1. Metrics That Matter: The Latest Research
Questions:
1) What is the source of
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Avitage! Item ID: {{34EB5AEA-6F90-4FA7-9F60-0FF9B98AA9A7}}
Stefan Tornquist, Director of Research
MarketingSherpa
Scott Santucci, CEO
BluePrint Marketing
Tuesday, November 14, 2006
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2. Be Careful, Metrics Can Be Dangerous
“I know I can cut 50% of the marketing budget,
I just don’t know which 50%...Yet.
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3. How Dangerous, Really? © 2006 MarketingSherpa, Inc. This
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4. What They Don’t Know Can Hurt You
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5. - Boston Summit Attendee
“Our organization has gained a lot of credibility over the year. This credibility has come with our ability to track leads to pipeline and demonstrate marketing value and accountability.”
- Boston Summit Attendee
© 2006 MarketingSherpa, Inc. This
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6. Cost Per Lead Example Cost per Lead!
Reduced costs in list acquisition  lower quality of contacts
Cut content budget  lower quality events
Cut promotion budget Lower attendance
Set up for failure
Cost
per
Lead!
Well paid but fired marketer
Unhappy sales
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

7. What we Should Try to Quantify
Why is demand generation needed?
What exactly is a lead?
What are the expectations of the lead?
What visibility to the lead does marketing have afterwards?
What factors prevent success?
Why is demand generation needed?
Soften a beachhead?
Build pipeline for next year?
Drive revenue by 4th quarter revenue?
Drive revenue this quarter?
What exactly is a lead?
Someone who wants to know about our product?
Someone who wants to transact business this instant?
A specific stakeholder in a targeted account who has a problem and would like to speak with someone about it?
What are the expectations of the lead?
The prospect has all of the information they need and the sales person just has to go in and differentiate their product against competitors?
The prospect was to talk to someone about buying right now?
The prospect has interest in a topic and would like to have a conversation about business issues?
What visibility to the lead does marketing have afterwards?
“I was working that deal for a while, the lead didn’t make any difference”
Sales people never followed up on the lead
The lead was strong and helped with the sale, but we don’t have a way to prove it
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

8. What exactly is a lead? © 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

9. What are the expectations of the lead?
© 2006 MarketingSherpa, Inc. This
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10. What visibility does marketing have after it passes a lead to sales?
© 2006 MarketingSherpa, Inc. This
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11. Measurement Program Phases Measure Strategy Objectives Planning
Tactics
Execution
Results
Phases
Measure
Baseline
Quantifiable
Objectives
Operating Plan
Responsibility
Performance
Program Summary
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

12. Communicate the Success
Measurement Program
Finance
Sales Leadership
Marketing Team
Finance
Sales Teams
Marketing Teams
Finance
Marketing Team
Delivery Team
Delivery Team
Finance
Marketing Team
Finance
Sales Leadership
Sales Team
Marketing Team
Communicate
Objectives
Define the Problem
Publish Assumptions
Gain Buy In
Pick the Mechanics
Get it Done
Communicate the Success
Strategy
Objectives
Planning
Tactics
Execution
Results
Phases
Measure
Baseline
Quantifiable
Objectives
Operating Plan
Responsibilities?
Performance
Program Summary
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

13. Communicate the Success
Measurement Program
Finance
Sales Leadership
Marketing Team
Finance
Sales Teams
Marketing Teams
Finance
Marketing Team
Delivery Team
Delivery Team
Finance
Marketing Team
Finance
Sales Leadership
Sales Team
Marketing Team
Communicate
Objectives
Define the Problem
Publish Assumptions
Gain Buy In
Pick the Mechanics
Get it Done
Communicate the Success
Strategy
Objectives
Planning
Tactics
Execution
Results
Phases
Measure
Baseline
Quantifiable
Objectives
Operating Plan
Responsibilities?
Performance
Program Summary
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

14. Strategy: Build the Baseline
Stakeholder Proficiency
Analysis
Conducted an extensive analysis which included:
Review of marketing budget and programs
Financial review of sales costs and company performance
Audit of pipeline
Interviews with product development, executives, sales, marketing, prospects, and customers
Findings
Identified average deal size was $32,000 (low for a company with a direct sales force)
Average length of sales cycle was 4 months and growing
The maximum number of sales opportunities each rep could handle at a given time was 20
Marketing’s credibility was very poor
New sales reps required 6 months until they were effective
Each product had 4 or 5 key benefits and the sales force was trained on every one – creating information overload
Sales were stalled later in the sales process, lead generation was not a critical problem (however, new leads were mostly the result of good prospecting by sales, 70% of the leads produced by marketing were considered worthless)
Pipeline Mechanics
Content Audit
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

15. Goals: Quantifiable Objectives
Improve sales transaction size 50%
(from $36,183 to $54,275)
Decrease sales cycle 33% from
(3 months to 2 months* est.)
Improve our close rate 33%
(from 17%)
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

16. Implications: Gaining Buy In
Cause (Objective)
Effect (Impact on Revenue)
Improve sales transaction size 50%
50% increase in revenue ($28.9 M)
Decrease sales cycle 33% from
28% increase in revenue ($16.2 M)
Improve our close rate 33%
10% increase in revenue ($5.9 M)
Do all three at the same time
150% increase in revenue ($85.9 M)    
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17. One Route to Buy In © 2006 MarketingSherpa, Inc. This
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18. Integrated Demand Generation Program
Sales
process
Exposure
Qualification
Proof of
Concept
Commitment
Implementation
Sales Manager
Sales Manager
Sales Manager
Sales Manager
Sales
Sales Training
Follow-Up
Kits
Follow-Up
Kits
Tele-
Conference
TC’s
TC’s
Power
Summit
Conference
TC’s
TC’s
Immersion
Workshop
Events
Content
Development
& Delivery
SME
SME
SME
SME
Program Management
Program Management
Program Management
Commitment of client
Content
Simplicity of content
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presentation is not for distribution. Thank you.

19. Communicating Results1 2 3 4
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20. Gaining Credibility © 2006 MarketingSherpa, Inc. This
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21. Quantifiable Objective
Scorecard
Quantifiable Objective
Result
Improve sales transaction size 50%
41% increase
Decrease sales cycle 33% from
25% decrease
Improve our close rate 33%
6.5% close rate B+ B+ D
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

22. Performance Measures Analysis per event
Close rates / event Revenue / sale
Teleconference 1.78% $57,813
Power Summits 3.36% $51,350
Conferences 3.01% $20,125
Multiple attend 8.70% $55,554
Total continuum 6.54% $51,114
Distribution of attendees
26% pure prospects
24% clients
50% client prospect
Cost per new client
$7,400
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.

23. Thank you Stefan Tornquist, MarketingSherpa
(877)
Scott Santucci
BluePrint Marketing
(866)
© 2006 MarketingSherpa, Inc. This
presentation is not for distribution. Thank you.