Tag Archives: Teleprospecting

B-to-B Teleprospecting: Capacity Planning and Load Balancing

The core curriculum of most MBA programs includes operations courses that introduce concepts like throughput, kanban and capacity planning. These concepts were designed initially for manufacturing applications to ensure optimal utilization of resources to meet production goals. That said, they can be applied to marketing and sales functions as well, including teleprospecting functions that operate between the marketing functions that feed them, and the sales functions they serve. For teleprospecting functions, capacity planning and load balancing are critical. Here are key points to remember about each of these concepts include.

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Developing Marketing Messages? Turn to the Phone

Who speaks to the greatest number of prospective new buyers of a product or solution? Here’s a hint: It’s not sales or marketing. The answer: The teleprospecting organization engages the most prospective buyers in actual conversations, making it a critical cog in the demand creation wheel that connects marketing programs to sales pipeline. Marketers are increasingly evaluated on pipeline and revenue contribution (and less on activities), and thus are dependent on the teleprospecting team’s ability to qualify marketing inquiries into leads. For this reason, it’s critical to take into account how messages are delivered and received via the phone channel.

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A Rant on Engagement

I’ve got a gripe with the term engagement. I think it’s misleading. What most marketers are calling engagement is really content consumption. The content may be presented contextually; it may be presented dynamically by industry or role; it may be specific to a prospect’s buying cycle stage. Ultimately you’re serving up content for someone to consume. Personally, when I read an e-book, attend a webinar or watch a video, I don’t consider myself engaged. I’m consuming. For me, engagement requires a back-and-forth between two parties, an authentic conversation that can’t be fully scripted. There is no better mechanism for engagement than the phone. Many people frown on phone work, but consider this – as a former head of marketing, my contact info was never hard to find. I would get my fair share of cold calls every day. However, those paled in volume to the spam I received. True, I did not answer most calls, and most voicemails were hardly worth listening to. But, and this is important, if calls are relevant, or voicemails are specific to me, your likelihood of success in engaging me is much higher via phone than via email.

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Making the Case for Teleprospecting

At SiriusDecisions Summit 2012, we revealed our updated demand waterfall, and in the process clarified the important role the teleprospecting function plays in demand creation. Many organizations, however, are just beginning to make the case for incorporating a teleprospecting team (internal or outsourced) into their demand creation efforts.

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More Personalities of Today’s B2B Teleprospector

In a previous post, I argued that empowered buyers and new technology are forcing today’s B2B teleprospectors to take on new personalities to meet the growing demands of the role. I showcased three teleprospecting ‘personalities’. The ‘First Responder’ is all about speed, recognizing the long understood advantage that comes with being first. The "[Social] Networker" still works the room, but in the digital realm. And the "Field Nurse" practices triage through inbound inquiry channels. Each represents a viable teleprospecting role, requiring very different skill sets. Today, we look at four more emerging teleprospecting personalities.

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The Many Personalities of Today’s B2B Teleprospector

When I began my career in B2B sales and marketing, I was hired by a Canadian company to sell software to insurance companies based in the United States. They set me up in a remote office and provided me with everything I needed to sell a lot of licenses: Solution Selling training, a Goldmine CD, a thick binder of product brochures and datasheets, and an experienced sales manager who used to sell paper forms to insurance companies (before computers made that business obsolete).

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