Improving lead conversion by aligning to the buyer journey

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Working with a global IT organisation, we designed an engagement framework that mapped roles and responsibility at each stage of the customer’s decision-making journey, from source to onboarding. The framework defined go-to-market and operational requirements at each stage, simplifying the process and providing much needed to clarity to internal teams.

Our client is a global internet security vendor and needed to find a way to compete more effectively in an increasingly competitive and critical area of security associated with data breaches.

We uncovered an overly complex approach to lead and opportunity management and lack of alignment of our client’s sales and marketing functions to the customer buyer journey. Working with the CMO and CSO, we captured current and future state requirements across the functions, to understand the perceived challenges and to identify ‘breaks’ and leakage in the chain.

We designed a framework that brought everything together in a simple and visual way, resulting in:

  • A common understanding of our client’s customer buyer journey and the roles and expectations of individuals at each stage
  • A prioritised action plan for marketing and sales ops teams to develop and update existing processes, creating a ‘no lead lost’ approach
  • Improved lead to opportunity conversion rate by 10%

Complex lead management limited their ability to turn good leads into opportunities

Our client was operating an in increasingly competitive environment, where every lead lost or delays in qualifying and converting leads to opportunities was an opening for a competitor to get ahead. This was reflected in poor lead to opportunity conversion rates.

We established that the main issue boiled down to an overly complex approach to lead and opportunity management. This resulted in a lack of clarity of roles across sales and marketing functions, an inconsistent ‘handover’ of leads between marketing, inside sales and field sales, and limited processes or governance. This also challenged teamwork and trust across the customer-facing team.

Focusing on the customer buyer journey

Through a series of one-to-one and group workshops, we were able to identify key areas across the buyer journey that were not working optimally. We recognised that different functions had no or little understanding of each other’s roles and there was a high level of ‘blame’ as to why the process did not currently work.

The framework we created was designed with the customer at the centre; defining clear stages in their decision-making process and highlighting their needs and required behaviour at each stage. This enabled us to create a common focus across teams rather than the existing internal view.

It was also clear that our client’s current operational processes were not supporting a customer-centric view. We therefore identified a series of required updates and changes that were then prioritised based on impact on conversion, productivity and length of the sales cycle.

Putting the customer at the centre of internal discussions and making the link between robust operational foundations and successful Go to Market activity, enables the conversation to change.

A high performing customer-centric approach

We designed a framework that brought everything together in a simple and visual way, resulting in:
A common understanding of our client’s customer buyer journey and the roles and expectations of individuals at each stage
A prioritised action plan for marketing and sales ops teams to develop and update existing processes, creating a ‘no lead lost’ approach
Improved lead to opportunity conversion rate by 10%

Creating an external focus and identifying your customers’ needs at each stage, as opposed to internal functional needs, results in a common understanding.

If you have any comments or would like to talk to us about how we can deliver a framework for organisational alignment around the customer buyer journey, we’d be delighted to hear from you.

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