Lead And Contact Data Objects, Transactions And Views Participating In Sales Cycle Management

Lead and Contact Data Objects, Transactions and Views participating in Sales Cycle Management Internet Messaging streamlines Sales Cycle Management.................................................................................... ......1 Sales Cycle Management Facets .................................................................................................................. .................3 Sales Cycle Objects, Transactions....................................................................................................... ...........................3 Facets and primary Attributes to observe and manage the Sales Cycle................................................... ......................3 Contact and Lead Flow..................................................................................................................................... ...............4 Contact and Lead Ownership........................................................................................................................................ ...4 Table Contact and Lead flow tagged by Status............................................................................... ..........4 Distribution and assignment of Ownership of Contact and Lead Qualification................................................... .....5 Evaluating Contacts for the Potential of Interest, Need, or Applicability.............................................................. ........5 Table: Contact, Lead Qualification leads to Project Management and Issue Resolution............................6 Implementation of Contact and Lead Management support by Internet Messaging....................................... ............7 Table Abbreviating Contact and Lead Entry and Processing in the Sales Cycle........................................7 Standard Operations to facilitate focusing on available Potential................................................................ ................7 Contact Entry.................................................................................................................................................... ...............7 Lead Qualification.................................................................................................................................................. ..........8 Evaluate Contacts to concentrate Efforts................................................................................................ ........................9 Facet Views............................................................................................................................................................. ..........9 Table: Browsed Selection Criteria................................................................................. ............................9 Follow-up Leads.......................................................................................................................................................... .....9 Table: Contact System, LEAD STATUS Values for Follow-up..................................................... ...............10 Resolving Project and Lead Coherence..................................................................................................... ....................11 Table Resolving Coherence between Lead and Project.......................................................... .................12 Update and change Status........................................................................................................................... .................12 Important projects, leads................................................................................................................... ............................12 Distribution and Follow-up.................................................................................................................................... ..........12 Distribution Status.......................................................................................................................................... ...............12 Distribution Follow-up........................................................................................................................................... ........13 Lead Redistribution............................................................................................................................. ..........................13 Evaluating Distribution Partners for effectiveness of Lead Follow-up.................................................................. ...13 Automating Channel Communication and Promotion: Mailing Lists...................................................................... ....14 Regular Communication Transactions. Mailing Lists....................................................................... .........................14 Table Communication Transactions and Mailing Lists targeted at qualified Customer Support to close the Acquisition Cycle......................................................................................................... .....................14 Table of Promotion Categories for Mailing..................................................................... .........................15 Completing Lead Qualification Data in Mailings........................................................................................................ .15 Automate Mailing List Generation ...................................................................................................................... .........15 Limitations...................................................................................................................................................................... ...16 See Also............................................................................................................................................................... ..............16 Internet Messaging streamlines Sales Cycle Management Strategic Business Development employs the entire scope of business resources within a dedicated, compact team. Engaging the market with innovative means generates contact potential for use of the innovation. Key to unlocking the potential lies in expedient processing of incoming contacts to qualify the available contact and the necessary means to achieve the potential. Contacts arrive primarily from Internet and e-mail. They include product contacts with potential need for the innovation and include Information Resources as well resulting from queries for development and implementation of the innovation. Sales teams work to qualify product contacts reducing them to the potential to satisfy them with in-house products, sales support, educational systems and technical support. An advantage of these workflow processes lies in the parallel processing of sales contacts and information or research contacts. Internet and e-mail contacts can land in a pool if shared within the team. IM fuses the e-mail client and browser and flows the contacts in a Common Point of Entry where the team processes contacts. Information System Aggregates empower the team to expediently determine contact potential and pass the contacts along for support. These aggregates include an editor to annotate and tag e-mails and Internet material for qualification and storage. Incoming contacts trigger to-dos that the editor annotates Attribute Content, Text, Tables to Gary_Gabriel 20091Pub_SisA7_LeadManage\20091Pub_SisA7_LeadManageRev12_Scribd.DOC

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and tags for follow-up by team members. Useful Information Resources move to a knowledge base for team, corporate and customer use. Further use of the editor passes information useful for customer education and documentation to improve customer understanding of the innovation and the implementation. A further aggregate takes the incoming information assets and prepares the documentation for the use of technical support systems for timely and targeted customer support. These aggregates store accumulated knowledge, experience and project management to achieve the potential available in the arriving contacts. Information System Aggregates enable the team to adapt to the individual nature of the markets thus powering growth. Information Systems introduce the objects, transactions, processes and views to fuel Aggregates. Reviewing the Business Development processes involved and how to promote Sales Cycle Management through Internet Messaging shows the key role played by Lead Management. It induces the flow leading to successful qualification and support of the available potential. It begins by taking the contacts from the pool and qualifying them according to the potential that they represent. Unqualified contacts remain in the pool, and qualified contacts pass for follow-up. Editor annotation, tags and documentation complement team databases to address to-dos and issues in a timely manner. However dependency on a complementary database reduces as the Information Aggregates embed the necessary data within the message documents. Information System Aggregates focus on contact, lead and project entry within the browser and e-mail. Taking these contacts from this Common Point of Entry and processing them within the fused Internet Messaging system of browser and e-mail client avoids re-entering data and maintains links to the incoming contact documents. Internet and e-mail have the property that these media contain their own contact data within the messaging document. Using these media does not need duplicate contact data entry. Lead Management seeks to leverage this savings in work, time and resources. - A single common index controls the processing flow of these contacts. This advantage of IM uses an index combining the Information Resource index and the project index to identify the contact and accompany it in the workflow. - Lead Management takes the entry data from Contact Management to identify and qualify the contacts then pass the processed and collected information for further Project Management and Business Development. - It improves the return on leads by reducing the duplication of entry and addressing the relevant customer target groups in qualified sales channels. - Reduce the time necessary to select the appropriate leads, sort and qualify them and generate the mailing lists to enable addressing specific and defined customer target needs. The cycle segments contacts and leads according to needs, and benefits. Thus the message reflects what the group specifically requires. - Reduce the maintenance to track and document each lead individually. You need to know what contact channel was used, what marketing instrument was used. (Sometimes you need to redistribute the leads to distribution). You might want to know how did the customer respond to the lead, and of course what is the current status. - Lead follow-up is time consuming. Who is responsible? When should it be followed-up? What is the next action? How can lead/ contact follow-up be used as a competitive edge? How can the Lead Management trigger meaningful and useful contacts, and what should these contacts entail? If a means is provided to regularly contact the customer, how can this be (automatically) controlled and processed? Consider the following: A mailing is made 4 times per year to the same target group, how can the success of this mailing be determined? How can the mailing actions be followed-up? How can the success be measured? Over the years, a large number of leads have been collected at shows, literature requests, ads. How can this group be addressed according to its exact individual needs? How can these leads be redistributed to an established distribution channel? How can they be selected and sent in mailing files? How can costs be decreased in the follow-up? How can the most promising leads be chosen and followed-up? What is the status of the leads? What needs to be done next?

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Sales Cycle Management Facets Faceted browsing identifies primary topics and constructs views for the user giving a flexible, detailed, and better understanding of the relationships networking the objects and transactions. Contact and lead processing use data objects and transactions proven in Sales Cycle Management. Internet Messaging relaying on the Internet and e-mail as contact entry and a single point of entry; flow contact and lead objects to continue the cycle. Sales Cycle Management transactions demonstrate that the PN index uniquely controls the data flow through the entire Contact Management, Lead Management and Project Management. Use the Sales Cycle data objects and transactions to construct Lead Management Processes. Sales Cycle Objects, Transactions Sales Cycle Management stores the data from different facets of the customer profile. Lead Qualification takes the incoming contacts and generates a PN index for the contact. Contact information collects through 00000000a faceted approach meaning that different information perspectives combine with the contact and the system considers the facets of source, need, processing and support. It includes sufficient flexibility to display the “exact” customer needs identified through the contacts and stored as information. Sales Cycle Objects - Contacts with the attributes: corporate profile, corporate mail profile, and contact mail profile. Contact Information, name, Email Contact, URL, Address, Signature, Decision structure, Private, Leads, Projects, - Leads with the attributes: Sales Channels, Promotion Activity, Priority, Contact reaction, Lead Status comments, Marketing Instrument, Communication Channel, - Projects with the attributes: Priority, Activity, Business Development, Sales Channel, Project Focus (PN), Target Group ID, Description, Account status description, Account Contract Info, Company Mailing Profile, Sales Metrics: Forecast, Bookings, Project History comments, - Project Management Object contains the Issues or To-Dos and the attributes are Milestones and Deadlines. - Sales Consulting and Engineering contain problem analysis, consulting and engineering. Further details go beyond the scope of this article. Transactions hold and store data from the objects and the following transactions participate in the sales cycle: Contact Entry Lead Entry. Project Entry. To-Do, Action, Issue. Milestones and deadlines Communication Transactions Promotion Groups Mailing Contacts Mailing transactions include mailing profiles for the contact, project and account. The Information System Aggregates employ these transactions within IM (browser and e-mail) to streamline the workflow. For further details reference: Quick Reference to Sales Cycle Management Objects that drive Strategic Business Development Aggregates URL: >>> Facets and primary Attributes to observe and manage the Sales Cycle Different browsing facets display the development progress. - Multiple Business Activities or Strategic Business Development in new markets. o Business Activity o Business Development - Contact and Lead Management - Sales Consulting and Engineering - Project Management - Faceted distribution looks at the channels to qualify to collect reliable information on the contact. Sales Channel: Direct, Indirect Channels including: reseller, office, account manager. - Regional focus to reduce costs and leverage market knowledge and experience. - Product Mix - 0Recency: Date Range

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Contact and Lead Flow Market engagement brings innovation to the marketplace and returns with a response. The following table summarizes how the contact response participates in the closing side of the cycle. The closing side starts with the contact qualification and ends with project closure. Some of the incoming contacts contain possible potential. These sort into qualified contacts or obvious potential tags as leads. Contacts with determinable implementation tag as projects. Coherence decides between projects and leads. Contacts or leads trigger no issues as they only have potential but no determinable implementation that causes issues. If a contact triggers an issue it belongs to a project. Each qualified contact, lead or project belongs to a manager and the distribution status identifies the distribution and the owner. Contact and Lead Ownership What potential does the contact have and does it warrant attention? The identification of new sales opportunities or lead occurs routinely during daily work and integration or automation saves time and avoids the boring working of processing long lines of uninteresting contacts. Often these contacts are incomplete and funnel into established workflow. Incomplete lead needing further data or information including: Processing Situation- missing data Company name, correct customer name, proper address, missing telephone number, fax or email. However take advantage of the automation and record them immediately and tag them. A system of marking or tagging puts the contacts into the queue for automate processing. Mark these leads with incomplete data with Distribution nr. = 100. Then no lead distribution takes place until marked 200 or higher which means completion. All leads with Distribution Marker = 100 are incomplete and need processing. The missing information must be determined. Searching for empty fields (= “ “) produces the records missing the corresponding information. Table Contact and Lead flow tagged by Status Contact and Lead Flow indicated by Status Identification of the Lead/ Project Status Market Status

Sales Processing Contact Entry Identification 1.x

Distribution Status

Marking Incomplete data.

MarkingDistribution Marker

Distributors Resellers Corporate

Incomplete data. Distribution Status = 100. Contact Object must be identified Company Name Receiver Contact Search for records with missing data and change Distribution Status = 100. 1) Call to determine if mail/ fax can be sent and complete data. 2) Process records. All 100 records are to be processed. When finished -> 200. Id Id Id

Lead Qualification 2.x

Project Pre Sales 3.x

Project Issues, Support, Closure 4.x, 5.x

Marking Complete data. Distribution Status = 200 when complete for qualification

Call to determine if mail/ fax can be sent.

Id Id Id

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Accounts Consultants Major Accounts PR

Id Id Id

Id Id Id

Distribution and assignment of Ownership of Contact and Lead Qualification Contact Qualification takes the incoming leads from the market response and enters, sorts and assesses them to determine interest, need, and potential. Situation: Unqualified, incomplete contacts collect, mark them incomplete = 100. Leads identified as potential sales contacts need to be qualified to determine contact need. Sort the leads according to; - For some of the leads the addresses are not available. - Leads to mail - Leads with an immediate priority to follow-up Tasks -

Produce a list of all leads for an overview, processing and to decide what needs to be done List of leads to call for addresses/ contact. Distribution Marker = 100. Produce addresses to mail List of leads that have a top priority

Report. List of all leads: - Search for Distribution Marker = 100 (PN, Vendor....) - List leads Create Mailing Address/ List of Leads to be contacted. - Run a report to automatically mark records with Distribution Marker = 220 that have addresses and are completed. - Leads without contact or address will remain marked as 100. Mark leads with high priority Sources of Contact records for marking, merge files and filtering: - Mark Lead Tracking records with 220 (PN, Vendor ...) - Mark Address/ Contact records - Unmark Lead Tracking records with 220 - Mark Lead Tracking records from mailing lists - Unmark Address/ Contact records Lead Identification/ Qualification 0Database maintenance - Archive records - Change PN. Act_IR_Media_Item - Delete records - Update distributor - Mark and or delete duplicate records

Evaluating Contacts for the Potential of Interest, Need, or Applicability. Take the contacts out of the Common Point of Entry and move identified, qualified contacts to support or project management. Provide sales with the information facets necessary for support to resolve project issues. Evaluation quantifies and asks: - What is it? => What makes it a contact? - How much? => How much makes it a contact? - Qualification? => When is it? - Issues. What do we have to do? After asking and answering the question the evaluation creates a tag and value to use to measure the objects. Achieving available Potential Phase

Reporting

Process

Controlling

Phase

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Achieving available Potential Engaging Present the Market with a Question

Available Potential

Select potential target groups from appropriate sources

Contacts

1.xx Contact Qualification

Results Contact Qualification / Monthly Project Report

Select Opportunities and potential contacts. Sort into qualified and unqualified.

Contacts identified

Qualified Leads

Sort into qualified leads Mark/ Select (avoid duplicates, remove unwanted leads) fine tuning

Leads, Contacts qualified

Determine need, and deadline. Identify Issues including Project Support

Projects initiated for qualification

Sales Consulting and Engineering, Project Management which cover all implementation facets

Follow-up Issues, Deadlines and complete

Projects closed

Update Support Profile as it proceeds

Market Response

2.xx Lead Qualification

Qualified Potential

3.xx Project Management Potential defineable by determinable Deadline 4.xx, 5.xx Issue Resolution

Business Maintenance

Record Update: Sales Channel, Product Mix, Lead Tracking

Potential, projects

Projects activated

Produce Lists - Mailing lists - distribution lists

Generate Mailing Lists

Actions

Generate Followup documentation

Communication Communicatio n as a problem solving tool

Mailing

Lead Qualification and entry of available facets of customer profile

Customer Profile To-Dos, Issue Resolution

Projects engaged,

Marketing

Identification, Entry

Newsletter

Seminars

Communication Channels

Meetings/ Promotion Distribute

Follow-up Table: Contact, Lead Qualification leads to Project Management and Issue Resolution

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The closing side of the Sales Cycle includes the phases listed 1.xx to 5.xx listed in the table above. It starts with the incoming IM contacts and ends with closing the project. The implementation side begins with the project implementation and ends with the turnover. Symmetry characterizes this cycle meaning that the two sides function similarly giving the advantage that processes from one side most likely support the other side. Movement of IM Contacts in the Closing Side - Customer contact data - Lead Transaction (create lead, lead status, distribution status) - Project Transaction (create project, project status, distribution status, issue resolution- to-dos) Notice how the faceting approach becomes obvious as the leads progress from a rough to the fine selection saving time and resources.

Implementation of Contact and Lead Management support by Internet Messaging Table Abbreviating Contact and Lead Entry and Processing in the Sales Cycle Table URL:

>>>

The rows contain the Sales Cycle easily referenced through the use of the Status 1.xx – 5.xx designated by the row colors. Information Sales Aggregates of Information Resources (IR) and Knowledge Base (Kb) follow. The incoming contacts in the e-mail Inbox, Internet contacts or documents may file in any of these files. The columns designated by the text color contain processing elements. - Contact identifies the Contact within the cycle and the PN lists the corresponding PN. - Form and Index are the templates generated by the system; and the form name also indexes it. - Editor designates the service available to the user to edit incoming message documents. An Action Editor services Activities, while an IR Editor supports documentation of the Information Resources. Kb Editor supports building knowledge bases. - Text/ Source expands the editor to source editing. - Tags list the processing tags and the processes that the phases participate in. - Action relates the to-dos to the phase based on Coherence. - From:, To:, and Subject: relate to the user how to address message documents so that they file properly and are easily searchable. - Ref:, X-Categories, and X-Tags are evolutionary tags that collect information on the message document as it evolves. They ease searching for documents. Workflow A document starts in the Inbox or collects from the Internet and collects a form or template that identifies it with the processing phase. Contact and Lead Management focus on 1.xx and 2.xx. After qualification it moves to Project Management for closing with 3.xx- 5.xx. Parallel flow takes information from the activities and stores it in the complementary management aggregates of IR and Kb. For an implementation in Mozilla Firefox and Thunderbird see: Mozilla Firefox and Thunderbird share Project and Team To-Dos and simplify Follow-up. >>> Configuration Guide to share Team and Project To-Dos and Follow-up for Mozilla Thunderbird and Firefox >>> Standard Operations to facilitate focusing on available Potential Contact Entry Situation: Qualification of new sales opportunities or leads. This occurs during the daily work and if it integrates into the routine workflow it actions as it occurs. Immediate actioning avoids long list of boring database entry and update. Is the contact in the database? Has there already been contact? Compare e-mail, URL or address including company, name and department. - Potential: does this contact represent potential for use of the innovation that engages the market? - YES. o Address and contact data complete? o Processed. YES- archive. Tag for use in reporting of the information contained in the attributes. Attribute Content, Text, Tables to Gary_Gabriel 20091Pub_SisA7_LeadManage\20091Pub_SisA7_LeadManageRev12_Scribd.DOC

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NO. Complete? -> Follow-up mailing, telemarketing  NO- Address not complete  Identify e-mail, URL or contact, tel. Nr. Not processed. Contact identified. o YES- E-mail, URL or address? o Complete? -> Follow-up mailing, telemarketing  NO- Address not complete  Identify e-mail, URL or contact, tel. Nr. o

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Lead Qualification Situation: Potential- does this contact represent potential for use of the innovation that engages the market? What is the potential represented? Lead Tracking Record Marking: - Lead Status . 1-5, 6, 15 - Distribution Status . 100,200,300. 400. 600. 900. - Archive -

Relationships: Distribution Status (Archive) Distribution Status (Project) Lead Status (Archive). Shows the last status. Archive (Project). Shows that the lead does not need to be processed.

Change Status - Update Sales Channel - Update Product Mix - Update Distribution Marker. - Mark selected records to follow-up - Change responsible person - Change Distribution Situtation: Standard Operations required in Lead Qualification update the records, and correct data and maintain the records saving time. These typical record manipulations apply in lead qualification process to produce/ fine tune the sorting. Situation: apply standard functions to expedite processing: - Search Requirements: As defined in " Sources, Customer Profile. - The following functions are standard functions used on the transaction Lead Tracking An expedient concept to employ here is: o Most will be used, unmark exceptions o Most will not be used mark selections) - Mark or Tag records - Mark all records corresponding to one or more of the parameters in the Sources, Customer Profile. o For example, Mark all lead entry = xxxx, Sales Channels = 150, Region = 4, 5, 6. o Mark all records where the Distributor. = 469. o Mark all records where a Product Mix record = "product X" - Changes to Lead Tracking records: o Mark desired records or search for Sources, Customer Profile Factors: - Change PN Change all marked records PN from xxxx to yyyy and edit. (This should automatically reset the Business Activity). - Archive: o Archive all records corresponding to one or more of the parameters in the Sources, Customer Profile. (Mark Archive field). The Lead Tracking record and the corresponding Project Status should be archived. o Delete:

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Archive all records corresponding to one or more of the parameters in the Sources, Customer Profile. (Mark Archive field). The Lead Tracking record and the corresponding Project Status record should be deleted. o For example, Mark all lead entry = axe, Sales Channels = 150, PLZ = 4, 5, 6. Update Distributor o Mark all Lead Tracking Records through Search or Marking that need to changed and insert Distributor = cocks. o Mark Records with duplicate field values: o Delete Duplicate Records (Marked as above). o Change Project Status. o Mark all records that need to be changed. Change Project Status to xxxxxx. o Change Responsible Person to: nnnn. o Update Sales Channel o Update product Mix: o

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Evaluate Contacts to concentrate Efforts - Show Vendor Distribution Channel forecast, sales, and orders - Report Results: Lead Generation, Qualification. Monthly Project List o Show (report) with Marked o Show (report without Marked o Show distribution of Lead Status, Project Status o Show distribution the Distribution Status Facet Views Facet Views combine the objects and the transactions and filter the data sets according to the user’s need. This approach helps the viewer to evaluate the potential or need of the viewed records. Using facets he selects the view appropriate to the evaluation or analysis and selects the records using the Browsed Selection Criteria. Selection Criteria:

Index, Sort

Project PN- Index

Categories Tags Keywords

Business Activities, Vendor

PN

Product Mix Sales Channel

Direct Sales Channels

Partner, Distributor

Indirect Sales Channels

Recency

Date

Geographical- Region

Land, Area Code or PLZ Index

Key Account Management

Project Status Distribution Status Priority

Table: Browsed Selection Criteria Follow-up Leads Contact System, LEAD STATUS Values for Follow-up Sales Processing Identification 1.x

Qualification 2.x

Pre Sales 3.x

Sales Promotion Group

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Incomplete data. Distribution Marker = 100.Data is not complete. Thus some of the following data must be determined: Company Name Receiver Address Tel Nr. Fax Nr. Is the contact in the database? New?

Marking Complete data. Distribution Marker = 200.

Coherence- Project Lead Follow-up

* Send info? -> 200

200 Distribution - Sales Channels - Direct

Interest- Call -> 200 220 Mailing

300 Follow-up Issues: - Distribution, Sales Channels - Direct 600, 650 Contact 960 Archive

Telemarketing- Lead Identification

Telemarket Identification- no address, incomplete

200 Follow-up Distribution. Mailing. Identificationaddress 220UndV

Distribution - Sales Channels - Direct - Follow-up, phonecon Project ?

Mailing- Product Information

Identification, no address, incomplete

200 Distribution call all

300 Follow-up Information.

220 Mailing

300 2nd Follow-up Information 300 Distribution

Table: Contact System, LEAD STATUS Values for Follow-up -

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Situation: Leads have been distributed to the sales channels and they have not been contacted (600) o Contact these leads directly o Provide Collateral: o Mailing File o Secondary Merge File for addresses: o Contacts- Marked Records. Shows or Mailing. Greeting or Address. Mark records either from Lead Tracking records or Create Lead records for follow-up or mailing. It will also prompt for the mailing list records. Problem: Produce a fax mailing or mailing to follow-up on leads. They will be marked with a 100 and after processing they maintain the 100. System: o Select. o Marking. Mark Contact records (= 300) with the report that marks the Contact records directly. o After the partner has followed-up or internally then the records will be marked with 600 (our contact) or 650 (their contact). o Archiving. The records could be archived from, 300- 9xx o Contact reply: the SPN for reply to lead follow-up is used. Reports

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o o o Filters o

Produce merge file Reset distribution # to 310. List of records processed - Projects

Resolving Project and Lead Coherence Coherence decides between a contact being a lead or project and the ensuing processing and follow-up. A project qualifies for a Distribution Status of project= (Distribution Status = 300, 600, 900). Leads qualify for (Distribution Status = 300, 400, 600, 900). Further refinement into facet browsing aids follow-up with pertinent information to find the right approach. The facets of market and sales channels offer valuable tips to potential problems and need. Contact, Lead Project Qualification Resolution Market

Sales Processing

Contact Qualification

Identification 1.x

Lead Qualification

Qualification 2.x

Project Qualification

Pre Sales 3.x

Pre-Sales Support

4.x, 5.x

Issues and Closure Distribution Status

Marking Incomplete data.

MarkingDistribution Marker

Distributors Resellers Corporate Accounts

Issues, Support, Closure

Produce file - contact info

Projects = 200 Leads = 200

Incomplete data. Distribution Status = 100. Contact Object must be identified Company Name Receiver Contact

Marking Complete data. Distribution Status = 200 when complete for qualification

Mark records with false info (15.7 ) Reschedule - Project To-Do, Action Search for records with missing data and change Distribution Status = 100. 1) Call to determine if mail/ fax can be sent and complete data. 2) Process records. All 100 records are to be processed. When finished -> 200. Id Id Id

Qualified, current Projects = 300 Leads = 300

Prioritize Leads

Prioritize Projects

Important Leads - Mark leads - Select, Followup important leads

Important projects - Mark projects - Select Follow-up Archive other projects (930), leads (930=

Id Id Id

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Consultants Major Accounts PR Market

Archive

Id Id Id Id List projects (200) List leads (200 Increment to 300 Archive other projects (930), leads (930)

Id Id Id Id List projects (300) List leads (300) Increment to Complete (600) Archive other leads (930)

List projects

Archive other projects (930), leads (930)

Table Resolving Coherence between Lead and Project Update and change Status Situation: update the Status and Identify candidates. Produce a list of qualified contacts and leads. - List all 100 200 leads (Dist = 0) o Select/ weed out. o Mark. o Insert lead entry, distribution status o Mark contact records. o Create lead and key account records. o Produce telemarketing list o Update/ qualify. Phase, action. o Archive. - Follow-up. o Pass to sales, telemarketing. o - Telemarketing script Important projects, leads - Important projects o List projects o Mark projects o Follow-up important projects -

Important Leads o List leads o Mark leads o Follow-up important leads

Archive other projects (930), leads (930)

Distribution and Follow-up Distribution Status What’s happened to the contacts and who has ownership? Where are they? What has been done? Summary of the Distribution Status used to process contacts for qualification and support. According to the Sales Cycle the Distribution Status uses: 100- Identification 200- Qualification 220- Mailing 300- Pre Sales/ Test 400- Process by reseller 600- finished. Contact. Project 960 Archive Archive other projects (930), leads (930)

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Distribution Follow-up Situation: Leads have been distributed to the sales channels and they have not yet been contacted (600). Send a controlling statement for leads that do not have an attached project or where the status has not be reported. Determine if collateral has been sent or provided. - Lead controlling report o Problem: Redistribute leads to other partners to be followed-up on  - They are marked with 300  Select. Contact records = 300.  After the file is complete the records should be marked with 305.These leads are marked with Distribution marker = 300. They have been distributed to the distribution (Reseller >0) or have to followed-up internally (Reseller = 0).  Follow-up: 600 after the sales partner has reported the status. - Processing o Lead Tracking records where a project has been created. o Cases: o New project. The project should be followed up o Existing project. Set the flag on the project. The project should be followed-up. o Contact acquisition activity. Use the flags on: project action, project issue, or Forecast. o Lead Tracking Record follow-up: List all records with Distribution Marker= 300. o Lead Follow-up Flags: - Reports o .Lead Controlling report. Telefax report to the distribution channels o Filters  Projects  Archive  15.*  6.*  Archive Lead Redistribution Situation: Leads have been distributed to the sales channels and they have not been contacted (600). Redistribute these leads to other partners - Send collateral: - Lead redistribution report Problem: Redistribute leads to other partners to be followed-up on - - They are marked with 300 or 310 o Select. Contact records = 300. o After the file is complete the records should be marked with 310. o Follow-up: 600 after the sales partner has reported the status. - Reports o Lead Redistribution report. Telefax report to the distribution channels - Filters o Projects o Archive o 15.* o 6.* Evaluating Distribution Partners for effectiveness of Lead Follow-up Situation: Leads have been distributed to the sales channels and they have not been contacted (600) - Determine who is following leads and reporting status. - Collateral: o Analysis:  Recency  Leads reported/ status (600)  Leads not report (300)  Projects  Breakdown of success (1.*, 2.*, 3.*, 4.* .....) Problem: Determine who has been successful in lead follow-up and who has been neglecting the leads - System: o . Report- Analysis of Lead follow-up effectiveness o . After the file is complete the records should be marked with 305. Attribute Content, Text, Tables to Gary_Gabriel 20091Pub_SisA7_LeadManage\20091Pub_SisA7_LeadManageRev12_Scribd.DOC

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o . Follow-up: 310. Reports o Distribution Partner. Lead Follow-up effectiveness. Filters o Projects o Archive

Information: - Collected leads - Sales Promotion Groups - Sales Promotion Groups are organized according to the Market: US, Central Europe, Eastern Europe. Channels. Sales Promotion Groups organize according to the regional market for example: US Central Europe, Eastern Europe. Organize according to the market. Set the Distribution Marker = 200 for the default value. With this value they distribute (internally). - Setting up Sales Promotion Activities. - Organize according to the market. - Set Distribution Status = 200 (so it can be distributed in house). - Projects/ Key Accounts follow-up Facets or Report: Projects- List, Projects < 2.x/ Follow-up

Automating Channel Communication and Promotion: Mailing Lists Regular Communication Transactions. Mailing Lists Place contacts expressing interest in regular information, or agreeable to it; during the identification and qualification on a mailing list. Mailing lists have set Id numbers and place the contacts on the list by creating a new lead with the Id The Lead/ Project Status and Distribution Status generate Mailing Lists targeted at qualified Customer Support to close the Acquisition Cycle A Multi Media Output matches the Customer Expectations for his media of choice Communication Media of Choice Report Controlling Media Export Lead Distribution Report Distribution: Lead Contact Channel. (Distribution to Sales, Tracking and Evaluation of Distribution Channels) Accounting Coherence. What would support achieve? SupportTo-do Address List List Lead, Project Status Distribution Status Mailing- Letters Merge Internet Messaging Unified Messaging Documents Fax Unified Messaging. Unified Messaging Merge (File) E-mail Internet Messaging E-mail Internet Distribution Lists Merge (File) Mixed Media (Standard Lists used Internet Messaging for routine mailings Unified Messaging and distribution) Documents

Table Communication Transactions and Mailing Lists targeted at qualified Customer Support to close the Acquisition Cycle

Current Project Current Leads

Sales Promotion Direct Partner Indirect Partner Corporate partner Consulting

Partner Direct Partner Indirect Partner

Standard Operations Archive Edit

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Major Account Press

Corporate Account

Select

Table of Promotion Categories for Mailing Situation: Review and list all leads to pick those for the mailing list. Sorting for selection use300 400 600 960 Archive Options Mark/ Select for mailing list All/ Select Mark Unmark Completing Lead Qualification Data in Mailings Situation: automate mailing to identified contacts in the closing phases of the cycle, use telemarketing or other targeted means to determine address and contact name. Forward collateral to interested contacts and automatically produce the mailing material. - Multi media mailing to the media of contact choice - Mailing File- Primary - Secondary Merge File for addresses - Contacts- Marked Records. Shows or Mailing. Mark records either from the object Lead Tracking records or the transaction- Create Lead records for the marketing communication. It will also prompt for the mailing list records. Problem: To mail to contacts with names and to create a list of contacts without names to telemarket to determine contact names. Often these leads are incomplete and do not contain some of the key data: Incomplete Company Name, correct customer name, proper address, missing telephone nr. or fax. However to take advantage of an integration into the daily routine it is important to record them immediately. o They will be marked with a 100 and after processing they maintain the 100. o Strategic contacts. These are contacts that represent a large potential. System: - Select. - Marking. These leads are to be marked with Distribution Status = 100. Then they will not be distributed until they are completed. o Processing. Report: Lead Tracking. Processing Lead Tracking records. Lead outside of the region will be marked; leads will be separated into 100, 220. o Produce a list with all leads = 100 to be telemarketed. o Produce a secondary file with all leads = 200. o Mail all leads (file) = 200 o Mark leads = 220. o Follow-up. After mailing the leads will be marked with 220. - Reports o Produce merge file o List- 110, addresses o Reset Distribution Status - Filters o Project o Archive Automate Mailing List Generation Lead Entry transactions also automatically generate mailing lists. Enter the lead id for a mailing list in the Lead Entry Object and use this record to generate the mailing list. The following table shows that the id. contains an identification of the Lead Status, and Distribution Status. Identification breaks down into the channel, market or region. Each area has contacts with differing Lead Status and Distribution Status. Attribute Content, Text, Tables to Gary_Gabriel 20091Pub_SisA7_LeadManage\20091Pub_SisA7_LeadManageRev12_Scribd.DOC

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Limitations Using a Common Point of Entry and consolidating and improving the tools within the IM offers the user the ease of familiarity of the user interface and the editor that he commonly uses. He works in the familiar atmosphere of e-mail and Internet with the facility of the graphical display of information. This environment offers attractive use of visualization to ease the complex tasks involved in potential evaluation and project management correspondence. It also decreases the reliance on a complementary database usually accompanied by a parallel and additional user interface and a cleavage in media with different storage, editing and use. The paradigm of processing contacts and the project management as well as web research within the bounds of IM is logical but unfamiliar and requires a change in perspective to work efficiently. The e-mail client editor completes the necessary tasks but annotation does not work smoothly. E-mail security requirements interrupt searching for headers to find evolutionary data. E-mail clients offer limited database capabilities and in adapting them to this use; the user misses the ease of masks and targeted links between tables. After gaining familiarity with the paradigm, preliminary tests show that the user gains in productivity through the unified contact and lead processing combined with project management. He also gains by accessing a common storage and search for contact, document, project and research information. Using the similarity between project management and web research helps in distributing information for solving team problems, development and support.

See Also Streamlining Sales Cycle Management with Internet Messaging Strategic Business Development employs the entire scope of business resources within a dedicated, compact team. Aggregates power the growth and adapt to the individual nature of the markets. Information Systems introduce the objects, transactions, processes and views that fuel the Aggregates. Review the Business Development processes involved and how to promote Sales Cycle Management through Internet Messaging. This article presents an introduction to the questions encountered when engaging the marketing and adapting the Aggregates helps to deal with the confrontation. Start with how Sales Cycle Management employs the Aggregates to provide Strategic Business Development for the entire scope of business resources needed to meet the quality and value requirements of development targets. Then consider successful growth within the proposed targets of schedule, sales and budget and how it requires streamlining information resources to build value and support the development processes. Using these resources Aggregates power the growth and adapt to the individual nature of the markets. This expose´ looks at databases and how they need to support the knowledge collection of Internet Messaging. Look at compact summaries of the Sales Cycle objects of contacts, leads and projects and efficient integration. Profit from experience and implementation in the international market. The discussion benefits from market implementation and use in growing sales channels Look at team activities with the support of Internet Messaging: - Improving timely access to knowledgebase information - Migration to Internet Messaging for the Team - Use for Sales Engineering and Consulting - Optimizing Contact, Lead and Project Management URL:

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Category, Group Category: Business, marketing, sales, knowledge base, knowledge management, information management, Internet Group: sales cycle management, sales cycle promotion, Key Words: Knowledge base, Information Management, Sales Cycle Management, Strategic Business Development, Project Management, Web Research, Contact Management, Lead Management, Internet Messaging, ToDos, Shared To-Dos, Message Cycle, Mozilla, Firefox, Thunderbird

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Quick Reference to Sales Cycle Management Objects that drive Strategic Business Development Aggregates Look at the Aggregates of Knowledgebase, Education Systems and Technical Support Systems to promote market growth. Adaptation of these Aggregates facilitates providing the Strategic Business Development Team with the information to optimize resources and meet customer requirements. - Define the basic data objects, transactions and views in Sales Cycle Management - Defining the basic Information objects and transactions saves time in the adaptation to market demands. - Process definitions help slim development and reduce implementation time. - Complete views work to assist the team in keeping resources slim and ensure availability of knowledge and experience to resolve issues with a good reaction time. - Look at Evaluation and Analysis - Consider the necessary Data Xchange and Document Linking - Planning views to help the user navigate effectively URL:

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Building Information System Aggregates to drive Strategic Business Development Team Resources An introduction to building a knowledgebase from Internet Research and Project Management to support Business Development. Start by asking the right questions and channel the answers to progress the team. Look at the questions confronting the Business Development Team and see how Aggregates adapt the answers to these questions for development. The resulting knowledgebase aids development efforts and success. Project Management uses the Aggregates to competently employ the compact team. Implementing Internet Messaging for team use provides the Information Systems necessary to effect value and quality for the customer and remain within cost, deadline and performance. Examine the potential of implementing Internet Messaging to streamline Strategic Business Development and expand team resources. URL:

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Category, Group Category: Business, marketing, sales, knowledge base, knowledge management, information management, Internet Group: sales cycle management, sales cycle promotion, Key Words: Firefox, Mozilla, to-dos, thunderbird, project management, web research, internet messaging, sales cycle management, strategic business development, knowledge base, knowledge management, strategic business development,

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