizing and rewarding high performing partners Facilitate easy and effective means of interactions with acquired sources Identify alternative sources and selectively acquire Potential Partnerships Create Facilitate Motivate Cooperate Accelerate Evaluate Customers, Independent Agents, Channel Partners, Business Partners, Lists 17

18 Content Introduction Lead Generation Forte s Approach For Sales Generation Opportunities Sample Initiatives to Boost Sales With Lead Generation

19 Referral Programs Customer referral programs are effective means for accelerating sales for companies with a basis of loyal customers Use as lowcost mass channel Independent Agents Build winwin scenarios Pro-actively Channel involve Partners loyal customers Key Principles Leverage value chains & networks of referrers Create synergies Create for sales benefits for both referred and referrer Business Partners Capitalize on referrals Existing Customers Care for the experience of all involved parties Incorporate Build referrals basis into for customer cold calls value Lists Sales Pipeline 19

20 Sample Referral Program Practice (1/3) Reward mechanism is one of the key success factors of any referral program, balancing attractiveness/volume vs. cost of sales Sample Case Existing Customers Case: Friends & Colleagues Small Business Referral Program Rewards for referrals are commonly based on sales volume to referred parties, and delivered in various forms AT&T provides rewards ranging between $50 and $250 for referrals, based on sales value, presented with a Visa Prepaid Card. 20

21 Sample Referral Program Practice (2/3) Providing benefits for the referred party as well provides additional motivation and justification for cause for referrers Sample Case Existing Customers Case: Win-Win Referral Program Providing benefits to both parties create a favor affect to referral programs TTNet Refer & Win program provides 5 YTL discount on bills for both the referred and referrer. 21

22 Sample Referral Program Practice (3/3) Conditions for eligibility and customer privacy should be effectively managed to avoid potential dissatisfaction of referrers Sample Case Existing Customers Case: Conditions & Customer Privacy Using referrer name can increase likelihood of acceptance, on the other hand, it can decrease number of referrals submitted TW Telecom (Time Warner) provides benefits for sales with 12 month commitment only, and lets referrers choose whether his/her name is made known to referred party. 22

23 Independent Agents Independent agents can prove to be an efficient sales force, with limited investment needs and quick growth opportunity Use as lowcost mass channel Independent Agents Build winwin scenarios Provide limited authority & limit liability Channel Partners Key Principles Avoid conflicts within existing sales teams Create synergies Reward for sales loyalty and growth Business Partners Capitalize on referrals Existing Customers Motivate policy and quality alignment Turn high Build performers basis for into cold channel calls partners Lists Sales Pipeline 23

24 Sample Independent Agents Practice (1/2) Warm referrals provide faster means for sales, compared to cold calls, but require more talented independent agents Sample Case Independent Agents Case: Warm Referral Program Focusing on warm referrals can create a more efficient sales pipeline Qwest referral program targets independent agents, as a source of warm referrals, and with a sales conversion rate target. 24

25 Sample Independent Agents Practice (2/2) Mass communication and motivation tools and channels are required for increasing performance of agents Sample Case Independent Agents Case: Agent Interactive Portal Web based portals are effective means for agent support and referral submissions Sky provides accounts to its retail agents for accessing portal for their customer operations. 25

26 Channel Partners Channel partners with complementary service offerings which serve priority segment prospects can rapidly expand the accessible customer base Key Principles Use as lowcost mass Gain exclusive channel rights when Independent possible Agents Build winwin scenarios Channel Partners Key Principles Create synergies Ensure for sales policy and quality Business alignment Partners Capitalize on Leverage referrals complementing products & services Existing Customers Build basis for cold calls Create business value in addition to cash Lists Invest in lasting relationships Sales Pipeline Target partners serving priority segments 26

27 Sample Channel Partners Practice (1/5) Partnerships with telecommunications decision influencers and complementary service and product providers can have a substantial impact on sales Sample Case Channel Partners Case: Computer Technician Partnership Program Similar partnerships are applicable for additional companies, such as: PC makers PC & technology resellers Real estate developers Transport companies PBX makers CA has partnerships with various computer technical service providers, such as Geeks on Call, whose technicians receive rewards for CA product sales, and receive additional support. 27

28 Sample Channel Partners Practice (2/5) Effective channel partnerships require business and tool support to partners, creating improvements for both parties Sample Case Channel Partners Case: Authorized Partner Support Training and support to sales partners not only directly affect sales, but also add extra value for these partners, increasing their loyalty Sprint provides marketing and training support as well as online tools for its authorized partners. 28

29 Sample Channel Partners Practice (3/5) Low-cost channels such as the internet can be utilized for training and support of partners in mass numbers Sample Case Channel Partners Case: Preferred Sales Training Program Web channel is especially relevant for technology companies partners, such as telecom operators Intel provides web based facilities to its resellers for 24x7 training and face-to-face courses for more detailed training in both technical and sales skills 29

30 Sample Channel Partners Practice (4/5) Commission-based programs are effective in creating partnerships, yet extra rewards and recognition are necessary for long-term relations and loyalty Sample Case Channel Partners Case: Preferred Partner Rewards Program Recognizing and rewarding channel partners, in addition to providing commissions, increases motivation and loyalty Toshiba provides rewards ranging from jewelry to vacations to its top performing partners. 30

31 Sample Channel Partners Practice (5/5) Differentiation of partners, by their value add to the company, and customized treatments also increase return on investments into partnerships Sample Case Channel Partners Case: Tiered Partner Certification Program Segmentation is commonly applied for customers, yet, is also a powerful tool in partner relationship management Cisco Systems classifies its partners and certifies them, with custom support levels for each. 31

32 Business Partners Business partnership with non-competing companies for customer acquisition creates synergies in value offerings and can generate new opportunities for both parties Care for brand alignment Key Principles Use as lowcost Gain mass channel exclusive rights when possible Independent Agents Build winwin scenarios Target partners serving Channel Partners priority segments Create synergies for sales Business Partners Leverage Capitalize complementa on ry products & referrals services Give some, take some Existing Customers Sales Pipeline 32

33 Sample Business Partners Program Bundling of business solutions for priority prospect segments is one of the effective ways of building business partnerships Sample Case Business Partners Case: Start-up Package Partnership with Bank Start-up and sectorspecific bundles can be created in partnership with banks, which are also after similar prospects HSBC partners with IT & T to provide a complete start-up package to new businesses, bundling banking, telecommunications and consulting services. 33

34 Lists Lists are also effective means to generate leads, where targeted group lists are accessible, or mass marketing actions want to be taken Unify lists to avoid multipitches to same target Key Principles Use as lowcost Balance mass channel quality vs. quantity of data Independent Agents Build winwin scenarios Customize approach by value of prospect Channel Partners Create synergies for sales Business Partners Capitalize on referrals Utilize both direct and indirect channels Existing Customers Avoid spamming using targeted lists Build basis for cold calls Lists Sales Pipeline 34

35 External List List usage should be complemented with prospect potential and needs prediction, in order to target the right prospects through right means and with the right messages Illustrative External List Usage List Sources Business Rankings Business Directories Trade Directories Stock Market Listing Industry Directories Certificate Directories 3 rd Party Companies Lists are acquired by segment and company size. Potential value and needs of prospects are assessed. Prospects are solicited via different channels based on potential and needs. 35

36 Internal List Internal data can be also used to identify prospects for sales, through analysis of relations between companies Illustrative Internal List Usage Companies which are called by the telecom s customers frequently are identified through data analysis. Potential value and needs of prospects are assessed. Prospects are solicited via different channels based on potential and needs. 36

37 The information contained in this document, much of which is confidential to Forte Consultancy Group, is for the sole use of the intended recipients. No part of this document may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Forte Consultancy Group. Istanbul Office Giz 2000 Plaza, No: 7/57, Maslak, Istanbul - info@forteconsultancy.com Dubai Office Business Central Towers Office #902B Dubai Media City, Dubai United Arab info@forteconsultancy.com