INDEX
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Account executives (AEs), 187
Account identification tool, 166
Account management mode, operating in, 2
Account-based selling tools, 204
Acker, Rob, 36
Actional insight, 45–46 (See also Ideal Prospect Personas)
AEs (account executives), 187
Aggregating authority, 140–141
Airbus, 41
Allen, David, 196
American Management Association, 47–48
ANUM (authority, need, urgency, and money), 135–136
Apache, 128–129
Appointments set metric, 191
Appointments set per day per SDR, 156
Appointment-set-to-appointment-held rate, 156–157
Archetypes, mapping personas to, 56
Assessments, in hiring, 181–183
Association for Talent Development, 53
Attempting lead status, 87
Attracting candidates, 176–180
Authenticity, 61
Authority, aggregating, 140–141
Availability bias, 10
AWAF (are we a fit?), 127–135, 142, 170
Aware stage, 62
moving prospect from unaware stage to, 71–78
moving prospect to interested stage from, 78–80
Bad prospects/bad customers criteria, 128 (See also AWAF (are we a fit?))
Bain & Company, 95
BANT (budget, authority, need, and time frame), 88, 135–136, 142
Bargaining power of suppliers, in six-factor SWOT analysis, 25–26
Base salary, 191
Basic Marketing (Edmund Jerome McCarthy), 11
BDMs (business development managers), 173
Blue Martini Software, 37
Blueprint buying scenario, 129
Boeing 787 Dreamliner, 38
The Bridge Group, 174, 184, 186, 189–190
Budget, securing the, 141–142
Business development managers (BDMs), 173
Buying cycle:
Compel with Content strategy in, 84
level of message personalization in, 72
stages of, 61–63
Buying decisions, in operational fit, 38, 39
in e-mails, 75
in voice mails, 114
Candidates, attracting, 176–180
Carroll, Dave, 17–18
CEB (Corporate Executive Board), 138–141
Centralized sales development function, 186–187
The Challenger Customer (Corporate Executive Board), 138–139
The Challenger Sale (Corporate Executive Board), 138–139
Christensen, Clayton, 24
CircleBack, 166
Click-through rate (CTR), 158
Click-to-open rate (CTOR), 158
Client contact status, 88
Closed-won business, 190
Closing contact status, 88
Closing Queue cycle time, 160
Cognitive biases, 10
Cold lead status, 85
colo.com, 37
CommercialTribe, 171
Communication:
habits of highly successful SDRs for, 196–200
personalizing, 71–84 (See also Message)
Company size, in firmographic fit, 35–36
Compel with Content (CWC) framework, 68–84
moving prospect from aware to interested, 78–80
moving prospect from evaluating to purchase, 82–84
moving prospect from interested to evaluating, 80–82
moving prospect from unaware to aware, 71–78
Compensation:
base salary, 191
incentive, 189–191
Competitive factors, in six-factor SWOT analysis, 24–25
Competitive position, internalizing (see Six-factor SWOT analysis)
Confirmation bias, 67
Confirming time frame, 139–140
Conscientiousness, test of, 181
Contact discovery and management tools, 166
Contact research tools, 169–170
Contact status, 87–88
Contacting lead status, 87
Content marketing, 175–176
Continuous learning, 201–202
Converting contact status, 87–88
Core value proposition, 54–55
Corporate Executive Board (CEB), 138–141
Critical initiatives, 48
Crowd-sourced contact databases, 166
CTOR (click-to-open rate), 158
CTR (click-through rate), 158
Culture alignment, in situational fit, 41, 42
Current equipment, in operational fit, 38, 39
Customer contact status, 88
Customer factors, in six-factor SWOT analysis, 23–24
Customer loyalty, NPS measure of, 18
Customer referral program, building, 93–98
Customer reputation, in six-factor SWOT analysis, 18–20
CWC framework (see Compel with Content framework)
Darwin, Charles, 196
Databases, 204
Decentralized sales development function, 186–187
Decision makers:
identifying, 141
people who influence, 52–54
primary objections of, 54–55
Delegating, 196
Design Thinking, 148–150
Devine/Sandler sales aptitude test, 182
Dial-by-name directory access, 92
Dials-to-connect rate, 159
Dials-to-conversation rate, 159
Digital contract management tools, 170
Direct influencers, 52–53
Direct leads, 150–151
Discussion boards, 65–67
Disqualified contact status, 88
Disqualifying prospects, 127 (See also Qualifying prospects)
Document tracking tools, 170
Dun & Bradstreet, 91–92
Effectiveness, professional, 200–202
eGrabber, 167
E-mail:
conversion rates from, 91
diagnostic tools, 78–79
generic, 104
house prospects list for, 90
in multichannel, multitouch campaign, 105–113, 121–122
rented prospects lists for, 90–92
sample outbound campaign, 102–103
E-mail activity tracking tools, 168
E-mail discovery tools, 168
E-mail marketing services, 168
E-mail quality tools, 168–169
E-mail verification services, 169
Employee referral programs, 176–177
Enabling professionals, technology and process for, 189
Erasmus University (Rotterdam), 181
Establishing need, 136–139
E*TRADE Financial, 36
Evaluating stage, 62
moving prospect from interested stage to, 80–82
moving prospect to purchase stage from, 82–84
ExactTarget, 25
Expansion mindset, 201
Experience, in job candidates, 183–184
External forces, in six-factor SWOT analysis, 23–26
Extra-large enterprises, 35
Facebook, as research tool, 124
Facial-feedback hypothesis, 196–197
Ferrara, Craig, 184
Financial health, in situational fit, 41
Find-the-right-person e-mail, 105–108
Firmographic fit, 33–37
Fit factors, 32–42
firmographic fit, 34–37
operational fit, 37–39
situational fit, 39–42
Five Forces framework, 23–25
Focus, in time management, 193–194
4 Ps, 11–17
place in, 15–16
price in, 13–14
product in, 11–13
promotion in, 14–15
Future of prospecting, 203–204
G2Crowd, 24
GainSight, 41
General mental ability (GMA), 181
Generic e-mail, 104
Geography, in firmographic fit, 36
Gerstner, Lou, 24
GetApp, 24
Getting Things Done (David Allen), 196
GMA (general mental ability), 181
Google, 15
Google Adwords KeywordPlanner, 67
Granularity, level of, 88–89
Groupthink, 10
Habits of highly successful SDRs, 193–202
for communication, 196–200
for professional effectiveness, 200–202
for time management, 193–196
Heath, Chip, 54
Heath, Dan, 54
The Hero and the Outlaw (Carol Pearson and Margaret Mark), 56
Hiring:
attracting candidates, 176–180
early-career individuals, 180–184
sales development managers, 185–188
Holloway, Brent, 167
Home office businesses, 35
House prospects list, 90
HubSpot, 78–79
Hunter, John E., 180–181
Hyperpersonalized messaging:
in evaluating stage, 82–84
in voice mails, 114
Ideal Account Profile (IAP), 31–43, 166
fit factors in, 34–42
and market segmentation, 31–33
Ideal Prospect Personas, 45–58
core value proposition link to primary objections, 54–55
influence map, 52–54
information gathering for, 57
job title, 46–48
personalizing, 55–56
professional objectives, 48–52
Ideal Prospect Profile (IPP), 166
Inbound leads, 89–90, 150–151, 203
Inbound sales development focus, 187–188
Incentives:
in referral process, 97
rewarding results, 189–191
Indirect influencers, 53
Indirect referrals, 96
Industry, in firmographic fit, 34–35
Influence map, 52–54
Information gathering:
for Ideal Prospect Personas, 57
for personalized e-mail, 104–105
to validate prospect pain, 65–68
InfoUSA, 92
Inmails (LinkedIn), 162
The Innovator’s Dilemma (Clayton Christensen), 24
InsideView, 166
Insourcing, of sales development function, 174–176
Insourcing propensity, in situational fit, 40–41
Interested stage, 62
moving prospect from aware stage to, 78–80
moving prospect to evaluating stage from, 80–82
Internal capabilities, in situational fit, 40–41
Internal resource factors, in six-factor SWOT analysis, 21–22
Internalizing your competitive position (see Six-factor SWOT analysis)
Internal-referral e-mail, 108–111
IPP (Ideal Prospect Profile), 166
IQ tests, 181
Issue tree, 63–65
iSyndicate, 37
James, William, 196
Job descriptions, 177–179
Job simulations, 181
Job title, in Ideal Prospect Personas, 46–48
Kester, Sean, 160
Key performance indicators (KPIs), 48
keyword-oracle.com, 68
Keywordtool.io, 68
Knowledge:
in persona definition, 47
selling-related, 181
Knowledge bases, 204
Kobayashi Maru role-play, 183
KPIs (key performance indicators), 48, 51
Language resources, 67
Large enterprises, 35
Lead disposition by type, 154, 160
Lead life cycle, 85–88
Leadership changes, in situational fit, 41
Leads:
inbound and outbound, 89–90
for New Queue, 150–151
Leads accepted metric, 191
Leads converted to paying customers metric, 155, 156
Leads engaged per day metric, 152
Lean optimization, 147–150
Lean Six Sigma, 147–149
Learning, continuous, 201–202
Lifetime value, 31–32
LinkedIn, 41
as account identification tool, 166
gathering information from, 57
Inmails, 162
personalized connections on, 162
polishing profile on, 125
referrals via, 98
as research tool, 124
solicitations via, 124–125
verifying profile URL, 92
LinkedIn Groups, 65
Listening, 197–200
Local presence feature, 114
Location, of new sales development team, 187
Long-term profit equation, 32
Lost contact status, 88
MailChimp, 73–77
MailerMailer, 76
Managing sales development professionals, 173–192
attracting candidates, 176–180
hiring individuals, 180–184
hiring sales development managers, 185–188
insourcing sales development, 174–176
rewarding results, 189–191
technology and process to enable professionals, 189
training for early-career professionals, 185
MAPs (marketing automation platforms), 25, 167
Mark, Margaret, 56
Market segmentation, 31–33 (See also Fit factors)
Marketing automation platforms (MAPs), 25, 167
Marketing Grader, 78–79
Marketing Qualified Lead (MQL), 85
Mass-personalized messaging, 72–77, 79
in aware stage, 79–80
in interested stage, 81–82
in unaware stage, 72–77
McGraw-Hill Financial, 36
McKinsey Consulting, 63
McNerney, James, Jr., 51
Meaningful conversation metric, 159
MECE (mutually exclusive and collectively exhaustive) set of issues, 63
Medium businesses, 35
Meeting held rate, 157
Meeting scheduling tools, 168
Mental fatigue, 10
Merit Direct, 92
Message, 61–84
Compel with Content story framework for, 68–84
to move prospect from aware to interested, 78–80
to move prospect from evaluating to purchase, 82–84
to move prospect from interested to evaluating, 80–82
to move prospect from unaware to aware, 71–78
and stages of buying cycle, 61–63
and understanding of prospect’s pain, 63–65
validating prospect pain, 65–68
Microbusinesses, 35
Microlevel focus, 193–194
Micropromotions, 179
Microsoft infrastructure, 128–129
Mission, in situational fit, 41, 42
MQL (Marketing Qualified Lead), 85
Muilenburg, Dennis A., 51
Multichannel, multitouch prospecting campaigns, 98–103
example of, 105–124
precadence planning for, 104–105
using social media in, 124–125
Mutually exclusive and collectively exhaustive (MECE) set of issues, 63
NAICS industry classification system, 34–35
Need:
establishing, 136–139
objections based on, 54–55
Net Promoter Score (NPS), 18, 19, 95, 96
New lead status, 85
New Queue, 150–156
building, 89–93
metrics for, 152–156
pile-up of prospects in, 88
sources of leads in, 150–151
tools for, 166–167
NextMark, 92
No Interest contact status, 88
No response contact status, 88
No response or interest contact status, 87, 88
Not Attempted lead status, 85
NPS (see Net Promoter Score)
Number of leads per account metric, 154–155
Objections:
core value proposition linked to, 54–55
in phone calls to secure a meeting, 119–120
Objectives, 48
for calls and meetings, 119
professional, in Ideal Prospect Personas, 48–52, 56
Obstacle, in messaging, 69–70
One-on-one training, 185
Online leads, response time for, 89–90
Open lead status, 85
Open rate, 158
Opportunities (in SWOT analysis), 9
bargaining power of suppliers, 25–26
competitive factors, 25
customer factors, 23
customer reputation, 19
internal resource factors, 22
partner reputation, 20
place, 16
price, 13
product, 12
promotion, 14–15
trends, 27
VUCA, 28
Opportunities accepted metric, 191
Opportunity, in messaging, 70
Organic leads, 151
Organizational structure, 185–188
Outbound leads, 90, 150–151, 189
Outbound prospecting campaigns, 102–103
Outbound sales development focus, 187–188
Outcome, in messaging, 70
Outreach.io, 160
Outsourcing, of sales development function, 174–176
Outsourcing propensity, in situational fit, 40–41
Ownership, by going through analysis process, 10
Paid leads, 150–151
Pain (of prospect):
understanding, 63–65
validating, 65–68
Pardot, 25
Partner reputation, in six-factor SWOT analysis, 20
Pattern interrupts, 117
Pay-per-click (PPC) leads, 150–151
Peak-end rule, 95
Pearson, Carol, 56
Performance, correlation between listening and, 198–199
Persistence, 200
PersistIQ, 160
Personal demographics, 47
Personalization, 200
of e-mail in precadence planning, 104–105
of Ideal Prospect Personas, 55–56
of LinkedIn connections, 162
of messages in aware stage, 79–80
of messages in evaluating stage, 82–84
of messages in interested stage, 81–82
of messages in unaware stage, 71–78
Personas, 45, 46 (See also Ideal Prospect Personas)
Phone activity metrics, 158–159
Phone calls:
local presence feature for, 114
in multichannel, multitouch campaign, 113–124
in sample outbound campaign, 102–103
Phone numbers of prospects, 92
Pipeline, 147–163
Closing Queue, 160
lean optimization of, 147–150
maintaining, 2–3
New Queue, 150–156
Qualifying Queue, 160
SalesLoft case study, 160–162
Working Queue, 156–159
(See also individual Queues)
Pitch decks, 129–135
Place, in 4 Ps, 15–16
Planning, for time management, 195–196
Porter, Kyle, 104
Positive e-mail reply rate, 158
Postpurchase stage, 62
PPC (pay-per-click) leads, 150–151
Precadence planning, 104–105
Predictable Prospecting, 4–5
future of, 203–204
quick guide to, 205–217
(See also specific topics)
Predictive analytics, 167
Price, in 4 Ps, 13–14
Primary objections, linking core value proposition to, 54–55
Product, in 4 Ps, 11–13
Professional effectiveness habits, 200–202
Professional objectives, in Ideal Prospect Personas, 48–52, 56
Project buying scenario, 129
Promotion, in 4 Ps, 14–15
Prospecting campaigns, 85–125
building customer referral program, 93–98
building New Queue for lead status, 89–93
and lead life cycle, 85–88
level of granularity in, 88–89
multitouch, multichannel, 98–103
precadence planning in, 104–105
sample outbound campaign, 102–103
social selling tools in, 124–125
touch 1 in, 105–108
touch 2 in, 108–111
touch 3 in, 111–112
touch 4 in, 112–113
touch 5 in, 113–121
touch 6 in, 121–122
touch 7 in, 121–122
touch 8 in, 122–124
touch 9 in, 122–124
Purchase intent, 62
Purchase stage:
in buying cycle, 62
moving prospect from evaluating stage to, 82–84
Purchased e-mail lists, 92
Purchasing centralization, 38
Purchasing likelihood, 32
Purchasing policy, in operational fit, 38, 39
Qstream, 171
Qualifying contact status, 87–88
Qualifying prospects, 127–143
aggregating authority, 140–141
AWAF in, 127–135
BANT or ANUM in, 135–136
confirming time frame, 139–140
establishing need in, 136–139
securing budget, 141–142
Qualifying Queue, 160
pile-up of prospects in, 88
tools for, 170
Qualifying Queue cycle time, 160
Quick guide to Predictable Prospecting, 205–217
Radford University, 177
Ranksonic.com, 68
Rapport building, 197
Record keeping, 200
Recruitment, 176–180
Referral programs, 93–98, 176–177
Referrals, 201
Refresh buying scenario, 129
Relationship Science, 41
Rented prospects lists, 90–92
Reputation, protecting, 201
Reputation factors, in six-factor SWOT analysis, 16–21
Responding to prospects/clients, 200
Return on investment (ROI), 90–91
Rewarding results, 189–191
ROI (return on investment), 90–91
Role-play (in hiring), 183
Salary range, 179–180
Sales accepted lead (SAL), 87
Sales aptitude tests, 182
Sales cycle, adding granularity to, 88–89
Sales development professionals:
managing (see Managing sales development professionals)
successful (see Habits of highly successful SDRs)
Sales enablement tools, 167
Sales force automation (SFA), 25
Sales presentations, 129–135
Sales productivity, 50–51
Sales tools (see Tools)
Sales training programs, 3
Sales workflow automation tools, 168
Salesforce.com:
example of SWOT analysis for (see Six-factor SWOT analysis)
Ideal Account Profile for, 36–39, 41, 42
products of, 11–12
SalesLoft:
and precadence planning, 104
Salesloft Cadence, 125
SalesStaff, 98–100
Satmetrix, 95
Schmidt, Frank, 180–181
Search engine marketing (SEM), 67
Search engine optimization (SEO), 67, 150–151
Secure-a-meeting e-mail, 112–113, 122–124
Secure-a-meeting phone call, 113–122
Securing the budget, 141–142
Selling Power Magazine, 53
Selling-related knowledge, 181
SEM (search engine marketing), 67
SEO (search engine optimization), 67, 150–151
Servicing Queue, tools for, 170
SFA (sales force automation), 25
SIC industry classification system, 34
Simplicity, of referral programs, 97
Six-factor SWOT analysis, 9–29
external forces in, 23–26
4 Ps in, 11–17
internal resource factors in, 21–22
reputation factors in, 16–21
trends in, 26–28
VUCA factors in, 27–28
Skills:
continuous development of, 201–202
of managers, 173
in persona definition, 47
Small businesses, 35
Small office businesses, 35
SMART (specific, measurable, achievable and/or attainable, realistic and/or relevant, and time-bound) goals, 193
Smiling, 196–197
Social media:
engaging prospects via, 124–125
establishing professional presence on, 125
gathering information from, 57
Social networks, as contact discovery tools, 166
Social proof, 118
Social selling tools, 124–125
Social-demographic trends, 26, 27
SoftwareAdvice, 24
Solopreneurs, 176
S&P Capital IQ, 34
Spamming, 90
SPIN (situation, problem, implication, need-payoff) Selling, 137–138
Storytelling framework (see Compel with Content (CWC) framework)
Strategic initiatives, in situational fit, 39–40
Strengths (in SWOT analysis), 9–10
bargaining power of suppliers, 25
competitive factors, 24
customer factors, 23
customer reputation, 18–19
internal resource factors, 22
partner reputation, 20
place, 15
price, 13
product, 12
promotion, 14
trends, 27
VUCA, 28
Subject line (e-mails), 74–76
Successful SDRs (see Habits of highly successful SDRs)
Suppliers, bargaining power of, 25–26
Switch (Chip and Dan Heath), 54
SWOT analysis, 9–10 (See also Six-factor SWOT analysis)
Talent Analytics sales aptitude test, 182
Team training, 185
Technion Institute of Technology, 176
Technology:
and sales development outsourcing, 174, 175
Threats (in SWOT analysis), 9, 10
bargaining power of suppliers, 26
competitive factors, 25
customer factors, 24
customer reputation, 19
internal resource factors, 22
partner reputation, 20
place, 16
price, 13–14
product, 12–13
promotion, 15
trends, 27
VUCA, 28
Three Os, 69–70
Time frame, confirming, 139–140
Time management habits, 193–196
Time to engage leads metric, 152–153
Tone, of message, 69
Tools, 165–171
for Closing Queue, 170
data-driven, 204
of the future, 204
for New Queue, 166–167
for Qualifying Queue, 170
and sales development outsourcing, 174, 175
for Servicing Queue, 170
for Working Queue, 168–170
Touches to secure an appointment metric, 157 (See also Multichannel, multitouch prospecting campaigns)
ToutApp, 160
Traditional sales managers (TSMs), 173
Training, for early-career professionals, 185
Training Industry Magazine, 53
Transacted contact status, 88
Transparency, of referral process, 97
Trends, in six-factor SWOT analysis, 26–28
Trigger, in message, 69
Trust:
and listening, 198
objections based on, 55
in referrals, 55
TrustRadius, 24
TSMs (traditional sales managers), 173
Turnover, 180
Twitter, 124
Tyler, Marylou, 68
ubersuggest.org, 68
Unaware stage:
in buying cycle, 62
moving prospect to aware stage from, 71–78
United Airlines, 17–18
University of Iowa, 181
Unomy, 166
Urgency:
in e-mail messages, 74
objections based on, 55
USAA, 18
Value, in situational fit, 41, 42
Volume of e-mails send per day per SDR metric, 157–158
VUCA factors (six-factor SWOT analysis), 27–28
Walmart, 36
Weaknesses (in SWOT analysis), 9–10
bargaining power of suppliers, 25
competitive factors, 24
customer factors, 23
customer reputation, 19
internal resource factors, 22
partner reputation, 20
place, 16
price, 13
product, 12
promotion, 14
trends, 27
VUCA, 28
Web conferencing tools, 170
Web scrapers, 166–167
Won contact status, 88
Work sample test, 181
Working contacts, 87
Working Queue, 156–159
tools for, 168–170
workflow tools for, 125
Working Queue cycle time, 159
Zebra Technologies, 41
Ziglar, Zig, 110