customer-focused lead qualification...sales opportunities, compliance, lead scoring,...
TRANSCRIPT
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Siemens’ “Leading The Way” ProgramCustomer-Focused Lead Qualification
Debbie Pryer Pamela Markey
Program Manager Senior Director Marketing
Siemens MECLABS
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Session Speaker
2
Debbie Pryer
Program Manager, Siemens
Responsible for a lead generation/management program with more than 1,500 end users from both sales and service. This includes driving net new sales opportunities, compliance, lead scoring, prequalification, training, communications, reporting and IT management.
With Siemens since 1999, focusing her career on the service side of the business, with emphasis on product management, marketing, service sales and IT solutions.
Debbie has a B.S. and M.B.A. in Business Management and is definitely a Type A personality with having completed more than 600 skydives, and is
learning to scuba dive.
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Siemens is a $79 billion global company with more than 370,000 employees worldwide.
The Siemens Healthcare Customer Services group focuses on providing an extensive selection of imaging and laboratory diagnostic services to help customers optimize performance while managing costs.
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ENERGY INFRASTRUCTURE
INDUSTRY HEALTHCARE
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INDUSTRY
ENERGY INFRASTRUCTURE
HEALTHCARE
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Wernervon Siemens
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1847
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1879
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1905
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2013
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2013
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Information Requested in 510(k) (21 CFR § 807.87)Submitter’s name, address, phone & fax, contact person, rep/consultant nameDevice Regulation (Classification) Name, CFR number, device class, product codeCommon/usual name & trade/proprietary name & model numberIndications for Use StatementTruthful and Accurate StatementProposed labelingAdherence to voluntary standard and standard formFinancial Certification or Disclosure Statement or bothIdentification of marketed device(s) to which equivalence is claimedCompliance with section 514 Special ControlsProposed labels, labeling, including any promotional materialPhotographs, engineering drawingsSubstantially equivalent statement & comparison with predicateStatement of similarities and/or differences with predicate deviceData for changes for modified devices510(k) MUST include either:510(k) Statement (21 CFR 807.93)510(k) Holder provides copy of 510(k) deleting trade secret & commercial confidential information to anyone within 30 days, OR510(k) Summary (21 CFR 807.92)FDA provides 510(k) summary, as provided by 510(k) Holder, to any requester and is available on our websiteClass III 510(k) must include: *Content and Format (21 CFR § 807.94)Certification & literature search has been conducted, andSummary of adverse S & E data with citation to the literaturePerformance Data (bench, animal, and/or clinical)Sterilization, Software & Hardware Information, if anyAddress information requested in specific guidance documentsClinical Data in 510(k)Approximately 10% of all 510(k)sImportant difference with the predicate device, e.g., new indication for use or new technologyMust be collected under Investigational Device Exemption Regulations (21 CFR Part 812)A 510(k) Must Contain:Proposed labeling sufficient to describe the device’s indications for useA description of how the device is similar to or different from other devices of comparable type (predicate device)Any other information the Center needs to determine whether the device is SE
510(k)
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Lead Qualification
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CUSTOMER
We begin…
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CUSTOMER
SERVICE
We begin…
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CUSTOMER
SERVICE
SALES
Ideally…
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SALES
2005 2006 2007
Service engineers recognizing customers requiring upgrades and replacements could not effectively hand off the lead to sales.
SERVICECUSTOMER1,200 400
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An external website was created for engineers to submit a lead, and it would be assigned to a sales person.
SALESSERVICECUSTOMER
2009
1,200 400
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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.
SERVICE
2009
1,200 400
$100 24 HOURS
SALES
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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.
SERVICE
2009
1,200 400
$100 24 HOURS
SALES
3,000+ Leads
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Thanks to the initial success of the program, thousands of company employees were given access..
SALES
2010
400
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Thanks to the initial success of the program, thousands of company employees were given access..
2010
$100 24 HOURS
SALES400
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Thanks to the initial success of the program, thousands of company employees were given access..
SALES
2010
12,000+ Leads
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65%LEADS REJECTED
2010
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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus
5SUBMIT AT LEAST
2APPROVED
2010
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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus
30IF I SUBMIT
2APPROVED
2010
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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus
40I’LL SUBMIT
2APPROVED
SO TO BE SAFE
2010
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2010
THE WILD WEST
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The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback.
SALESSERVICECUSTOMER
2010
1,200 400
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The external lead capture was dependent on manual sales acceptance. No connection to systems, no closed loop feedback.
SALES
2010
400
LEGALFINANCECOMPLIANCE
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SALES
SERVICE
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Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Service + Sales Integration
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Audit and Discovery
SALESSERVICECUSTOMER1,200 400
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Audit and Discovery
SALESSERVICECUSTOMER1,200 400
Not Connected to Service Work Flows
External Website Outside Oversight
No Closed Loop
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Audit and Discovery
SALESSERVICECUSTOMER1,200 400
Not Connected to Service Work Flows
External Website Outside Oversight
No Closed Loop
Remove External Website
Tie to ERP/SAPBuild into Service Work Processes
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CUSTOMER
SERVICE
SALES
The Goal
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Audit and Discovery
SALESSERVICECUSTOMER1,200 400
Not Connected to Service Work Flows
External Website Outside Oversight
No Closed Loop
Remove External Website
Tie to ERP/SAPBuild into Service Work Processes
Optimizing InternalInfrastructure
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Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Aligning Complex Systems
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Program and Process Development
Biggest Challenges:
• Tie the program into existing process – getting all the technical systems to work together.
• Getting buy-in from management and teams
• Securing resources and translating business requirements into specifications
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Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Redirecting Behavior
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An external website was created for engineers to submit a lead, and it would be assigned to a sales person.
SALESSERVICECUSTOMER
2009
1,200 400
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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.
SERVICE
2009
1,200 400
$100 24 HOURS
SALES
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TODAYCUSTOMER
SERVICE
SALES
$?? Upon Close
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eNewsletters
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Surveys
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Direct Mail
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Email sends
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Post-launch communications plan
• Training Modules
• Training Sessions
• Cheat Sheets
• Newsletters
• Email Blasts
• Direct Mail
• Survey (Post Launch)
• Internal Presentation
• Infographic
• Q&A Webinars
• LTW Wizard (Help Tool)
• Tip of the Month
• Video
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Training modules
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Training sessions
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Cheat Sheets
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Survey
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Direct Mail
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Internal Presentation
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LTW Wizard (Help Tool)
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Tip of the Month
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Video
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Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Results
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2009 2010 2011 2012 2013
Results: Leads Submitted
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Results: Revenue Per Lead
2009 2010 2011 2012 2013
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Results: Leads to Net New Opportunities
46%+ 8% increase
39%
2010 2013
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LTW Scorecard: Measuring Success
In the Old LTW, 64% of leads were rejected.In the New LTW, 28% of leads have been rejected.
65%
25%
Quality is Up: Fewer Leads Rejected
Rejection Rate
Eliminate the Black Hole Effect
Sales Action
In old lead tool, it was impossible to tell how
long it took sales to action, But we knew the
average “AGE” of our leads was ~300 days.
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Delivering Value: Success Stories
Equipment Sales
xxx Leads = $xx million in Bookings
Service Sales
xxx Leads = $xx million in Bookings
West
IM$ million
xx Booked
Leads
CP$ million xx
Booked Leads
Midwest
IM$ million
X Booked Leads
CP$ million
X Booked Leads
Southeast
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
Central
IM$ million
xx Booked
Leads
CP$ million
x Booked LeadsNortheast
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
West
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
Midwest
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
Southeast
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
Central
IM$ million
xx Booked
Leads
CP$ million
x Booked LeadsNortheast
IM$ million
xx Booked
Leads
CP$ million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
$x million
xx Booked
Leads
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CUSTOMER
SERVICE
SALES
Beyond Financials
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SALESSERVICE
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SALESSERVICE CUSTOMER
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Debbie’s Key Success Factors
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Debbie’s Key Success Factors
1. Build it around the customers’ needs
2. Get all the silos on board
3. Create a formal program policy
4. Create a Steering Committee
5. Build it around existing workflows
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Debbie’s Key Success Factors
6. Determine how you will communicate
7. Create mandatory training
8. Figure out prequalification, scoring
9. Create ‘Help Tools’
10. Create reporting and KPIs
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Review: Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
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Review: Debbie’s Approach
1
2
3
Audit and Discovery
Program and Process Development
Change Management
It Doesn’t Stop There!
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Debbie’s Next Steps
1. Improving communication – beyond email!
2. Fine-tuning processes and reporting
3. Expanding to select groups
4. Increasing rewards
5. Implementing a ‘Target Lead’ program
6. Launching lead nurturing
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Thank You
Debbie Pryer
Program Manager
Siemens
Pamela Markey
Senior Director Marketing
MECLABS
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Siemens’ Leading The Way ProgramCustomer-Focused Lead Qualification
Debbie Pryer Pamela Markey
Program Manager Senior Director Marketing
Siemens MECLABS