The strategy and organisation of a B2B newsletter step by step. Part 2

mailbox ready to receive B2B Newsletter

The arrival of messages that do not really add value is a constant in our email inbox. For this reason, when you start working on sending your newsletter, it is essential that you dedicate some time in advance to its planning. A few days ago, we shared with you the first part of our post “The strategy and organisation of a B2B newsletter”, where we defined the bases to clarify the steps that must be taken before starting to send your newsletter.

Now, in this second article we want to tackle the structure of the newsletter by reviewing all the elements that shouldn’t be missing in its composition. This is the way of working that we have developed at HelloMrLead and we have proved that it works to provide truly distinctive content. We hope that with these simple tips you will also achieve your goals. Will you join us?

 

Create the editorial calendar for your newsletter

 

In order to be able to schedule the mailings and ensure that they are coherent with each other, organisation is essential. You can design a table in which you include the essential data that will help you to develop the rest of the content. In this context, you should include the sending date to maintain the frequency, the subject of the email and the title, which should try to transmit the values that you have previously defined, as well as the subject of the posts or the lead magnets that we want to send to the databases. We recommend that your calendar includes, at least, three months and that you take into account important dates such as Christmas, Easter or public holidays in each city.

 

Segment your databases

We already mentioned that when composing the newsletter, one of the steps that we should not forget was to define our databases according to the characteristics of the company, its size and the territory in which it operates. We made a classification in which we differentiated between former clients, potential national clients and potential international clients.

Segmenting a database is essential for a campaign to be effective, as it helps to identify the clients and sector you are targeting, to detect which sections react more positively to mailing and which messages generate more interaction. When carrying out this action, it is important to consider geographic and demographic information, the functions performed by each person in their job or the quality of the information you have available.

The tools that can be used to carry out this action are very varied and some of the names that you will hear the most are Sales Navigator, Findthatlead, Snovio, uProc, y skrapp.io. We would like to highlight these last two as they are the most used by HelloMrLead’s Lead Prospecting team. With uProc it is possible to extract the corporate emails, which is very useful for outbound and enriching the databases. Its main advantage is its optimisation as it is able to work in an automated way without previous programming and reducing the time that a worker would have to spend searching field by field. Skrapp.io, on the other hand, works in a similar way to the previous one, with the difference that it is a Google Chrome extension.

 

Choose your tools

Before going any further, it is important that you select some of the tools you will work with to build the launch of your newsletter. At this point you will have to take into account some of the following elements:

 

  • Platform you will work with: there is a wide variety so you can choose the one that best suits your needs. At HelloMrLead we highlight Sendinblue, Benchmark and Moonsend.
  • Email address from which you will send you mailings: it is important that it is corporate and must always be the same so that your contacts recognise it and it transmits trust.

 

Define the structure of your newsletter

Now it is time to define the structure of your newsletter. As we have already highlighted, it is important that all your mailings have a coherence so that with a simple look the reader is able to identify the sender. Here, the design and visual appearance play an essential role in making the newsletter a coherent extension of your brand. When defining your structure, do not forget to include the following 5 elements:

 

Masthead:

It is your identity sign because it is the first thing that the person who opens the email will see. It must always be the same and it can include an image with the company logo.

 

Typography and brand image:

 

It must always be the same so that it is recognisable and it is important that it is as similar as possible to the aesthetics you maintain to your web page, social networks and the rest of your audiovisual content. The colours you use are also important to act as a corporate element by respecting your visual identity.

 

Visual elements:

 

Nowadays it is really simple to obtain professional photographs thanks to the image banks we have at our disposition. However, it is not enough to include a photo as we find it. First of all, it is advisable that all the visual elements have a harmony, and also that each of the images is optimised according to criteria such as its dimensions, its size and weight, the file name or the ALT attribute.

 

Text:

The written content must be created in the right measure without overloading the space. In this context, it must be able to include the key words and transmit the main ideas, as well as the objectives proposed in the first phase of the definition of the structure. In order to expand it, it is possible to include buttons with links to “read more” in the case of posts or “download” for lead magnet. Also, do not forget that the way you write must also be in tune with the rest of your communications.

 

Unsubscribe link:

When we send a mailing we never want to lose subscribers. However, it is essential that all the newsletter contain the option in a simple and convenient way, which in addition to being in line with the legislation provides confidence.

 

Analyse your results

If you have reached this point, it means that you have successfully sent your newsletter and now it is time to analyse the results obtained. As we explained in the first part of this post, which you can consult in our blog, the definition of metrics, KPI’s and goals will help you to check if you have achieved your objectives. The tool you use to launch the mailing provides you with some important data such as the number of recipients who have received your mailing, which will give you an answer to the quality of your database, the number of people who have opened the message and how many have decided to click on the newsletter. It is also possible to see how many subscribers have decided to unsubscribe.

When carrying out this analysis, we can also check which device -mobile, desktop or tablet- our readers tend to use and find out if this conditions my strategy in order to act accordingly. This data, far from being insubstantial information, is the key to see which messages attract more attention, which content is better received and where people go once they click on any part of the content, which we can use when planning the next mailings.

 

We have a present for you!

You are now ready to set up the strategy and organisation of your B2B newsletter. And that’s not all. If you give us your email address in the comments of this post, we will send you a free checklist for a perfect B2B newsletter.

Did you find this post interesting? If you want to know more, you can read the first part of this post for a more complete overview or read our article «Define your metrics, KPIs and objectives» to learn more about this topic. Show the world all your potential by putting this series of tips into practice and, if you want us to help you, do not hesitate to contact us through our website.

The strategy and organisation of a B2B newsletter step by step

Old mailboxes in the countryside B2B Newsletter

Every day the inbox of our email gets full of messages of which only a small part arouse our interest. To ensure that your newsletter does not fall into the oblivion of our recipients and is perceived as valuable content, it is important to define a clear and concrete strategy before launching the shipments.

At HelloMrLead we have been working in this area for years, and after many trials and errors we have developed a method that works. Here we wanted to show you the strategy and organisation of a B2B newsletter step by step, to ensure you that all your work and time invested do not fall on deaf ears and your broadcasts do not end up in the junk mail of your contacts. By following these useful tips you will achieve one of the most important objectives of newsletters: to add value and that readers are really interested in receiving it. Let’s get started!

Clean and structure the databases

As we have just mentioned, at the moment we are composing a newsletter it is important to have previously created a strategy based on our objectives. In this way, the ideas you want to convey will be clear and it will be easier to select the content and posts that are most convenient to reinforce them.

The creation of a strategy begins by defining our databases. In the first place, we must divide our contact list into different databases according to their characteristics. In our case and given the particularities of our services, we have made four classifications:

  • Former clients.
  • Current clients.
  • Potencial national clients.
  • Potencial international clients.

 

During this division, factors such the size of the companies that our clients work in or the existence of international contacts, must be taken into account. Keep in mind it is not the same to address a multinational with headquarters located in different countries than a small company whose market is limited to the national or regional scope. Our messages and content will have to vary. As if our database contains contacts of different nationalities to which it is important that we address ourselves in the corresponding language.

 

Define the metrics, KPI’s and goals of your newsletter

The second step in the composition of our newsletter consists of defining the metrics that we are going to measure and the KPI’s and goals that will be taken into account in the emails that we will send to each of the databases that we have defined. Is everything clear? Before continuing we are going to clarify the following concepts. Metrics refer to messages that have been sent, delivered, opened, and the CTR or click rate. In this way, it is possible to measure from the sent messages how many have been delivered; of those delivered, how many have been opened, and of these, how many have been clicked within the newsletter. The KPI’s represent the most important indicators and they have a very specific purpose to find out if it is above, below or aligned with the desired goal. Finally, the goal represents the objective we want to convey.

At HelloMrLead, two of the databases that we work the most are those of our former clients, those to whom one day we provided our services and we would love for them to become part of our portfolio again; and the current clients we want to take care of so that they stay with us as long as possible. Taking to account these two criteria, we have defined the KPI’s and goals by the next way:

 

  • Databases of former clients:

KPI’s: the open rate of the newsletter is higher than 20% and the click rate is higher than 5%.

Goal: for each monthly sending the newsletter, a potential former client is interested again in receiving the services of HelloMrLead.

 

  • Databases of clients:

KPI’s: the open rate of the newsletter is higher than 60% and the click rate is higher than 20%.

Goal: 100% of the sent emails are delivered.

In your case, you can set the KPI’s and goals that fit the situation of your company, and remember that you should also consider the size of your database. If it is not very large yet, it will be difficult for the open and click rates to reach high numbers, while if it is made up of a large number of contacts, it will be possible to propose more optimistic rates.

Define the ideas, the messages and the objective you want to convey to each database

Once our metrics have been established, we reach the third step in which we will have to do a briefing directed at each of our databases. At this point, the three ideas we want to convey should be defined, as well as the messages that we will develop. It is important that we are clear that the ideas will be transmitted constantly through the sending of each newsletter, while the messages will be used to reinforce those ideas.

In this way, we can define the messages as those that we try to convey as advertising, such as, for example, the intention that we want the person receiving the message to internalise. In addition, the ideas will be constant throughout the year, while the messages may vary depending on the news and the different events.

The time has come to define the three main ideas and the messages that we will transfer to each of our databases. At this point of the process, at HelloMrLead we always take into account the social context in which we find ourselves, the situation of the sector and, of course, which are our purposes. We advise you to make this reflection before continuing!

 

  • Databases of former clients:

Ideas: growth, knowledge and security.

Messages: since we lost the relationship we have continued to grow and become even stronger; we have expanded our knowledge and we are capable of doing great work.

 

  • Databases of clients:

3 main ideas: innovation, strength and leadership.

Messages: we adapt to social changes, we continue to advance with new products and services and we are a reference for the sector.

 

Define the structure of your newsletter

To finish the strategy and organisation of a B2B newsletter step by step, we reach the last point. This section refers to the different parts that will comprise it and among them, the temporal factor stands out, in the first place, in which we will include a current news related to the sector or a recent company event.

Then, a pill of knowledge, since the newsletter will be accompanied by a post that will attract the reader’s attention and add value. In this step, the correct division of the databases that we have previously made is essential for us to be successful with the content that we will send later. And, finally, we must also decide which lead agent is to be sent in each newsletter to each of the databases and with which idea or objective. Some of the lead magnets that are used more frequently to attract potential clients are the ebooks, guides, editable templates, checklist, online curses or discounts.

At the time of making the sending, the chosen platform also counts. We have made a classification with three tools we consider more useful:

 

Before finishing, one of our last tips that we want to give you is that you make an inventory of resources that you will have and you will be able to translate in your shipping calendar. A good option to do this is to classify the posts that you have already published on your blog, associating them with the ideas you have defined. If you visit the blog of HelloMrLead you will see a variety of topics related to B2B marketing.

 

Here we show you our classification of the most recent articles related to our brainstorming:

 

Idea: “Innovation”

Reviving the B2B marketing market in 2020 

Innovation to relaunch your company

B2B sales is a question of metrics

The mechanization of business processes 

 

Idea: “Strength”

Lead Magnet : Success Case

Predictable lead prospecting. The data-based strategy

Lead Nurturing explained on client’s case 

LinkedIn automation tools analysis

 

Idea: “Leadership”

Storytelling that will boost your sales 

Lead generation: what is it and how do we do it? 

Account-based marketing: how to fish with a spear

The basic theory of SPAM and how to avoid the trap

Account-based marketing: how to fish with a spear

Data visualization and dashboarding: Design. Part 3

Measure the value of your analytics. Part 4 

Webpage that really sells

 

Idea” “Knowledge”

 

From 1 to 9: the secrets of successful B2B cold calling 

How to write the perfect LinkedIn copy

Target Market and Brand Positioning: The cornerstone for business growth

What is an email warming and why do we do that?

Lead Scoring: Your ally to transform the sales funnel

Bant Sales, what is it and how does it help to classify leads?

LinkedIn invitations to grow your business

Email marketing and its tools

LinkedIn invitations to grow your business

SPAM words list

Data visualization and dashboarding. How to start? Part 1

 

Have you found this post useful? If you want to expand the information you can also check our article “Define your metrics, KPI’s and objectives”, in which we talk about this topic. And if you want us to help you do not hesitate to contact us through the web so  that you can attract the attention of your clients and potential clients and you can convey them your full potential. 

 

Desbloqueando los secretos de los ingresos predecibles B2B: Guía

A sign on a brick wall that references debt and the potential impact on revenue

En el entorno empresarial, especialmente en el sector B2B, conseguir unos ingresos previsibles y sostenibles se ha convertido en una de las principales preocupaciones. Esta guía detallada pretende explorar las estrategias, funciones y tecnologías que pueden ayudar a las empresas a desbloquear sus ingresos previsibles B2B.

 

Entendiendo el concepto de ingresos previsibles

El concepto de ingresos previsibles va más allá de la mera predicción de los ingresos de su empresa. Se trata de construir previsiones fiables que permitan a las empresas anticiparse a los ingresos, permitiendo un crecimiento sostenido y una toma de decisiones informada.

Cuando se trata de dirigir una empresa con éxito, la generación de ingresos es un aspecto crucial. Sin embargo, depender de flujos de ingresos impredecibles e incoherentes puede obstaculizar el crecimiento y entorpecer la planificación estratégica. Aquí es donde entra en juego el concepto de ingresos previsibles.

Los ingresos previsibles no consisten únicamente en hacer conjeturas sobre los ingresos futuros. Es una metodología integral de desarrollo de ventas que ayuda a las empresas a construir una forma sistemática y escalable de aumentar los ingresos. Propuesto originalmente por Aaron Ross de Salesforce.com, este enfoque se aleja de las prácticas de ventas tradicionales y se centra en un modelo más proactivo y predecible.

Al implantar estrategias de ingresos predecibles, las empresas pueden lograr un mayor nivel de control sobre su proceso de ventas. Esta metodología hace hincapié en la generación de oportunidades, la asignación de funciones específicas a los empleados y un enfoque centrado en las oportunidades de alta probabilidad. El objetivo final es aumentar la escalabilidad de la empresa y reducir la incertidumbre inherente a la generación de ingresos.

 

Definición de ingresos previsibles

En esencia, los ingresos previsibles son una metodología de desarrollo de ventas que ayuda a las empresas a construir una forma sistemática y escalable de aumentar los ingresos. La idea, propuesta originalmente por Aaron Ross de Salesforce.com, se aleja de las prácticas de ventas tradicionales, optando en su lugar por un modelo más proactivo y predecible.

Con unos ingresos predecibles, las empresas pueden establecer un proceso de ventas bien definido que garantice un flujo de ingresos constante y fiable. Aplicando esta metodología, las empresas pueden minimizar los riesgos asociados a las fluctuaciones imprevisibles de los ingresos y hacer previsiones de ingresos más precisas.

Además, los ingresos previsibles no son una estrategia aislada, sino una mentalidad que impregna toda la organización. Requiere un cambio de mentalidad, en el que cada miembro del equipo de ventas esté alineado con el objetivo de generar ingresos predecibles y sostenibles.

 

Importancia de los ingresos previsibles en B2B

En el sector B2B, la importancia de los ingresos previsibles es aún mayor, ya que los ciclos de ventas suelen ser más largos y el proceso de captación de clientes más complejo. Los ingresos previsibles proporcionan a las empresas un modelo y una mentalidad para crear flujos de ingresos fiables y recurrentes, ayudando a estabilizar la naturaleza intrínsecamente cíclica de las ventas B2B.

Al adoptar estrategias de ingresos previsibles, las empresas B2B pueden establecer relaciones a largo plazo con sus clientes, lo que se traduce en una mayor fidelidad y repetición del negocio. Este enfoque permite a las empresas centrarse en cultivar las relaciones con los clientes existentes y, al mismo tiempo, buscar nuevas oportunidades.

Es decir, que  tener un modelo de ingresos predecible permite a las empresas tomar decisiones informadas sobre la planificación de la capacidad, las inversiones y la contratación. Esta certeza proporciona una base económica estable, liberando a las empresas para innovar y asumir riesgos calculados.

En ese sentido, unos ingresos previsibles permiten a las empresas B2B optimizar continuamente sus procesos de ventas. Al analizar y ajustar cada etapa del ciclo de ventas, las empresas pueden identificar áreas de mejora, racionalizar las operaciones y aumentar la eficiencia general.

Por lo tanto, los ingresos previsibles no consisten únicamente en predecir los ingresos; se trata de una metodología integral de desarrollo de ventas que permite a las empresas lograr un crecimiento sostenido y tomar decisiones con conocimiento de causa. Al adoptar este enfoque, las empresas pueden establecer flujos de ingresos fiables, minimizar la incertidumbre y prosperar en el competitivo panorama empresarial.

 

El papel de las ventas y el marketing en unos ingresos predecibles

Un esfuerzo orquestado de Ventas y Marketing es la columna vertebral de cualquier estrategia de ingresos previsibles. Sin un enfoque bien coordinado, las organizaciones pueden tener dificultades para lograr un crecimiento constante y sostenible de los ingresos.

Cuando los equipos de Ventas y Marketing colaboran a la perfección, pueden crear una potente máquina de generar ingresos. Esta colaboración implica alinear sus objetivos, establecer métricas de rendimiento compartidas y fomentar una comunicación constante.

Mediante la creación conjunta de objetivos, los equipos de ventas y marketing pueden garantizar que sus esfuerzos se centran en generar ingresos. Esta alineación ayuda a establecer un canal de ingresos eficiente y sin fisuras, mejorando la cualificación de clientes potenciales, las tasas de conversión y las adquisiciones de clientes. Además, reduce la duración del ciclo de ventas, lo que permite una generación de ingresos más rápida.

 

Cómo alinear las ventas y el marketing para predecir los ingresos

Para liberar todo el potencial de los ingresos predecibles, las organizaciones deben asegurarse de que sus equipos de Ventas y Marketing están alineados. La cocreación de objetivos, las métricas de rendimiento compartidas y la comunicación constante son los pilares de esta alineación.

Una vez lograda, esta alineación ayuda a la organización a establecer un canal de ingresos eficiente y sin fisuras, mejorando la cualificación de los clientes potenciales, las tasas de conversión y las adquisiciones de clientes, al tiempo que se reduce la duración del ciclo de ventas.

Además, la alineación de Ventas y Marketing permite una visión más holística del recorrido del cliente. Al trabajar juntos, estos equipos pueden comprender mejor las necesidades y preferencias de los clientes, lo que se traduce en una orientación más eficaz y mensajes personalizados.

Otro aspecto crucial de la alineación de Ventas y Marketing es la integración de la tecnología y los datos. Al aprovechar los datos y análisis de los clientes, las organizaciones pueden obtener información valiosa sobre su público objetivo, lo que les permite perfeccionar sus estrategias e impulsar un crecimiento previsible de los ingresos.

 

Estrategias de ventas clave para unos ingresos predecibles

Implementar las estrategias de ventas adecuadas es fundamental para generar ingresos predecibles. Esto empieza por definir claramente las funciones dentro del equipo de ventas, separando la prospección del cierre de tratos. Al asignar responsabilidades específicas a cada miembro del equipo, las organizaciones pueden optimizar su proceso de ventas y garantizar que cada etapa del recorrido del cliente recibe la atención que merece.

La formación regular en ventas es otro componente esencial de una estrategia de ventas de éxito. Al proporcionar formación continua y oportunidades de desarrollo, las organizaciones pueden dotar a sus equipos de ventas de las habilidades y conocimientos que necesitan para sobresalir en sus funciones. Este enfoque de mejora continua garantiza que el equipo de ventas siga siendo ágil y adaptable a la dinámica cambiante del mercado.

Además, la información basada en datos desempeña un papel crucial en la obtención de ingresos predecibles. Mediante el análisis de los datos de ventas, las organizaciones pueden identificar patrones y tendencias que pueden informar sus estrategias de ventas. Esto les permite centrar sus esfuerzos en los clientes potenciales más prometedores y perfeccionar su enfoque basándose en lo que funciona mejor.

Para garantizar la previsibilidad, es fundamental implantar un proceso de ventas coherente y utilizar un sistema de gestión de relaciones con los clientes (CRM) para supervisar y analizar los datos de ventas. Estas medidas proporcionan claridad sobre qué estrategias producen los mejores resultados y cuáles deben reevaluarse. Al aprovechar la tecnología y los datos, las organizaciones pueden optimizar continuamente sus esfuerzos de ventas e impulsar un crecimiento previsible de los ingresos.

 

Técnicas de marketing eficaces para predecir los ingresos

En marketing, técnicas como el marketing de contenidos, la automatización del correo electrónico, la optimización de motores de búsqueda (SEO) y la promoción en redes sociales, cuando se aplican estratégicamente, pueden contribuir sustancialmente a la previsibilidad de los ingresos. Estas técnicas permiten a las organizaciones llegar a su público objetivo, crear conciencia de marca y generar clientes potenciales cualificados.

El marketing basado en métricas permite a las empresas determinar qué funciona y qué no, lo que les permite concentrar los recursos en actividades de alta conversión. Mediante el seguimiento de los indicadores clave de rendimiento (KPI) y el análisis de los datos de marketing, las organizaciones pueden obtener información sobre la eficacia de sus esfuerzos de marketing. Este enfoque basado en datos les permite tomar decisiones informadas, optimizar sus estrategias de marketing e impulsar un crecimiento predecible de los ingresos.

Una sólida pila de tecnología de marketing también es esencial para realizar un seguimiento, medir y optimizar el rendimiento del marketing. Al aprovechar las herramientas de automatización del marketing, las plataformas de análisis y los sistemas de gestión de las relaciones con los clientes, las organizaciones pueden agilizar sus procesos de marketing, obtener información más profunda sobre el comportamiento de los clientes e impulsar la previsibilidad de los ingresos.

Ten en cuenta que, las técnicas de marketing eficaces implican la creación de contenidos convincentes y atractivos que resuenen con el público objetivo. Al ofrecer contenidos valiosos y relevantes, las organizaciones pueden establecerse como líderes de opinión en su sector, generar confianza en su audiencia y fidelizar a sus clientes.

En conclusión, el papel de las ventas y el marketing en los ingresos predecibles es crucial. Alineando sus esfuerzos, aplicando estrategias de ventas eficaces y aprovechando las técnicas de marketing, las organizaciones pueden crear un flujo de ingresos predecible que impulse su crecimiento y éxito.

 

Cómo aprovechar la tecnología para obtener ingresos previsibles

La tecnología desempeña un papel fundamental en la consecución de ingresos previsibles. En el vertiginoso entorno empresarial actual, las empresas buscan constantemente formas de optimizar sus estrategias de generación de ingresos. Aprovechando el poder de la tecnología, las empresas pueden obtener una ventaja competitiva e impulsar un crecimiento sostenible.

 

El papel del CRM en los ingresos previsibles

Un sistema competente de gestión de las relaciones con los clientes (CRM) forma parte integral de los modelos de ingresos previsibles. Proporciona una plataforma para el seguimiento de las interacciones con los clientes actuales y potenciales y facilita una serie de funcionalidades analíticas para una mejor toma de decisiones.

Con un sistema CRM sólido, las organizaciones pueden gestionar sus canales de ventas de forma más eficaz, lo que ayuda a prever los ingresos con precisión y a identificar las áreas que necesitan atención. Al centralizar los datos de los clientes, los sistemas CRM permiten a las empresas obtener un conocimiento exhaustivo de las necesidades y preferencias de sus clientes, lo que posibilita enfoques de marketing y ventas personalizados.

Además, los sistemas CRM ofrecen sólidas funciones de elaboración de informes, lo que permite a los equipos de ventas conocer su rendimiento en tiempo real. Este enfoque basado en datos permite a las empresas identificar tendencias, medir la efectividad de sus estrategias de ventas y tomar decisiones informadas para optimizar la generación de ingresos.

 

Utiliza la IA y el aprendizaje automático para predecir los ingresos

La inteligencia artificial (IA) y el aprendizaje automático tienen un gran potencial para mejorar la previsibilidad de los ingresos. El análisis predictivo, respaldado por la IA, puede impulsar una previsión precisa de las ventas, mientras que los algoritmos de aprendizaje automático pueden identificar patrones en los datos para descubrir oportunidades de crecimiento de los ingresos.

Los chatbots y asistentes virtuales basados en IA pueden mejorar la experiencia de los clientes proporcionándoles asistencia instantánea y recomendaciones personalizadas, lo que aumenta su satisfacción y fidelidad. Estos sistemas inteligentes pueden analizar las interacciones de los clientes, identificar patrones de compra y predecir comportamientos de compra futuros, lo que permite a las empresas adaptar sus ofertas y estrategias de marketing en consecuencia.

Además, la automatización impulsada por la IA puede gestionar tareas repetitivas, ahorrando tiempo y garantizando la coherencia, lo que contribuye en última instancia a lograr ingresos predecibles. Mediante la automatización de procesos rutinarios como la introducción de datos, la cualificación de clientes potenciales y las comunicaciones de seguimiento, las empresas pueden agilizar sus operaciones de ventas, lo que permite a los equipos de ventas centrarse en establecer relaciones y cerrar acuerdos.

Los algoritmos de aprendizaje automático también pueden ayudar a optimizar los precios, ajustándolos dinámicamente en función de la demanda del mercado, el análisis de la competencia y el comportamiento de los clientes. Este enfoque basado en datos garantiza que las empresas puedan maximizar su potencial de ingresos sin dejar de ser competitivas en el mercado.

En conclusión, aprovechar la tecnología, especialmente los sistemas CRM y las soluciones basadas en IA, es crucial para conseguir ingresos predecibles. Al aprovechar el potencial de estas tecnologías, las empresas pueden obtener información valiosa, agilizar sus operaciones y ofrecer experiencias excepcionales a los clientes, impulsando en última instancia el crecimiento sostenible y el éxito.

 

Case study de modelos de ingresos previsibles

Varias organizaciones han conseguido implantar con éxito modelos de ingresos previsibles. A continuación se describen algunos de ellos.

 

Case study 1: Como la empresa X, consiguió el éxito con al adoptar el modelo de ingresos previsibles

La empresa X, un importante proveedor de software, realizó la transición a un modelo de ingresos previsibles y experimentó resultados transformadores. Desarrollaron una estructura de equipo de ventas especializada, definiendo claramente las funciones de prospección y cierre. Además, implantaron la puntuación de clientes potenciales, lo que les ayudó a centrarse en los clientes potenciales de alta probabilidad.

Con estos cambios y un uso eficaz del CRM, su captación de clientes mejoró, convirtiendo sus ingresos, antes inciertos e impredecibles, en previsibles. En última instancia, esto les permitió planificar y ejecutar estrategias de expansión con más confianza.

 

Case study 2: Cómo consiguió la empresa Y predecir sus ingresos

La empresa Y, un negocio tecnológico emergente, utilizó la IA y el aprendizaje automático en su búsqueda de ingresos predecibles. La aplicación de análisis predictivos potenció sus previsiones de ventas, y la automatización de tareas mundanas liberó a sus empleados para que pudieran centrarse en funciones más estratégicas.

Esto no solo aumentó significativamente sus ingresos, sino que los hizo predecibles, allanando el camino para un crecimiento constante y la confianza de toda la empresa.

 

Aplicación de estrategias de ingresos previsibles en su empresa

Integrar un modelo de ingresos previsibles en las operaciones de su empresa puede ser muy beneficioso. Sin embargo, no está exenta de dificultades.

Pasos para desarrollar un modelo de ingresos previsible

Aunque el contexto de cada empresa dictará su enfoque específico, algunos elementos son fundamentales para desarrollar un modelo de ingresos predecible. Entre ellos se incluyen la creación de un equipo de ventas especializado y formado, el aprovechamiento de la tecnología para realizar un seguimiento y analizar los datos, y el perfeccionamiento continuo de las estrategias de generación y nutrición de clientes potenciales en función de la información obtenida.

Al invertir en estas estrategias, creará una base sobre la que podrá seguir construyendo continuamente, lo que conducirá a un flujo de ingresos sostenible y predecible.

 

Cómo superar los retos de la aplicación de estrategias de ingresos previsibles

Aunque los beneficios son significativos, las organizaciones pueden encontrarse con dificultades a la hora de implantar estrategias de ingresos previsibles. Dichos retos pueden incluir resistencia al cambio, problemas de gestión de datos o dificultades en la integración tecnológica. Para superarlos se requiere una planificación estratégica, una comunicación permanente con las partes interesadas y, posiblemente, expertos o socios externos.

Sin embargo, los beneficios potenciales superan con creces los retos. Una vez implantado, un modelo de ingresos predecible puede convertir la incertidumbre en estabilidad y encaminar la empresa hacia el crecimiento sostenido y el éxito.

Understanding B2B Product Marketing Features, Benefits and Results

B2B product marketing strategy image

Within the B2B Product Marketing universe, where SEO plays an essential role, it is vital to distinguish between features, benefits and results. This differentiation not only improves communication with customers but can also boost search engine performance.

What are Features, Benefits and Results?

Before delving deeper, it is essential to establish a clear definition of these terms:

Feature: Refers to a specific function or attribute of a product or service. It is the «what» behind what you are offering.

Benefit: It is the «why» behind the feature, i.e., what the customer gets from that feature.

Outcome: It is the «what for» or the ultimate impact the customer will experience after using the product or service.

 

The Importance of Distinction

Feature alone rarely sells a product. For example, if you sell software with «256-bit encryption,» that’s a feature. But what does that mean to your customer, and why should they care? That’s where the benefits and results come in.

Let’s say that software protects the customer’s data. That’s a benefit. If that data protection means a company won’t face fines for regulatory non-compliance or lose the trust of its customers, that’s an outcome.

Comparison Chart

To better visualize the difference between these three terms, let’s consider the following table:

Feature Benefit Outcome
Fuel-efficient engine Reduces fuel consumption Long-term savings and reduced environmental impact
Advanced encryption software Protects information and data Peace of mind and regulatory compliance
24/7 customer service Always-available support Reduced downtime and enhanced user experience

 

From Data to Real Value

The transition from feature to benefit and ultimately to outcome is essentially the process of taking the potential customer from a simple data or specification to understanding the real, tangible value of the product.

Case Study: Project Management Software

Feature: Integration with other popular software tools.

Benefit: No need to switch between different platforms, which saves time.

Result: More productive teams, faster project completion and higher ROI for the company.

Implementing in Marketing Strategies

For product marketing teams, understanding these concepts is just the first step. The real magic happens when they are effectively incorporated into marketing strategies and campaigns.

Audience Segmentation: By understanding what benefits and results are most valuable to specific segments of your audience, you can customize your message to resonate with them more effectively.

Content Creation: Whether it’s blogs, videos, webinars or brochures, focus on how your product or service improves the customer’s life.

Testimonials and Case Studies: These are perfect for illustrating results. A customer who can say, «Thanks to this product, we have increased our sales by 25%» is pure gold.

Conclusion

In the world of B2B product marketing, it is essential not to get caught up in features alone. While they are important, it is the benefit and ultimately the outcome that really sells. By clearly breaking down and understanding these differences, marketing teams can create more resonant, effective and successful campaigns.

This journey from feature to outcome is essential to converting prospects into real customers and getting them to understand, value and ultimately buy your product or service.

Is there a B2B Sales Funnel?

B2B sales funnel black and white

In the world of B2B sales, having a defined B2B sales funnel is crucial to success. As you may have noticed, digital marketing tools have changed a lot in recent years, and the B2B sales funnel is no exception. A sales funnel is the process a lead follows to become a paying customer. Understanding the different stages of a B2B sales funnel can help companies identify at what stage leads are struggling and how to improve their sales process.

 

What Is The B2B Sales Funnel?

The B2B sales funnel is a very important and effective marketing tool designed to guide prospects through the buying process. This strategy is based on guiding the customer through a logical sequence of steps that can vary, but generally include attraction, interest, consideration, intent and final purchase. Each of these steps is crucial to the conversion of prospects into customers and, therefore, to the success of your business.

Implementing a B2B sales funnel allows you to have a clearer view of your prospects’ conversion process. In addition, it helps you identify weak points in the process and improve them to increase your conversion rates. It also allows you to better understand your prospects, their needs, interests and concerns, and thus offer more personalized and effective solutions.

It is important to note that implementing a B2B sales funnel can be a complex process and requires a clear and well-defined strategy. Therefore, it is advisable to have a team of marketing and sales experts to guide you through this process and help you implement the funnel effectively in your business. In summary, implementing a B2B sales funnel is a valuable investment for any business looking to improve its sales and marketing efforts and increase its conversion rates.

 

Differences between B2B and B2C sales funnels

The main difference between a B2B and a B2C sales funnel is in the length of the sales cycle and the type of target audience. In B2B, the sales cycle is longer and the decision making involves several members of the company. In addition, the target audience is usually companies or professionals, whereas in B2C it is the end consumer.

 

Broadly speaking, B2B companies are characterized by:

  • Having sales relationships in continuous development and a longer life due to longer sales closing processes.
  • Being related to the sale of products and services from one company to another.
  • Include a decision-making process that usually requires the approval of more than one person.

 

On the other hand, B2C companies stand out for:

  • Focusing on business-to-consumer sales, such as retail sales.
  • Having a shorter sales cycle and encouraging the consumer to buy the product on the spot.
  • Not including more than one person in the decision-making process.

 

With this in mind, we can better understand how the sales process differs. Take a look at the following diagram to get a general idea:

How to Build a B2B Sales Funnel step by step?

The B2B sales funnel is a business strategy used to guide potential customers through a sales process. This strategy includes several stages that are fundamental to understand for building this type of funnel.

Stage 1: Discovery

Before starting this stage, it is vital to define the prospect. This involves identifying and understanding the Ideal Client Profile. In doing so, we will know data such as the industry, the size of the company, the available budget and the client’s needs and challenges. It is important to mention that the objective of this stage is to establish a solid relationship with the prospect and prepare the ground for the next stage of the sales funnel through strategic communication.

During this stage, efforts should be focused on generating awareness on how to alleviate your prospect’s headaches. To let your prospects know that there is a solution to their problems, you can employ strategic content and Inbound marketing actions such as advertising campaigns, online content, online collateral or email marketing.

 

Stage 2: Education

In this stage you identify potential customers who have shown interest in the products or services offered by the company and who meet certain pre-established qualification criteria. These potential customers are called MQLs (Marketing Qualified Leads) and are identified by analyzing their online behavior, their activity on social networks and other interactions with the company. Once identified, they can be offered personalized follow-up focused on conversion.

After identifying the target audience, outbound actions must be carried out to achieve the sale of the good or service to the users. To achieve this, special attention must be paid to the multiple types of interactions that these potential customers have made on the websites and other digital platforms they have passed through during this process.

At times, it may be necessary to pause the lead if you are unclear where you want to direct it. In other cases, it may be better to lose the lead if it is not of interest. However, it is important to encourage referred leads, as these are of great interest and are perfect future buyers.

 

Stage 3: Choice

In the choice phase, SQLs are defined and actions are established to prescribe our product or service through influencers, offering samples or personalized demos, for example. A key tactic is to assist the user in the testing process and take advantage of this to recommend our product or service.

Finally, this phase closes with the signing of the contract. It is important to maintain a good relationship with the customer and offer a quality after-sales service to build customer loyalty and establish a long-term relationship of trust. It should be noted that this stage is not only characterized by the sale, but it is also a process that seeks to generate interest, convince the user and establish a relationship of trust to achieve the sale and customer loyalty.

 

Stage 4: Onboarding

The Onboarding phase is somewhere in between two important concepts: commitment and initiation. First, the objective is to get the prospect to commit to the product or service offered. On the other hand, the aim is to get the project underway and start working.

During this stage, the Trial is carried out, which consists of offering a demonstration of the product or service. This is related to the previous phase, where the prospect’s interest in learning more about what is being offered was generated.

At this point, a project kick-off meeting is held, known as Orchestrating. At this meeting, the company’s managers meet with the client to establish the objectives and expectations of the project. This is a key moment to ensure that all parties involved are on the same page and can work together effectively.

 

Stage 5: Usage Phase

This phase starts after the meeting, in case no deal or contract has been closed yet. The MRRs are established, i.e. the revenues to be obtained with a certain regularity (it can be monthly, quarterly, yearly, etc., depending on the product or service).

It is important to keep in mind that the fact that the customer reaches the usage phase does not mean that our work is finished. On the contrary, it is the perfect moment to impact them by showing them a product or service whose potential and differential value stand out from the competition.

Likewise, this is our opportunity to solve any doubts or problems they may have regarding what we offer, and thus complete this phase by promoting the customer’s independence towards us after they become an expert in the use of our product or service.

 

What Is The Best Approach To Build A Successful B2B Sales Funnel?

The best approach to building a successful B2B sales funnel is to approach it in a holistic manner. This means considering target audience, content, search engine optimization, digital advertising strategy and tracking resources to ensure that each step in the funnel is effective.

Content must be relevant to the target audience and must provide value to them. Search engine optimization means tagging content correctly and improving SEO so that potential customers can find the content easily. Digital advertising can help reach new potential customers. And follow-up resources should be closely monitored to make sure all marketing efforts are achieving the desired results.

Setting clear objectives is one of the fundamental pillars for the success of a B2B sales funnel. This involves defining who is being targeted, what are the objectives to be achieved, what actions need to be taken to achieve the objectives and when to meet them. Once the objectives have been established, it is important to establish KPIs to measure the success of a sales funnel. These KPIs can include conversions, abandonment rate, sales cycle time, etc. Establishing these metrics will help determine the progress of your sales funnel and identify where work needs to be done to improve results.

 

Conclusion

With digital marketing, building a successful B2B sales funnel can be a daunting task. But with the right approach, the results can be extremely satisfying. It’s important to start with setting clear goals to ensure that the sales funnel is aligned with your business objectives. Establishing KPIs is another way to keep the focus on results. These metrics will help measure the progress of the sales funnel and identify areas for improvement.

Once goals and KPIs have been established, it is important to design an SEO content strategy to drive traffic to your sales funnel. This involves creating engaging, SEO-optimized content with keywords relevant to your target audience. In addition, it is also important to optimize content for mobile devices to take advantage of the growing mobile audience.

In summary, to build a successful B2B sales funnel, it is important to have clear objectives and KPIs in place, design an SEO content strategy and optimize content for mobile devices. With the right approach, the results can be very successful.

Integrando Fuentes Externas al CRM: Maximizando el Análisis y la Estrategia

External Sources into CRM

Dando continuidad a nuestra serie sobre la optimización del uso del CRM, en este artículo nos sumergiremos en cómo la integración de fuentes de información externa puede enriquecer nuestros análisis y estrategias. Las plataformas de CRM como Hubspot y Salesforce no sólo nos permiten analizar los datos internos, sino que también pueden integrarse con herramientas externas para proporcionar una visión más amplia y completa.

1. Google Trends: Comprendiendo la Popularidad del Mercado

 Por qué integrarlo al CRM

Google Trends muestra la popularidad de términos de búsqueda a lo largo del tiempo. Al integrarlo con tu CRM, puedes identificar tendencias emergentes y adaptar tus estrategias de marketing y ventas en consecuencia.

Cómo funciona con Hubspot y Salesforce

Ambas plataformas permiten la integración a través de APIs y aplicaciones del marketplace, permitiendo visualizar datos de Google Trends junto con datos de cliente potencial y cliente actual.

2. Google Analytics: Analizando el Tráfico Web y el Comportamiento del Usuario

Potenciando el Análisis con Datos de Tráfico

La integración de Google Analytics con tu CRM te proporciona información sobre cómo los visitantes interactúan con tu sitio web antes de convertirse en leads o clientes. Esto puede ayudarte a entender y mejorar el recorrido del cliente.

Integración con Hubspot y Salesforce

Ambos CRM ofrecen integraciones fáciles con Google Analytics. Esto permite que los equipos de ventas y marketing tengan acceso a datos valiosos de tráfico web directamente en sus dashboards de CRM.

3. LinkedIn Sales Navigator: Reforzando la Prospección y las Relaciones B2B

La Conexión Entre Redes Sociales y CRM

LinkedIn Sales Navigator es una herramienta poderosa para la prospección B2B. Al integrarlo con tu CRM, puedes enriquecer los perfiles de leads con información de LinkedIn y rastrear las interacciones con cuentas clave.

La Sinergia con Hubspot y Salesforce

Tanto Hubspot como Salesforce ofrecen aplicaciones y plugins que permiten una integración fluida con LinkedIn Sales Navigator, proporcionando a los equipos una visión 360° de los contactos.

4. Otras Integraciones Valiosas

Herramientas de Automatización del Marketing

Plataformas como Marketo, Pardot y Mailchimp pueden conectarse a tu CRM para mejorar las campañas de email marketing y la segmentación.

Soluciones de Atención al Cliente

La integración de herramientas como Zendesk o ServiceNow permite un seguimiento más eficaz de las solicitudes y problemas de los clientes.

Conclusión

La integración de fuentes de información externa a tu CRM amplía la visión, mejora el análisis y potencia la estrategia de tu negocio. Las plataformas CRM modernas, como Hubspot y Salesforce, ofrecen un ecosistema robusto para estas integraciones, permitiendo a las empresas B2B mantenerse a la vanguardia en un mundo cada vez más digitalizado y orientado a datos.

Data visualization and dashboarding. How to start? Part 1

First, let’s start with the basics. The simplest way to think of a dashboard is as a visual representation of data.

Raw data can be hard to look at. While the digits are there they are usually impossible to process and understand. So you will need to turn data into information (yes, those are two different things!) by creating different charts, tables, and other visual elements that are far easier to comprehend and utilize.

Needless to say, dashboards have a wide array of uses—from budgeting or project management to marketing or sales reporting.

For example, if you have a banking application you surely have seen a tab that divides all your monthly expenses into different categories and shows them in a form of a colourful pie chart, right? So, this is one of the possible examples of a dashboard. Add some goals, your family’s linked accounts and historical data to track your progress, improvements and unseen impulsive purchases and – congrats! – you’re fully into data visualization and ready to apply your new knowledge to your business. Why would you do that?

Purpose of a business intelligence dashboard

A business intelligence dashboard (BI dashboard) manages information by tracking data points that are important to your business. The dashboard gives you a consolidated view of all data from across the organization on custom dashboards that deliver valuable insights into the whole business. You can see and analyse data, display the businesses key performance indicators (KPIs), to assess performance measures and generate actionable insights.

A good BI dashboard enables you to monitor and measure business performance and metrics. BI dashboard tools provide real-time centralized access to users allowing them to interact with and evaluate information, helping them to make smarter, data-driven decisions.

What’s that you couldn’t have achieved without a dashboard?

Well, here’s one. Have you ever faced a situation when you simply couldn’t find the data because all the excels, documents, databases spread evenly over all the departments and your employees’ PCs? A dashboard can put all that data into the unique directory.

Among other benefits there are:

1. Enhanced visibility

BI dashboards provide greater visibility with information available whenever it is required to ensure businesses are better placed to respond to changing market conditions.

2. Timesaving efficiency

With BI dashboards, you are no longer wasting valuable time generating reports from multiple systems. Instead, data is drawn from a centralised source and displayed as an easy to interpret visual overview.

3. Better forecasting

With greater insight into the buying cycle of each customer, future demand can be more accurately predicted using historic information. Businesses can more effectively plan for demand fluctuations for the next business cycle, setting measurable goals and deliverables for greater success.

4. Key performance indicators

BI dashboards source data from multiple areas displaying the information as easy to understand visuals in real-time. This provides managers with an overview of current KPIs to assess different areas of performance while creating actionable insights.

5. Inventory control

With analytics and a real-time vision of inventory stock details, sales staff know what items are in stock and where they are located. BI dashboards improve inventory control using detailed historic data to optimize supply quantities and inventory allocation across stores and minimizing the risk of stockouts.

6. Real-time customer analytics

With real-time, accurate insight on current customers purchasing behaviours, you have a better chance of achieving higher retention rates and increased revenue. Real-time insight allows sales teams to concentrate on the right customers at the right time, ensuring marketing efforts and activities are focussed toward the right clients.

7. Better decision-making

Whether you’re providing reporting and analysis for the entire organization or functional areas of the business, a BI dashboard allows companies to analyse key data quickly and meticulously. Visualized interactivity serves to deliver overwhelming amounts of data in a way that is easy to understand. With the ability to easily identify what the data really means; better decisions can be made relevant to the business.

If you are ready to get to know the Business Intelligence world, don’t hesitate.

However, before doing so, it’s essential that you lay the appropriate groundwork first. Here are a few things you’ll want to do before getting started on a dashboard:

1. Import your data into Excel

In order to create a dashboard, your data first needs to exist in a spreadsheet.

There are numerous ways to do this with ranging complexities—depending on where your data exists currently. So, your best bet is to research how to import your specific data format.

2. Clean your data

When working with data within Excel, it’s important that each piece of information lives within its own cell.

If your existing spreadsheet is a bit of a patchwork mess, take some time to clean it up and organize into appropriate rows and columns. It’s also wise to get rid of glaring typos and possible errors.

Now is also an excellent time to search for any duplicate information and delete it once detected, because each row of data needs to be unique in order to avoid double counting.

Want a quick way to search for duplicates? Highlight your entire dataset and then click the “Remove Duplicates” button.

3. Set up your workbook

To create a dashboard, you’re going to need three separate sheets (or tabs) within your Excel workbook.

The first is to contain only the Raw Data to work with. The second is for the data used to create your charts. And the third is for the charts themselves.

4. Understand your requirements

Basically, clear out why you need the dashboard in the first place. What’s your goal with this work? Do you need to track progress? Analyse a budget? Identify trends?

We’ll talk more about that in the Part 2 of our article.

B2B sales is a question of metrics

B2B metrics

In these weekly articles that I will write beyond giving you a step-by-step manual (which we provide in our blog at hellomrlead.com) I would like to share my mistakes or lessons learned and reflections that I have come to by way of observation.

3 years ago when I started Hellomrlead, I thought that with a sales development representative, some good texts and a couple of tools I could deliver valuable meetings to my first clients…

I was creating a structure that from my point of view I would want to consume as a sales person. I would love nothing more than to spend all day jumping from meeting to meeting and end the day preparing business proposals and following up.

I guess that’s how all businesses start… But as the months went by I perfected the method. The value of services can be appreciated in many ways no doubt, but one of them is money, the price someone is willing to pay for something you offer.

 

First steps

I quickly realized that selling meetings at 85€ could not be a business, something profitable, even more so when my clients requested that the meetings be qualified.

Here came the first iteration. What do we call quality lead and how do we measure it. There are multiple methods but we chose BANT (budget / authority / need / time) and to each possible answer to the questions related to find out in the «discovery call» that information we put a score, and thus was born the «traffic light» or lead scoring of Hellomrlead.

We were able to give an objective value to something that until then had a subjective value for us.

 

It all depends…

The next big challenge with our clients was to size the market, because how are we going to know if 10 meetings per month are too many or too few or if 200€ per meeting is a lot of money or not enough if we don’t know how big is the market we are targeting… Let me give you an example:

A company sells a video analytics system for the hotel sector, oriented to hotel receptions. Its potential buyer is the company’s CIO and Guest Experience Manager in Spain. How many hotel chains are there in Spain? How many CIOs and Guest Experience Managers can I find on LinkedIn At this turning point Bill Aulet and his book Disciplined Entrepreneur was our salvation. He explains with complete clarity and step by step what he considers the first of the 21 steps a successful manager must take before launching his product…. TAM (total addressable market) / SAM (served available market) / SOM (Serviceable Obtainable Market)

With these three concepts we could together with our client establish the size of the market. Now if the client asked for 400 meetings in the period of a year we could measure if it was an outrage or reasonable and then create monthly forecasts considering the peaks and valleys of the sector (for example in this case the hotelier who does not buy any of this between April and September) or of the market (Spain stops from July to September).

To recap, in a strategic / tactical vision we already had a way to measure the market and assess the opportunities in a totally objective way, measuring the TAM / SAM / SOM of the customer and evaluating the leads with a scoring method based on the BANT.

 

Digging further

It was the turn of the DBs. Every successful commercial action starts with a flawless and perfect database. I don’t just mean that the emails are valid, that the positions or people are up to date, but to do precision fishing and not trawling. I did my first months trawling… but I learned that it resulted in 3 big items:

I lost campaign days. An email in an outbound process, in order not to spam the account and the domain, must adhere to a daily sending volume that usually ranges between 50 and 150 emails per day. When you do «trolling» the databases contain everything and then you are simply wasting time. It is not the same to make a database of all national sectors oriented to people who have some HR function than to build a database of only HR compensation and benefits managers in national companies. This was my case with a company that sold a subscription for employees to access gyms.

It was wearing down the brand and vetoing you in the company. It is clear that you can send 8 people from the same department emails and see who answers you first, but what happens most likely behind the curtain is that they sit in the same area, they «forward» your emails and clearly see your strategy and then there is a very high probability that one of them will answer you «randomly» and tell you that they are not interested. They see that there has been no personalization whatsoever, that you have been «fishing for trawlers”.

 

Let’s do the math

Inefficient failure to meet the desired objectives. Generally, either because we outsource or because we do it internally, we always have a target in mind for the number of desired meetings per month. This is a chain of consequences and we saw it clearly… If the DB is not ultra-debugged you send in a month approximately 600 emails of which you have an open rate of less than 40%, and on that percentage only 10% of them are answered (response rate) and only 20% are positive. If we do quick numbers… that’s approximately 5 positive meetings.

 

 Vanity KPI

But what happens when 100% of your DB, even if it is smaller, is a target? Well, you have, as we do now, open rates higher than 50% and response rates higher than 25%.

As my friend and partner, Caio Barbosa, says, there is a lot of «vanity KPI» in the open and response rates, but what really matters is… how many positive responses have you obtained that will lead to an action in the future?

At this stage we discover, clearly, that «less is more». And that brings us to the next point… what weight in the success of a commercial action via email has the BBDD with respect to the copy? Well, 50%.

 

 

Copywriting is not something that you will do in passing

The quality of the BBDD you use is as important as the subject you choose in the email, the body of the message and/or messages is a sequence.

There is a lot of talk about the psychology of copy, the importance of the B2B copywriter, and I am already a fervent believer in this, in Hellomrlead we took a year to incorporate our first copywriter. Nadia Bobkova, born in Russia, trilingual as far as I know, and whom I’ve been tormenting with excels and metrics. Together we have learned the key metrics for A/B testing of subject lines, messages and so on. Today we measure weekly and take measurements every 7 days. In the end, when you have an objective framed in a time horizon (in our case the sword of Damocles is monthly) that sets the guideline of how often you have to evaluate the results of your KPIs.

We even have a checklist in excel with everything that a copy must contain to be «good». The more empirical you become, the easier it is to find room for improvement. Segregating the process step by step and measuring those «micro-conversions».

 

Science over talent

Concluding this block I will tell you what:

  1. Currently the prospect DBs for each Hellomrlead campaign for these reasons are no more than 300 prospects, segmented not only by country, but by industry and position.
  2. We analyze in each position and industry which Value Added Proposition and Unique Sales Proposition our client brings to that «person» to guarantee those positive response rates we are looking for.
  3. Our email automation provider provides us with benchmark metrics by industry and function to have comparable frameworks and in the campaign management panel itself allows us to categorize each response obtained by an NPS code (smiley face).

As you can see, once again science prevails over art and emotional talent. No doubt we deal with people, but there are hundreds or thousands of them and behind that are the patterns of behavior and response and that is what I think we should never forget.

 

SDR and Inside Sales KPIs

Our third and last block in this article on the importance of measuring in the B2B sales process is dedicated to our other great heroes, the Sales Development Representative and the Inside Sales.

I have to say that my job description or job definition of an inside sales may differ from the image you have, so I will explain what an inside sales person does at Hellomrlead….. In our company we have 3 channels of contact with potential prospects of our customers… Phone, Email and LinkedIn.

Our clients allow us to automate certain sequences of messages with a copy and databases even more careful than email, if possible, since we work with their own LinkedIn.

Operating with caution

Our inside sales take care of that «garden», responding one by one to those messages, creating conversation and taking those opportunities to the point we need… a scheduled business meeting.

To achieve the final objective …. we have to pay a sales navigator, a LinkedIn automation tool, prepare DBs coordinated with the ones we are already running by email because nobody wants to receive simultaneously an impact from the same person, and of course invest hours in the sequence of messages that will be used in LinkedIn, in addition to the hours of the inside sales to answer and report that activity in the corresponding CRM …

Here, apart from what we all use in the company, from the accountant to a server …. which is a task manager and a time tracker, we start to measure in an excel:

 

  • Invitation acceptance rate
  • Response rate to sequences
  • Number of interactions
  • Leads obtained with LinkedIN origin

 

In order to contrast these metrics… versus the time (money) invested, we could calculate the return and evaluate if this means of contact was not only efficient but also effective for our client’s objectives…

We discovered that in some cases it represented 20% of the meetings obtained, a relevant percentage that defined the investment ceiling in hours that we could dedicate, taking into account that an inside sales does not finish the job, since the final qualification depends on the SDR.

 

The final step

And finally we reached the end of the journey of these measured and optimized processes… The Sales Development Representative. One of the most «expensive» positions in terms of responsibility and talent required without a doubt. Our challenge with this area has always been to be able to make projections and forecasts of leads delivered by SDR. We have studied Aaron Ross and his Predictable Revenue, and many other books such as Predictable Forecasting… and again they all conclude in the same thing to measure in order to be more efficient and effective…

 

The two biggest mistakes

  1. Our SDRs in the first year did too much and called too little. Reporting in an excel once a week, looking for alternative phone numbers, looking for public data of the prospect to fill in the BANT, reporting in the CRM…
  2. We did not know what proportion of time spent on the call achieved the set result (2 leads delivered per day). We set a target but did not define the path to success.

 

But all that changed when we started to exploit the metrics of our VoIP solution, yes, the first thing you should all stop doing is to work with a conventional mobile line… and use one of the many VoIP solutions such as AirCall or Vozelia or VozTelecom…

We acquired a VoIP solution integrated with our CRM so that all call activity was recorded in the «deal» or «opportunity» and we had metrics of call hours, number of effective calls and consequently… indicators of which hours were the most effective for example… and which SDR had the best performance of Effective Call to Lead Delivered.

Today an SDR at Hellomrlead spends more than 50% of his time calling, he has limited his tasks to reporting in the CRM and passing on the meetings obtained day by day to the customer. Keeping his focus as much as possible on the tasks that become his area.

 

Not to underestimate, but to enrich

All this that I have explained today does not mean that selling is only a matter of numbers, nor that the people who make up your sales teams do not matter… only their metrics. What it does mean is that to avoid frustration in my team when a company objective is not met, such as delivering the desired meetings to a client… it is necessary to unravel the whole process, measure each advance and understand which variable makes the result of this «micro-conversion» change… And without these clear metrics, today I am not able to tell a client whether or not I will be able to deliver the meetings he wants in exchange for the money we have agreed on…

 

I hope you found it enriching….

Success case: spreading articles on LinkedIn using Zopto

We have been using email automation tools as Zopto for many years to publicise our clients outbound campaigns and content, but we found it to be a perfect tool to put to new use. And we were right!

 

The challenge

We decided to try to generate engagement and traffic to a specific URL. To focus not on volume traffic but on quality traffic.

Goals:

  1. Engagement. To achieve a 30% response rate in our messages vs. the average which is 11,2%.As we will see later, this was not the correctly formulated objective and we learned a very important lesson.
  2. Community. Generate conversation that would turn into positive comments and feedback on the article, at least 10 comments. In advance, the results exceeded all expectations: over 600 views and 140 comments!
  3. Conversion. Obtain 4 budget requests in total from a trilogy of 3 articles. When this issue arrived (and more than doubled) we decided it was the time to report the results, although we had not yet started to spread the third content.

 

The process

To begin with, we took two articles published by our CEO, Ricard Vidal.

  1. The mechanisation of business processes.
  2. B2B sales is a matter of metrics.

 

We set up a total of 13 campaigns with an average of 300 prospects in each, all of them being only the 1st degree contacts from Ricard’s LinkedIn account.

 

zopto linkedIn

Definition of the target

The content of the articles themselves dictated the reader’s desired profile, that is, their professional position and area of work.

While for the first article it was a salesman, sales manager, sales representative, CCO, as well as CEOs, founders, company boards, the second content was clearly designed for the marketing teams. This can be seen in the nomenclature of the campaigns as well.

We did the scrapping with Sales Navigator, filtering by position, the degree of contact.

Why does the target matter? Because a person who comes from the hospitality sector will not generate a quality interaction with the content on B2B sales, and vice versa. While a certain interest and level of conversation is needed to build the community.

Dissemination

 

The start dates of the campaigns coincide with the date of publication of the content, since the LinkedIn algorithms monitor activity (recommendations, reactions and comments) during the first hours and therefore these are golden.

The configuration of the campaigns always depends on the target. In this particular case the sending is limited by the working hours, GMT time.

Although response rates are not high at all, the impact of this action is reflected in the statistics of the posts themselves and… In something else!

 

The impact

Engagement

screenshot 2020 05 21 at 17 21 30

*The percentage counted on the total number of contacted persons

We have already mentioned above that targeting a certain response rate was not the best idea, and now we explain why. It is only logical that when receiving the message with a link the person, before responding, will read the content offered. And after finishing the reading instead of returning to the private conversation they will comment directly on the publication.

Therefore the most correct metric also counts the views and comments:

screenshot 2020 05 21 at 17 22 24

*Percentage counted over the total number of people contacted

KPIs

As we can see from the statistics of each publication, we have met the objective of the target: the profile of the readers matches the desired profile. In other words, we have been able not only to involve people in the active dialogue, but also demonstrate to the network algorithms that the content adds value and knowledge to the determined profile.

zopto linkedInzopto linkedIn

Indirect benefits

There is another very important indicator that greatly affects the LinkedIn algorithms and increases the visibility of the profile, the acceptance rate of the invitations and, in general, the reputation of the account. This is the social media sales index (SSI). In the following screenshots we can see that this profile indicator used is far above average both in the industry and on Ricard’s own network.

What is this index for? To be more visible in other people’s feeds, whether they are your contacts or not. But to upload this indicator is not enough to publish often, you have to make a great effort and know the algorithms well. And one of the tools that helps to give visibility to your activity is spreading through private messages.

That is, it is about a vicious circle: the more they read you, the more publications of yours they see and the more interaction and engagement you will get from your community.

In the case of focus, the average profile views increased by approximately 20% between April and May:

imagen de ios 8LinkedIn SSI

The result

Finally we come to the last but not least point. With these activities we have received several requests for quotations.

How many?

9!

IF we look at the initial challenge, it was 4 for the trilogy of items, while in reality we got 4.5 for EACH item.

Anyone who works in B2B sales and marketing will tell you that taking the 9 opportunities to the budget stage just by spreading two articles to your own LinkedIn network of contacts is… AWESOME!

Reviving the B2B marketing market in 2020

marketing market 2020

We know that this year does not cease to surprise us, but in reality, we surprise ourselves even more. In this article we have tried to summarise in a structured way all the changes that the marketing market has experienced in just 9 months of 2020.

The crisis

Marketing investment will decrease by 17,3% in 2020, in the best case scenario, according to the AMES study, carried out by the Spanish Marketing Association (MKT) and presented in Madrid last week. This is the most pessimistic forecast based on real numbers.

Speaking in total numbers, investment in all marketing activities in Spain in 2019 was 33.627 million euros (0,97% more than the previous year). Looking ahead to 2020, the experts anticipate a drop, as a consequence of COVID-19, which will bring us back to the levels of the first years (2014-2015) of recovery from the previous crisis, that is, 27.800 million euros. This will be a decrease of 17,3%. They warn: “this could be an optimistic scenario” and would be “in the best of cases”.

This recession is different from the financial crisis in 2018. Alongside the economic impact, we are witnessing a dizzying race to adapt the workplace and business models. McKinsey, with a wonderful sense of drama, has called this sudden acceleration “The Quickening”.

B2B marketing specialists have changed the way they do business. And this may seem like a very smart move: other studies confirm that B2B buyers are delaying the potential purchases due to COVID-19.

DemandGen recently published the “B2B buyer behaviour study”, and the statistics suggest that the majority of the B2B buyers (47%) have had to delay the potential purchases due to budget freezes. Approximately 30% of them have scaled up some purchases due to changing business needs, while 7% say they are looking for attention/practical engagement from solution providers.

 

The remedy

As B2B marketing specialists seek to develop strategies in the middle of the pandemic, new research suggests that they will allocate a greater share of their budget to digital advertising and email marketing to get ahead.

Gartner launched Part 2 of “The Annual CMO Spending Survey” and statistics showed that 69% of B2B marketing specialists intend to increase their digital advertising budget, while 18% expect to spend at least as much as before. In addition, 67% of B2B marketers said they will increase the amount they spend in email marketing, and 20% will spend at least as much as before on this tactic.

The treatment

The pandemic has brought a significant change and the constant search for solutions, and research already shows which methodologies are here to stay.

Merkle published a special COVID-19 edition of its “Customer engagement report” and statistics suggestive that 74% of B2B marketers have finally changed their approach to customer content.

Approximately 50% of B2B marketing specialists have tried new tactics or functions of martech during the pandemic, while 45% have focused more on customer messages. Simultaneously, 42% have developed a new transaction compliance capability, and 39% have added a new marketing channel.

Overall, 54% of marketing specialists say that the importance of communicating with customers has become “significantly more important” as a result of COVID-19.

 

The answer

This is already begging to bear fruit. PathFactory recently published the “COVID-19 content participation report” , and the statistics showed that the B2B “leads” (customers and prospects who are frequently involved with marketing content) now spend an average of 19:43 minutes interacting with assets. This is a seven-fold increase over the previous average.

On the other hand, Ascend2’s study shows that lead generation remains a major challenge for marketing specialists that focus on building relationships. Complications are reported by 50% of all respondents. Other obstacles include the lack of budget/resources (42%), lead targeting (38%) and lack of lead data (29%).

Do you feel identified? Call us or contact us via website, we will guide you through the process of prospecting and lead generation with the author’s methodologies, with all the love that only a small company can offer you.