Lead and Contact Data Objects, Transactions and Views

participating in Sales Cycle Management

Internet Messaging streamlines Sales Cycle Management.................................................................................... ......1

Sales Cycle Management Facets .................................................................................................................. .................3
Sales Cycle Objects, Transactions....................................................................................................... ...........................3
Facets and primary Attributes to observe and manage the Sales Cycle................................................... ......................3
Contact and Lead Flow..................................................................................................................................... ...............4
Contact and Lead Ownership........................................................................................................................................ ...4
Table Contact and Lead flow tagged by Status............................................................................... ..........4
Distribution and assignment of Ownership of Contact and Lead Qualification................................................... .....5
Evaluating Contacts for the Potential of Interest, Need, or Applicability.............................................................. ........5
Table: Contact, Lead Qualification leads to Project Management and Issue Resolution............................6
Implementation of Contact and Lead Management support by Internet Messaging....................................... ............7
Table Abbreviating Contact and Lead Entry and Processing in the Sales Cycle........................................7
Standard Operations to facilitate focusing on available Potential................................................................ ................7
Contact Entry.................................................................................................................................................... ...............7
Lead Qualification.................................................................................................................................................. ..........8
Evaluate Contacts to concentrate Efforts................................................................................................ ........................9
Facet Views............................................................................................................................................................. ..........9
Table: Browsed Selection Criteria................................................................................. ............................9
Follow-up Leads.......................................................................................................................................................... .....9
Table: Contact System, LEAD STATUS Values for Follow-up..................................................... ...............10
Resolving Project and Lead Coherence..................................................................................................... ....................11
Table Resolving Coherence between Lead and Project.......................................................... .................12
Update and change Status........................................................................................................................... .................12
Important projects, leads................................................................................................................... ............................12
Distribution and Follow-up.................................................................................................................................... ..........12
Distribution Status.......................................................................................................................................... ...............12
Distribution Follow-up........................................................................................................................................... ........13
Lead Redistribution............................................................................................................................. ..........................13
Evaluating Distribution Partners for effectiveness of Lead Follow-up.................................................................. ...13
Automating Channel Communication and Promotion: Mailing Lists...................................................................... ....14
Regular Communication Transactions. Mailing Lists....................................................................... .........................14
Table Communication Transactions and Mailing Lists targeted at qualified Customer Support to close
the Acquisition Cycle......................................................................................................... .....................14
Table of Promotion Categories for Mailing..................................................................... .........................15
Completing Lead Qualification Data in Mailings........................................................................................................ .15
Automate Mailing List Generation ...................................................................................................................... .........15
Limitations...................................................................................................................................................................... ...16
See Also............................................................................................................................................................... ..............16

Internet Messaging streamlines Sales Cycle Management

Strategic Business Development employs the entire scope of business resources within a dedicated,
compact team. Engaging the market with innovative means generates contact potential for use of the
innovation. Key to unlocking the potential lies in expedient processing of incoming contacts to qualify the
available contact and the necessary means to achieve the potential. Contacts arrive primarily from
Internet and e-mail. They include product contacts with potential need for the innovation and include
Information Resources as well resulting from queries for development and implementation of the
innovation. Sales teams work to qualify product contacts reducing them to the potential to satisfy them
with in-house products, sales support, educational systems and technical support. An advantage of these
workflow processes lies in the parallel processing of sales contacts and information or research contacts.

Internet and e-mail contacts can land in a pool if shared within the team. IM fuses the e-mail client and
browser and flows the contacts in a Common Point of Entry where the team processes contacts.
Information System Aggregates empower the team to expediently determine contact potential and pass
the contacts along for support. These aggregates include an editor to annotate and tag e-mails and
Internet material for qualification and storage. Incoming contacts trigger to-dos that the editor annotates
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and tags for follow-up by team members. Useful Information Resources move to a knowledge base for
team, corporate and customer use. Further use of the editor passes information useful for customer
education and documentation to improve customer understanding of the innovation and the
implementation. A further aggregate takes the incoming information assets and prepares the
documentation for the use of technical support systems for timely and targeted customer support. These
aggregates store accumulated knowledge, experience and project management to achieve the potential
available in the arriving contacts. Information System Aggregates enable the team to adapt to the
individual nature of the markets thus powering growth. Information Systems introduce the objects,
transactions, processes and views to fuel Aggregates. Reviewing the Business Development processes
involved and how to promote Sales Cycle Management through Internet Messaging shows the key role
played by Lead Management. It induces the flow leading to successful qualification and support of the
available potential. It begins by taking the contacts from the pool and qualifying them according to the
potential that they represent. Unqualified contacts remain in the pool, and qualified contacts pass for
follow-up. Editor annotation, tags and documentation complement team databases to address to-dos and
issues in a timely manner. However dependency on a complementary database reduces as the
Information Aggregates embed the necessary data within the message documents. Information System
Aggregates focus on contact, lead and project entry within the browser and e-mail.

Taking these contacts from this Common Point of Entry and processing them within the fused Internet
Messaging system of browser and e-mail client avoids re-entering data and maintains links to the
incoming contact documents. Internet and e-mail have the property that these media contain their own
contact data within the messaging document. Using these media does not need duplicate contact data
entry. Lead Management seeks to leverage this savings in work, time and resources.
- A single common index controls the processing flow of these contacts. This advantage of IM uses
an index combining the Information Resource index and the project index to identify the contact
and accompany it in the workflow.
- Lead Management takes the entry data from Contact Management to identify and qualify the
contacts then pass the processed and collected information for further Project Management and
Business Development.
- It improves the return on leads by reducing the duplication of entry and addressing the relevant
customer target groups in qualified sales channels.
- Reduce the time necessary to select the appropriate leads, sort and qualify them and generate the
mailing lists to enable addressing specific and defined customer target needs. The cycle segments
contacts and leads according to needs, and benefits. Thus the message reflects what the group
specifically requires.
- Reduce the maintenance to track and document each lead individually. You need to know what
contact channel was used, what marketing instrument was used. (Sometimes you need to re-
distribute the leads to distribution). You might want to know how did the customer respond to the
lead, and of course what is the current status.
- Lead follow-up is time consuming. Who is responsible? When should it be followed-up? What is the
next action?

How can lead/ contact follow-up be used as a competitive edge? How can the Lead Management trigger
meaningful and useful contacts, and what should these contacts entail? If a means is provided to
regularly contact the customer, how can this be (automatically) controlled and processed?

Consider the following:

A mailing is made 4 times per year to the same target group, how can the success of this mailing be
determined?
How can the mailing actions be followed-up?
How can the success be measured?

Over the years, a large number of leads have been collected at shows, literature requests, ads.
How can this group be addressed according to its exact individual needs?
How can these leads be redistributed to an established distribution channel? How can they be selected and sent
in mailing files?
How can costs be decreased in the follow-up?
How can the most promising leads be chosen and followed-up?
What is the status of the leads? What needs to be done next?

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Sales Cycle Management Facets
Faceted browsing identifies primary topics and constructs views for the user giving a flexible, detailed,
and better understanding of the relationships networking the objects and transactions. Contact and lead
processing use data objects and transactions proven in Sales Cycle Management. Internet Messaging
relaying on the Internet and e-mail as contact entry and a single point of entry; flow contact and lead
objects to continue the cycle. Sales Cycle Management transactions demonstrate that the PN index
uniquely controls the data flow through the entire Contact Management, Lead Management and Project
Management. Use the Sales Cycle data objects and transactions to construct Lead Management
Processes.

Sales Cycle Objects, Transactions

Sales Cycle Management stores the data from different facets of the customer profile. Lead Qualification
takes the incoming contacts and generates a PN index for the contact. Contact information collects
through 00000000a faceted approach meaning that different information perspectives combine with the
contact and the system considers the facets of source, need, processing and support. It includes
sufficient flexibility to display the “exact” customer needs identified through the contacts and stored as
information.

Sales Cycle Objects

- Contacts with the attributes: corporate profile, corporate mail profile, and contact mail profile.
Contact Information, name, Email Contact, URL, Address, Signature, Decision structure, Private,
Leads, Projects,
- Leads with the attributes: Sales Channels, Promotion Activity, Priority, Contact reaction, Lead
Status comments, Marketing Instrument, Communication Channel,
- Projects with the attributes: Priority, Activity, Business Development, Sales Channel, Project Focus
(PN), Target Group ID, Description, Account status description, Account Contract Info, Company
Mailing Profile, Sales Metrics: Forecast, Bookings, Project History comments,
- Project Management Object contains the Issues or To-Dos and the attributes are Milestones and
Deadlines.
- Sales Consulting and Engineering contain problem analysis, consulting and engineering. Further
details go beyond the scope of this article.

Transactions hold and store data from the objects and the following transactions participate in the sales
cycle:
Contact Entry
Lead Entry.
Project Entry.
To-Do, Action, Issue.
Milestones and deadlines
Communication Transactions
Promotion Groups
Mailing Contacts
Mailing transactions include mailing profiles for the contact, project and account.
The Information System Aggregates employ these transactions within IM (browser and e-mail) to
streamline the workflow.

For further details reference: Quick Reference to Sales Cycle Management Objects that drive Strategic
Business Development Aggregates URL: >>>

Facets and primary Attributes to observe and manage the Sales Cycle
Different browsing facets display the development progress.
- Multiple Business Activities or Strategic Business Development in new markets.
o Business Activity
o Business Development
- Contact and Lead Management
- Sales Consulting and Engineering
- Project Management
- Faceted distribution looks at the channels to qualify to collect reliable information on the contact.
Sales Channel: Direct, Indirect Channels including: reseller, office, account manager.
- Regional focus to reduce costs and leverage market knowledge and experience.
- Product Mix
- 0Recency: Date Range

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Contact and Lead Flow
Market engagement brings innovation to the marketplace and returns with a response. The following
table summarizes how the contact response participates in the closing side of the cycle. The closing side
starts with the contact qualification and ends with project closure. Some of the incoming contacts contain
possible potential. These sort into qualified contacts or obvious potential tags as leads. Contacts with
determinable implementation tag as projects. Coherence decides between projects and leads. Contacts
or leads trigger no issues as they only have potential but no determinable implementation that causes
issues. If a contact triggers an issue it belongs to a project. Each qualified contact, lead or project belongs
to a manager and the distribution status identifies the distribution and the owner.

Contact and Lead Ownership

What potential does the contact have and does it warrant attention?

The identification of new sales opportunities or lead occurs routinely during daily work and integration or
automation saves time and avoids the boring working of processing long lines of uninteresting contacts.
Often these contacts are incomplete and funnel into established workflow. Incomplete lead needing
further data or information including:

Processing Situation- missing data

Company name, correct customer name, proper address, missing telephone number, fax or email.
However take advantage of the automation and record them immediately and tag them. A system of
marking or tagging puts the contacts into the queue for automate processing. Mark these leads with
incomplete data with Distribution nr. = 100. Then no lead distribution takes place until marked 200 or
higher which means completion. All leads with Distribution Marker = 100 are incomplete and need
processing. The missing information must be determined. Searching for empty fields (= “ “) produces the
records missing the corresponding information.

Table Contact and Lead flow tagged by Status

Contact and Lead Flow indicated by Status

Identification of the Lead/ Project Status
Market Sales Processing

Status Contact Entry Lead Qualification Project Pre Sales Project Issues,
Identification 2.x 3.x Support, Closure
1.x 4.x, 5.x
Distribution Status Incomplete data. Marking Complete
Distribution Status = data. Distribution
100. Contact Object Status = 200 when
must be identified complete for
Company Name qualification
Receiver
Contact
Marking Search for records
Incomplete data. with missing data
and change
Distribution
Status = 100.
Marking- 1) Call to Call to determine
Distribution determine if mail/ if mail/ fax can be
Marker fax can be sent sent.
and complete
data.
2) Process
records. All 100
records are to be
processed. When
finished -> 200.
Distributors Id Id
Resellers Id Id
Corporate Id Id
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 Accounts
Consultants Id Id
Major Accounts Id Id
PR Id Id

Distribution and assignment of Ownership of Contact and Lead Qualification

Contact Qualification takes the incoming leads from the market response and enters, sorts and assesses
them to determine interest, need, and potential.
Situation: Unqualified, incomplete contacts collect, mark them incomplete = 100. Leads identified as
potential sales contacts need to be qualified to determine contact need.
Sort the leads according to;
- For some of the leads the addresses are not available.
- Leads to mail
- Leads with an immediate priority to follow-up

Tasks
- Produce a list of all leads for an overview, processing and to decide what needs to be done
- List of leads to call for addresses/ contact. Distribution Marker = 100.
- Produce addresses to mail
- List of leads that have a top priority

Report. List of all leads:

- Search for Distribution Marker = 100 (PN, Vendor....)
- List leads

Create Mailing Address/ List of Leads to be contacted.

- Run a report to automatically mark records with Distribution Marker = 220 that have addresses
and are completed.
- Leads without contact or address will remain marked as 100.
Mark leads with high priority

Sources of Contact records for marking, merge files and filtering:

- Mark Lead Tracking records with 220 (PN, Vendor ...)
- Mark Address/ Contact records
- Unmark Lead Tracking records with 220
- Mark Lead Tracking records from mailing lists
- Unmark Address/ Contact records

Lead Identification/ Qualification 0Database maintenance

- Archive records
- Change PN. Act_IR_Media_Item
- Delete records
- Update distributor
- Mark and or delete duplicate records

Evaluating Contacts for the Potential of Interest, Need, or Applicability.

Take the contacts out of the Common Point of Entry and move identified, qualified contacts to support or
project management. Provide sales with the information facets necessary for support to resolve project
issues. Evaluation quantifies and asks:
- What is it? => What makes it a contact?
- How much? => How much makes it a contact?
- Qualification? => When is it?
- Issues. What do we have to do?
After asking and answering the question the evaluation creates a tag and value to use to measure the
objects.

Achieving available Potential

Phase Reporting Process Controlling Phase
Status

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 Achieving available Potential
Engaging Available Select Contacts Identification,
Potential potential Entry
Present the
Market with a target
Question groups
from appropriate
sources
1.xx Contact Results Select Contacts
Qualification Contact Opportunities identified
Qualification and
Market / Monthly Project potential
Response Report contacts. Sort
into qualified and
unqualified.
2.xx Lead Qualified Leads Sort into qualified Leads, Contacts Lead Qualification
Qualification leads qualified and entry of
Mark/ Select available facets of
(avoid Potential, projects customer profile
Qualified duplicates,
Potential remove
unwanted leads)
fine tuning
3.xx Project Determine need, Projects initiated Sales Consulting
Management and deadline. for qualification and Engineering,
Identify Issues Project
Potential including Management
defineable by which cover all
Project Support
determinable implementation
Deadline facets
4.xx, 5.xx Record Update: Follow-up Issues, Projects closed Update Support
Issue Sales Channel, Deadlines and Profile as it
Resolution Product Mix, Lead complete proceeds
Tracking Customer Profile
To-Dos, Issue
Resolution

Business Projects engaged, Projects activated

Maintenance

Produce Lists Generate

- Mailing lists Mailing Lists
- distribution lists

Marketing Actions Generate Follow-

up documentation
Communication

Communicatio Mailing Newsletter Seminars Meetings/

n as a problem Promotion
solving tool
Communication Distribute
Channels
Follow-up

Table: Contact, Lead Qualification leads to Project Management and Issue Resolution

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The closing side of the Sales Cycle includes the phases listed 1.xx to 5.xx listed in the table above. It
starts with the incoming IM contacts and ends with closing the project. The implementation side begins
with the project implementation and ends with the turnover. Symmetry characterizes this cycle meaning
that the two sides function similarly giving the advantage that processes from one side most likely
support the other side.
Movement of IM Contacts in the Closing Side
- Customer contact data
- Lead Transaction (create lead, lead status, distribution status)
- Project Transaction (create project, project status, distribution status, issue resolution- to-dos)

Notice how the faceting approach becomes obvious as the leads progress from a rough to the fine
selection saving time and resources.

Implementation of Contact and Lead Management support by Internet

Messaging

Table Abbreviating Contact and Lead Entry and Processing in the Sales Cycle
Table URL: >>>

The rows contain the Sales Cycle easily referenced through the use of the Status 1.xx – 5.xx designated
by the row colors. Information Sales Aggregates of Information Resources (IR) and Knowledge Base (Kb)
follow. The incoming contacts in the e-mail Inbox, Internet contacts or documents may file in any of these
files.

The columns designated by the text color contain processing elements.

- Contact identifies the Contact within the cycle and the PN lists the corresponding PN.
- Form and Index are the templates generated by the system; and the form name also indexes it.
- Editor designates the service available to the user to edit incoming message documents. An
Action Editor services Activities, while an IR Editor supports documentation of the Information
Resources. Kb Editor supports building knowledge bases.
- Text/ Source expands the editor to source editing.
- Tags list the processing tags and the processes that the phases participate in.
- Action relates the to-dos to the phase based on Coherence.
- From:, To:, and Subject: relate to the user how to address message documents so that they file
properly and are easily searchable.
- Ref:, X-Categories, and X-Tags are evolutionary tags that collect information on the message
document as it evolves. They ease searching for documents.
Workflow
A document starts in the Inbox or collects from the Internet and collects a form or template that identifies
it with the processing phase. Contact and Lead Management focus on 1.xx and 2.xx. After qualification it
moves to Project Management for closing with 3.xx- 5.xx. Parallel flow takes information from the
activities and stores it in the complementary management aggregates of IR and Kb.

For an implementation in Mozilla Firefox and Thunderbird see:

Mozilla Firefox and Thunderbird share Project and Team To-Dos and simplify Follow-up. >>>
Configuration Guide to share Team and Project To-Dos and Follow-up for Mozilla Thunderbird and Firefox
>>>

Standard Operations to facilitate focusing on available Potential

Contact Entry
Situation: Qualification of new sales opportunities or leads. This occurs during the daily work and if it
integrates into the routine workflow it actions as it occurs. Immediate actioning avoids long list of boring
database entry and update.

Is the contact in the database? Has there already been contact?

Compare e-mail, URL or address including company, name and department.
- Potential: does this contact represent potential for use of the innovation that engages the market?
- YES.
o Address and contact data complete?
o Processed. YES- archive. Tag for use in reporting of the information contained in the
attributes.
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 - NO.
oComplete? -> Follow-up mailing, telemarketing
 NO- Address not complete
 Identify e-mail, URL or contact, tel. Nr.
- Not processed. Contact identified.
o YES- E-mail, URL or address?
o Complete? -> Follow-up mailing, telemarketing
 NO- Address not complete
 Identify e-mail, URL or contact, tel. Nr.

Lead Qualification
Situation: Potential- does this contact represent potential for use of the innovation that engages the
market? What is the potential represented?

Lead Tracking Record

Marking:
- Lead Status
. 1-5, 6, 15
- Distribution Status
. 100,200,300. 400. 600. 900.
- Archive

Relationships:
- Distribution Status (Archive)
- Distribution Status (Project)
- Lead Status (Archive). Shows the last status.
- Archive (Project). Shows that the lead does not need to be processed.

Change Status
- Update Sales Channel
- Update Product Mix
- Update Distribution Marker.
- Mark selected records to follow-up
- Change responsible person
- Change Distribution

Situtation: Standard Operations required in Lead Qualification update the records, and correct data and
maintain the records saving time. These typical record manipulations apply in lead qualification process
to produce/ fine tune the sorting.
Situation: apply standard functions to expedite processing:
- Search Requirements: As defined in " Sources, Customer Profile.
- The following functions are standard functions used on the transaction Lead Tracking An expedient
concept to employ here is:
o Most will be used, unmark exceptions
o Most will not be used mark selections)
- Mark or Tag records
- Mark all records corresponding to one or more of the parameters in the Sources, Customer Profile.
o For example, Mark all lead entry = xxxx, Sales Channels = 150, Region = 4, 5, 6.
o Mark all records where the Distributor. = 469.
o Mark all records where a Product Mix record = "product X"
- Changes to Lead Tracking records:
o Mark desired records or search for Sources, Customer Profile Factors:
- Change PN
Change all marked records PN from xxxx to yyyy and edit. (This should automatically reset
the Business Activity).
- Archive:
o Archive all records corresponding to one or more of the parameters in the Sources,
Customer Profile. (Mark Archive field). The Lead Tracking record and the corresponding
Project Status should be archived.
o Delete:

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 o Archive all records corresponding to one or more of the parameters in the Sources,
Customer Profile. (Mark Archive field). The Lead Tracking record and the corresponding
Project Status record should be deleted.
o For example, Mark all lead entry = axe, Sales Channels = 150, PLZ = 4, 5, 6.
- Update Distributor
o Mark all Lead Tracking Records through Search or Marking that need to changed and insert
Distributor = cocks.
o Mark Records with duplicate field values:
o Delete Duplicate Records (Marked as above).
o Change Project Status.
o Mark all records that need to be changed. Change Project Status to xxxxxx.
o Change Responsible Person to: nnnn.
o Update Sales Channel
o Update product Mix:

Evaluate Contacts to concentrate Efforts

- Show Vendor Distribution Channel forecast, sales, and orders
- Report Results: Lead Generation, Qualification. Monthly Project List
o Show (report) with Marked
o Show (report without Marked
o Show distribution of Lead Status, Project Status
o Show distribution the Distribution Status

Facet Views
Facet Views combine the objects and the transactions and filter the data sets according to the user’s
need. This approach helps the viewer to evaluate the potential or need of the viewed records. Using
facets he selects the view appropriate to the evaluation or analysis and selects the records using the
Browsed Selection Criteria.

Selection Criteria: Index, Sort

Project PN- Index Categories

Tags
Keywords

Business Activities, Vendor PN

Product Mix

Sales Channel Direct Sales Channels

Partner, Distributor Indirect Sales Channels

Recency Date

Geographical- Region Land, Area Code or PLZ Index

Key Account Management Project Status

Distribution Status
Priority

Table: Browsed Selection Criteria

Follow-up Leads

Contact System, LEAD STATUS Values for Follow-up

Sales Processing

Identification Qualification Pre Sales Sales Promotion

1.x 2.x 3.x Group

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 Incomplete data. Marking Complete
Distribution Marker data. Distribution
= 100.Data is not Marker = 200.
complete. Thus
some of the
following data must
be determined:
Company Name
Receiver
Address
Tel Nr.
Fax Nr.
Is the contact in the
database? New?
Coherence- Project
Lead Follow-up * 200 Distribution 300 Follow-up
- Sales Channels Issues:
Send info? -> 200 - Direct - Distribution, Sales
Interest- Call -> 200 Channels
- Direct
220 Mailing
600, 650 Contact
960 Archive
Telemarketing- Lead Telemarket 200 Follow-up Distribution
Identification Identification- no Distribution. Mailing. - Sales Channels
address, incomplete Identification- - Direct
address - Follow-up,
220UndV phonecon
Project ?
Mailing- Product Identification, no 200 Distribution call 300 Follow-up
Information address, incomplete all Information.
220 Mailing 300 2nd Follow-up
Information
300 Distribution

Table: Contact System, LEAD STATUS Values for Follow-up

- Situation: Leads have been distributed to the sales channels and they have not been contacted
(600)
o Contact these leads directly
o Provide Collateral:
o Mailing File
o Secondary Merge File for addresses:
o Contacts- Marked Records. Shows or Mailing. Greeting or Address. Mark records either from
Lead Tracking records or Create Lead records for follow-up or mailing. It will also prompt for
the mailing list records.
- Problem: Produce a fax mailing or mailing to follow-up on leads. They will be marked with a 100
and after processing they maintain the 100.
- System:
o Select.
o Marking. Mark Contact records (= 300) with the report that marks the Contact records
directly.
o After the partner has followed-up or internally then the records will be marked with 600
(our contact) or 650 (their contact).
o Archiving. The records could be archived from, 300- 9xx
o Contact reply: the SPN for reply to lead follow-up is used.
- Reports
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-
 o Produce merge file
o Reset distribution # to 310.
o List of records processed
- Filters
o - Projects

Resolving Project and Lead Coherence

Coherence decides between a contact being a lead or project and the ensuing processing and follow-up.
A project qualifies for a Distribution Status of project= (Distribution Status = 300, 600, 900). Leads qualify
for (Distribution Status = 300, 400, 600, 900). Further refinement into facet browsing aids follow-up with
pertinent information to find the right approach. The facets of market and sales channels offer valuable
tips to potential problems and need.

Contact, Lead Project Qualification Resolution

Market Sales Processing

Contact Identification
Qualification 1.x
Lead Qualification Qualification
2.x
Project Qualification Pre Sales Issues, Support,
3.x Closure
Pre-Sales Support
4.x, 5.x
Issues and Closure
Distribution Status Produce file Projects = 200 Qualified, current
- contact info Leads = 200 Projects = 300
Incomplete data. Marking Complete Leads = 300
Distribution Status = data. Distribution
100. Contact Object Status = 200 when
must be identified complete for
Company Name qualification
Receiver
Contact

Mark records with

false info (15.7 )
Reschedule
- Project To-Do,
Action
Marking Search for records
Incomplete data. with missing data
and change
Distribution
Status = 100.
Marking- 1) Call to Prioritize Leads Prioritize Projects
Distribution determine if mail/
Marker fax can be sent Important Leads Important
and complete - Mark leads projects
data. - Select, Follow-
2) Process up important - Mark projects
records. All 100 leads - Select Follow-up
records are to be
processed. When Archive other
finished -> 200. projects (930),
leads (930=
Distributors Id Id
Resellers Id Id
Corporate Id Id
Accounts

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-
 Consultants Id Id
Major Accounts Id Id
PR Id Id
Market Id Id
List projects (200) List projects (300) List projects
List leads (200 List leads (300)
Increment to 300 Increment to
Complete (600)
Archive Archive other Archive other Archive other
projects (930), leads (930) projects (930),
leads (930) leads (930)
Table Resolving Coherence between Lead and Project

Update and change Status

Situation: update the Status and Identify candidates. Produce a list of qualified contacts and leads.
- List all 100
- 200 leads (Dist = 0)
o Select/ weed out.
o Mark.
o Insert lead entry, distribution status
o Mark contact records.
o Create lead and key account records.
o Produce telemarketing list
o Update/ qualify. Phase, action.
o Archive.
- Follow-up.
o Pass to sales, telemarketing.
o - Telemarketing script

Important projects, leads

- Important projects
o List projects
o Mark projects
o Follow-up important projects

- Important Leads
o List leads
o Mark leads
o Follow-up important leads

Archive other projects (930), leads (930)

Distribution and Follow-up

Distribution Status
What’s happened to the contacts and who has ownership? Where are they? What has been done?
Summary of the Distribution Status used to process contacts for qualification and support.

According to the Sales Cycle the Distribution Status uses:

100- Identification
200- Qualification
220- Mailing
300- Pre Sales/ Test
400- Process by reseller
600- finished. Contact. Project
960 Archive
Archive other projects (930), leads (930)

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Distribution Follow-up
Situation: Leads have been distributed to the sales channels and they have not yet been contacted (600).
Send a controlling statement for leads that do not have an attached project or where the status
has not be reported. Determine if collateral has been sent or provided.
- Lead controlling report
o Problem: Redistribute leads to other partners to be followed-up on
 - They are marked with 300
 Select. Contact records = 300.
 After the file is complete the records should be marked with 305.These leads are
marked with Distribution marker = 300. They have been distributed to the distribu-
tion (Reseller >0) or have to followed-up internally (Reseller = 0).
 Follow-up: 600 after the sales partner has reported the status.
- Processing
o Lead Tracking records where a project has been created.
o Cases:
o New project. The project should be followed up
o Existing project. Set the flag on the project. The project should be followed-up.
o Contact acquisition activity. Use the flags on: project action, project issue, or Forecast.
o Lead Tracking Record follow-up: List all records with Distribution Marker= 300.
o Lead Follow-up Flags:
- Reports
o .Lead Controlling report. Telefax report to the distribution channels
o Filters
 Projects
 Archive
 15.*
 6.*
 Archive

Lead Redistribution
Situation: Leads have been distributed to the sales channels and they have not been contacted (600).
Redistribute these leads to other partners
- Send collateral:
- Lead redistribution report
Problem: Redistribute leads to other partners to be followed-up on
- - They are marked with 300 or 310
o Select. Contact records = 300.
o After the file is complete the records should be marked with 310.
o Follow-up: 600 after the sales partner has reported the status.
- Reports
o Lead Redistribution report. Telefax report to the distribution channels
- Filters
o Projects
o Archive
o 15.*
o 6.*

Evaluating Distribution Partners for effectiveness of Lead Follow-up

Situation: Leads have been distributed to the sales channels and they have not been contacted (600)
- Determine who is following leads and reporting status.
- Collateral:
o Analysis:
 Recency
 Leads reported/ status (600)
 Leads not report (300)
 Projects
 Breakdown of success (1.*, 2.*, 3.*, 4.* .....)

Problem: Determine who has been successful in lead follow-up and who has been neglecting the leads
- System:
o . Report- Analysis of Lead follow-up effectiveness
o . After the file is complete the records should be marked with 305.
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 o . Follow-up: 310.
- Reports
o Distribution Partner. Lead Follow-up effectiveness.
- Filters
o Projects
o Archive

Information:
- Collected leads
- Sales Promotion Groups
- Sales Promotion Groups are organized according to the Market: US, Central Europe, Eastern
Europe. Channels. Sales Promotion Groups organize according to the regional market for example:
US Central Europe, Eastern Europe. Organize according to the market. Set the Distribution Marker
= 200 for the default value. With this value they distribute (internally).
- Setting up Sales Promotion Activities.
- Organize according to the market.
- Set Distribution Status = 200 (so it can be distributed in house).
- Projects/ Key Accounts follow-up
Facets or Report: Projects- List, Projects < 2.x/ Follow-up

Automating Channel Communication and Promotion: Mailing Lists

Regular Communication Transactions. Mailing Lists

Place contacts expressing interest in regular information, or agreeable to it; during the identification and qualification on
a mailing list. Mailing lists have set Id numbers and place the contacts on the list by creating a new lead with the Id

The Lead/ Project Status and Distribution Status generate Mailing Lists targeted at qualified
Customer Support to close the Acquisition Cycle
A Multi Media Output matches the Customer Expectations for his media of choice
Communication Media of Choice Report Controlling
Media Export
Lead Distribution Report Distribution: Lead Contact Channel.
(Distribution to Sales, Tracking and Evaluation of
Distribution Channels) Accounting Coherence. What
would support
achieve? Support-
To-do
Address List List Lead, Project Status
Distribution Status
Mailing- Letters Merge Internet Messaging
Unified Messaging
Documents
Fax Unified Messaging. Unified Messaging
Merge (File)
E-mail E-mail Internet Messaging
Internet
Distribution Lists Merge (File) Mixed Media
(Standard Lists used Internet Messaging
for routine mailings Unified Messaging
and distribution) Documents

Table Communication Transactions and Mailing Lists targeted at qualified Customer Support to close the Acquisition
Cycle

Current Project Sales Promotion Partner Standard Operations

Current Leads Direct Partner Direct Partner
Indirect Partner Archive
Corporate partner Indirect Partner Edit
Consulting
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 Major Account Corporate Account Select
Press

Table of Promotion Categories for Mailing

Situation: Review and list all leads to pick those for the mailing list. Sorting for selection use-
300
400
600
960 Archive

Options Mark/ Select for mailing list

All/ Select
Mark
Unmark

Completing Lead Qualification Data in Mailings

Situation: automate mailing to identified contacts in the closing phases of the cycle, use telemarketing or
other targeted means to determine address and contact name. Forward collateral to interested
contacts and automatically produce the mailing material.
- Multi media mailing to the media of contact choice
- Mailing File- Primary
- Secondary Merge File for addresses
- Contacts- Marked Records. Shows or Mailing. Mark records either from the object Lead Tracking
records or the transaction- Create Lead records for the marketing communication. It will also
prompt for the mailing list records.

Problem: To mail to contacts with names and to create a list of contacts without names to telemarket to
determine contact names. Often these leads are incomplete and do not contain some of the key
data:
- Incomplete Company Name, correct customer name, proper address, missing telephone nr. or fax.
However to take advantage of an integration into the daily routine it is important to record them
immediately.
o They will be marked with a 100 and after processing they maintain the 100.
o Strategic contacts. These are contacts that represent a large potential.
System:
- Select.
- Marking. These leads are to be marked with Distribution Status = 100. Then they will not be dis-
tributed until they are completed.
o Processing. Report: Lead Tracking. Processing Lead Tracking records. Lead outside of the
region will be marked; leads will be separated into 100, 220.
o Produce a list with all leads = 100 to be telemarketed.
o Produce a secondary file with all leads = 200.
o Mail all leads (file) = 200
o Mark leads = 220.
o Follow-up. After mailing the leads will be marked with 220.
- Reports
o Produce merge file
o List- 110, addresses
o Reset Distribution Status
- Filters
o Project
o Archive

Automate Mailing List Generation

Lead Entry transactions also automatically generate mailing lists. Enter the lead id for a mailing list in the
Lead Entry Object and use this record to generate the mailing list. The following table shows that the id.
contains an identification of the Lead Status, and Distribution Status.

Identification breaks down into the channel, market or region. Each area has contacts with differing Lead
Status and Distribution Status.

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Limitations
Using a Common Point of Entry and consolidating and improving the tools within the IM offers the user
the ease of familiarity of the user interface and the editor that he commonly uses. He works in the
familiar atmosphere of e-mail and Internet with the facility of the graphical display of information. This
environment offers attractive use of visualization to ease the complex tasks involved in potential
evaluation and project management correspondence. It also decreases the reliance on a complementary
database usually accompanied by a parallel and additional user interface and a cleavage in media with
different storage, editing and use.

The paradigm of processing contacts and the project management as well as web research within the
bounds of IM is logical but unfamiliar and requires a change in perspective to work efficiently. The e-mail
client editor completes the necessary tasks but annotation does not work smoothly. E-mail security
requirements interrupt searching for headers to find evolutionary data. E-mail clients offer limited
database capabilities and in adapting them to this use; the user misses the ease of masks and targeted
links between tables. After gaining familiarity with the paradigm, preliminary tests show that the user
gains in productivity through the unified contact and lead processing combined with project
management. He also gains by accessing a common storage and search for contact, document, project
and research information. Using the similarity between project management and web research helps in
distributing information for solving team problems, development and support.

See Also

Streamlining Sales Cycle Management with Internet Messaging

Strategic Business Development employs the entire scope of business resources within a dedicated,
compact team. Aggregates power the growth and adapt to the individual nature of the markets.
Information Systems introduce the objects, transactions, processes and views that fuel the Aggregates.
Review the Business Development processes involved and how to promote Sales Cycle Management
through Internet Messaging. This article presents an introduction to the questions encountered when
engaging the marketing and adapting the Aggregates helps to deal with the confrontation.

Start with how Sales Cycle Management employs the Aggregates to provide Strategic Business
Development for the entire scope of business resources needed to meet the quality and value
requirements of development targets. Then consider successful growth within the proposed targets of
schedule, sales and budget and how it requires streamlining information resources to build value and
support the development processes. Using these resources Aggregates power the growth and adapt to
the individual nature of the markets.

This expose´ looks at databases and how they need to support the knowledge collection of Internet
Messaging. Look at compact summaries of the Sales Cycle objects of contacts, leads and projects and
efficient integration. Profit from experience and implementation in the international market. The
discussion benefits from market implementation and use in growing sales channels

Look at team activities with the support of Internet Messaging:

- Improving timely access to knowledgebase information
- Migration to Internet Messaging for the Team
- Use for Sales Engineering and Consulting
- Optimizing Contact, Lead and Project Management

URL: >>>

Category, Group
Category: Business, marketing, sales, knowledge base, knowledge management, information
management, Internet
Group: sales cycle management, sales cycle promotion,

Key Words:
Knowledge base, Information Management, Sales Cycle Management, Strategic Business Development,
Project Management, Web Research, Contact Management, Lead Management, Internet Messaging, To-
Dos, Shared To-Dos, Message Cycle, Mozilla, Firefox, Thunderbird

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Quick Reference to Sales Cycle Management Objects that drive Strategic Business Development
Aggregates
Look at the Aggregates of Knowledgebase, Education Systems and Technical Support Systems to promote market
growth. Adaptation of these Aggregates facilitates providing the Strategic Business Development Team with the
information to optimize resources and meet customer requirements.
- Define the basic data objects, transactions and views in Sales Cycle Management
- Defining the basic Information objects and transactions saves time in the adaptation to market
demands.
- Process definitions help slim development and reduce implementation time.
- Complete views work to assist the team in keeping resources slim and ensure availability of knowledge
and experience to resolve issues with a good reaction time.
- Look at Evaluation and Analysis
- Consider the necessary Data Xchange and Document Linking
- Planning views to help the user navigate effectively

URL: >>>

Building Information System Aggregates to drive Strategic Business Development Team Resources
An introduction to building a knowledgebase from Internet Research and Project Management to support
Business Development. Start by asking the right questions and channel the answers to progress the
team. Look at the questions confronting the Business Development Team and see how Aggregates adapt
the answers to these questions for development. The resulting knowledgebase aids development efforts
and success.

Project Management uses the Aggregates to competently employ the compact team. Implementing
Internet Messaging for team use provides the Information Systems necessary to effect value and quality
for the customer and remain within cost, deadline and performance. Examine the potential of
implementing Internet Messaging to streamline Strategic Business Development and expand team
resources.

URL: >>>

Category, Group
Category: Business, marketing, sales, knowledge base, knowledge management, information
management, Internet
Group: sales cycle management, sales cycle promotion,

Key Words:
Firefox, Mozilla, to-dos, thunderbird, project management, web research, internet messaging, sales cycle
management, strategic business development, knowledge base, knowledge management, strategic
business development,

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