Feedabo Services Presentation

Copyright ©2008 FeedAbo, Corp. | CONFIDENTIAL

Specialized Managed Marketing and

Technology Buyer Acquisition Services

2Copyright ©2008 FeedAbo, Corp. | CONFIDENTIAL

Not Enough

Actionable

Leads

Long Buying

Cycles

Need to Explore

New Marketing

Channels

Poor Performance

Of Rental Lists

Time To Market

Pressures

Lack of pre- and

post-event

communication

discipline

Need to Enter

Global Markets

Cost-Effectively

Outdated contact

databases

Marketer GoalsLead Quality

Data-Driven Approach

Cost Management

Technology Marketer’s Business is Challenging Ever Than Before


Addressing Critical Needs of Technology Vendors

Does your organization need to…

Build Sales Pipeline Get a Predictable flow of actionable sales leads

Increase Quality of Leads

passed to SalesImprove % of sales leads who are truly qualified (have budgets

and needs)

Expand Marketing Portfolio

Explore New Marketing Channels (Web 2.0, Blogs, Professional

Social Networks)

Expand Existing Channels

Re-purpose offersRe-purpose content, tap into new channels, execute new

campaigns

Increase Marketing Cost

Effectiveness

Improve Pipeline Quality

Reduce Cost of Pipeline Nurturing

Move to New Marketing Technology Platforms (Eloqua,

ExactTarget)

Consider Managed Marketing

Options

Evaluate Different Managed Marketing Options

Execute Managed Marketing Strategy


FeedAbo: Fact Sheet

• FeedAbo stands for “feeding technology vendors with leads”. “Abo”

is “subscription” in German.

• Private US corporation, owned by management

• Serving only software/IT services clients

• Division of 120+ Employee Strong Parent Company

• 3 Competence Centers: White Paper/Webinar Lead Generation, Lead

Nurturing, Appointment Setting

• Proprietary, in-house list of 131,750+ IT buyers in the US and Europe

• Pre-built integrations links to Salesforce.com, Goldmine, Act! and

SugarCRM

• Country-specific teams across 5 languages (English, German, Italian,

Polish, Russian)

• In-house data cleansing team

• Headquartered in San Mateo, CA, operates locations in Chicopee,

(Massachusetts), Meridian (Idaho), and Minsk (Belarus).


Management Team

• Renat Khasanshyn, Founder and Chairman

Renat is currently on the Board of Directors of Apatar, Inc, Altoros Systems, Inc. While CEO at Altoros Systems, Renat designed and managed outsourced teams in Eastern Europe for Autodesk, Hewlett-Packard and Sony. Previously Renat was VP of Engineering at PriMed. Most recently Mr. Khasanshyn was selected as a finalist for the 2007 Emerging Executive of the Year award by Massachusetts Technology Leadership Council.

• Chad Huemme, VP of Lead Generation Solutions

25+ years in IT industry. Prior to joining FeedAbo, Mr. Huemme was General Manager for Interactive Media division at RR Donnelley/Banta Corporation, COO at On-Demand Solutions, Inc, Managing Director at KAO Infosystems, Inc. Mr. Huemme started his career at Lotus Development Corp.

• Ken Ashley, VP of Webinar Solutions

25+ years in IT and software industries. Prior to joining FeedAbo, Mr. Ashley was a co-founder of Modern Age Books (now Skillsoft), an early pioneer in electronic book technology and Managing Director/President of UbiQ Inc. Mr. Ashley has track record of building successful worldwide sales and distribution organizations.


Customers

“My in-house sales team began receiving high-scored

prospects just five days after our dedicated team at

FeedAbo “turned on” its engines. Thank every

one of you, my team, for promoting our webinars and

white papers. I’m very satisfied with quality of our

pipeline. The win ratio has been great so far.”

Julia Guzman, VP of ISV Marketing


Tactical vs. Strategic View at Managed Technology Marketing

Marketers are looking at Global Managed Marketing as a way to do

more for less

Tactical View

(Project-by-project)

• Short term project-based view

• Focus on cost reduction

• Significant overhead may

outweigh cost savings

• Not sustainable in the long run

Strategic View

(Long Term Partnership)

• Long term strategic ROI view

• Focus on 3rd party leverage, on

Time to Market, then on cost

• Benefits far outweigh costs

• Sustainable time and cost

efficiencies

Vs.


FeedAbo Services

Sales Pipeline

Development

1. Lead Generation, Appointment Setting

2. Event Registration and Event Follow up

3. Product/Service launch, Awareness

campaigns

Sales Pipeline

Administration and

Automation

1. E-mail and direct mail blast follow up

2. Lead nurturing with email newsletters

3. Contact list collection, cleansing and

updates


FeedAbo Solutions

Webinar/Seminar

Campaigns

Get qualified IT Buyers to learn about,

register and attend your events. Receive leads

in real-time.

White Paper

Campaigns

Generate qualified leads through distribution

of educational white papers, qualification of

recipients and nurturing pipeline

Marketing to European

IT Buyers

Deliver your marketing message to European

IT buyers in way that they can understand,

qualify and pass quality leads to sales

Pre- and Post-Event

Communications

Qualify and nurture qualified buyers before,

during and after lead-generating event

Pipeline Nurturing,

Appointment Setting

Nurturing service for leads that did not meet

qualification criteria during

webinar/seminar/white paper campaigns.


A Strategic View Can Reconfigure Your Value Chain

Creation of

Marketing Campaigns

Execution Of

Marketing Campaigns

Disruption: De-coupling of Value chain

Global partner brings to vendor:

Extended marketing campaign

cycles on a global time frame

Management of campaign specifics,

team performance

Hiring, selection, management, and

administration of global teams

Benefits to technology vendor:

Free up in-house team, focus on core

competence - marketing research,

testing new channels (blogs, podcasts,

Web 2.0), design new offers, write copy

(white papers, webinars), sign-up

speakers, dig deep into data

Assist your sales force/product

engineering team

Focus On Your Core

CompetenceSpend 80% of Your Time on Marketing Strategy, Process Design

and Management, 20% on Communication

Leverage a Global Partner To

Execute CampaignsHave Partner Spend 80% of Their Time to Execute Campaigns,

20% on Communication With You


Execution Models

Telemarketing Shops

• Low value add

• Low quality of leads

• Lack of industry (e.g.

middleware)/offer-type (e.g.

webinar) specific expertise

• Good for B2C products/services

Strategic Partnerships

• Good to accelerate marketing

innovation

• Partnership across multiple

initiatives (Webinar, White

Papers, List Data Services,

Podcast syndication…)

• Long term strategic impact

Tactical Staff Augmentation

• Head-count replacement shops

• No strategic impact

• More expensive in long term

In-House

• In-house teams working long

hours

• Cannot leverage time and cost

efficiencies of a global model

Collaboration

Business

Benefits

High

Low

Low High


Turning Relationship from Tactical to Strategic

Many aspects of marketing process lend themselves to being delegated to a partner while others

clearly do not.

Marketing Campaign/Offer Design

Marketing Maturity Assessment

Explore New Marketing Channels (Web 2.0, blogs…)

Marketing-Centric, Innovation Oriented Execution-Centric, Production Oriented

Creative Design

Pre-event communications

Pipeline Management

Lead Scoring

Support of Sales Team

Internal FeedAbo

Marketing web-infrastructure (landing, blogs)

Pipeline Nurturing

Integration of pipeline into CRM

Data Cleansing

Lead Qualification/RSVP Calls

Marketing Strategy

Marketing Process Design and Mgmt


Specialty Skill to Compliment Your Value Chain

Qualified, Actionable Leads

Leads with

Scores

In-House Data Acquisition/Data Cleansing Team

Technology Marketing Expertise

Team

Continuous Nurturing

© FeedAbo, Inc.


Value-added Offering: Dedicated Nurturing SWAT-Team

Receive face-to-face time with educated executive decision makers.

Verification of updated score, setting up appointment/conference call

Automatic, dynamic score update upon based on single/double trigger question (typically timing (Immediate, 0-3m, 3-6m)

Problem 80% of leads in pipeline are not qualified (their score is too low),

and they are not educated about company value proposition

Solution Continuous, automated nurturing effort with human value-add:

Re-purpose content to educate pipeline on a regular basis

Primary Vehicle Email (message delivery), Microsite (dynamic score updates)

Secondary Vehicle Telephone (qualified lead verification, appointment setting)

Process 3-step newsletters/quarterly calls nurturing campaign

Initial Team

Structure (FTEs)

¼ Consultant, 1 Content/Process Manager, 2 Telemarketers

Process:


Sample Statement of Work for Webinar Management

Sample Webinar Statement of Work

Marketing Audit Webinar Maturity Assessment

Promotional Plan Campaign Schedule

Profiling (Define Ideal Customer, Qualified Lead)

Scoring Questionnaire

ROI Metrics

Media Plan Media Plan. Placement, In-House List Pulling

Pre-event Deliverables Dedicated Account Manager/Dedicated Team

Weekly Status Report

Speaker Communication/ Rehearsals

Professional Event Announcer

Pre-event Creative Development Event Logo/Graphic/Promotional Copy

Email Campaign (Confirmation, Reminders, Registration,

Follow-up)

RSVP Call Reminders (Script Development)

Microsite Deliverables Landing Page

Branded Registration Microsite

Event Marketing Email/Direct Mail Messaging

Lead Scoring

Qualification Calls to Clicks with no Registrations

RSVP Call Reminders

Real-time Click-through Reporting

Post-event Deliverables Reconciliation of Registrants vs. Attendees

Real-time Access to Pipeline, Export into MS Excel

Pre-built integrations links to Salesforce.com, Goldmine,

Act! and SugarCRM.

Post-event Executive Report

Additional Services Lead Nurturing

Survey Marketing Production

Event Archiving


Step 1: What Are Your Goals/Needs/Wants?

PurposeLaunching new business unit or product (market research/product introduction)Grow sales pipeline (lead generation/qualification)Enhance efforts of outside sales representative (appointment setting)

Approach to implementing a telesales projectTest the concept by starting with a controlled pilot phaseor Start with controlled pilot phase – goal to scale up the operation as quickly as possibleorShort-term project for a specific campaign or period of time

The target marketGeographic AreaSize Company (employees/revenue)Vertical Industries

Target contact(s) within the target marketManagers & DirectorsExecutives (VPs & Department Heads)Senior Executives (SVPs, EVPs & Presidents)CXOs (CEOs, CFOs, COOs, CIOs)Other: ______________________________

Specific measurements of successNumber of meetings with qualified contactsNumber of qualified opportunities in the pipelineNumber of closed opportunitiesClosed business in terms of dollar value


Step 2: Knowledge Transfer

• Expectations:

• Statement of Work – lead generation, lead qualification, appointment setting, etc

• Executive Expectations - short-term, mid-term, long-term

• Communication:

• Frequency and methods of interaction – how information is conveyed

• Reporting – type of information required, if any

• E-mail / Calendar set-up – access to server or internal back office support

• Challenges and Objections

• Any challenges in the industry today that would be beneficial for us to know

• Typical objections from prospects / successful turnarounds

• Differentiating Factors

• Who is the competition?

• What is your 30 second “elevator pitch”?

• How do you differentiate your company in the marketplace?

• Parameters of Project

• Database Development – target prospect, territory, size company

• Qualification Process – qualifying questions, scoring formula

• Timeline of Events

• Next steps – develop talking points, review of talking points, projected start date


FeedAbo Difference

In-House Database

• 131,750+ IT buyers in the US and Europe

• Only rented, never sold

Our Competitors Get Data This Way:

Self policing

• Rely on the last submitted entry

• Accurate record is replaced by the latest upload

Staff Validation

• Limited staff for validation

• Cost is prohibitive in the US

• Huge effort to regularly scrub millions of records

Data extracted from public filings

• Typically only senior level execs

• Not validated regularly

Data Cleansing

FeedAbo

Linkedin

Spoke

Conta

cts

in D

ata

base

PERFORMANCE THRESHOLD

30M +

15M+

5M-15M

0-5M

HarteHanks

Hoovers

Database Size

One-of-a-Kind In-House

Database/Nurturing/Cleansing Process

Jigsaw

© FeedAbo, Inc.


Proven Approach

Industry Best Practices

New Product Launches

Dynamic Scoring and Nurturing

Lead Generation for A Complex Sale™,

S.U.R.E.-Fire Direct Response Marketing

“Past Technology Marketing”

Lessons Learned

Current Customers

IBM

Lotus

On-Demand Solutions, Inc

UbiQ Inc.

Client Embraced…

Methodologies

Approaches

Tools

Standards

Culture

Client’s Lessons Learned

Communications

Hand Offs

Staffing

Client-Specific Approach

*Numerous employees have significant past technology marketing/technology event management experience.


Engagement Models

FeedAbo objective is to engage only with customers that achieved a certain marketing process

maturity (e.g. have quality marketing offers, processes, lead scoring in place) and to develop

short-term tactical relationships into long-term strategic relationships and to help clients stand on

their own offshore when ready.

In-House

Marketing

Staffing

Build Operate

Transfer

Dedicated

Marketing Team

Project-Based

Engagements

FeedAbo supports all of these business models

Pay for

Performance

© FeedAbo, Inc.


Managed Marketing: Various Myths Vs. Reality

The Commodity

Myth

“Outsourced marketing is only

good for low-value, B2C

commodity telemarketing.”

•High value activities can be outsourced

•FeedAbo has successfully built mission-critical

marketing teams globally

The My People

Myth

“Outsourcing will bring the

morale down of my

employees.”

•Think to increase capacity, not replace head-

count

• Over-Communicate. Set & manage expectations

The Right Time

Myth

“We are not ready yet. We

are testing our new campaign

is in early phases.”

•It is not too early for your competitor

•Engage early to gain feedback and establish

collaborative processes

The Cost Savings

Myth

“The cost savings are absent

or dissipate with time.”

•Significant cost savings that grow with time

•FeedAbo clients have gained 30% to 40% cost

savings

The High Touch

Myth

“Marketing innovation can

only be driven by in-house

team.”

•Successful track record of marketing innovation

•In-house talent that can manage such projects is

abundant


The Risks & Mitigation Strategies

Strategic Risks

• Set clear and reasonable objectives

• Don’t do it just to save money. Leads that cost less can end up most

expensive

• Get Executive and BOD buy in

• Do a lot of due-diligence: meet the leadership, talk to their clients.

• Pick the right vendor for the right job

Operational Risks

• Don’t throw it over the wall. Collaborate.

• Establish an relationship roadmap based on performance

• Communicate clearly, honestly and as often as possible

• Don’t expect miracles. Everyone stumbles early in the process

Internal HR Risks

• Avoid the “Survivor” Syndrome in your key employees

• Proactive Over-Communication to manage expectations

• Re-train your brightest stars to leverage them even more


Why FeedAbo?

Laser-focused on delivering best leads to technology vendors

Strong management team

Proprietary, in-house list of 131,750+ IT buyers in the US and

Europe

In-house data cleansing team, one-of-a-kind approach to marketing

list management

Pre-built integrations links to Salesforce.com, Goldmine, Act! and

SugarCRM

Country-specific teams across 5 languages (English, German,

Italian, Polish, Russian)

Unique combination of US (3 locations) and Eastern Europe (1

location) enables our teams to deliver solutions which are best of

class and scalable.

Corporate fiscal and operations discipline

Feedabo Services Presentation

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