In the TOB industry, clues are generally output from the market side to the sales side, and market recognition clues can also be understood as "leads that must be forwarded to the sales staff for follow-up after the market side judges"; while sales recognition clues mean " Sales feel that this lead is valuable and necessary to follow up, but it is not enough to convert it into a lead.”
Applied to daily work, first of all, they should be clearly defined.
Take our company as an example:
What is MQL? A clue that does not refuse to communicate is called MQL.
In layman's terms, we initially screen the leads from all channels, and eliminate some invalid numbers, wrong numbers, calls that have not gotten through after many calls, irritable people who scold people when they come up, and customers who don't need them for the time being. The rest can be transferred out to the salesperson for follow-up.
What needs to be emphasized here is that a standardized definition of MQL must be made to reduce the occurrence of wrangling.
Among them, there are only customers who have no demand for the time being, and the definition is relatively vague. What kind of customers can be called, there is no demand for the time being? A hot-tempered person who scolds people as soon as they answer the phone? More polite but really no demand customers? elder? student? There is no need for now but there may be a need in the future?
Small and medium-sized enterprises in the early stage of business do not need to be too detailed. Let the telephone operator judge by himself, and he can't spend his energy here; but for enterprises with a small number of customers of a certain scale, these must be defined in more detail. I will dig a hole here and talk about it later.
Well, after clarifying the definition of MQL, we must consider how to transform, and how to achieve the optimal solution and form the power of the system through a suitable SOP process.
Substitute the definition of clues and MQL into it, that is, it is necessary to exclude "empty numbers, wrong numbers..." from the "existing contact information". At this stage, the most efficient one is: electricity sales.
How to formulate telemarketing techniques at this stage? "Introduce your business/best feature in one sentence."
It is judged that customers who cannot be converted temporarily will be kept in the pool. Customers who can be converted can be converted to the next step through the next words.
In thirty seconds, give a detailed overview of your business/what problems it can solve.
Customers still expressed interest, congratulations, you can already transfer out.
When transferring out, you should also formulate the corresponding words, so that the customer does not feel that it will be awkward to change the contact person; for example: OK, I will transfer the call to a professional consultant immediately, please pay attention to answering the phone, goodbye.
At this point, the output of an MQL has been completed, and then we will watch the performance of the sales students.
Next, we need to define the SQL.
What is SQL? What is the difference between SQL and a business opportunity? Why doesn't MQL go directly to business opportunities?
Our definition of SQL is: Correct MQL.
Yes, the meaning of the existence of SQL is to allow the sales side to verify the MQL transferred from the market side; if it is the correct MQL, it can be converted into SQL, at least for start-ups with a small number of customers, should do.
Why divide like this?
There is a concept involved here, that is, return; the reason why most TOB companies design the SQL stage is because it is also equivalent to the buffer stage between the two organizations of marketing and sales; many people complain that sales and marketing are fighting each other, the reason That is, the definition of MQL to SQL is not clear.
For illegal MQL, that is to say, the lead transferred from the market does not have the conditions for transfer out, for example: the phone cannot be connected; then, the lead will be returned to the market for cultivation, and it will not be counted. Into the performance appraisal, because he is an illegal MQL.
Next, is the conversion of SQL to business opportunities
We define business opportunities as follows:
Determine the demand and number of people to purchase products;
Correct company name.
These two conditions must be met at the same time, because this is also the basic condition for being able to make a quotation.
It can also be understood as: customers who can quote can be converted to business opportunities and continue to follow up.
How to promote the transformation of SQL to business opportunities?
Set up rules.
Our average transaction cycle is one month. If we haven't completed the signing for more than a month since we obtained this lead, this customer is in danger.
Therefore, from the stage of SQL to business opportunities, I can only stay for a week at most.
If more than a week, if it is not converted into business opportunities, it will be returned to the high seas to continue to cultivate; there are special circumstances that must be reported and approved by the superiors before it can be extended for another week; the extension can be extended twice at most, and the leads of each sales application extension cannot be extended. more than 10.
In this way, the leads in the hands of the sales staff will flow completely, and there will be no situation where the old sales resources are too many, the customers in their hands cannot follow, and the new people have no customers to follow.
At the same time, because of this "one-week rule", they must work hard to complete the advancement of the state, or convert them into business opportunities, or release them back to the high seas; and the rest in their hands will always be those "most worthy of follow-up customers" ".
After a lot of follow-up analysis before, I found that in 63% of the cases, the customer status was not promoted because there were too many customers in hand and the follow-up was neglected.
After communication, they found that they were unaware of this matter, or in other words, they did not consider it. It was not that they did not follow up on purpose, but that their energy was too scattered; although the workload was saturated every day, they did not know their energy. How should it be distributed; and for the sales champions with outstanding performance, their ability in this regard is obviously stronger.
That is, knowing how to allocate one's energy, which one to follow up today, and what to push forward tomorrow, is very clear; but obviously, not everyone has this ability, so we need to help as much as possible from the organizational level They sort out; and the "one-week rule", although it may harm the interests of older salesmen with more resources in the short term, in the long run, it is indeed very helpful for them to promote customer progress.
As for this process, whether it is necessary to formulate SOP or not, I think it is enough to leave it to the salesmen to promote it. Each of them has their own set of methods. We just need to strictly enforce the "Rule of the Week".
The management of business opportunities and orders can also be subdivided into different levels, but for start-ups, there is still no benefit in dividing them too finely. It only needs to be simply divided into layers; of course, at the business opportunity level, it also involves a win The concept of rate - win rate can help us predict sales, but the premise is that the data is accurate, so we only divide a few typical stages.
First, the business opportunity confirmation stage.