MarketingSherpa Blog

Reacting to an increasingly competitive marketing automation software field, last spring Eloqua created an independent content marketing department.

The idea was to bring the company into what VP of Content Marketing at Eloqua, Joe Chernov, described as the “marketing 2.0” world — the shift from transactional marketing to social/conversational marketing.

Early in the process of putting its content marketing strategy together, Eloqua decided to differentiate itself from the competition by putting a strong emphasis on visual appeal and design elements. This means releasing a steady diet of infographics, and putting more attention on design in live events and even the typically stodgy old white paper.

Build, buy or hire?

Because visual appeal was going to be a key aspect of all its content marketing efforts, getting the right people to execute the design work was very important to Eloqua. Typically two options are considered:

• Create from scratch or utilize an existing internal art/design department within the company
• Find a vendor and pay them by the piece for each design project.

Eloqua went a third direction. It found a design firm doing the work Eloqua was looking for and put them on retainer.

And even more unconventionally, Eloqua actually gives that firm — JESS3 — prominent credit for all its work.

Example of JESS3's work (click to enlarge)

Joe says, “We give them a shout-out for everything they create and I have gotten some pushback internally saying, ‘Look, we bought this.'”

He adds, “My view is, ‘Why not?’ JESS3 is a really hot company. And if somebody is putting their name on something, aren’t they going to do the very best work versus if their name wasn’t on it?”

Joe also says Eloqua is getting additional social media and other benefits by connecting their B2B brand to a design firm with a completely different following. When a content piece, blog post or press release goes out mentioning JESS3 alongside Eloqua, the design company’s fans share those links with an entirely new demographic. And that, Joe explains, gives Eloqua additional “top of the funnel” exposure.

Sometimes reality steps in …

And every once in a while something happens that puts an easy-to-see monetary value on taking the unconventional route. Unexpected changes in content marketing publishing plans can leave a team scrambling, and paying additional fees to contract-based creative talent.

I’ll let Joe explain just that occurrence with a recent major content piece, and how having JESS3 on retainer saved Eloqua time and money:

On June 28th the Social Media ProBook was declared final. Done. Complete.

The final version had been approved and it would be published the following day. I’d even made a quip to the team, “Not one more damn edit. I don’t care if there is a typo or two. We’ll survive. This project is ‘a wrap.’ It goes live tomorrow.”

Then, later that same day, Google+ launched. How could we go live with the “social media pro’s” book on social media without so much as mentioning Google’s long-awaited re-entry into the space? We couldn’t.

So I over-ruled myself, and we scrambled to insert a section on Google+, a section that had a major impact on page layout. Had JESS3 been paid by the project, this significant last-minute change may have been an “outside of scope” addition. After all, I had just emphatically declared the project complete. But given the retainer model, our relationship isn’t a series of discrete projects, but rather a constant hum of collaboration, output and refinement.

In the case of the Social Media ProBook, we refined it after it was “final” but before it was published, thanks, in large part, to the continuity that comes with a retainer.

Related Resources

Content Marketing: Four tactics that led to $2.5 million in annual contracts (Members library)

SEO Tactics Chart: Creating content is the most-effective tactic — here’s how to get started

Inbound Marketing: Unlock the content from your emails and social marketing

Content Marketing: Should you lure a journalist over to the “dark side?”

Content Marketing: Analytics drive relevant content, 26,000 new monthly visits to blog (Members library)

Content Marketing: Inbound strategy pulls in 25% more revenue, 70% more leads (Members library)

Marketing Strategy: Revenue-oriented approach leads to 700% two-year growth (Members library)

Lead Generation: A closer look at a B2B company’s cost-per-lead and prospect generation

Lead Generation: Testing form field length reduces cost-per-lead by $10.66

Update: All MarketingSherpa newsletter articles are now permanently open access.

Several weeks ago I had the chance to speak with Jon Miller, Marketo‘s Vice President, Marketing, and co-founder of the company. Our talk was extensive and covered Marketo’s entire marketing process and philosophy, and the main result was a MarketingSherpa B2B newsletter case study (members library).

Even though the story was extremely in-depth and revealing in covering the marketing automation company’s practices — so much so that when my editor tweeted the story he wrote, “#B2B Marketing Strategy: Revenue-oriented approach leads to 700% two-year growth http://j.mp/lWT7PS @jonmiller2 opens up the kimono” — not everything Jon and I discussed made it into the case study.

One result of the extra material I have on hand was a popular MarketingExperiments blog post on testing form field length, and a second result is today’s SherpaBlog post going into more detail about Marketo’s cost-per-lead across its prospect generation efforts.

It’s a prospect, not a lead

Even though “lead generation” and “cost-per-lead” are something of industry terms of art, Jon explained to me that Marketo has a rigorous naming system for its eight-stage buying cycle, or what it calls a “revenue cycle:”

1. Awareness

2. Names

3. Engaged

4. Prospect

5. Lead

6. Sales lead

7. Opportunity

8. Customer

For someone to move from “engaged” to “prospect,” they must visit Marketo’s website and either fill out a form or download content. At this point they undergo demographic lead scoring. Using this scoring, Jon says a prospect is, “the right kind of person at the right company.”

Marketo defines a “lead” how most companies might identify a marketing-qualified lead, so at Marketo “prospects” are in effect its traditionally defined leads. Confused yet?

This chart takes a look at Marketo’s prospect generation metrics for the last two quarters of 2010. You will notice above the line are efforts Jon pays some marginal cost for and each includes its cost-per-lead. Below the line are Marketo’s non-marginal-cost inbound marketing efforts.

Click to enlarge

Virtual beats traditional in trade shows

Virtual trade shows stand out in this list because they create the most prospects at the lowest cost-per-lead. In fact, the figure on the far right of this chart, lead-to-opportunity index, is calibrated to the virtual trade show statistics.

“For us, virtual trade shows work great,” Jon says. “You get the database really cheap and they become leads, too.”

He adds that pay-per-click advertising has a fairly high cost-per-lead, but they also convert to opportunities at a high level at the highest velocity (in terms of least days), and they almost double the closest conversion-to-lead figure. It is worth it to Marketo to spend the extra cost-per-lead money on PPC ads.

The worst overall performing tactic on the chart is the traditional trade show. These events have the highest cost-per-lead by a long shot and don’t offer a strong conversion-to-lead number, and the strong lead-to-opportunity conversion ratio doesn’t offset the weaker stats.

Based on this information from last year, Jon told me he plans on cutting back on traditional trade shows this year and is spending that money on traveling to captive event road shows.

Inbound rising …

One very interesting aspect of Marketo’s prospect generation chart is the performance of its non-marginal cost inbound marketing tactics. Across the board they meet, and often greatly exceed, the baseline lead-to-opportunity index. Velocity and conversion-to-lead also compare very favorably for most tactics.

And the cost-per-lead for these inbound efforts? Effectively zero.

What lead generation tactics do you find successful? Do you track the success rate and bottom-line impact of your inbound efforts? Let us, and your peers, know what you think in the comments section.

Related resources

Lead Gen Overhaul: 4 Strategies to Boost Response Rates, Reduce Cost-per-Lead

Custom Landing Pages for PPC: 4 Steps to 88% More Leads, Lower Costs

Lead Generation: How to get funding to improve your lead gen

Social Media Marketing: You value (and earn ROI on) what you pay for

Lead Marketing: Cost-per-lead and lead nurturing ROI

Search Engine Marketing: Finding appeal for your PPC Ads

Social Media Marketing Research: Rolling up my sleeves and getting social

A recently published research paper may prove to be of great interest to marketers. “No Clicks, No Problem: Using Cursor Movements to Understand and Improve Search,” by Jeff Huang, Information School University of Washington; and Ryen W. White and Susan Dumais of Microsoft Research, takes a look at the correlation of eyegaze on a webpage and cursor placement.

This research found a high correlation between where the cursor was placed on a page and where the user was actually looking, and created a tiny JavaScript capable of running invisibly on a webpage that tracks where the cursor is in real time providing information on where that webpage visitor is looking and, possibly more importantly, pausing throughout the visit.

This is from the abstract of the linked paper:

In this paper, we examine mouse cursor behavior on search engine results pages (SERPs), including not only clicks but also cursor movements and hovers over different page regions.

We: (i) report an eye-tracking study showing that cursor position is closely related to eye gaze, especially on SERPs; (ii) present a scalable approach to capture cursor movements, and an analysis of search result examination behavior evident in these large-scale cursor data; and (iii) describe two applications (estimating search result relevance and distinguishing good from bad abandonment) that demonstrate the value of capturing cursor data.

Maybe most intriguing for marketers is the final line of the abstract, “Our scalable cursor tracking method may also be useful in non-search settings.”

The JavaScript code that drives this online tracking tech is a mere 750 bytes and had a negligible effect on the load time of webpages hosting the script. Although this technology is not yet commercially available, it should eventually present another interesting avenue for marketers to test website visitor’s behavior.

Click to enlarge

Jeff Huang, the team member who implemented and deployed the cursor tracking code, mined the cursor data, and wrote parts of the paper, took a few moments to answer several questions I had about this intriguing technology.

Tell me a little more about this research.

Jeff Huang: We examined mouse cursor behavior on search engine results pages, including not only clicks but also cursor movements and hovers over different page regions. In an eye-tracking study, we showed that cursor position is closely related to eye gaze. We developed a scalable approach to capturing cursor movements, and an analysis of search result examination behavior for over 300,000 queries from around 22,000 people. Finally, we were able to use cursor movements to estimate search result relevance and distinguishing good from bad abandonment.

Marketers are probably familiar with click and heatmaps, and this seems closely related to that technology. Do you think this technology can be useful for more than search?

JH: Cursor movements can create heatmaps with a similar appeal as click maps. While click maps show only the regions being clicked, movement heatmaps can also show regions that received attention by proxy of the cursor position. Often clicks are not available for smaller sites so movements can provide richer information.

Could marketers utilize this tech for webpage research to improve, say, the eyepath of the page? Is cursor movement correlated with a page visitor’s eyepath?

JH: Yes, as we mention in the paper, the cursor is typically within 200 pixels of the eye gaze. The most common position for the cursor is to be slightly below what the user is looking at. We also found that the cursor follows the eye gaze by around 200ms [milliseconds] (although the data for this is highly variable).

Does this technology offer other applications for marketing efforts or webpage testing?

JH: Sure, having records of the cursor movements allow marketers to replay the user’s session on the Web page. For example, they can see which order a user filled out a form even if they did not complete the form and left the page instead. We have developed an efficient method to record the cursor movements so they take a minimal amount of space and can be collected without disrupting the user.

Is this tech publically available, and if not, when is commercial roll-out expected?

JH: This was developed as part of an internship at Microsoft Research last year, and deployed to internal users. I will return to Microsoft again this summer, but I cannot comment on its commercial availability.

Teleprospecting, email campaigns, drip marketing, lead nurturing — all of these marketing tactics have one very important element in common. Each one begins with a list, and the quality of the data in that list has a direct influence on the success of each tactic.

Looking at the top of the funnel

“Data is so top of the funnel, yet it is so undervalued,” says Brandon Stamschror, Senior Director of Operations for the Leads Group, MECLABS (the parent company of MarketingSherpa.)

He explains that creating a quality list begins with an organizational philosophy that places a high value on data quality. This might require a philosophy shift in some companies, and it will likely require leadership support in the idea that data quality is important and that this importance might need to be proven by testing.

“A lot of times I see that marketers think they have this really robust, large database, but soon find out that because of data quality issues, they only have a small segment of their actual ideal customers that they wanted to be focusing on,” says Stamschror. “They are kind of getting lost in the quagmire of trying to manage untargeted data.”

Pay more, gain more

Stamschror says the solution may be to spend more on data to reap the benefits of higher-quality lists.

He explains you want to:

• Be specific about the data you need to focus on
• Don’t collect more data than you really need on your ideal buyer profile or persona

If you don’t do these two things, it can become overwhelming to manage a very large list. And if your data quality is low, you might have a list of 50,000 contacts, with only 10,000 who are relevant to your business.

Data hygiene is an ongoing process

Looking at data quality isn’t something you can do once and be satisfied that you’ve completed a task to take off the “to-do” list. Stamschror recommends data remediation projects every three to six months if there is no other data hygiene process in place.

Even though it’s not cost effective having your lead generation and prospecting staff spend time tracking down bad entries in the list, or engaging in a wholesale data update, it is beneficial to create a process where your team is regularly updating and appending account information as part of their day-to-day activity. There is little, to no, additional investment for staff to update contact fields as they discover missing, or incorrect, items. Stamschror adds if controlling data quality isn’t feasible as an internal process, you should find a data quality partner you can trust.

He explains, “It is always important to have someone who has some distinct responsibility for data quality.”

Stamschror says that as many as half of all lists he’s encountered contain duplicate information because there is no data hygiene or remediation process in place to keep the database clean.

“It really gives you a false sense of security,” he says. “You think, ‘I have all these contacts that I can run email campaigns or teleprospecting campaigns off of,’ and then you find out once you get into it that your list isn’t really as big as you thought it was, or as robust as you thought, and worse yet, you are spending a lot of time just wasting time (with the bad list).”

Less can be more

Stamschror says it is much more important to have a very clean, but smaller, prospect list, as opposed to a bloated list full of bad and/or irrelevant data. He states this is particularly important for B2B marketers who should be focused on a smaller group of highly targeted prospects.

Stamschror offers a piece of final advice, “You know the companies that you really need to be focused on. So focus on the right one.”

Related Resources

(Members library) CRM and the Marketing Database: Data hygiene, behavioral analysis and more

(Members library) Cause Marketing: Marketer builds email list with 20% conversion rate

New Chart: Most effective email list growth tactics

Email List Hygiene: Remove four kinds of bad addresses to improve deliverability

B2B Marketing: The 7 most important stages in the teleprospecting funnel

Photo credit: Donovan Govan

Landing pages get a lot of love. Here at MarketingSherpa and MarketingExperiments we often write about landing page optimization, and offer case studies on how marketers are testing and improving landing page performance. And landing pages deserve all that attention because often those pages are the direct connection between a marketing campaign and a closed deal. We think so highly of landing pages at MarketingSherpa we just released a publication dedicated to LPs — the 2011 Landing Page Optimization Benchmark Report.

The homepage is a channel, not a destination

But because landing pages command so much real and virtual ink, the homepage can seem neglected. The first thing to consider is the homepage is unique to a website. For companies that only offer one product or service, the homepage may be no different than a landing page.

But companies with many products, services, divisions, etc., must look at homepages as a drastically different animal than a landing page. Unlike the landing page where you want to get website visitors to the LP, the homepage is channel where your goal is to get the visitor through the page.

The homepage is possibly the toughest page on a website to test because it “serves many masters” and typically has multiple objectives to achieve.

The usual elements in a homepage to test do overlap with landing pages:

• Eye path direction
• Strength of value proposition
• Color combination
• Image relevance

And testing a homepage involves five basic steps:

Click to enlarge

You may notice one word features prominently in each step — objectives. Homepage objectives should be broken into three categories:

1. Primary — these are long-term and should have high revenue potential
2. Major — short-term and are typically tied to a marketing campaign or other internal need
3. Minor — functionally necessary elements to the page such as navigation or legal copy

Taking a closer look at homepages, how they differ from landing pages and how tricky they are to actually test and optimize, caused one chart from the Landing Page Optimization Benchmark Report to really stand out.

Click to enlarge

Boris Grinkot, Associate Director of Product Development, MECLABS, is the author the Landing Page Optimization Benchmark Report and he took a few moments to share his thoughts on homepage optimization and metrics.

Before we get into the questions, here’s a quote from the report (I highlighted the final sentence):

A critical issue becomes the quality of the traffic that the homepage sends into the website. The quality of the traffic is broadly the degree of match between the visitor and the offer – in other words, the predisposition to convert. Reducing bounce rate may be a short-sighted key metric if more visitors get through, yet those are not the visitors that would ever be interested in becoming customers. Dedicating significant page real estate to a $10 gift card offer can explode the clickthrough rate (and conversely, minimize bounces), but it may turn away visitors exploring a multimillion dollar RFP.

In your LPO Benchmark Report, you mention the homepage is possibly the most difficult page for designing a test …

Boris Grinkot: Measurement on the homepage is complicated because so many things typically happen between it and the conversion step. The general point is that when looking at the funnel holistically, a test on the homepage can affect different metrics differently, and sometimes you can get contradictory results — bounce rate reduced = good, conversion rate reduced = bad.

The homepage as any entrance page acts as a filter, and changing it does not only linearly affect clickthroughs to the rest of the funnel, but can affect the quality of visitors that click through — in other words, the segments.

So, what metrics are most important when testing a homepage?

BG: It’s important that marketers monitor several different metrics to get a complete picture of what’s going on. Bounce rate or clickthrough rate measures what happens immediately on the homepage, or wherever it’s measured, but misses how this page affects the rest of the funnel. Overall conversion rate (CR) measures performance of the site as a whole, but ignores where the leaks might be.

More intricate measurement — such as using “active segments” or “goals” — can tell you what happens with visitors who viewed a particular page, meaning that a virtual segment is created based on what the visitor experienced. Segment-specific CR can be much more meaningful because it takes specific page(s) into account.

Boris Grinkot will be providing insights from his Landing Page Optimization Benchmark Report and moderating a panel on “Overcoming institutional barriers to optimization implementation” at the first MarketingSherpa Optimization Summit coming up June 1-3 in Atlanta.

Related Resources

Homepages Optimized web clinic

Homepage Optimization: How sharing ideas can lead to more diverse radical redesigns

Homepage Optimization: How a more logical eye-path led to 59% increase in conversions

Homepage Optimization: Radical redesign ideas for multivariable testing

B2C Testing: A discount airline looks to increase conversion

(Members library) — Office Depot Site Overhaul Lifts Conversions 10%: 7 Tactics to Target High-Impact Improvements

We just launched the registration landing pages for our upcoming MarketingSherpa B2B Summits — the first will be held September 26-27 in Boston, and the second October 24-25 in San Francisco — and looking toward those events got me thinking about all the learnings I’ve taken away from these last months of digging deeply into the complex world of B2B marketing.

Since I began covering the MarketingSherpa B2B beat toward the end of last year, I’ve had the opportunity to speak with many marketers, industry experts, and our internal researchers and thought leaders here at MECLABS (MarketingSherpa’s parent company). One area that really separates B2B from B2C marketing has come up many times — the complexity of the B2B sale and the length of the B2B sales cycle.

Our research, based on interviews with 935 B2B marketers in the MarketingSherpa 2011 B2B Marketing Benchmark Report, found marketing to a lengthening sales cycle as a growing concern, and the third-most-pressing challenge for B2B marketers today (trailing only quality and quantity of lead generation):

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That same report shows that more than one-third of B2B sales cycles from first inquiry to closed deal last seven months, or longer:

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During my B2B beat reporting I’ve learned quite a bit about three very interrelated marketing areas that address this challenge — the strategy of lead nurturing, the tactic of drip marketing campaigns and the use of marketing automation software tools.

Growing the lead into a sales-ready prospect

A lead generated is very rarely a lead ready to hand off to Sales, and when your sales cycle is measured in months, or even longer than a year, you want to have a lead nurturing program to keep in touch with that potential customer and turn them into a sales-ready lead.

Brian Carroll, Executive Director of Applied Research, MECLABS, explained to me that most lead nurturing programs don’t have an impact on conversion before at least five meaningful touches, and that the important thing is to continue nurturing leads whether it takes five touches or 25 touches to get them to the sales-ready point.

He says, “If you have a nine-month sales cycle, you should nurture a lead in those nine months, and that’s at a minimum level. So that means nine nurturing patterns during the course of that lead.”

Here’s a table from the 2011 B2B Marketing Advanced Practices Handbook outlining some lead nurturing basics:

Click to make larger

If you notice, content is a major aspect of that table. That’s because content marketing is a key element in lead nurturing. New information about your product is a good reason to reach out to the nurtured lead. So is a vendor-agnostic article from an industry thought leader that provides usable information or advice on your business area.

Other touches might include an invitation to an event, such as a webinar, or maybe an executive summary and key takeaway list from an event along with links to video or audio excerpts from the presentation.

Content marketing is not the only piece in a lead nurturing campaign, but it should be an area of high priority focus.

Keeping those touches coming

If lead nurturing is an overall strategy to meet the challenge of a long sales cycle, drip marketing is a specific tactic to execute that strategy. Drip marketing involves automatically sending marketing messages to your list via email or other methods. The messages are “dripped” in a series based on the specific behavior or status of the recipient.

Here’s Jeanne Jennings from a SherpaBlog post on drip marketing:

Drip campaigns take their name from drip irrigation, which saves resources by allowing water and fertilizer to be consistently delivered directly to the roots of plants. There’s less waste than with sprinklers and topical fertilizer application; drip irrigation also provides a consistent level of moisture to the soil, rather than the “soak and dry” experience that sprinklers provide.

Drip marketing campaigns are most commonly delivered via the email channel because of its short turn-around, quick delivery time and cost-effective nature. A drip campaign involves a series of messages that are sent or “dripped” in a predefined order at a predefined interval. Each message in the campaign stands on its own but also builds on the missives that have come before it. A drip campaign is a response to a specific behavior or status of the recipient – and it encourages a specific action.

… and then SkyNet took over

Actually April 19^th has passed and I’m pretty certain no terminator robots are heading back in time as I write this post, but lead nurturing does have a powerful tool that makes the entire process much easier to manage — marketing automation software.

Marketing automation offers many benefits for marketers:

• It provides a trackable database and measurable analytic results for marketing efforts
• It, well, automates many marketing tasks that previously had to be handled manually
• For a long sales cycle, multi-touch lead nurturing campaign, it allows marketers to focus on determining the creative elements of the effort — email copy, content with each touch, etc. — and setting the timing and triggers for each touch, and the software handles the actual execution of the campaign

A small business with a handful of leads to nurture can most likely run the campaign manually. A large corporation with hundreds, thousands, or even many more leads will require marketing automation to run an effective lead nurturing program.

Related Resources

Members library – B2B How-To: 5 lead nurturing tactics to get from lead gen to sales-qualified

Members library – How-To Increase Relevance: Integrating drip marketing into an email campaign

No Budget and Less Time? Lead Nurturing in Five Simple Steps

Lead Marketing: Cost-per-lead and lead nurturing ROI

B2B Marketing: Calls-to-action and the business buying cycle

Members libarary — How and When to Use Content in the B2B Sales Process

Over the last two weeks I’ve covered a number of angles on lead nurturing. Last week’s Sherpa B2B newsletter took a look at five lead nurturing tactics, and yesterday’s blog post was on why you should consider nurturing leads lost to competitors along with tips on how to do just that.

Today, MECLABS’ Executive Director of Applied Research (Full disclosure: MECLABS is the parent company of MarketingSherpa), Brian Carroll provides insight on how to look at both cost-per-lead generated in terms of lead nurturing and measuring the success of a lead nurturing program through return-on-investment (ROI).

Cost-per-lead is the wrong metric

Although many marketers are interested in the cost-per-lead number, Carroll says this is the wrong metric to focus on. He explains by saying if a lead is generated at a low cost, but never contributes to the sales pipeline, it is a wasted expense. Great cost-per-lead number, but terrible (non) contributor to the bottom line.

Carroll believes two metrics that are better measures across the entire process are cost-per-opportunity and cost-per-pipeline revenue. Cost-per-opportunity helps you understand how Sales accepts and pursues leads, and in the long run that metric shows if those leads are actually helping Sales, and if Marketing is contributing to the pipeline.

He says to take a look at your entire marketing expense-to-revenue, and then contrast that number to expense-to-revenue after implementing lead nurturing.  He adds lead-to-sale conversion rate is the most important metric in the entire process.

Carroll states, “We have examples of nurturing programs returning a ten-times return for every dollar spent, and we had other examples of nurturing programs where it is a fifty-times return for every dollar spent, meaning for every dollar that we put towards an existing lead, we are generating $50 of top line revenue.”

Here is a list of metrics and indicators from one of Carroll’s blog posts:

These are real-world metrics that every marketer should track in their lead generation program:

• Number of inquiries? (people who raised their hands)
• Number of leads? (qualified as “sales-ready”)
• Number of opportunities? (leads that move to pipeline)
• Number of closed sales? (generated from marketing leads)

If marketers know those metrics they can start to track the following key performance indicators:

• Inquiry to lead ratio (cost-per-lead)
• Lead to opportunity ratio (cost-per-opportunity)
• Lead to pipeline revenue ratio (cost-per-pipeline revenue)
• Lead to sale (win) ratio (cost-per-closed sale)

A value-driven mindset requires leaders and marketers to plan and budget for the long term and to take a more holistic view that goes beyond cost-per-lead budgets.

Using ROI to measure lead nurturing success

Carroll began this conversation by describing lead nurturing investment. He gives an example that if you plan on spending $100,000 on a new lead program, $25,000 of that investment should be allocated to lead nurturing. Lead nurturing should command about 25 percent of a lead campaign’s budget.

When looking at ROI goals for lead nurturing, he believes you first look at the objective of the lead generation program — ten times, 20 times  return or whatever goal you set — and use that goal as a starting point for the lead nurturing goal.

He adds what companies generate from a lead nurturing program is going to be affected by a number of factors:

• The product sold
• The brand
• The value proposition
• The offer
• The ability of Sales to convert leads into revenue

It’s also important to remember nurturing programs take longer to provide a return because a typical lead nurturing program involves multiple touches over a period of time, but marketers can point to building momentum toward final conversion as a positive result of nurturing.

Carroll says, “I documented a case study of someone seeing a four million dollar lead nurturing pipeline impact in year one, and that same company, the following year, with the same budget from that same lead nurturing program saw a fourteen million dollar pipeline impact because returns on nurturing over time grew to be exponential.”

A lead nurturing analogy

To complete all this talk about lead nurturing, here’s an analogy from Carroll:

I worked on a farm growing up and the farmer said, “You don’t pick your corn to check if it is growing. You have to nurture it. It needs sun, it needs water, it needs good soil to provide a yield.” And the same is true in these relationships that we are building as well.

Related Resources

No Budget and Less Time? Lead Nurturing in Five Simple Steps

Are Marketers Measuring Their Success or Someone Else’s?

Lead Nurturing and Management Q&A: How to Handle 5 Key Challenges

(Members library) Lead Gen Overhaul: 4 Strategies to Boost Response Rates, Reduce Cost-per-Lead

Every company is going to define its process, but the basic lead lifecycle consists of three parts: lead generation, lead nurturing and hand-off to Sales. Lead nurturing, particularly in B2B companies, is key because that stage turns the face in the crowd with the raised hand asking for more information into a sales-ready prospective customer.

Adam Blitzer, Co-founder and COO of Pardot, a software-as-a-service (SaaS) marketing automation platform geared toward small- to mid-sized businesses, recently shared an interesting lead nurturing idea he has — nurturing leads lost to competitors.

Often once a prospect makes a purchase decision, and that choice is with a different company, the lead completely leaves the pipeline. Blitzer says there are good reasons to keep that now future prospect in a nurturing program, and discusses how Pardot continues to nurture lost leads.

You have something of a counterintuitive idea — actually nurturing leads lost to a competitor. Is this idea based on research or other metrics?

Adam Blitzer: It really started more as an experiment internally. Since the nurturing is automated, with no real work required on the part of the sales rep, there’s no reason not to try out an idea like this. We saw a fair amount of prospects come our way because they were unhappy with their current vendor, so it made sense to us that someday these leads lost might also be unhappy with their choice and be looking for a new solution.

We started nurturing lost deals back in 2007 and noticed that within a year, we started to win back a reasonable percentage of them.

Explain the reasoning behind nurturing lost leads.

AB: If you think about it, it makes a lot of sense to keep in touch with those lost leads – if your product was on their short list, they saw something the liked in what you are offering. Your sales rep has already invested a good amount of time building a relationship with the decision maker.

Putting them on a nurturing track allows you to keep them informed of new features and updates that you’ve pushed out over the course of their current vendor contract. In a fast-growing, SaaS industry like our own, the scope of a product can change greatly over the course of a year. It’s possible that the feature that cost you a deal might be now be implemented or that you’ve added something new and innovative that puts you leaps and bounds ahead of the vendor that your prospect chose.

It’s really just a way to keep your company top-of-mind in case they are looking to make a change. It isn’t unusual for a company to shop around when their current contract is approaching renewal.

There is also the simple matter of making the most of your marketing dollars, which is the goal of any nurturing program. You spend a lot of money generating leads and even more to generate sales opportunities. If they convert, it is likely a very low touch sale (this time around). You have already spent the funds to try to convert the prospect in the previous year and do not have to re-spend it when winning back the client.

How can a marketer begin reaching out to these lost prospects with a track specific to the vendor who won the deal?

AB: If a good relationship was established with the prospect during the sales cycle, it can actually be as simple as the sales rep setting up the campaign by saying that they wish them luck with their implementation, they’d love to keep in touch and they’ll send them over any information they run across that might be helpful.

Marketers know their competitors well. They can easily set up a different “lost opportunity” track for each competing solution, with content specific to that vendor.

The challenge is keeping automated content “fresh.” The easiest way to do this is to have fairly static email templates that point to dynamic or constantly updating content.

A great example is to have an automated email (personalized from the sales rep) suggesting the prospect take a look at their newest feature and interesting blog post. In both cases the link would just point to a page that is dynamically updated anytime a new feature or post is produced. That ensures that anytime the email is sent out, it points to something fresh and relevant, all without the marketer ever needing to change the nurturing program or email template.

How does timing come into play in this variant on traditional lead nurturing?

AB: The timing or cadence of the nurturing program will actually depend on the competitor to whom you lost the deal. If you know your competitor typically does annual contracts, you can start the program gradually (perhaps one email in each of the first two quarters) and then pick up steam as the prospect is closer to his renewal date.

One of the nurturing best practices we always try to remind people of is to know when to stop. If at any point a lead responds to a nurturing email — that’s a good time for the sales rep to pick up and engage personally with the prospect. And if you’re going to do this, it’s absolutely key that the person be removed from the campaign at that point, to avoid any conflicting messaging. It can be easy to forget this step, but it is so important.

Should the nurturing messaging be based on the winning vendor? If so, how?

AB: It is ideal to use the winning vendor’s name and any other information if possible. This makes the messages much more personal and less likely to be seen as automated. If you do have specific information about the vendor, it can’t hurt to point out the differences in your products, like where you feel yours excels over the competitor.

Should nurturing lost leads have an informal feel, or should these lost prospects be strongly pursued?

AB: While I do think it can be effective to use vendor-specific information that has a strong message, it’s often best to start out with a softer sell, especially at the beginning of a nurturing program. Since the prospect already has an established relationship with the losing sales rep, a personal, informal tone tends to work well.

These emails might include new features about your own product or perhaps even best practices information that could be helpful to them even as they are using a competing product. This best practices information still acts as a reminder that your company is a thought leader in the space and helps keep your brand top-of-mind.

Related Resources

B2B How-To: 5 lead nurturing tactics to get from lead gen to sales-qualified

B2B Marketing: The 7 most important stages in the teleprospecting funnel

(Members library) Lead Nurturing and Management Q&A: How to Handle 5 Key Challenges

Web Clinic Replay: How Lead Nurturing Produced $4.9 Million Pipeline Growth in Eight Months

No Budget and Less Time? Lead Nurturing in Five Simple Steps

photo by: Phil Roeder

Earth Day is coming up tomorrow, so with that in mind, we are providing information on green marketing from an industry expert. Shel Horowitz is a green marketing consultant, and along with Jay Conrad Levinson, co-author of “Guerilla Marketing Goes Green: Winning Strategies to Improve Your Profits and Your Planet” (published by Wiley in January 2010.)

Today’s B2C newsletter case study features the guerilla marketing tactics Horowitz used to promote the book, and he also took the time to share some of the basics of green marketing for this blog post.

What is “green marketing?” What are some of its key principles?

Shel Horowitz: It has two parts: First, using green technologies to do the marketing (e.g., e-mail—ideally, with servers powered by clean and renewable power sources — vs. postal direct mail that consumes lots of trees and fossil fuels, teleseminars and webinars vs. in-person events). Second, marketing a green product/service/company/organization/idea and reaching the green consumer with a green-friendly message.

Principles:

• Looking systemically and holistically at problems/solutions, goals/achievement paths, which leads to a lot of creativity both in product development and in marketing.

Examples: Go Flushless drastically lowers water consumption by neutralizing the odor and staining properties of urine, thus cutting down the number of flushes.

Sustainable Garden Supply sells “vertical gardens” about the size of a water fountain that urban apartment dwellers can use to grow food in their apartments.

Hydros Bottle allows you to drink clean filtered water anywhere you travel without the incredible waste of disposable water bottles (a filter is built into a reusable water bottle).

• Creating marketing that appeals to both a customer/prospect’s self-interest and global interest.

Examples: Marcal doesn’t just say, “buy our recycled toilet paper”. It says, “help save 1 million trees (by buying the toilet paper).”

Ben & Jerry’s talks as much about fair trade, environmental sustainability, and providing jobs to the severely disadvantaged as it does about the quality of its ice cream.

• Thinking about how to turn competitors into allies and partners, rather than enemies—joining forces to provide creative approaches that would be harder to do on your own.

Examples: The Empire State Building retrofit involved at least six different companies, each with particular strengths.

My launch of “Guerrilla Marketing Goes Green: Winning Strategies to Improve Your Profits and Your Planet” tapped into many other marketing consultants and leading figures in the green business movement, all of whom could be seen as competitors (from my co-author on down).

• Respecting the customer’s intelligence; involving the customer or prospect as a partner in educating the world.

Tell me four things about green marketing that would surprise most people.

SH: 1. Often, the green approach is actually cheaper (which is why extremely profit-driven companies like Wal-Mart have become major players in sustainability).

2. If you do a good job selling the value of your green approach to both self-interest and global interest, green consumers tend to be less price-sensitive and more willing to pay extra for a green product or service (within reason).

3. Transparency is the key to avoiding accusations of greenwashing. Don’t claim to be super-green if you’re really only part-way there. Explain how far you’ve gone down the path, and what further steps you’ll take in the future.

As people take time to educate themselves, you will see huge backlash against, for example, the nuclear power industry in the coming years—which falsely claims to be clean, carbon-neutral, and safe. It will be a lot of years before BP can again claim to be a green company, when the Gulf oil spill showed the whole world that it had been lying.

In the book, I discuss a bottled water campaign that got Nestlé hauled into court, and I show how a few minor wording changes would have made the ad claims transparent—and bullet-proof.

4. The market will respond positively when you make substantiated claims; not to do so is to forfeit a huge marketing advantage.

Is this a topic all marketers should be interested in? Why?

SH: Absolutely! Green-sympathetic “Cultural Creatives” make up about 25 percent of the marketplace and rapidly growing, so this is a big market that people should pay attention to. In the coming years, companies that can’t legitimately claim to be green will be left behind as consumers seek greener alternatives.

Related resources

Website for “Guerilla Marketing Goes Green”

(Members library) Going Green: How to Transition Catalog Users to Email & Lift Conversions 19%

(Members library) Don’t Make These Common Green Marketing Mistakes

Conversion diagnosis: Nature.org’s carbon footprint calculator

Backing Up Green Messages – Part I

Back Up Your Green Messages by Flexing Your Muscle

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photo credit: Pedro1267 on Flickr

As a longtime writer of both journalism and corporate communications, the idea of brand journalism is very interesting to me. I’ve worn both hats — media and marketing — and sometimes both at the same time. The two are very different, and require somewhat different skill sets and definitely different approaches. (Side note: I also sometimes do fiction, so in a way I’ve hit the content trifecta.)

Defining “brand journalism”

The idea is for companies to hire actual J-school trained journalists and give them free-reign to cover stories that involve topics of interest to the company’s customers and the general space of the business, but not exert any control over the story creation process, and certainly to not require — or even ask — the brand journalist to cover the company’s “story.” The brand journalist is to act as, well, a journalist.

Of course many veterans of copy desks, editorial rooms, city beats and magazine mastheads think of marketing as the “dark side,” and see going to work for a company as joining forces with Darth Vader, the Emperor, and the rest of the gang at the Death Star.

On the other hand, many journalists are in search of work in this tough media economy so there’s a lot of talented people out there to wheezily reach out to with an offer of doing real journalism, just doing it in a different setting.

Last week I had the chance to speak with one company that has taken the plunge into making brand journalism part of its marketing efforts.

Brand journalism in the real world

Nils Johnson is a co-founder of Beautylish, an online destination for trends and products in the beauty market. Nils just hired Ning Chao, former senior beauty editor at Marie Claire and InStyle, as the resident brand journalist for Beautylish.

From a marketing standpoint why did you decide to hire a brand journalist?

Nils Johnson: As a trusted expert in beauty, Ning [Chao] brings tremendous industry credibility to Beautylish which helps establish trust with brands and members. She also brings a strong editorial point of view to Beautylish. Having her provide expert insight to our users is integral in engaging our users in a long-term, meaningful way.

Will you exert any editorial control — either in assigning topics, editing or even killing pieces — over your brand journalist? If not, how does this content fit into your overall marketing strategy?

NJ: No, we will not assign any topics to her or edit any of her pieces. We may talk about topics to cover, but ultimately she makes the call on what she is going to cover. Ning [Chao] was the senior beauty editor for Marie Claire and InStyle, and writing for other top magazines for over a decade. We absolutely trust her judgment on what to write about.

In terms of how it fits into our marketing strategy, our site is focused on helping women discover new beauty trends and techniques. As an expert in the beauty industry, Ning [Chao] is responsible for helping to keep our readers up-to-date on what’s hot in beauty. Additionally we believe readers are more likely to follow and share high-quality editorial driven stories as compared to low-value SEO content that many sites are focused on producing.

It sounds like this is a relatively new effort so you probably don’t have any results to talk about right now. What sort of results are you looking for with this marketing effort? Do you have metrics you are going to watch, and if not how do you plan on tracking this initiative in brand journalism?

NJ: Our main metric is engagement. We want women to share and return to the content Ning [Chao] is directing. We’ll be monitoring engagement across social media channels such as Twitter and Facebook, direct user interaction, and traffic numbers. Although Ning [Chao] only recently joined us we’ve already seen an increase in content sharing, brands engaging with our content via Twitter, and positive feedback from women that visit our site.

Related resources

Example of Ning Chao’s work at Beautylish, Hair Care Time-Saver: Cleansing Conditioner

Brand Journalism

User-Generated Video Contest: 6 Steps to Promote Brand and Generate New Marketing Content (Members’ library)

Brand Journalism: A Field Day for Web Marketers

Brand Journalism?

photo by: RogueSun Media