Focus Research ©2010

Focus Research

October 2010

Contributing Experts:Ardath AlbeeMichael BrennerMichael DamphousseChristopher DoranBarbra GagoSteve GershikSue HayMatt HeinzCarlos HidalgoJon MillerAdam NeedlesTom ScearceMatt WestSteve Woods

Focus Experts’ Guide: Sales and Marketing Pipeline and Funnel Models

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 2Focus Research ©2010

Introduction

Welcome to our the first edition of the Focus Marketing & Sales Book of Funnels. We are very excited about what we have created and the

foundation it lays for future editions.

Focus.com CEO Scott Albro manages his executives with a simple adage: “Put it in a one-page picture.” The concept of the one-page picture

becomes a brilliant exercise for Scott’s department heads to create a sensible framework for how their department will function. Depicting a

marketing or sales process in a single picture is just as challenging, and brings similarly powerful results.

To create this book, Focus.com reached out to its Focus Expert Network and asked members to submit their version of the funnel. We gave them

no instructions about what the funnel should look like, only that it had to fit on one page. I think you will have as much fun as we did seeing the

results, from Carlos Hidalgo’s “stairstep” picture to a traditional funnel from Jon Miller to a “cloud” from Mike Damphousse to the “champagne

glass” from Michael Brenner.

Every organization should make the effort to depict its revenue funnel on one page. It serves as the basis of your sales and marketing strategy;

once you understand your funnel, you are better informed about what metrics you should concentrate on, resource decisions and planning.

I have two hopes from this exercise: 1) that there are some thought-provoking ideas for you to take back to your organization, and 2) that

you create such a terrific funnel you can be included in the Book of Funnels Part II, which will have five times as many submissions as we

received for this one.

Special thanks to all of our contributors, Focus.com Sales Development Manager Sarah Miller and Contributing Editor Alec Wagner. We hope you

enjoy the Focus Marketing & Sales Book of Funnels.

— Craig Rosenberg, Leader, Focus Expert Network

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 3Focus Research ©2010

Table of Contents

Readjust Your Perspective to the B2B Buyers’ Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 4

The Division Between Marketing and Sales Is a Myth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 5

The Days of the Funnel Are Thing of the Past . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 6

The ‘Living Funnel’ Responds to Business Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 7

Engage Your Customers to Create Evangelists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 8

View Your Funnel from Above . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 9

Lead Scoring, Progressive Nurturing Promote Qualified Leads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 10

Expand Each End of the Funnel for Long-term Yield . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 11

Make Lead Nurturing Part of Your Equation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 12

Keep Leads Moving through Your Funnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 13

Buyers 2.0: Blazing Their Own Trail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 14

Today’s Bottom-Feeders Are Tomorrow’s Surface-Feeders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 15

Follow the Four R’s: Reach, Responses, Relationships and Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 16

Define Buying Stages and Look at Conversion Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 17

About the Focus Experts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p . 18

All illustrations and visuals in this Focus Experts’ guide copyright © 2010 of their respective companies.

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 4Focus Research ©2010

Readjust Your Perspective to the B2B Buyers’ Experience

Instead of orienting your funnel to a sales

perspective, focus the stages of the funnel

on your B2B buyers’ experience.

When your funnel is focused on meeting

the needs of all the people involved in the

decision, you’ll see a swelling in the middle,

instead of the constriction that indicates

fallout in traditional funnels.

The Buyer-Experience Funnel:

• Interest: Get prospects to take a look at

what you offer.

• Attention: Convince them to opt-in. Notice

that fallout occurs here when they choose

to continue or not.

• Value: Instantly recognizable value

increases willingness to engage.

• Engagement: Prospects spend more time

and mind-share with your content.

• Buying committee involvement: Your funnel swells as influencers interact to gain consensus.

• Conversations: Sales steps in to drive momentum to purchase based on interests expressed. The funnel narrows to core decision-maker participation.

• Purchase: Buyers choose to partner with your company.

— Ardath Albee, CEO and B2B Marketing Strategist at Marketing Interactions, www .focus .com/profiles/ardath-albee/public/

The Division Between Marketing and Sales Is a Myth

Start Earlier in Buying Cycle

Continue After Sale

Drive More Efficient Demand & Less Leakage

INQUIRIES

LEADS

PIPELINE

PURCHASE

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 5Focus Research ©2010

To our customers, there is no such thing as a funnel.

Marketing and salespeople use the funnel to depict

how we manage demand through different phases.

But there is no hard distinction. In some cases, sales

generates inquiries and marketing can close revenue

without salespeople getting involved (e-commerce).

So what does this mean for the traditional funnel?

The traditional funnel is marketing-focused with a

large top in a wide V-shape, like a martini glass.

• Because customers buy from brands that they

trust, we need to focus on engaging potential

customers in a relationship earlier in the buying

process, even prior to a demand signal.

• We must remove the false distinction between

marketing and sales funnels. There is just one funnel

from contact to sale, aligned to customer needs.

• When we deliver against customer needs, our

efficiency increases as we convert more inquiries

to leads and more leads to revenue. This happens

because customers tell us when they are ready to

buy and our funnel is built to move them through

the buying process.

• This creates a funnel shaped more like a

champagne flute that drives efficient demand on a

continuous basis.

— Michael Brenner, Director of Online/Social Media at SAP North America, www .focus .com/profiles/michael-brenner/public/

The Days of the Funnel Are Thing of the Past

With the advent of social, sales and

marketing 2.0 techniques and tools,

optimized inbound marketing strategies,

and a much more sophisticated buyer, the

days of a funnel are gone.

• Buyers put themselves in the funnel

where they want to be. They jump around.

The influence of content and word of

mouth jumps them from side to back and

down again.

• The demand-gen funnel is now in the

cloud. As marketers, we must constantly

measure the status of the cloud and

make adjustments. We must combine

strategies and tactics in order to

maximize our results.

• We harness the chaos to our advantage.

We control the demand-gen cloud.

— Michael Damphousse, CEO/CMO of Green Leads LLC, www .focus .com/profiles/michael-damphousse/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 6Focus Research ©2010

The ‘Living Funnel’ Responds to Business Changes

• Manticore approaches the funnel in an

integrated manner. Sales and marketing

must work together to generate demand.

In our funnel, marketing focuses on three

components:

• Delivering a consistent flow of qualified

leads to sales

• Helping sales close more deals through

sales-enabled lead nurturing programs

• Delivering value-added content to

prospects at various stages of the

pipeline to keep Manticore top-of-mind.

• Through this approach our teams become

heavily dependent on one another. The

sales and marketing team work together

on content and messaging for the

various nurtures. The funnel at Manticore

Technology is a living object that changes

as business conditions evolve

— Christopher Doran, VP of Marketing at Manticore Technology, www .focus .com/

profiles/christopher-doran/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 7Focus Research ©2010

Engage Your Customers to Create Evangelists

This funnel puts as much emphasis on the

bottom as the top. Why? Customers are in

the community you are trying to engage.

You want to engage the community,

but you also want to create customer

evangelists to engage the community on

your behalf.

• This funnel focuses on building

community to convert targeted prospects

into leads.

• After purchase, the goal is to convert

customers to evangelists through added

value and community development.

• In this funnel, ultimately “community”

and “evangelists” overlap when the

evangelists go back into the community

to advocate for your brand.

• This funnel has marketing engaged much

deeper than traditionally–way into lead

nurturing, and then picking up customers as they come out the other end, to develop customer-focused community.

• Since this funnel starts with community, it incorporates all organizations within the company that are customer-facing: marketing, sales, support, success and executives.

— Barbra Gago, Social Media Manager of Cloud9 Analytics, www .focus .com/profiles/barbra-gago/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 8Focus Research ©2010

View Your Funnel from Above

• At 28Marketing, we imagine a viewed-

from-above image of the traditional

sales funnel.

• Looking at the progression of prospect to

lead to opportunity, we realized that old

models didn’t conform to today’s buyer

behavior, where customers may engage

with the company at various levels,

become viable sales leads earlier or later

than we would expect, or even become

longer or shorter duration sales.

• The new 28Marketing funnel looks down

into the buying system, where individuals,

companies, leads and customers

accumulate at levels, spend time there,

and then move forward or backward,

depending on their needs, interest and

the ability of our company to serve them.

— Steve Gershik, CEO of 28Marketing, www .focus .com/profiles/steve-gershik-1/

public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 9Focus Research ©2010

Lead Scoring, Progressive Nurturing Promote Qualified Leads

• To increase revenue and shorten your

sales cycle, put together a clearly defined

and agreed-upon lead management

process with marketing automation and

sales force automation tools.

• To reach targeted sales and marketing

leads, be sure your lead-nurturing

campaigns are based on content

that is segmented, mapped to their

interests, and relevant to their stage in

the buying cycle.

• Progressive nurturing develops a

comprehensive dossier on leads in

the pipeline. That, combined with lead

scoring, will provide you with a list of

leads that are more qualified and ready

to send to sales.

• Avoid missed opportunities by ensuring

that leads deemed “not ready” are given

a second chance by returning them to a

nurturing campaign.

• An effective lead-management process, combined with market automation and SFA tools, makes it easier to identify opportunities to up-sell and cross-sell.

• This combination of “people and process” not only gives you clearer visibility into the pipeline, it makes it possible to measure accurately marketing’s impact and the ratio of

marketing spend to revenue earned.

— Sue Hay, CEO of BeWhys Marketing Inc ., www .focus .com/profiles/sue-hay-1/public/,

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 10Focus Research ©2010

Expand Each End of the Funnel for Long-term Yield

• You want a funnel that represents far

more than the active sales cycle. Include

various stages of prospect engagement

based on your understanding of their

current needs, problems and triggers.

• For every qualified, ready-to-buy lead you

manage, you likely also have three to five

qualified but not-ready-to-buy leads. Have

a strategy to engage them where they

are, until 1) they’re ready to move forward,

or 2) they understand and trust you well

enough to engage.

• The traditional sales funnels also only

reflect half of the story. What about

repeat purchases? Referrals? Word-of-

mouth opportunities that turn one sale

into four? That first sale may be the

narrow part of the funnel, but if you

know what you’re doing it widens again

significantly from there. Renewals, repeat

purchases, referrals, and so forth.

• Worry today about how much you can

naturally drive through the middle, but put

even more focus long-term on expanding

each end of the funnel to maximize

long-term yield.

— Matt Heinz, Principal at Heinz Marketing LLC, www .focus .com/profiles/matt-heinz/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 11Focus Research ©2010

Make Lead Nurturing Part of Your Equation

The development of a funnel starts with

the revenue that marketing needs to

produce to help sales meet their quota.

Organizations can then work backward

through every stage to determine what is

needed to meet these goals.

• This must be a collaborative effort

between marketing and sales to

determine the goals and percentages

of conversion (benchmark metrics will

be key for conversion goals). Then both

marketing and sales will be able to track

success, see where any weak links are

and improve planning and budgeting.

• In addition to linear lead planning,

companies must begin to develop a

funnel approach with lead nurturing as

part of the equation. Nurturing will affect

all areas of marketing and sales including

lead forecasting, forecasting for quota

attainment, ROI analysis and marketing

budget allocation.

• The nurturing component will improve the lead quality and also provide a lead pipeline that will be managed by marketing.

— Carlos Hidalgo, President of The Annuitas Group, www .focus .com/profiles/carlos-hidalgo/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 12Focus Research ©2010

Keep Leads Moving through Your Funnel

Marketo’s funnel is key to the success of

our organization. Some important details

to note:

• Don’t let leads sit in any one place in the

funnel. Leads should be moving – making

sure they are not forgotten and that you

can measure results of programs and

processes.

• Learning is a two-way process. Use lead

nurturing to educate prospects about

your marketing, and actively learn about

prospects’ preferences and needs as they

interact with your content.

• Automate the process by using lead

scoring to move leads to the next stage.

Encourage engagement with lead

nurturing.

• Lead recycling is powerful — it allows

sales to spend their time with the best

leads and utilizes marketing to develop

the sales pipeline for the coming months.

— Jon Miller, Vice President of Marketing at Marketo, www .focus .com/profiles/jon-miller/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 13Focus Research ©2010

Buyers 2 .0: Blazing Their Own Trail

• Buyers determine their own ‘funnel’

path: It’s common to conceptualize the

buying process as a ‘funnel,’ but Buyer

2.0 doesn’t move in such a linear or

predictable fashion; rather, buyers move

at their own pace, based on content

consumed and on organizational priorities.

• Nurturing = an iterative loop: Our

nurturing of buyers thus should be more

of an iterative process of educating and

learning more about them, and then

providing them with the information and

insights necessary to move their buying

process forward. This looks more like a

loop than a funnel.

• Marketing automation + demand

generation strategy = core components:

Marketing automation (see yellow boxes)

serves as the critical infrastructure for

enabling this type of dynamic, buyer-

driven B2B nurturing, and demand

generation strategy is the architecture that determines the interactions and that governs your content-based nurturing.

— Adam Needles, VP of Demand Generation Strategy at Left Brain Marketing, www .focus .com/profiles/adam-needles/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 14Focus Research ©2010

Today’s Bottom-Feeders Are Tomorrow’s Surface-Feeders

• The sales team creates value by attaining

or exceeding its revenue, gross margin,

and product mix objectives.

• To help sales succeed, we need to help

them focus their most precious resource

(time) on the best sales opportunities.

• “Best” can mean many things, e.g., the

highest average selling price, most

profitable accounts, interest in a new

strategic product line, or simply the most

“ready to buy.”

• We can sometimes buy quality leads,

but every company needs to build the

process acumen that makes sales

success repeatable.

• Notice that in the graphic, the sales VP

is “fishing” at the top of the barrel of

leads, not wasting precious time on the

“bottom-feeders” (who are tomorrow’s

surface-feeders).

• The result is a money multiplication machine that efficiently converts marketing investments into leads, leads into deals, and deals into revenue.

— Tom Scearce, Principal at Scearce Market Development, www .focus .com/profiles/tom-scearce/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 15Focus Research ©2010

Follow the Four R’s: Reach, Responses, Relationships and Revenue

In today’s Web-enabled market, buyers

are more informed than ever, directly

accessing information about the market,

your competition, and, most importantly,

your solutions. With tools like social media,

sales also gets involved much earlier in

the process. Plus, with tools like marketing

automation, marketing remains involved

much longer in the process.

The funnel no longer begins with known

prospects. By tracking prospects above

the funnel, marketing can accurately

score leads, place them in the appropriate

nurturing path and track ROI from initial

click to deal close; while sales can

appropriately follow up with ready prospects.

The “Four R’s” allow marketers to:

• Extend reach with social media, online

ads and paid search;

• Elicit responses to drive prospects to their

Web site;

• Build relationships through intelligent lead

nurturing;

• Drive more revenue by better-arming sales with truly sales-ready leads.

— Matt West, Director of Marketing at Genius .com, www .focus .com/profiles/matt-west/public/

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 16Focus Research ©2010

Define Buying Stages and Look at Conversion Rates

• The main goal in building a model of the

buying funnel is to provide a framework for

analyzing marketing’s effect on revenue.

Different campaigns trigger different

actions. All valuable, but measuring their

value requires a different approach than in

simple buying processes.

• The first key step is to understand where

each person is in the buying process and

that the stages of the funnel will differ

between businesses.

• Once buying stages are defined, you can

look at conversion rates to understand

the value of a lead at different stages.

For example, if a deal is worth $10,000,

and an MQL has a 10 percent conversion

rate to a deal, it is worth $1,000. (Values

are based on the conversion rate of the

funnel stage through to close.)

• With this established, it is possible to see

the value of a buyer’s movement through

the funnel. For example, if a buyer moves

from “mildly interested” ($100/lead) to

“marketing qualified lead” ($1,000/lead), their value has increased by $900.

• If a campaign triggered that transition, the easiest way to look at the value of the marketing campaign is that it added that much value to your lead funnel.

— Steve Woods, Chief Technology Officer of Eloqua, www .focus .com/profiles/steve-woods/public/,

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 17Focus Research ©2010

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 18Focus Research ©2010

About the Focus Experts

The Focus Expert Network powers much of the activity on Focus.com. Consisting of thought leaders, veteran practitioners and upstart innovators,

Focus Experts help thousands of businesses with tough decisions every day. They do this by publishing Focus Research, answering questions on

the site, and providing personalized support to the Focus community.

Ardath Albee uses her 20-plus years of business management and

marketing experience to help B2B companies create e-marketing

strategies using contagious content to turn prospects into buyers.

Company URL: www.marketinginteractions.com

Blog: http://marketinginteractions.typepad.com

Twitter: @ardath421

Michael Brenner has16 years of experience in sales and marketing,

and his common focus has been using customer and market insights to

drive results-based marketing and to produce a return on investment.

Company URL: www.sap.com

Blog: www.b2bmarketinginsider.com/

Twitter: @brennermichael

Michael Damphousse is a consummate sales and marketing

executive, leading the growth of Green Leads while sharing B2B

demand generation knowledge with others.

Company URL: www.green-leads.com

Blog: www.green-leads.com/b2b-blog/

Twitter: @damphoux

Christopher Doran joined Manticore Technology in 2003 as the

company’s second executive hire. He has become a recognized thought

leader in marketing automation and B2B marketing best practices.

Company URL: www.manticoretechnology.com

Blog: www.manticoretechnology.com/blog

Twitter: @cdoran

Barbra Gago recently joined Cloud9 Analytics, and has consulted

businesses on Web-content strategy, inbound marketing and social

media for the last four years.

Company URL: www.Cloud9Analytics.com

Blog: http://cloud9analytics.com/resources/blog/

Twitter: @barbragago, @cloud9analytics

Steve Gershik is founder of 28Marketing, and he has worked with a

number of B2B technology and cloud computing companies, as well as

HP, Apple and Oracle.

Company URL: www. 28marketing.com

Blog: www.theinnovativemarketer.com

Twitter: @sgersh

Sue Hay is founder of BeWhys Marketing, a full-service lead generation

consultancy that uses lead process management best practices, lead

scoring, persona building, content creation and mapping to achieve results.

Company URL: www. 28marketing.com

Blog: http://blog.bewhysmarketing.com/

Twitter: @Sue_Hay

Matt Heinz founded Heinz Marketing to focus on sales acceleration.

His career has been about delivering greater sales, revenue growth,

product success and customer loyalty.

Company URL: www.heinzmarketing.com

Blog: www.mattonmarketingblog.com

Twitter: @heinzmarketing

Focus / Comparison Guide / Midmarket/Enterprise ERP Solution 19Focus Research ©2010

Carlos Hidalgo is an expert in lead management and marketing

automation, with 15-plus years experience. He is a frequent speaker

and author about lead management.

Company URL: www.annuitasgroup.com

Blog: http://blog.annuitasgroup.com/

Twitter: @cahidalgo

Jon Miller leads strategy and execution for all aspects of marketing

and is a key architect of Marketo’s hyper-efficient revenue engine

(powered by Marketo’s solutions, of course).

Company URL: www. marketo.com

Blog: http://blog.marketo.com/

Twitter: @marketo

Adam Needles is a marketing change agent in B2B marketing who

helps companies develop buyer-centric demand generation programs

that drive revenue and build their brands in a bottom-up fashion.

Company URL: www.leftbrainmarketing.com/

Blog: http://propellingbrands.wordpress.com/

Twitter: @abneedles

Tom Scearce is founder of Scearce Market Development, a Seattle-

based sales and marketing consultancy. Tom has helped companies in

diverse industries of various sizes increase revenue.

Company URL: http://tomscearce.com

Blog: http://thelordoftheleads.com/

Twitter: @TLOTL

Matt West has over a dozen years experience managing B2B marketing

and demand-gen programs for tech companies, with experience in

agency/consulting and client-side marketing departments.

Company URL: www.genius.com

Blog: www.genius.com/marketinggeniusblog/

Twitter: twitter.com/m_west

Steve Woods co-founded Eloqua in 1999 and has held the position of

CTO since that time. He is a prolific writer on topics related to demand

generation and the current transitions within the marketing profession.

Company URL: www.eloqua.com/

Blog: http://digitalbodylanguage.blogspot.com/

Twitter: http://twitter.com/stevewoods

Focus / Experts’ Guide / Sales and Marketing Pipeline and Funnel Models 20Focus Research ©2010

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