Copyright © Bruce Ian Rasmussen, 2006 A proven process to generate prospects for Microsoft solutions

Copyright © Bruce Ian Rasmussen, 2006 Objectives how to generate prospects ready for hand over to the sales team leverage Microsoft’s marketing activities and resources practical localised advice 2007 Office system

Copyright © Bruce Ian Rasmussen, 2006 Agenda process planning a campaign executing a campaign practical advice –events –telephone follow up –presentations –direct mail –involving Microsoft take home

Copyright © Bruce Ian Rasmussen, 2006 An integrated marketing and sales process

Copyright © Bruce Ian Rasmussen, 2006 Marketing and sales process Which individuals? Which job roles? Which industries? Suffering from Points of Pain we can address Target list of individuals Promote to and attract individuals Ready to meet 1-1 Meeting booked Meet prospect Confirm buying influence Confirm Point of Pain Confirm influencers Prospect agrees to take action Understand business and personal wins All buying influencers Decision Maker agrees to Roadmap Undertake Roadmap All Buying Influencers on side Agree solution Demonstrate business value Solution agreed; Influencers on side; Value/ROI agreed Review draft proposal Address buyer concerns Verbal order Written order Written order received Deploy Activate Payment received Review success measures Success measures achieved PLAN ATTRACT ENGAGE QUALIFY SOLVE CLOSE SERVICE LEVERAGE Document reference site Cross sell Up sell Documented reference site

Copyright © Bruce Ian Rasmussen, 2006 Planning

Copyright © Bruce Ian Rasmussen, 2006 Key planning questions what do we want to achieve? –additional $ margin how will we achieve this? –what value offering? –which target markets? –process to attract prospects –process to close prospects

Copyright © Bruce Ian Rasmussen, 2006 Developing a value proposition what is a value proposition? –simple –advantages over costs –better than others why have a value proposition? –don’t sell products –consistency and clarity VALUE PROPOSITION TEMPLATE FOR (target customer) WHO (has a problem or opportunity) THE (solution) PROVIDES (type of solution) THAT (key benefits) UNLIKE (main alternatives) BECAUSE (statement of differentiation)

Copyright © Bruce Ian Rasmussen, 2006 Sample value proposition FOR Finance Managers WHO are struggling to improve the speed of financial reporting THE 2007 Office system solution delivered by Partner X PROVIDES a cross company data gathering and reporting solution THAT reduces the time taken to produce monthly reports by up to 25% UNLIKE an open source solution BECAUSE of our ability ability to launch business process and business intelligence workflows from within our everyday working tools (ie Word, Excel, Outlook)

Copyright © Bruce Ian Rasmussen, 2006 Different people value different outcomes…..

Copyright © Bruce Ian Rasmussen, 2006 Segmentation and target markets

Copyright © Bruce Ian Rasmussen, 2006 What do we do when we market? TARGET MARKET MARKETING MIX Product/Service Bundle Price Promote Distribute (Place)

Copyright © Bruce Ian Rasmussen, 2006 Approaches to segmentation each segment has similar needs, but has needs different to other segments, each with a specific and identifiable competition, large enough to be profitable and operational “Good” segmentation we offer technology to anyone who wants to buy it “Bad” segmentation

Copyright © Bruce Ian Rasmussen, 2006 Questions to ask in choosing a segment What needs does this market segment have? What are the specific benefits we can provide? Can we clearly differentiate ourselves? Is this segment likely to be profitable?

Copyright © Bruce Ian Rasmussen, 2006 Segmenting - the right organisational level Implement Evaluate Solutions Initiate a Project Pain Latent > Active Measure Results Review Contracts Negotiate and Sign Contracts Define Business Initiative Understand Requirements Define Objectives Prove the Concept Traditional Focus Non traditional Focus Partner Focus

Copyright © Bruce Ian Rasmussen, 2006 Attracting

Copyright © Bruce Ian Rasmussen, 2006 Measurement – Leads Funnel Target number of contacts for marketing activity Estimated response rate (3-10%) % converted to leads (approx 20%) Sales Wins (NB: % based on historical closure rate) 3 Prospects

Copyright © Bruce Ian Rasmussen, 2006 What works? (sample statistics) AverageMedianHighLow Lead generation campaign 2.86%1.49%14.8%0.009% Top performing media Telephone Dimensional mail Direct mail Average response5.53%5.28%3.39%1.86% ROI Source: DMA 2003 Response Rate Study

Copyright © Bruce Ian Rasmussen, 2006 Which promotional tool? Effectiveness Efficiency Low cost per exposure High cost per exposure Mass Advertising Direct Mail Internet Tele Sales Specialised Sales Force

Copyright © Bruce Ian Rasmussen, 2006 Choosing promotional tools Types of MarketingCostReachDialogueEasy to Measure Effective -ness Direct MailMedTargeted2-way High PRLowBroad1-wayLow-Med AdvertisingHighBroad1-wayLow Sales PromotionMedLow2-way Med Personal SellingHighLow2-way High Online Marketing & Newsletters LowTargeted1-wayMed TelesalesHighTargeted2-way High Seminars/EventsLowTargeted2-way High Trade ShowMed-HighTargeted2-way Med Trade MagazinesMedTargeted1-wayMed

Copyright © Bruce Ian Rasmussen, 2006 Best practice - different tools

Copyright © Bruce Ian Rasmussen, 2006 Managing the Professional Services Firm David H. Maister Free Press Paperbacks Broadcasting - getting prospects to call you Best –Seminars (small scale) –Speeches at client industry meetings –Articles in client-oriented (trade) press –Proprietary research Middle –Community/civic activities –Networking with potential referral sources –Newsletters “Clutching at straws” –Publicity –Brochures –Seminars (ballroom scale) –Direct mail –Cold calls –Sponsorships –Advertising

Copyright © Bruce Ian Rasmussen, 2006 Case Study

Copyright © Bruce Ian Rasmussen, 2006 Our solution…….. Reducing the time, stress and cost associated with tender and RFP responses… …whilst at the same time dramatically improving the quality of the submission. TENDERING PROCESS IMPROVEMENT PROGRAM

Copyright © Bruce Ian Rasmussen, 2006 Marketing Plan worksheet

Copyright © Bruce Ian Rasmussen, 2006 Points of Pain within the prospect Sales Manager stress - will it go in on time (no real ability to track progress) loss of sales resource rushed job = poor quality = less sales Marketing Manager rushed job - poor brand image Sales Person stress - can’t get the information I need from vendors can’t find the internal information I need no visibility into who is available to help me Technical Manager last minute requests for configuration, pricing, information sales team makes promises I don’t know about Financial Manager unable to properly vet pricing and margin before response is submitted CEO/ Board Member no time to review document prior to submission exposure to risk - pricing, contractual

Copyright © Bruce Ian Rasmussen, 2006 Sample value proposition FOR Sales Managers in the high value B2B space WHO want to free up sales resource and improve their hit rate on tenders THE Tender Process Improvement Program PROVIDES a process and tools to improve the effectiveness of the RFP response process THAT ensures improved sales with less hassle and risk UNLIKE current practices BECAUSE of our unique sales workflow analysis process that leads to improved business processes coupled with improved collaboration tools

Copyright © Bruce Ian Rasmussen, 2006 Integrated Promotional Campaign worksheet

Copyright © Bruce Ian Rasmussen, 2006 Our campaign Invitation to seminar Direct mail with offer Follow up telephone call Follow up telephone call Seminar Follow up Hand off to sales Follow up telephone call Follow up telephone call Hand off to sales NEW PROSPECTS EXISTING CUSTOMERS Confirmation

Copyright © Bruce Ian Rasmussen, 2006 Hosting An Event

Copyright © Bruce Ian Rasmussen, 2006 Hosting an Event worksheets

Copyright © Bruce Ian Rasmussen, 2006 Venues and preparation

Copyright © Bruce Ian Rasmussen, 2006 Direct Mail – With Offer

Copyright © Bruce Ian Rasmussen, 2006 Case study direct mail piece

Copyright © Bruce Ian Rasmussen, 2006 Was It Worth It?

Copyright © Bruce Ian Rasmussen, 2006 ROI calculator