How To Generate Business-to-Business Sales Leads

July 14, 2006
  1. Planning:

 

You must be clear about your goals and objectives if you want to reach them. You also need to plan what you want to do and how you would do it.

For this you may need to understand your current situation, past activities, your strengths, opportunities available etc.

  1. Targeting:

 

You also need to know who you want to reach. How you target and segment your market would have enormous impact on your expenses and the efficacy of your tactics. This would require research and analysis of the target market and competition.

  1. Developing Alternatives / Options:

 

There are many ways to reach your prospects and appeal to them to make them interested in your offerings.

However, not all of these options would be feasible. Based upon previous two activities you need to identify the options that would be most effective given your budget, resources available and target market.

  1. Implementation:

 

This is where you would need to do the media selection and develop creative for your sales lead generation campaigns.

This would also include testing, results analysis, and production control.

     5. Follow-Up / Relationship Building:

 

This deals with response capture and response conversion. In this the stage you generate and capture responses and build relationship with your prospects.

The response management is a very crucial part of your sales leads generation program as it converts sales leads into revenue.


SugarCRM Named One of Top Innovative Private Companies

July 14, 2006

AlwaysOn today announced the AO100 Top Private Companies for 2006. The fourth-annual elite AO100 list was compiled by the AlwaysOn editorial panel. In order to make the AO100 list, companies had to be peer-nominated, with AlwaysOn receiving more than 1,000 nominations from venture investors, investment bankers and other industry experts.


Old Marketing Logic / New Marketing Logic

July 14, 2006

Old Marketing Logic

  • Emphasises value-creation at point of delivery
  • Communicates mostly tangible value through attributes of the product
  • Focuses on transaction and exchange value
  • Can’t help but provide asymmetric Information (selective communication of product value attributes to stimulate desired customer response)
  • Customers are viewed as passive objects or resources to be acted upon and owned for lifetime value
  • Aims to merely satisfy the customer through mixing the firms marketing resources (4P’s)
  • Manipulates the language and systems of relationship marketing to suit own ends
  • Places primacy of firm over customer value

New Marketing Logic

  • Emphasises engagement and exchange of intangibles such as skills, knowledge and processes
  • Provides “offerings” which generate experiences which create personalised value
  • Generates a two-way flow of value between firm and customer, therefore values these interactions as learning investments
  • Moves into the customer sphere of “value-in-use” by assisting the customer to derive value from multiple, ongoing interactions with the firm and its products and services
  • Focuses on assisting customer to achieve multiple experience desired outcomes, which vary according to unique customer events and contexts
  • Develops customer capabilities and makes knowledge the primary source of competitive advantage
  • Aligns business partners with the customer’s view of value
  • Creates mutual alignment and a blurring of roles between firm and customer and the co-creation of value
  • Marketing shifts to centre stage as an holistic organising process of value-creation

How to learn from your mistakes

July 14, 2006
  • Accepting responsibility makes learning possible.
  • Don’t equate making mistakes with being a mistake.
  • You can’t change mistakes, but you can choose how to respond to them.
  • Growth starts when you can see room for improvement.
  • Work to understand why it happened and what the factors were.
  • What information could have avoided the mistake?
  • What small mistakes, in sequence, contributed to the bigger mistake?
  • Are there alternatives you should have considered but did not?
  • What kinds of changes are required to avoid making this mistake again?What kinds of change are difficult for you?
  • How do you think you behavior should/would change in you were in a similar situation again?
  • Work to understand the mistake until you can make fun of it (or not want to kill others that make fun).
  • Don’t over-compensate: the next situation won’t be the same as the last.

The four kinds of mistakes

July 14, 2006
  • Stupid: Absurdly dumb things that just happen. Stubbing your toe, dropping your pizza on your neighbor’s fat cat or poking yourself in the eye with a banana.
  • Simple: Mistakes that are avoidable but your sequence of decisions made inevitable. Having the power go out in the middle of your party because you forgot to pay the rent, or running out of beer at said party because you didn’t anticipate the number of guests.
  • Involved: Mistakes that are understood but require effort to prevent. Regularly arriving late to work/friends, eating fast food for lunch every day, or going bankrupt at your start-up company because of your complete ignorance of basic accounting.
  • Complex: Mistakes that have complicated causes and no obvious way to avoid next time. Examples include making tough decisions that have bad results, relationships that fail, or other unpleasant or unsatisfying outcomes to important things.

Helpline Numbers -7 BLASTS ROCK MUMBAI; 146 DEAD, 403 INJURED

July 11, 2006

Mumbai Blasts

Mumbai Helpline Number: 022-22005388

Western Railway helpline numbers: STD Code:022 – 23004000, 23014373

IBNLIVE

NDTV


The Mumbai Blasts – SMS Message Board

July 11, 2006

To post your emergency message on this page sms SOS followed by your message to 7333

Rediff


Helpline Numbers -7 BLASTS ROCK MUMBAI; 146 DEAD, 403 INJURED

July 11, 2006

Mumbai Helpline Number: 022-22005388

Western Railway helpline numbers: STD Code:022 – 23004000, 23014373

IBNLIVE

NDTV


The Mumbai Blasts – SMS Message Board

July 11, 2006

To post your emergency message on this page sms SOS followed by your message to 7333

Rediff


Small Businesses Ignore IT at Their Peril

July 6, 2006

A survey shows that, among outfits with fewer than 50 employees, 13% have no e-mail and 30% avoid the Internet in general

One in four small companies – those with less than 50 employees – admits to finding it hard to keep up with changing technologies, according to a recent survey commissioned by Lloyds TSB Business. More than one in 10 (13 per cent) still don’t use email and nearly a third (30 per cent) eschew the internet. Nearly one in five said technology has taken the ‘personal touch’ out of working relationships, according to the research.

Only a third of small companies use the web to generate business and only 28 per cent said investment in IT has helped them develop new markets.

But even if they aren’t up to speed on the latest gadgets, two-thirds of small businesses admitted they would not be able to operate without their current level of investment in IT – and nearly half said using IT had helped them cut costs.

Half of the small businesses surveyed had spent less than £5,000 on IT – including computers, software and internet connections – over the past 12 months. Companies in the business services sector were the biggest spenders, with a quarter spending more than £20,000 over the past year, compared to only 17 per cent of manufacturers – and five per cent of retailers.