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IDC CMO Advisory Service's latest best practice report, Realizing the Vision of 21st Century Lead Management, presents a newer, smarter way to conduct lead management that is better adapted to the reality of how customers buy today.  Combining proven management science methods with best practices from leading technology companies, the new model is more scientific, more data driven, more agile, more automated, more aligned between sales and marketing, and more customer service oriented, than the 100+ year-old funnel.   It's becoming common knowledge that the Internet has revolutionized B2B buyer's behavior, knowledge, and expectations. B2B marketers and sellers have outgrown the traditional funnel approach and are scrambling to adjust to the impact of the new buyer dialog.  The new B2B buyer dialog presents the following challenges for lead management: Complexity: Lead management used to consist only of qualifying leads and passing the best ones to the sales team. Now mar

To tweet or not to tweet, that is the question? Faced with a dizzying array of possibilities from twitter to facebook to YouTube, LinkedIn, flicker and others, healthcare providers are struggling with developing a comprehensive social media strategy to engage their customers. Understandable really. Some of the concern comes from not understanding the power and uses of social media and how consumers are the new paparazzi. Some comes from trying to figure out how a social media strategy fits into the overall marketing plan. Some is purely from executive ignorance in not understanding the place and uses of social media in the life of the healthcare consumer. In many cases its all of the above and others, including and by far the most pervasive, the never ending paralysis by analysis planning loop and engaging in that quest for the perfect best practice before proceeding. It's not just a facebook page, LinkedIn, blogging, web site or twitter. This is an opportunity to experiment, to de

Marketing has become technology, process, and data driven. On average, marketing operations teams at the large high-tech companies in this survey manage over a dozen major systems in an ecosystem that is rapidly evolving. The purpose of this survey was to assess the technology load on marketing organizations in terms of number, scope, and scale of systems as well as adoption, effectiveness, resources, and overall satisfaction levels. There are many interesting results from the data: Companies that take an enterprise approach to managing the customer creation process make the most effective use of their marketing infrastructures. Data-driven marketing requires many types of systems working together. They must be managed, matured, and optimized together to be most effective. Business intelligence (BI) competency is critical — it's one thing to have the data, it's another to use it. Penetration into the intended user base for each marketing system is the key: Leaders have achieved

Lead scoring is a well established technique for marketers to translate digital responses into levels of qualification for next stage outreach. For companies with no direct sales or sales cycles of 30 days or less lead scoring methodologies can be rapidly optimized around purchase behavior. For long cycle B2B sales processes, the optimization process goes only as fast as opportunity development which for many high tech companies can be 18 months or more. This is a crucial time for B2B marketers and they need to be just as exacting in how they manage the post-lead qualification journey as they are in getting prospects to the starting line. B2B marketers need to segment, message, time, and target their communications with their direct sales reps just like they do with external prospects and customers. In my previous blog post Six Key Table Stakes for B2B Sales and Marketing Alignment marketers were tasked with three things: Treat the sales force like a market segment Market collateral (

As hospitals and health systems continue to search for ways to integrate physicians in any number of ways, an oft overlooked aspect in the integration efforts is activity aimed at improving the physician experience. Sadly it appears that little effort is made in the critical success factor. What's wrong with this picture? If you are really serious about integrating physicians, beyond the control of patients and while in still the fee-for-service payment model growing revenue and volume, you must, not need too, but you must make changes in the physician experience in your organization. No matter that the healthcare consumer is in the beginning stages of learning how to be empowered. No matter that the payment model is changing from a production-based, to a risk and quality-based. No matter, that you are employing physicians. If you want to successful integrate and grow, you need to change the physician experience with your healthcare organization. Face it. Nothing happens unless you

Have you ever taken a step back and from a strategic standpoint looking at what you can do to nearly immediately improves your market position and revenue generation? This isn't about massive advertising campaigns, gimmicks, wellness programs, etc. Its more about getting the basics right. The blocking and tackling that you need to do now, to prepare for risk and value-based payment models. If you can't get it right in fee-for-service model, then how do you expect to get it right in a risk model? So very quickly here are six ways to improve your market position and generate revenue. 1. Brand and competitive position. Consumers and patients are ready for convenient technology-enabled access to care. Healthcare providers that are capable of identifying their needs and how they want their healthcare needs meet though technology focused on them, will gain new patients and the next-generation of physicians. It's not a crime to use text messaging to send people information or conf

Of all the lead management best practices a company can invest in, the one that stands out as most important is defining standards.  Recently, IDC interviewed technology marketing executives to learn what's working and what's not in 21st Century lead management. When asked for a description of their greatest success, many more companies stated consistent global standards (including a common language) than gave any other answer.   Why is standardization so important?  Variation is a main culprit in erratic and unreliable processes. No two leads are the same. No two geographies are the same. No two campaign tactics perform the same. Nothing in lead management is really the same. Though companies can’t hope to eliminate all variation in their lead management, the best practice companies get rid of much of as much unnecessary complexity and redundancy as possible. By reducing variation, companies gain better control and achieve more predictable performance. Important areas of lead

The game is changing. Rapidly. Game changer. That's what I call Aetna's introduction to its members, of its easy-to-use, out-of-pocket payment estimator. Simple really, know the cost of a test, visit or procedure; know what it will cost you. But it doesn't stop there, it allows the healthcare consumer to compare the cost across multiple network providers. You can compare costs across 10 different hospitals and doctors. WellPoint through its AIM subsidiary has shown where it was possible to incentivize physicians and plan members, to shop for radiology services and choose the lowest cost provider. It's reducing healthcare costs; while maintaining quality. United HealthCare, though its Innovation Center , is empowering its clients and 70 million members across a broad array of data driven products and services, for the healthcare consumer to better understand their healthcare utilization, and make cost effective choices. And these are just a couple of the price and cost d