ECMOD London, Oct 6-7 th, 2010 Terry Jukes - President B2B Direct Marketing Intelligence, LLC. .

ECMOD London, Oct 6-7th, 2010

Terry Jukes - PresidentB2B Direct Marketing Intelligence, LLC.

www.b2bdmi.com

ECMOD 2010 www.B2BDMI.com 2

We Are “Conductors”!We Are “Conductors”!Most B2B marketers today are “conductors”

of their multi-channel “orchestra”.“Conducting” has become increasingly

complicated with many “new instruments”.Historically, spending on outbound telesales

has steadily grown.Recently online marketing expenditures have

skyrocketed.

Typical B2B DM’ers invest in….Catalog/solo/mailingsInbound sales & marketingOutbound sales & marketingOnline

Web presence/online catalog Paid search Organic search Email

Other?


B2B Marketing InvestmentsB2B Marketing Investments

@@

WWWWWW

Offline: 1. Retail stores?2. PR?3. Sponsorships?4. Distribution deals?5. Field sales?6. Dealer networks?7. Wholesale?

Online:1. Webinars?2. Podcasts?3. Online videos?4. Blogging?5. Landing pages?6. “Net gnat” brands?7. Content


… … Plus Other Marketing InvestmentsPlus Other Marketing Investments


How do we evaluate our various activities in a How do we evaluate our various activities in a way that allows us to constantly adapt and way that allows us to constantly adapt and

re-balance our investments? re-balance our investments?

How do you effectively measure all your diverse activity with a common yardstick and effectively allocate your scarce marketing dollars?

How do you move towards “real time, automated, customer driven, interactive, marketing spending”?

Where do you start?


Where To Begin?Where To Begin?

What are some of the commonly What are some of the commonly used measurements?used measurements?


Orders #Sales $Net RRs %New orders, sales,

RRs.Incremental orders,

sales, RRs.AOV, MOVMargin $,%

Costs (fixed and variable)

Contribution marginNew site/name

acquisition costs.Repurchase ratesRetentionLTVOthers?


Common Campaign MeasurementsCommon Campaign Measurements

RR, AOV, MOV, LPO, UPO, $/cat, $/page,Sales first 14 or 21 days…to forecast Sales by product categoryPerformance vs. forecast (curve)Yr/Yr resultsMerge/purge results, match back resultsSeed measurements-timeliness, qualityMarketing contribution Others?


Mail Measurements: Catalog, Solo MailMail Measurements: Catalog, Solo Mail

By Dept.Sales, calls, orders, total talk time, man-hours,

payroll, $sales/$payroll, available time/paid time, data collection, up sell, retention,

By Rep:Sales, calls, orders, UPO, LPO, available time,

total talk time, avg talk time, quality (qualitative), data collection, up sell, retention

Product test scores (training)Others?


Inbound Phone MeasurementsInbound Phone Measurements

By Dept.Net leads, Calls, connects, presentations, talk

time, closes, rejects, Sales, AOV, MOV, UPO, LPO, coverage/penetration of file, returns, payroll/overhead to sales, retention/react.

By Rep.Calls, connects, presentations, talk time,

available time, closes, rejects, Sales, AOV, UPO, LPO, performance rank, returns, retention/react, quality.

Other?


Outbound (Program) TelesalesOutbound (Program) Telesales

By rep:# accts assigned, Q/Q, Y/Y acct growth/decline and

comparison to control, site penetration (share of wallet), product category penetration, sales trends by site, calls, talk time, personalized faxes/emails sent/received, quotes presented, talk time, available talk time, paid time, $/names managed/mailed, AOV, LPO, UPO, personalization/custom order rate, name/site retention/order frequency….and the qualitative measures.

By dept.All of the above, payroll/overhead to name, site and

revenue growth.Other?


Account Management SalesAccount Management Sales

Traffic sources, search terms, site rankDirect entry URLProprietary versus non-proprietary search termsOrganic listing or PPCLinks/Affiliates/Email => landing page

Pages opened, viewed, printed, time spent.New visitors vs. repeat visitors.Registrations…varying levels.Total visits, page views, driver of visit?Abandon shopping carts.Other?


Website MeasurementsWebsite Measurements

WWWWWW

For each activity, develop a summary of what you put out (costs, time) compared to what you get back and when/where.

Where you don’t have hard numbers, assign a judgmental value or allocation.

Come to a “bottom line” to be used for comparing and balancing your marketing investments.

Continue to improve and refine your measurement system.

Find ways to make it work versus reasons why it can’t.

Avoid “silo” decision making.


Measuring Multi-channel MarketingMeasuring Multi-channel Marketing


What Could Another $100K Produce?What Could Another $100K Produce?Activity Last $100K? Next $100K ActionProspect Mail Generate sales ($50,000) ($75,000) Hold Acquire new customers $100,000 $75,000 InvestCustomer Mail Generate sales $200,000 $100,000 Hold Retain names/sites $50,000 $10,000 HoldInbound sales training $300,000 $300,000 InvestOBTM Program 1 $500,000 $300,000 Invest Program 2 $100,000 ($50,000) Hold Program 3 $10,000 ($90,000) Reduce Program 4 - New $400,000 TestOnline Mktg Site $1,000,000 $250,000 Hold SEM $1,000,000 $1,500,000 Invest PPC $700,000 $200,000 Hold Email $2,000,000 $300,000 HoldPR Sponsorships Field Sales Other

Is there an opportunity to improve matchback processes?

Capture source data for online orders.Direct entry (branded)URLProprietary or non-proprietary search termClick on search result or PPC ad.

Capture sales rep codeNational acct rep and OBTM rep


MatchBack PLUSMatchBack PLUS

What marketing activity gets what % of the credit?Online order, direct entry URL, assigned rep?Online order, proprietary search, PPC click, no

catalog mailed?Online order, non-proprietary search, catalog

mailed?Online order, non-proprietary search, PPC,

competitor’s catalog mailed.Inbound phone order, OBTM called?Online order from email campaign?


Fractionally Allocate OrdersFractionally Allocate Orders

Situation:B2B Catalog with inbound, outbound (program and relationship) and online marketing efforts.

How were various efforts measured, assessed, rewarded?


Case Study – B2B CatalogCase Study – B2B Catalog

Inbound Sales Reps given training & quality standards Comparative performance posted and

discussed Monthly bonuses for top quartile performers

Sales, Gross Margin AOV Up-sell = units per order/UPO Cross-sell = lines per order/LPO

Did not reward calls, call length, time connected, etc.



Program telemarketingDials, talk time, file penetration, presentations

coached with guidelines.Orders, sales and margins rewarded with

percentage commission.Credit given for inbound orders received from

customers pitched within 14 days.No extra credit given for callback

(inbound)orders.



Relationship salesApprox. 500 assigned accounts with prior year

orders/revenue/margin base established.Annual/quarterly goals set. New account and

penetration of existing goals set.Monthly commission paid on incremental gross

margin generated.All catalog and promotional expenses charged to

the rep’s “P&L”.Ghost territory held for comparison



Catalog mailingsSource code tracking with quarterly match back

analysis.Catalogs had item pre-fix codes and some had

special pricing ($.97)Direct entry and proprietary search term orders

80% allocated to the mailings.“White mail” 100% catalog



Email programsTriggered

Order, Ship confirmation, Abandon Cart, New customer (name), Account details change, Lapsed customer

PromotionalConsumables continuitySeasonal products and annual events (i.e. back to

school)New product introductionsCross-sell offersNon-seasonal events (i.e. oil spill)

CTRs, conversion, promo products vs. other.



@@

SEMNon-proprietary search terms captured to order80% credit to SEO, 20% site maintenancePPCNon-proprietary search terms,

Click PPC -80% SEO, 20% PPCClick organic listing – 100% SEO

Affiliates & Online advertising100% to activity



WWWWWW

Terry Jukes - PresidentB2B Direct Marketing Intelligence

LLC www.B2BDMI.com

Date post:	26-Mar-2015
Category:	Documents
Upload:	stephanie-knight
View:	215 times
Download:	1 times

ECMOD London, Oct 6-7 th, 2010 Terry Jukes - President B2B Direct Marketing Intelligence, LLC. .

Documents