Lead nurture programs offer marketers the opportunity to distinguish a plethora of data points — from what content is being viewed, and key answers to progressive profiling question — to comments pages, and sidebar calls-to-action, and so much more.
How do you absorb all of the information you have and decide what’s meaningful in helping to create sales qualified leads (SQLs), and provide sales with the content necessary to be successful in their follow up efforts?
Crowe Horwath LLP, one of the largest public accounting and consulting firms in the United States, systematically mapped out a team effort to collect all of these relevant data points and organize it in a way that allowed sales to be more focused, and ultimately, more successful in building pipeline for their nurture efforts.
Christine will highlight her team’s systematic approach to building relationships with prospective customers, as well as how to help your team evaluate existing resources and the business needs to determine the best nurture approach.
We caught up with Christine for a sneak peek chat about her upcoming session, and she offered the following best practice tips to her team’s success:
Crowe Horwath’s journey to modern marketing truly started ‘from scratch.’ How did your team initially address the key pain points and map out your marketing strategy?
Elliott: We were lucky because we had an internal client who already felt strongly that nurture was the right strategy. So we were able to jump right into program development. We started with a half-day session with all of the appropriate thought leaders and had an in-depth conversation on each of our key services. We talked about three things:
- Business drivers- what drives a company to need this service? Is it a regulatory requirement? Or is it something that comes up each year as part of planning/budgeting?
- The buying process- When we go into a bank to sell this service, who are the key players and what role do they play? For example, a CFO will be involved upfront and will approve exploring solutions and may not participate again until a final decision is being made. The type of content that would be most valuable to a CFO would likely be very different than someone evaluating the technical requirements of the solution.
- Competitive content review- Is there white space we can take advantage of? Are there gaps we need to fill?
We were surprised how powerful this discussion was. These are important considerations that had not been discussed before and opened the door for many additional conversations beyond the nurture efforts.
Data management is the lynchpin of a sound marketing strategy — an aspect that was critical to your team’s marketing automation rollout and nurture program success. Where did your team start?
Elliott: We started by looking at what data we had. It’s great to put aspirational data/reporting strategies together, but the fact is, you have to work with what you have. We started with open and click-through rates for each piece of content. This gave us a sense of what topics and content formats were resonating and overall engagement. We were thrilled to see that our open rates were around 75%. This reinforced the amount of time and effort we put into developing each element of our emails and landing pages.
Eventually we had so much data that we had to take a step back and go through all of it systematically. We had an all-day meeting with the business leaders and sales to evaluate each type of data and discuss how we could use it to make the program stronger. Periodically taking a step back allows you to refocus your efforts on the things that create the most value.
Join Christine and the Eloqua community at Eloqua Experience October 23-25 in San Francisco. Click here to learn more about the event agenda, and to register! Follow the event discussion on Twitter with the hashtag #EE13.comments powered by Disqus