Strategic Sales Marketing Strategy g g gyfor

Outsourcing Industry

A S H W A N I C H A N D R A

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A S H W A N I C H A N D R AB U S I N E S S A N A L Y S T

F E B R U A R Y 1 6 T H , 2 0 1 5

Executive Summary

(1) Key Metrics

( ) k i(2) Marketing Strategy

(3) Services

(4) Business Models

Key Metrics- 9 Important Metrics

Research about the prospect lead well and try to understand the vision of the

Acelerar’s vision should look similar to clients vision while engaging with a lead

Lead response time should be very quick within an hour if not then before next the vision of the

prospective customerengaging with a lead then before next

working day

Follow Up – 10% of sales is closed on 4th

contact and 80% on 5th

to 12th contact

E-Mail Sales- through promotional offer, whitepaper, new pricing or service line

Prospect Lead has genuine needs and not just information seeker

to 12 contact or service line

Understand needs of the clients before selling

Sales Pipeline cover 3 times the positive lead generated in sales

i li

Understanding the Demographics and size of the customer it helps to penetrate the marketpipeline to penetrate the market

Marketing Strategy

Push Marketing StrategyPush Marketing Strategy• Cold Calls• Direct Emails• Direct Selling Channels

Push

Pull Marketing Strategy• Email Campaigns on different topics• Creating Awareness and Knowledge• Social Media Campaign• Client Referrals• Client Referrals• Promotions and Discounts• Customer Relationship Management

Pull

Know Who the Key Corporate Influencers AreInitial Decision

to OutsourceVendor Selection Final Sign-Off

CFO 33% 14% 27%C O 33 4 7

CEO 30% 5% 29%

Vice President 16% 8%14%

Chief-Level Officer/COO

12% 8% 10%

F ti H d 9% 29% 10%

of Business Unit

16% 8%14%

Cross-Functional

Function Head 9% 29% 10%

CIO 2% 3% 5%

14%0% 8%CProcurement Team

14%0% 8%

3%11%0%Procurement

Source: Gartner

Marketing Strategy-Why Outsource?

What’s in it for the customer?

Pull Funnel Strategy

Capture- Involves

Use LinkedIn / Face book/ social media to understand what potential customers/ leads are talking about the best way is to keep on noting information on Capture Involves

Capturing and attracting of Potential New Leads

these .Make a range and note hot topics discussed and pass the same to ops team accordingly Operations team will support in posting related whitepapers/ articles on this sites/ via bulk emails. T t id tif th d d d d f i

Nurture- involves nurturing your lead that were

Try to identify the needs and demands of services which are required or are need of the hour.Blogs should be updated accordinglyThe above are mechanisms to attract leads so that they can be nurturedContent should directly target the demand you have

made in capture stage

Improve- Work on the

Content should directly target the demand you have identified through the listening stage to reflect the buying cycle in your potential customers to ensure that the right information reaches the right leads at the right time.Evaluate the lead into a customer or rather helping Improve Work on the

strategy repeatedlyto improve and grow results

them in buying services.Focus on iimprovisation and growing your results continuouslyTry to figure which content gains best response and leads from customerKeep on a continuous improvement in terms of Keep on a continuous improvement in terms of content, channels of marketing

Marketing Strategy- Key Points

Educate Client on your Services as a first stepy p Educate on Types of Services according to Pull and

Push Strategy Educate prospective client on Current Business

Models in place Balance Push and Pull Strategy as per the

requirementR d R F ll (RRF) hi h d Record-Repeat-Follow(RRF) steps which attracted prospect client over the time period

Business Models

Transaction Based Pricing Model

•Payment based on the number of transactions processed •The contract sets a price for a baseline volume

Pros Cons

•Requires Buyer to forecast Volumes before buying services•A variance of +/- 10% around the The contract sets a price for a baseline volume

of transactions•If volume fluctuates above or below this baseline, the supplier is paid an adjustment based on a pre- negotiated rate.

•A variance of +/- 10% around the forecast is undertaken by the supplier at the standard rate (typically measured over a rolling 3 months)•Marginal Price is requires for based on a pre negotiated rate.

•This Model increases flexibility and Transparency•It drives continuous improvements in process•Incentivising business units to move volume

Marginal Price is requires for transaction volume passing out of forecasted volume•Marginal prices may be higher or lower than the base transaction priceIncentivising business units to move volume

from bad transactions to good transactions•Helping business focus on transaction process and improvement•Driving lower cost as both buyer and supplier

than the base transaction price•Lower volumes may result in under-absorption of overheads and therefore require higher charges

Driving lower cost as both buyer and supplier are focused on efficiency

Business Models

Outcome Based Pricing Model

This model helps the clients to pay only on delivered results and there will be no payments on non-delivery of results; however there may be small fees may be charged as account management fees this can work very well for trial customers.

•More cohesion of work being delivered•Freedom from interviewing and monitoring

Pros Cons

•Lack of transparency into how work is being performed•Little insight into costs of service (unless individual staff members

•Ability to aim more innovative behaviour from provider•Potential for higher eventual savings as labour arbitrage is replaced by productivity and synergies

•Little insight into costs of service (unless visibility into resource consumption is maintained)•Additional administrative burdens associated with root cause analysisarbitrage is replaced by productivity and synergies

between tasks as key savings drivers •Evaluation of service delivery from outcome-based perspective

Thank YouThank You

Ashwani ChandraAshwani ChandraBusiness AnalystEmail: me@ashwanichandra.comWeb: http://www.ashwanichandra.com