P PagerDuty relies heavily on a sales team to close large licensing deals from organic and marketing-generated leads. The constant tug-a-war between Sales and Marketing was causing a continuous disconnect in the discussions around the quality of leads and the number of leads being generated. How do we streamline processes from campaign inception to launch and ensure marketing is nurturing leads until it reaches requirements to hand off to Sales?
02. Goals
Improve lead handling processes
Evaluate lead scoring processes & identify/implement change opportunities
Understand how leads are getting touched & implement appropriate programs to increase qualified leads to Sales
03. How
Customer Segmentation & Market Analysis
Append appropriate data (ZoomInfo & DiscoverOrg) to better establish customer segments
Understand PagerDuty’s customer segments and disseminate across org
Implement customer segments throughout marketing and sales systems
Partner across organizations to develop more targeted messaging
04. Results
Improvements were implemented within 2 months
Increased qualified leads through the funnel by 20% due to changes in lead routing and scoring
Identified target audiences that needed to stay with marketing for further nurturing and implemented trigger campaigns to continue the conversation until they reached a certain score to be released to Sales.
Retaining lower-scoring leads within marketing for segmented marketing programs, potentially driving some leads to self-service aligning with goals the CEO set for the company
Reduced quantity of poor leads to Sales by 50% but increased the quality of leads enabling higher closing rates