Here’s a quick look at what’s been successful for our clients this year, and how we see 2012 B2B budgets starting to shape up:

1. Marketing database communication: More and more marketing teams are realizing the power of a centralized marketing database by implementing ongoing lead and customer communication programs. We have seen successes with the use of integrated telemarketing, direct mail and email campaigns for lead qualification and nurturing programs. A combination of targeted key account direct mail (often dimensional) and email communication is being used successfully for ongoing customer communication (focused on both retention and development strategies). Survey techniques have been highly successful as companies reach out to prospects and customers to learn more about their needs and use this information for the development of ongoing tactics and materials. Companies need to make sure they have a marketing database communication strategy for 2012 to leverage this powerful resource in their marketing mix.
2. White paper and e-book aggregation: In almost every industry we work with, there is a need to educate prospects on best practices and ways to improve their operations. Developing white papers and e-books, then posting them on relevant B2B aggregation sites (targeted at their end-user segments) has proven to be an extremely successful lead-generation tactic in 2011. The content from these materials  has also provided significant “search engine juice” for company websites. Topics for these materials can be easily developed by looking at keyword and key phrase research (what issues prospects look for help with) and by talking with your customer service and sales teams to see what questions are being asked. We think this will remain highly relevant in 2012 and we encourage organizations to develop and promote  several white papers and e-books over the year.
3. Sales training and tools: This year, we’ve seen a significant increase in the development of tools for the sales team.  Online proposal generators, ROI calculators, product selectors, sales portals and other tools have provided significant value to the sales team, improving close ratios and reducing sales cycles. We’re seeing increased use of video for training programs, with clients using their internal engineering, QA, product development and management team staff to provide insight and information on industry trends, competitive information and creative help in answering objections. We’re also seeing the increased use of mobile platforms, providing sales teams with highly accessible tools as they travel and present to end users. For 2012, marketing teams should work closely with the sales management staff to find ways to support the field sales team in lead and quote development processes.
4. Distributor communication programs: In 2011, we saw an increased use of distributor communication programs as  organizations took a fresh look at their sales channel strategies. Increased communication (primarily through email campaigns) looked to strengthen the relationship between company and distributor. These communications have helped firms understand which distributors are their best partners and allow them to make better decisions about which relationships to support and which to sever. In 2012, we see this broadening to include additional distributor sales training and tools, as well as partnering with the distributor on end-user communication programs.
5. Search and social programs: The division between search and social marketing strategies continues to blur for many of our customers. In 2011, we saw a deeper commitment to SEO strategies that included social network development. Content is still king for this area, and developing a content strategy that can be promoted in social networks as well as on the website continues to take on a larger and larger portion of the marketing budget. As end users continue to depend on online networks for information and recommendations, this need with only increase, and we see 2012 as a pivotal year in the integration of search and social strategies for B2B companies.
6. Website redesign / update: Most companies have been using 2011 to either refine and enhance their website, or start planning for a 2012 redesign. Search strategies, social network integration, significant architecture updates, mobile enabled, sales channel tool and portal integration, end-user applications (like ROI tools, product selectors and catalogs) and deeper analytics have been leading the way in effective 2011 tactics. For 2012, we’re seeing a larger portion of the marketing budget going to developing deeper content resources and moving that across all online platforms for better organic search rankings and improved relevant visits. We’re also seeing significant increases in multi-language site strategy, recognizing the increasing global audience of the B2B markets.
7. Lead management strategy development: With marketing budgets significantly smaller in 2009 and 2010, companies focused significant efforts on developing, implementing and refining their lead management programs. Qualification, nurturing, process improvements, tracking and analysis all focused on making sure nothing fell through the cracks and that they were closing all the deals they could. Despite technology improvements in CRM and marketing automation software, companies found that their most significant gains were coming from process improvements. As 2012 looms in the near future, we see a continued focus on process refinements and less spent on technology.
8. Telesales: As companies trimmed the direct sales team in 2009 and 2010, they looked to telesales to pick up the slack for smaller market segments and territories not covered by a direct sales rep in 2011. Many firms tested the effectiveness of telesales this year as they considered new ways to grow sales. Telesales has proven to be highly cost-effective and is providing an additional channel option for firms looking for ways to reach more markets and segments without adding head count. We see this continuing in 2012 as firms continue to be cautious about adding to their direct sales staff, but still see the need for one- to-one contact with end users to close deals.
9. Trade show programs: Most of our clients pulled back significantly on their trade show marketing in 2009 and 2010, but no one cut it out entirely. Trade shows continue to be a significant opportunity for personal contact with existing customers and highly motivated leads, but they are also a significant investment. Trade show attendance has been up in 2011, but companies are less concerned with lead volume at trade shows, and are more focused on lead qualification to connect with true prospects for their products. Pre-show and post-show communications, in booth demos and presentations, the use of social networking and video-enabled landing pages to preview show activities and invite onsite traffic for demos and meetings have been highly effective this year. We see clients increasing their trade show activities in 2012, but still focusing on their most effective shows to maximize marketing spend in this area.
10. Mobile: While true location-based marketing has been slow to come to the B2B world, mobile-enhanced and mobile-enabled online tools are a necessity. Decision makers in the B2B space are smart phone users, and if you watch your website and email traffic, you’ll find an increasing percentage of mobile users. Don’t lose these targets by ignoring the need for mobile-enabled applications and sites in 2012.

While these have been highly relevant to our clients, I’d be remiss if I didn’t say that just because something works for one company doesn’t mean it might be right for you. It’s still important to look at your end users, understand your sales channel needs, and align your strategy and budget with company goals.

Marketing is now and has always been about building relationships. While online marketing and inbound techniques do their part in the customer lifecycle, nothing replaces a 1:1 connection. This is where telemarketing still plays a vital role.

As a marketing activity, telemarketing cannot stand alone. It should be used in conjunction with a holistic nurturing campaign. Telemarketing should be another component of your marketing mix used to qualify, educate and nurture your prospects. Nurturing programs, complete with automation and scoring, make marketing more efficient and give you a better understanding of who your prospects are and what their current needs are. But there comes a time when the online relationship needs to evolve. That’s the point when you should pick up the phone to further qualify the prospect.

Telemarketing is most effective when it’s conducted with a highly defined set of process rules and procedures. Who gets called, when, how often, what is the call script, what to do with the information gained, and how to track all of this for management and improvement is key to the success of the program. The need for this type of process generally means your sales team is not going to be able to handle these calls efficiently or effectively. Qualified telemarketing resources ensure that you’ll be able to qualify the contact information, their needs and their buying status. Handing over the sales-ready leads to the sales team, and putting the longer-term leads into a nurturing process for future follow-up creates a finely tuned lead management process that will reduce your sales cycle time, and increase your close ratios.

So — telemarketing is more relevant than ever. In the Marketing Sherpa study cited above, 35% of the executives surveyed said that telemarketing is a “very effective” component of their marketing mix. Efficient and cost effective, it provides a powerful way to break through and reach prospects with a personal touch.

Are you using telemarketing in your lead management program?

• Ensure content is relevant: Segmentation is key. Not every message will be relevant to every audience. Tailor your messages to each audience and be sure to incorporate a call to action in every message. The purpose is to educate and eventually graduate those recipients to the “sales-ready” stage.
• Choose the right medium: E-mail, direct mail, social media … understand where your prospects are looking for information and determine the best market tactics to reach them with your message.
• Obtain permission: Don’t send to recipients without permission. Also, offer an easy way to unsubscribe or opt out in order to eliminate unqualified prospects.
• Keep data clean and accurate: Segmentation can be extremely difficult without accurate data. However, once your data is clean, put an action plan in place to regularly review and update your marketing database to maintain its integrity.
• Track, analyze and adjust: Be sure to track and monitor your nurturing campaigns to see where recipients are converting and what information is most compelling to them. Adjust your program and continue to monitor results.

Remember, “prospect and customer engagement, on their terms, with messaging specific to their needs, is the hallmark of today’s b-to-b communications, ” according to the Business Marketing Association.

The best practice for nurturing is just that — engaging prospects and customers when they want, where they want and with the message they want. Keeping prospects engaged until they are “sales-ready” decreases your chance of losing business to your competitors and increases the close ratios of your sales team.

What is your best practice for nurturing?

Sales and marketing usually have very different definitions:

Sales: “A sales-ready lead is any prospect that has a business problem your company can solve at a price it can afford, now.”

Marketing: “A sales-ready lead is any prospect that has achieved sufficient lead rank over time, based on pre-defined criteria expressing his interest to buy now or in the future.”

We believe the best practice for defining a “sales-ready” lead can only come through a collaboration between sales and marketing: “A sales-ready lead is an inquiry that has been qualified and ranked by criteria that both sales and marketing agree upon.” Specifically, “sales-ready” leads should meet the following 5 criteria:

1. Need
2. Application
3. Money
4. Timing
5. Decision authority

Only when a lead meets these 5 criteria should it be turned over to the sales department. This will result in fewer leads going to the sales force. However, the reality is fewer, better-quality leads (i.e. “sales-ready” leads) will help sales reps be more productive as they will have more relevant conversations and be able to help solve immediate problems for their prospects.

Marketing teams should use qualification tactics (i.e. telemarketing, etc.) to identify leads that are not sales-ready and funnel them into a lead nurturing program. There, they can continue educating them and keep them engaged until they are sales-ready. These steps help maximize yield from your best leads and keeps your sales team highly productive.

When it comes to turning over leads to the sales department, think quality over quantity. Generating, developing and delivering sales-ready leads is critical for B2B marketing professionals. Companies that do it well gain productivity from their sales force, close a higher percentage of opportunities and optimize their business development resources.

How does your organization define “sales-ready”?

Truthfully, this is not that surprising to me (and it may not be to you and your firm either). Companies fall down on the details for all kinds of projects. There is pressure on marketing to generate leads, and pressure on the sales team to close deals, but often little thought (or understanding) is given to the need for lead management tactics so opportunities don’t fall through the cracks.

The problem with online lead management is realizing how quickly those opportunities can be lost. The research indicates that responding to an inquiry within an hour or two will increase your likelihood of closing the deal by a factor of seven. When it comes to the Internet, good things do not come to those who wait.

A strong lead management strategy includes:

1. Understanding your lead sources. Know where your inquiries come from.
2. Refining your data capture practices. Know what to ask and where the data is sent.
3. Profiling your customer base. – Understand what leads offer the best opportunities.
4. Qualification processes. Make sure leads are “sales-ready” before they go to the field.
5. The creation of fulfillment “packets.” Whether print or digital, these are essential.
6. Process steps that outline fulfillment practices and assignments. Know who gets what and when.
7. Process planning for nurturing tactics. Decide what to do with the leads that aren’t ready to buy “now.”
8. The centralization of a lead database. Very important for tracking and monitoring.
9. Sales territory planning. Makes is easy to assign leads for follow-up.
10. Metrics and reporting. You can’t manage what you can’t measure.

While it takes all of the above to make a rock-solid program, tackling some of these individually will keep you moving in the right direction. But the real point is, don’t wait to start tackling this issue. Online leads continue to be a major source of prospects for companies, and resolving this issue will make a significant impact on your top (and bottom) line.

Don’t miss out on your best brand advocate – your employees.

From my perspective, sales and marketing functions work the most efficiently when there is an extremely open line of communication about what is needed, what is being developed, what is working and what isn’t. Marketing’s primary role is to be the keepers of the brand messaging, and generate prospects into sales-ready prospects. Sales’ primary role is to turn leads into deals. Both are equally important for revenue growth, and working together can reduce the time and effort (and $) needed to create new customers.

So what should a company do to make this happen? Here are my thoughts on where to start:

1. All marketing team members should regularly go with sales reps on sales calls and sit in presentations. They need to hear what prospects are saying, and how the sales team uses materials created by marketing. You’d be surprised how many marketers haven’t done this at all, let alone regularly.
2. Sales team members should be included in the creative brainstorming efforts for new programs. These are some of the best resources for knowing what is top-of-mind with prospects.
3. The marketing team should regularly review the materials the sales team members (all members) are using with prospects (what gets e-mailed, mailed or presented).  It’s not unusual to find that sales reps modify materials to meet their individual preferences or needs. Some of these changes need to be incorporated in the approved materials, and some changes need to eliminated.
4. The sales team needs to provide feedback on ALL leads. Why are the leads “good” and why aren’t they? This feedback will help the marketing team to tweak the marketing tactics and qualification process to provide better sales-ready leads.
5. The marketing team needs to make sure every tactic is copied to the sales team. You don’t want your sales team to be surprised by a prospect asking about a particular offer the sales rep knows nothing about. Make sure your sales reps are included in the “seed” list for all direct mail and e-mail communications, and are notified of all social media, print, online, trade show and website tactics.
6. The sales and marketing management teams need to review their annual goals with each other and ensure they are working together to meet corporate objectives. Is it time to focus on a new segment, or counter a competitor’s advances? Should we work on cross-sell tactics, or introduce some new service offerings? These are all decisions that are best made with both sales and marketing’s input and consensus.

These measures are certainly not all-inclusive, and it’s important to note that we’ve seen positive impact come from implementing even just one of the above ideas. The key here is to be aware that communication between the two departments will take effort from both groups  to maintain, and that will take some extra time and commitment. The benefits, however, will far outweigh any inconveniences to the teams.

Any other ideas on how to get your sales and marketing teams to communicate better?

Whether your sales team consists of direct reps, manufacturing reps or distributors, the following list includes the basic reports that should be available for you to review the activity and results of each and every team member:

1. What leads have they been given, or developed on their own?
2. How quickly are they following up on these leads?
3. What is the status of each of these leads in the sales cycle?
4. How many calls, contacts, presentations, demos, quotes have been completed?
5. How many closed deals?
6. How has this activity improved or declined over time (for each of the above metrics)?

In my experience, each of the above reports will yield a wide variety of areas that need improvement. Sometimes this is product training, sometimes it is closing strategy and sometimes more information on competitive capabilities, to name a few possibilities. But one area that sales management is typically not good at evaluating early in the process is whether the leads are sales-ready to begin with. In many cases, the leads being passed to the sales team are ones that should be qualified further, and often need to be nurtured, before going to the sales team to follow up. If this is true, your sales team could be wasting their valuable time on leads that aren’t ready to purchase.

Determining what is “sales-ready” requires some development with your marketing team. Have you clearly mapped the sales cycle and the steps involved? Have you developed a series of materials, surveys, etc., that can be used to understand whether you have the decision-maker, with a need, their budget and their buying time? And while I think sales rep input to this process is important, don’t let your sales team dictate the decisions made during this process. You as the manager need to be sure that “sales ready” is a clearly defined status in your lead management process. Doing this will not only help your sales team, but will also help your marketing team and initiatives become more effective.

Once you know that the sales leads coming to your team are “sales ready,” you can quickly focus on any other weaknesses for the team. Reviewing each of the above reports with your members will open up discussions on how and where improvements are needed, and provide you with a clearer path to ensure the necessary changes happen.

The only other point I will make is that having this information available to you in real time is key. You talk and meet with your team members daily (sometimes hourly) and it’s essential that you provide clear direction on necessary improvements. You can’t wait for the IT team to generate a monthly report that gets you this information too late to be helpful. Make sure the systems and processes your organization are using (or just developing) make this information readily available to you.

There are lead management process changes every company can make to improve their close rations, reduce sales cycle length, and increase their return on investment for marketing initiatives. One of the most effective is a lead nurturing process. Trigger marketing, drip marketing and lead nurturing are all phrases for the process of moving leads further down the pipeline, ensuring that leads are followed up and that only sales-ready leads are passed to the sales team.

There are several reasons why lead nurturing has become increasingly important for B2B companies today:

1. New leads are more difficult (and costly) to come by. It costs a lot of money to generate leads, and these days there are fewer people purchasing. Every lead should be treated like gold.
2. The sales cycle is longer. Many leads are now taking six months to two years to convert to a sale.
3. Sales reps won’t (can’t?) stay on top of their lead flow. More than 70% of leads aren’t followed up by the sales team. Sometimes they’re just too busy, sometimes they’re cherry-picking and sometimes they just don’t get the value.

So, what are the first steps in putting a nurturing program together? First you need to map your sales cycle to understand what a qualified lead is for your organization, and what a sales-ready is for your sales team. Then you need to determine what materials (videos, datasheets, testimonials, case studies, white papers, demos, etc.) you can create and send to your leads that will help them move down that path. Determine what options you have for the timing: sending something right after someone visits your website, sending something after 30 days of no response, etc. Start with small and easy steps to ensure you’re using the right metrics and materials.

Most nurturing programs are e-mail because it offers such a low cost point. Each e-mail contact should be personalized. Offer additional information about products and services relevant to their industry or application, and ask three to five questions to clarify their needs and their point in the decision process. The answers to these questions will help you determine the next contact date and material to send, whether they are ready for sales contact, or if this lead should no longer stay in your active database.

While there are significant positive effects of nurturing, one negative most firms will encounter is that the sales team will complain their lead flow has decreased (despite the fact that they weren’t following up on most of what marketing sent them in the first place). This complaint is usually short-lived because the leads now passed to the team will be closer to presentation or quote stage.

So, if you’re not the nurturing type yet, you should be.

The short answer to his question is yes.

Over a long period of time, we have seen this shift and it has been my experience that this is caused by three main factors:

1. Pressure on prices and the compression of margins. This combination leaves very little margin for an independent sales rep or distributor to make money on the product, and almost no wiggle room for the manufacturer. The best alternative channels for the manufacturer in this case are a direct inside sales function or B2B e-commerce.
2. The power of the Internet. By allowing for more direct searching and fulfillment of buyer requirements, the web has supplanted one of the core functions of channel partners — that of identifying and selling new business. I have seen this with B2B products across the spectrum, including the most sophisticated and largest of capital purchases. Even if a company keeps their channel structure, it is critical that they continue to build out content and optimize it for search, or they will lose opportunities to any competitor who does.
3. Web meetings. Where location used to be important in the sales cycle of big ticket or more complex products, Webex and other forms of collaboration, document sharing, etc., have all diminished the need for a “rep” or distributor locally. Not only do these services allow for collaboration among diverse stakeholders around the country or the world, they also save time and money, while compressing the sales cycle.

In the end it is not that different from B2C – customers are under pressure to get the best price, and they want to engage when and where they choose to. This dynamic is slowly changing the way B2B companies go to market. And while many companies are concerned with “pissing off” their established channels, the fact is that even most reps and distributors have come to recognize the need for more direct selling, and have adopted a more flexible approach to who can sell what in “their” territory.