What was your last bad experience as a prospect – just a short time after you downloaded something from a website? Maybe this example sounds familiar for you, too. I was interested in a report that had been published on a vendor’s blog. I downloaded the document. Less than an hour later, I got a call to “follow-up.” Would I be interested in the vendor’s products? Bad, very bad. I asked her if she had checked out my LinkedIn or my Twitter profile to prepare this call? Of course, she did not. Even more interesting, she made this call for a large provider of social technology. Ouch.
What’s wrong? The call was out of any context, not connected to my role, my potential challenges and the company I’m working for. Not valuable for me. And not relevant.
I care about lead management behaviors for two reasons. First, because I care about all things sales force enablement and how to get more effective in a “customer-core” way. Second, because I work as an analyst in this fascinating space and I do believe that successful sales enablement begins very early along the customer’s journey. So, I have skin in the game.
Bad lead management practices like this follow-up call happen every minute a thousand times. These practices not only ruin your brand reputation, but they also wreck potential future business opportunities.
According to our CSO Insights 2015 Lead Management and Social Engagement Study (login required), increasing new customer acquisition is the number one marketing priority. Additionally, social media and website design/content are the main areas for more investments in lead generation.
Quantity over quality leads only to more bad calls – focus on effectiveness first
The problem with so many bad lead follow-up calls has one cause: measuring quantity over quality. Why should it be the right way to measure the number of calls instead of the outcomes of those calls? Yes, we have to be quick with follow-up calls. And yes, we need to know how many calls are made by person by time frame. But there is a difference between a bad call half an hour after the web page interaction or a much better call within the next few hours. But more bad lead follow-up calls are not effective, regardless how efficient they are processed. Even worse, bad follow-up calls damage not only your brand reputation, but they also block this customer’s potential future interest in any of your products and services. Whether you conduct those lead follow-up calls internally or with an agency, measuring success must be based on effectiveness, not on efficiency only, if you want to move the performance needle in any way.
Call preparation begins with – social media
“We have no time to prepare our calls.” I hear you. Please explain to me why you have time to make lots of bad calls with poor outcomes? Why not make fewer calls with better outcomes? Please ensure just one mandatory step: The person must check the prospect’s social profiles before the call (not just taking the mapped CRM data, or even worse – nothing) such as the prospect’s current role, potential areas of interest and challenges to connect the dots to your products and services. Only then can the salesperson open the call in a smarter way that connects the dots to the potential prospect’s role and context. A much better idea in the case, as mentioned above, could have been to say “Hello…, we appreciate your interest in our content. How was the XYZ document valuable or relevant for you? … As I have seen on LinkedIn, you are working as an analyst. So, what’s of specific relevance for you in your role?” Etc…
Needless to say, I would have been much more engaged in such a conversation than the above-mentioned bad examples, and with no damage to the vendors’ brand. What’s so difficult about doing it this way? It only requires evident homework, preparation that would prove that someone would care about me as a potential customer. Instead, I felt treated just like another damned prospect.
Making lead follow-up calls effective with coaching
This simple step helps to sort out prospect roles that are not relevant as a potential buyer (e.g., me in an analyst role) which reduces the number of calls to make and increases the potential effectiveness of those calls. Now, let’s look at how to increase the effectiveness of those calls. There are lots of ways to get the necessary insights for coaching sales or marketing people running these calls: riding along, analyzing recorded versions, and so on, always combined with predictive analytics regarding call outcomes from the prospect’s perspective. Also, compare the approaches different people on the team may take. Understanding what works and what doesn’t, and where and how to make the necessary changes, is key to success. Maybe the messaging has to be adjusted for specific buyer roles; maybe the guided script has to be changed. Or maybe, just more and better practice and coaching is the key to more effectiveness. Understanding what works and what doesn’t, adjusting the activities and behaviors. Only then, when we know that we process the right activities in the best possible set-up, can training, practicing and coaching really improve the effectiveness of those calls.
Don’t disable sales with bad lead follow-up-call behaviors. Instead, enabling sales begins exactly here.
This article was initially written for Top Sales Magazine Sept 1, 2015